Podcasts about incident command system ics

Welcome to the 20-episode run of the All-Hazards Project Management series of the People, Process, Progress podcast.Since I was seventeen, I've been involved in public safety, emergency medicine, and planning events or incident responses. Across all these roles, one truth has stood out: effective planning connects them all. In public safety, it's about saving lives and protecting property—but that only works when teams share a process and operate efficiently. In emergency medicine, triage and crisis standards guide us to do the greatest good for the greatest number. And in project management, it's about turning an idea into reality.In every one of these fields, people are the constant. To stay safe, deliver care, and get results, those people must work a shared process. The progress we make depends on both.That's where this All-Hazards Project Management series comes in.This series is built from the field and the front lines. I've used elements of what you'll hear in these episodes to train fire department leaders in project management and to share public safety insights with members of the Project Management Institute (PMI). These are the practical lessons that bridge emergency response and organizational execution.Each episode blends:People – who we lead and how we support them,Process – the systems and structures that keep us aligned,Progress – the measurable outcomes that prove we're moving forward.We'll connect project management frameworks to the Incident Command System (ICS), highlight real-world parallels, and provide tools you can apply immediately. You'll also get a clear call to action in every episode to drive results, not just reflection.If you're ready to lead in uncertainty, plan with precision, and deliver under pressure—this series is for you.Let's lead with clarity, operate with purpose, and progress together. I'll see you next week.

​In this episode, we sit down with Doug Schuster, Operations Manager at Emergency Management Services International, Inc. (EMSI), a premier all-hazards, full-service, multi-discipline incident management and emergency management services provider. With over 30 years of experience in incident and event management, Doug shares insights into his emergency response philosophy and discusses EMSI's diverse work, including collaborations with the railroad industry.We delve into unique applications of the Incident Command System (ICS), such as managing a bedbug infestation at a jail and addressing a cesium release in a Seattle hospital. Join us for an enlightening conversation on innovative approaches to emergency management.​

**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.

Can ordinary citizens become heroes during a disaster? Discover how Community Emergency Response Teams (CERTs) help everyday people play essential roles in emergency situations. Join Take It To The Board host Donna DiMaggio Berger and guest Dr. Jesse P. Spearo, the Emergency Management Administrator for Miami-Dade County, as they share insights into how CERT volunteers provide critical support, from coordinating community events to distributing supplies during major incidents.Donna and Dr. Spearo delve into the activation and organization of CERTs through Emergency Operations Centers, illustrating how trained volunteers are mobilized to support first responders and assist community residents until first responders can arrive on the scene. They discuss their crucial duties, including distributing food and water, conducting damage assessments, taking preliminary life safety measures with the injured and handling specific regional hazards like hurricanes, flooding, and heat emergencies. Listen to compelling stories of how CERTs have made significant impacts, including the success of Teen CERT initiatives and the integration of these programs into school curriculums.In their conversation, they explore the structure and operations of CERT teams, highlighting the Incident Command System (ICS), leadership roles, and the importance of continuous training. They also touch on the legal protections and medical coverage provided to volunteers under the Good Samaritan Law. Wrapping up, Dr. Spearo shares his journey into emergency management and offers practical advice on supporting emergency efforts. Tune in to learn about future trends in the field and how you can get involved in making your community more resilient.Conversation Highlights Include:Types of emergencies or disasters CERTs typically respond toVolunteer training and costs Key roles within a CERT teamHow CERT members are deployed during an emergencyCommunication channels used by CERT membersHow CERTs integrate with professional emergency servicesCERT members and liability in Miami-DadeCERT equipmentSteps for a condominium or HOA interested in setting up a CERTRelated Links:Podcast: Surviving the Storm: A Journey Through Hurricane Ian and Beyond with Joseph E. Adams, Becker & PoliakoffPodcast: Keeping Cool With Jane Gilbert, Chief Heat Officer, Miami-Dade CountyResources: CERT Training Information

When you have an oil spill, it can be stressful, and the reporting process can be confusing. But, in this episode of Tank Talk, we break down the six critical steps to take immediately after a spill occurs, emphasizing the importance of rapid action and clear communication with authorities to minimize environmental impact. We also dive into the unique challenges terminal managers and operators face, from the stress of providing accurate spill volume data under the watchful eyes of state and federal agencies to the importance of candid communication during a crisis. Our conversation equips you with strategies to streamline spill notification procedures, enhance your understanding of the Incident Command System (ICS), and ensure you're ready to respond with poise and precision when spills happen. National Response Center (NRC)Alaska Department of Environmental ConservationFEMA ICS 100 TrainingFEMA ICS 200 Training Support the Show.intro/outro created with GarageBand

On this episode of The USFA Podcast, Chief David Downey talks about ICS and how it has been foundational for every type of incident or event in Miami-Dade.

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

What can government and corporate executives who want to prepare for a crisis learn from how the Federal Emergency Management Agency does its job?The people at FEMA may have more experience responding to various crises than others in the government and private sectors. The list of disasters they've dealt with includes floods, landslides, winter storms, hurricanes, tornadoes, and earthquakes.Aaron Levy is the director of FEMA's Individual and Community Preparedness Division. In this episode, Levy shares his insights on how the agency trains, prepares for, and responds to a crisis and the lessons you can learn from its experience.QuotesThe National Incident Management System (NIMS) and the Incident Command System (ICS) provide a standardize communication and collaboration during emergencies. - Aaron"Former administrator was very fond of saying the best disasters are federally supported, state managed and locally led." - AaronFeatured Guest in this episodeAaron LevyDivision Director, Individual and Community PreparednessLinkedin: https://www.linkedin.com/in/aaron-levy-81b9397 Follow FEMA online, on Twitter @fema or @femaespanol, on FEMA's Facebook page or Espanol page and at FEMA's YouTube account. Also, follow FEMA Administrator Deanne Criswell's activities @fema_deanneFor preparedness information follow the Ready Campaign on Twitter at @ready.gov, on Instagram @ready.gov or on the Ready Facebook page.Chapters00:00 Introduction01:13 FEMA's preparedness on disaster situation04:06 FEMA's Urban Search and Rescue Capabilities in Action07:43 FEMA's National Exercise Program: Continuous Improvement10:49 National Incident Management System12:36 Empowering Local Communities for Disaster Preparation.14:41 Practical steps for private sectors for disaster preparation19:24 "Key takeaways for disaster preparedness"21:43 Links and Resources22:23 OutroProduced by Heartcast Mediahttp://www.heartcastmedia.comThis show is part of the Spreaker Prime Network, if you are interested in advertising on this podcast, contact us at https://www.spreaker.com/show/5602540/advertisement

Kimberly (Kim) Livsey is a Senior Emergency Response Coordinator in the U.S. Food and Drug Administration's (FDA's) Office of Regulatory Affairs' (ORA's) Office of Human and Animal Food Operations. In addition to more than 20 years of federal service at FDA, she has leveraged her expertise in food safety oversight and emergency management at the state and local government levels. Prior to her time at FDA, she was an environmental health specialist with the DeKalb County Board of Health in Decatur, Georgia, where she served as a supervisor and trainer in the food protection program. Kim has led incident response, management, and command activities on the frontlines of multiple natural disasters, including Hurricanes Katrina, Rita, Gustav, and Irma. She has also contributed to leadership and planning for food safety and defense at numerous special event operations, including the international G-8 summit, The World Games 2022, Democratic and Republican political conventions, and Presidential inaugurations. In March 2022, Kim spent seven weeks leading the ORA Incident Management Team in response to adverse events associated with the use of powdered infant formula products. She and her 37-person team took action as part of FDA's response, including facility inspection, product sample analysis, consumer complaint triage, state sample request coordination, media inquiry response, and enforcement action initiation.  In this episode of Food Safety Matters, we speak with Kim [26:12] about: How FDA leverages the Incident Command System (ICS) to coordinate multiple FDA organizational components to manage incidents, such as foodborne illness outbreaks What Incident Management Teams (IMTs) are, as well as their purpose, structure, and activities The various roles that exist on an IMT and how the personnel to fill those roles are chosen How FDA mobilized an ORA-wide IMT at the field level, for the first time, to investigate and respond to the recent, highly publicized foodborne illness outbreak associated with Abbott Nutrition powdered infant formula Kim's experience leading an IMT with the Jefferson County Department of Health in Birmingham, Alabama to ensure the safety of food served at the 2022 World Games Essential qualities for an IMT Incident Commander (IC) to embody, and the ways in which efficacious leadership and use of IMTs can impact industry and consumers How FDA responds to foodborne illness outbreaks through its Coordinated Outbreak and Response Network (CORE); its four standing, geographical IMTs; and its rapid response teams (RRTs) The working relationship between FDA's four standing IMTs and state jurisdictions Why working with and on IMTs can be rewarding. News and Resources FDA Releases Food Safety Prevention Strategies for Salmonellosis, Listeriosis from Mushrooms, Onions [5:13] FDA Releases Review of Response to Infant Formula Supply Crisis, Addresses Improvements [9:47] FDA Highlights Key Food Code Recommendations for Mitigating Norovirus in Restaurants [14:53] Resource Library for Retail Food Regulators Conducting Foodborne Illness Outbreak Investigations Sponsored by: Cintas  Download the Cintas Program for Food Processing Apparel brochure. We Want to Hear from You! Please send us your questions and suggestions to podcast@food-safety.com

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.

Dennis Mossburg has a worked over 17 years in corrections and is an Incident Command System (ICS), Type III Operations Section Chief. Dennis is also the founder of Grey Moose Leadership Group. As a leader, he has supervised staff in corrections, supervising their day-to-day activities and emergency response. As a member of a Type III incident management team, Dennis has responded to emergencies involving contaminated water incidents, computer system breeches, the Kilauea Volcano in Hawai'i and Hurricane Florence in North Carolina. Linked In: https://www.linkedin.com/in/dennis-mossburg/ Facebook: https://www.facebook.com/dennis.mossburg.1 Facebook Page: Grey Moose Leadership Group, LLC Youtube: https://www.youtube.com/channel/UCfYYXlD1TGhtHkjIGALckGg --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app --- Send in a voice message: https://anchor.fm/marieoldfield/message Support this podcast: https://anchor.fm/marieoldfield/support

Training has moved beyond the classroom and is predominantly being done on line in the COVID Pandemic environment we are in. Todd Manns, the founder of  The Blue Cell is this week's guest. In the podcast we hear about their lessons learned from moving to a virtual environment for Incident Command System (ICS) training. Additionally, they are starting up a totally new training series of classes that provide individual position training for ICS Command Positions. What is unique is that they are providing individual mentorship beyond the actual instruction and doing it on an “on call” basis.  This can be particularly helpful for people new to ICS or moving into these command positions.This episode is sponsored by The Blue Cell, 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.

Multi-Hazard early warning systems for potential disasters can mean the difference between life and death for local residents. Dr. Bapon Fakhruddin, an expert who has been involved with implementing these early warning systems in more than 25 countries, is on the Multi-Hazards podcast today to tell us all about it. This is an essential part of reducing disaster risk, adapting to climate change and ultimately keeping communities safe. Have a listen! Study Guide here (on left where it says "PDF"): Topics include: * Why has Bangladesh been important in the Disaster Risk Reduction (DRR) field? * How did Dr. Bapon Fakhruddin get involved in DRR? * Why should Disaster Risk Reduction (DRR) and Climate Change Adaptation (CCA) be "merged" in many ways? * What's the global risk assessment framework (GRAF)? * Emergency or early warning systems in Disaster Risk Reduction (DRR): What are these? And why are they so complex? * What does "multi-hazards" mean? How do multi-hazards relate to warning systems? * What is the Sendai Framework and what's its recommendation of "people-centred multi-hazards early warning systems? * What are the eras of early warning system development? * What are early warning systems connection to the military? * What's the newest definition of "hazard" from the United Nations Disaster Risk Reduction office and the International Science Council? * What does the 1981 punk song by The Clash "Should I Stay Or Should I Go?" have to do with early warning systems? * Risk communication: What's this in a nutshell? And how does this relate to emergency warning systems? * Why are tsunami warning systems so expensive? * After an earthquake, how many minutes will it take before a tsunami comes? * Why is "indigenous knowledge" so important for Disaster Risk Reduction (DRR) and science in general? * Why does Dr. Bapon Fakhruddin appreciate indigenous cultures so much? * Why are people sometimes reluctant to heed early warning signals? * Why is trust in authorities a big factor for early warning signals and risk communication? Dr. Bapon Fakhruddin's Bio: Dr. Fakhruddin is an expert climate change risk assessor with 19 years' global experience in working on disaster risk and climate resilience projects. This experience is a major advantage in climate change adaptation and mitigation strategy development. His key areas of expertise are climate and multi-hazard risk assessment, disaster preparedness, early warning and emergency response and coastal community resilience. He has designed climate change and disaster response projects in more than 25 countries in Asia and the Pacific. During his career, Dr. Fakhruddin helped to design major international multi-hazard early warning systems for floods, cyclones and tsunamis to save lives and stop property damage. His most high profile work has been developing multi-hazard warning systems including a tsunami warning system for Indian Ocean countries following the deadliest one in history - the 2004 Boxing Day Tsunami. Dr. Fakhruddin was appointed by the Government of New Zealand to develop a national climate change risk assessment framework. Dr. Fakhruddin graduated in civil engineering and has a Masters' in Water Engineering and Management from AIT, Thailand. He has a PGD in Integrated Water Resource Management from Canada's United Nations University and a PhD in Water Engineering and Management from Italy's Politecnico di Milano. He is a certified Instructor of Incident Command System (ICS) for disaster response from United States Forest Service (USFS). Dr. Fakhruddin is currently working as a mentor and supervisor for postgraduate study in disaster risk management in University of Auckland (UoA). He is a Steering Group of the Global Risk Assessment Framework (GRAF) of UNDRR. Co-Chair for the Disaster Loss DATA and Risk Interpretation and Applications (RIA) Working Group of IRDR of ISC/UNDRR. He is also Co-Chair CODATA task group FAIR Data for Disaster Risk Research. Bio is from LinkedIn: https://www.linkedin.com/in/bapon/ Intro: "Ten Inch Spikes" by Jeremy Korpas on Youtube Audio Library Outro: "Caribbean Hide & Seek" by Carmen María and Edu Espinal on Youtube Audio Library Episode Photos: Tsunami Warning System Electronic sirens: Photo by Telegrafia on Wikimedia Fijian woman: Photo by Giorgia Doglioni on Unsplash Children Playing: Photo by Sasin Tipchai on Pixabay Coastline: Photo by Damon Hall from Pexels Bamfield Tsunami Hazard Zone sign: Photo by Mimigu on Wikimedia Child at Comunidad Wiwinik, Nicaragua: Photo by David Viñuales on Flickr

In this episode, I interview Dennis Mossburg. Dennis Spent 18 years as in the prisons system, much of it as an Incident Command System (ICS), Type III Operations Section Chief. He has a rather interesting perspective on leadership as a consequence of his unique experience. You will hear this, but you will also hear core leadership principles as he talks.   He will discuss leadership in complex situations, how to deal with inmates effectively, and how to lead Type-A personalities. He also wrote a book, Reflections on Leadership. You can find the book here: https://www.amazon.com/Reflections-Leadership-What-Leaders-About-ebook/dp/B08RCVDKCL/ref=tmm_kin_swatch_0?_encoding=UTF8&qid=&sr= If you enjoyed this episode, please consider subscribing and tell others who might benefit from this podcast. I would like to hear from you. You can leave a comment below.  I would like to hear if this was useful. Send me a Tweet: @daringerdes or leave a video message: https://flipgrid.com/leadersmith  Join our FACEBOOK COMMUNITY and continue the discussion there: https://www.facebook.com/groups/learnleadership/   or Join our LinkedIn community: https://www.linkedin.com/groups/13966891/  

Episode 20: Standard Reunification MethodJohn-Michael Keyes Interview - Part 1Bill Godfrey:Welcome back to our next podcast. Today we've got a surprise for you. Our guest today is John Michael Keyes from the I Love You Guys Foundation. John Michael, thanks for being here today.John-Michael:Oh Bill, thanks for having me.Bill Godfrey:I'm so excited to be able to do this. You're our first official guest on the podcast, and I really couldn't think of anybody else I'd rather have to kind of kick this off in introducing our audience to more speakers on the podcast than just the instructors and the team. So I really appreciate you squeezing in the time to do it. I'd actually be surprised if any of our listeners didn't already know who you were or what the I Love You Guys Foundation was all about, but do you mind just for those that may not know, give us a quick, brief history into how the I Love You Guys Foundation came to be and what you do?John-Michael:Absolutely, Bill. I'm the executive director of the I Love You Guys Foundation, and the foundation has been in existence now for 13 years. We started it 13 years ago in the face of tragedy. A gunman had entered Platte Canyon High School in Bailey, Colorado and held seven girls hostage. Among those girls was my daughter, Emily. Over the course of the afternoon, our stranger let some of the girls go, and while she was held hostage, Emily was able to send a text message, I love you guys. Ultimately the gunman shot and killed Emily, and the Jefferson County Regional SWAT team shot him. But based on that message, we started the I Love You Guys Foundation, and initially worked with other organizations in supportive of a mission. And it wasn't until 2009 when we started diving deep into school safety. And what we saw was there wasn't a common language between students, staff, and first responders in a crisis.And, we found a handful of districts around the country that were using some very specific language, and based on that, we created the standard response protocol. And, at the time it was based on four actions, lockout, lockdown, evacuate, and shelter. Since 2015 we've had an optional fifth faction, hold in your classroom. And, it just started taking off, and we developed materials and training around the standard response protocol, and the foundation offered the programs and all of the materials at no cost on our website. And from modest beginnings in 2009, today our estimate is almost 30,000 schools, districts, agencies and organizations are using our programs.Bill Godfrey:That's just phenomenal. That's just phenomenal.John-Michael:It's humbling sometimes, Bill, in all honesty. But the foundation's made a commitment, and what we found is that in some very specific lanes we can do things. And, in 2012 we introduced the standard reunification method, and that's another whole in schools crisis planning. And again, working with districts who had cracked that nut, we packaged the materials up and offer the program at no cost on the website. And, it's been remarkable. The partnership we've had with you in evolving that program has been spectacular.Bill Godfrey:It's a fabulous mission, and the work you guys do, it's just beyond phenomenal. And I don't really know how you ever measure the impact. I mean, we can measure the data and we can measure the numbers and the implementations, but the impact and the emotional value, just I don't think there's any way to understate it. John Michael, I'm going to take you back for just a second. So you gave a great overview of the standard response protocol, and I think everybody, at least in our audience listening, certainly understands what we mean by evacuate or shelter in place. Can you elaborate a little bit more on lockout versus lockdown? Because that was a terminology that you introduced to us, I don't know how many years ago it was, but it was something that we hadn't heard before, and I thought that was really, really a big element for emergency responders to understand.John-Michael:Well, FEMA has given us guidance saying lockdown for ages and ages, but they haven't given us great guidance on what that really means and what to do. And, so we saw schools and districts and agencies doing things like soft lockdowns, and hard lockdowns, and code red, and code yellow and code whatever. And, FEMA has also given us guidance that codes don't work in a crisis. And so, when we first started going down this path, some of those districts were using the term lockout. And, in a lockout we're going to bring everyone inside, lock the outside doors, and as much as possible do business as usual. Just because 7/11 is getting robbed down the street doesn't mean we need to shut down what's happening inside the building. And so that differentiation allowed us then to clarify a lockdown.And in our world, a lockdown is a lockdown, is a lock down. It's locks, lights, out of sight. Get that door locked and get behind that locked door, try to get out of sight. And what we've seen in our data is that a locked classroom door is a proven time barrier. In looking at events, we have found only a handful where a gunman has harmed people who are behind a locked classroom door. And in none of those cases was that door breached. Recently in the Parkland event, our perpetrator there shot into classrooms when he could see occupants. Red Lake, Minnesota, our perpetrator there actually shot the lock and didn't defeat it, but gained entry into the classroom through the side panel window. The only other time we lost somebody who was behind a locked classroom door was Platte Canyon High School, and the perpetrator was already in the room and it took 1100 grains of explosives for the SWAT team to breach that door. And so, what we know is a locked classroom door is a proven barrier. And so, that's our focus. Let's get that door locked and let's get out of sight.Bill Godfrey:Absolutely. It's interesting. So the distinction, and I kind of want to highlight this for our listeners, the distinction between the lockout versus lockdown is where is the threat? If the threat is off campus, away from the school, then the idea is the lockout to keep the threat from being able to get into the school. So keep the perimeter of the school locked and safe and secure, but continue doing business inside the school. Is that a fair summary?John-Michael:Absolutely. And, starting this year with 2020 we're adding some evolution to it. And as we know, these things evolve over time, and over time that lockout where no one in or out may be loosened a little bit so that we will do a monitored entry or a controlled release. And, an example is if mom needs to pick up their daughter for a dentist appointment, we aren't going to make her wait in the parking lot. But certainly that's going to be an evolution over time and we're going to be very attentive to it.Bill Godfrey:Of course. And you work with a lot more schools than we do. But I will say my experience with the schools by and large has been, lock down is a familiar terminology. As you mentioned, it kind of means a whole bunch of different things to schools. But when you introduce the concept of lockout and get them to kind of look at the thread, it's like the light bulb goes on and there's this sort of aha moment of, wow, there really is something in between. Is that continuing to be your experience as you're traveling the country and teaching new schools about the Standard Response Protocol (SRP) process?John-Michael:Absolutely. And there's one more action that's still kind of in the middle of both of those, and that's hold in your classroom or area.Bill Godfrey:I was going to ask you about that one, because you mentioned you added that. Tell us a little bit about why you added the hold and what that means?John-Michael:When we initially developed the Standard Response Protocol (SRP), it was about sharing a common language between students, staff, and first responders. But there's this one more action, hold in your classroom, where we may need to keep the hallways clear even if the bell rings. Maybe it's a medical emergency, maybe a student spooled up. The whole point is we're going to keep those halls clear until whatever's in the hallways can be resolved. And, in 2012 we introduced it into our training materials as an optional fifth action. And I'm sorry, it wasn't 2012, it was 2015. 2015 we introduced that, and we started getting requests for all five actions on our materials.Bill Godfrey:Of course, it makes complete sense.John-Michael:And for the last several years we've had materials with all five actions on it, and we made the commitment this year that with SRP 2020 we will include all five actions as the baseline for the standard response protocol.Bill Godfrey:So, standard response protocol, the new version 2020 coming out has got the five actions, lockout, lockdown, shelter in place, evacuate and hold in classroom, as well as I'm sure you've got some other new stuff that you've incorporated in the 2020 release as well.John-Michael:One of the things that's new for us, and we're calling them distributed campuses, and the notion really hit home when I was in Kern County, California. And some of the schools in Bakersfield, remember I'm from Colorado, it's chilly out today and there's snow on the ground.Bill Godfrey:I don't want to tell you what the weather here is in Florida.John-Michael:But, they pointed to what they called an open corridor. And what I saw was a sidewalk with an awning on it. And so we've got individual buildings that have open corridors linking them together, and often there's a secured fence around the perimeter of the campus. And so, we're looking at that distributed campus and modifying some of our lock out instructions based on that environmental aspect of what they've got going on.Bill Godfrey:I think that's a great addition. My youngest daughter, her high school that she attends, which you've seen before, has that very kind of environment. It's a campus of multiple buildings connected by various corridors and walkways. And so, I think that's a great addition.John-Michael:Yeah, we're excited about that. The evolution of drill practices is another conversation that we're having in as well. The recent media attention on drills causing trauma. And once again, we looked at the language and the specificity of it, and once again, there's a little fuzziness coming from our federal friends. And our approach is that we conduct a drill to create muscle memory, we conduct an exercise to test capacity. And I think during an exercise we might be simulating events. During a drill we don't need to. We just want to create the muscle memory. And so, I think some of the media attention with drills causing trauma, we're really looking at exercises gone awry.Bill Godfrey:Yeah. There's certainly too many of those that more than we would like to see, where there's just been some poor decision making and poor choices that is just, it harms everybody.John-Michael:And again, some of the book isn't written yet. And so as we're all going down this path, if somebody stubs their toe, let's not point the harsh finger of accusation, let's help them up again and keep going down the path.Bill Godfrey:Amen. Amen. So, we talked about standard response protocol. You led us through where you were, what's coming new in 2020. Talk a little bit about the standard reunification method and how that came in and where it's going. Because you've got a new version of that coming out as well.John-Michael:Yeah. We're pretty excited, and I actually have been heads down in the software side of the world. We introduced it in 2012 based primarily on a method that was developed in Adams 12 five star schools here in Colorado. And, the director of security at the time, he's now the chief operating officer, he had 13 reunifications in seven years. And it's a remarkable number.Bill Godfrey:That's a lot.John-Michael:He freely admitted that his first half dozen were horrible because he didn't have a plan, and winging it isn't a plan. And so, he did some homework, and got some stuff and developed this method. He shared it with us. We worked with some other districts and released the standard reunification method in 2012. And that's one where we're learning all the time. And so, it was, again, I think 2015 or 16 version two came out, maybe a little later than that, and we're in production right now with version three. And a couple of the things that we've seen is that people think reunification, they think about, oh my gosh, it's that act of violence event. And the reality is that things happen at schools all the time where you need to bring your parents together back with your kids. And so, we're actually taking the core of that and generating with software a few different types of reunification operation kits.So, if we're reunifying a subset of the population because of a threat that's outside of the building and we don't want kids walking in the neighborhood, that's a very different reunification than a hazmat incident where we're evacuating the entire school. And even that incident is a very different reunification from an act of violence incident. And so in all of this, we're putting together different layers of response. And, that's one of the goals is to fine tune that to make it accessible so that when that little evacuation comes up, we use the standard reunification method, even if it seems like overkill. And that's an ideal opportunity to train our students, train our parents, and train our staff on how it works.Bill Godfrey:Absolutely. For the benefit of our, of our listeners, you and I met, I don't know how many years ago it was at one of the conferences, and got to talking, and I became aware of a lot of the work the foundation's done in the reunification. And as I began looking at that from a responder point of view, because we had routinely run into schools who either had no reunification plan or their reunification plan was, yeah, we're going to use our cafeteria, or we're going to use our gym on the same campus where this event would have theoretically just taken place. And of course as responders you're like, that's not going to work. The whole campus is basically going to be shut down and a crime scene, and that's not where we want parents coming and going and all that kind of stuff. So we've got to move the kids off campus.And when we began looking at what was out there, the stuff that you'd put together, it wasn't just the best, it was so far ahead of everybody else. It's very difficult to compare. It's like comparing a bicycle to the Star Trek enterprise that could move at warp speed. It was your stuff was that far ahead, and you were so gracious with your materials that we began incorporating it into our active shooter incident management course, both our intermediate and advanced course, because we felt like it was important for responders to not only understand that this is a difficult task, here's a plan that's out there if you don't have one, but, oh by the way, here's some of the challenges that go with this stuff. And kind of the interesting evolution for us was as we were teaching it for, I would say probably a couple of years I guess, but only in a fairly overview superficial way, because there wasn't a lot of time to focus on it in the class that we were doing.And recently about a year ago, so I guess, I think that's about right, about a year ago or so, we began realigning it, maybe close to two years ago now, now that I think about that, we began realigning what we were doing and said, this is more important. And we dedicated a little more time to it and actually built it into one of the hands on exercises we do in the advanced class. And almost as soon as we began doing that, we recognized that there were some things that we didn't understand as well as we thought we did. And I don't know if you remember back those days, but it seemed like I was calling you twice a week asking you questions about, well, how is this supposed to work? And we ran into a problem, and have you seen this before? Do you remember those flurried phone calls that went on for several months?John-Michael:Absolutely. And I put your ring tone on lifeline on my phone.Bill Godfrey:Well, I really appreciate that you did that. But some of that stuff we ran into led to you and I talking a little more deeply about some places where some of the things that we came upon you'd already had happened before and you had good answers for. Some of the things that came up were things that hadn't arisen before and led to some deep conversation. And on the integration with the responders, we thought we saw some opportunities to kind of simplify things a little bit. And I just love how open, and gracious and willing you were to have those conversations with us and talk about that, which is led to obviously the formal partnership that we've got now between C3 and the foundation to move forward on both fronts, not only on the school side but on the responder side. But with that as a foundation, can you talk through from your side some of what were the things that jumped up and got your attention about some of the things that we ran into, and what struck you that that led to the new version of SRM that you're getting ready to put you out? By the way, are you calling that SRM 2020 or is that got a different name?John-Michael:Oh man.Bill Godfrey:Or have you given it a name yet?John-Michael:I think we're probably going to go with SRM 2020, and part of that is to reinforce that we're doing a biennial, every two years we're going to be updating this stuff. And, I think that's part of the commitment of the foundation is to constantly evaluate and evolve the materials. And, one of the things that has been really impressive is your giving back to us some of the evolution that you have learned in your hands on training, and we've been incorporating that into SRM 2020. And it's a statement to the power of partnerships in that it works better when the commercial sector and nonprofit sector can work together in an arena with shared goals.Bill Godfrey:Yeah, I absolutely agree. I'm very excited about it. So, tell the audience what's new in the version and SRM that's coming forward?John-Michael:Well, there's been some simplification. I thought when we had released the second version of the standard reunification method, we had worked with Hays County in Texas, and very strong, incident command background young Marshall there, Will Schwall, had done a tremendous amount of work to assemble what we based the version two on, and job action sheets and org charts. And what we've done with that is leveraged some of your work in simplifying it. And, we realized that it was coming from a heavy incident command perspective, and some of that was a little much for some of the schools. And so, that simplification has been part of our goal with this, but it's also resulted in a couple of additions. And here's a surprise, new role, person with disabilities director.Bill Godfrey:Oh, interesting.John-Michael:And, what we've seen is that often schools have individual education plans for students with disabilities. We're asking them to put together individual evacuation plans, individual lockdown plans, effectively an individual Standard Response Protocol (SRP) plan so that when you do a reunification, there's a plan in place for some of the students and staff with disabilities.Bill Godfrey:That's really interesting John Michael. And I know you and I talked about this after we did it, because we said, well, that was some interesting feedback and outcome. But in one of our courses where we were doing the reunification exercise, the scenario, we told the responders, so you've got these kids here, these kids here, these kids here, and oh, by the way, in this class you've got 20 kids and they're all special needs kids that range from very simple stuff, to wheelchair, to autistic, to can be very combative if they get out of their normal element. So by the way, you've got to factor that into what you're going to do. And it was a like silence in the room. You could hear a pin drop for what seemed like an eternity.It probably was only about 30 or 60 seconds, but it seemed like an eternity as we all just kind of stared at each other. And you could almost hear the crickets as in, well, nobody in the room had thought of that, and it raised some really interesting questions. But the discussion that came from that one little thing was really fantastic in terms of talking about, how would they manage that? How would they work with the staff? What would the additional effort be needed? How do you need additional personnel? Were there special transport vehicles that were going to be needed? All of those kinds of questions came up and it was a wonderful, wonderful dialogue.John-Michael:Absolutely is. And that's a conversation that we're extending in our trainings as well, because it's one of the things that typically doesn't get talked about in crisis response planning.Bill Godfrey:Yeah. It's hard to imagine, even all my years on the job in the fire service and emergency management, and all of the emergency plans that I've reviewed and been part of over the years, I can't honestly tell you that I can remember an emergency plan that had an annex for people with disabilities and special needs. And it's hard to imagine how we didn't see that back then, because it seems very obvious to me now, but I can't remember any of them from when I was active duty.John-Michael:It's another one of those voids, it's one of the things that is also in production right now. Ellen is very deep in it, and it's based on materials that we found out of Marin County, California. And we had contacted them to see if we could use that as a base to develop precisely that annex. And we are really optimistic that that's coming out first quarter as well this year.Bill Godfrey:That's fantastic. So, we're in the new version of School Reunification Method (SRM). There's some stuff for folks that have disabilities or specialty needs. You've got some simplification on the Incident Command System (ICS) that's coming forward. What else is new?John-Michael:So, one of the things we've been looking at is moving back in time, and certainly we're in that crisis response side of the spectrum. One of the things that we've seen with the standard response protocol is it's kind of like a Trojan horse. And once it gets into the building, then our safety teams begin saying, well, what about going for that tip line or a threat assessment, threat management process? Are there things we can do with climate and culture? And, we worked with the Center for the Study of Prevention of Violence and NASRO, the National Association School Resource Officers, in formulating a grants. It was a cop's grant, and it awarded to National Association School Resource Officers (NASRO). And so we're in the mix there in developing materials for law enforcement and schools to start to build out, how do we get ahead of the bang? And it's an ambitious project. It's not a huge grant, but it's a strong commitment with NASRO, the Center for the Study of Prevention of Violence, the I Love You Guys Foundation, Safe and Sound Schools is in the mix, and was in Dallas just last week with our initial launch meeting. Mo Kennedy, Beverly Kingston with the Center for the Study and Prevention of Violence (CSPV), and actually had the ramp manager kind of evaluating how we were getting things started from the cops office. So, it was a fabulous meeting and I'm really looking forward to that project. I just need to clear some decks before I get to that one.Bill Godfrey:That's fantastic. That all sounds pretty exciting. Well, I'll tell you one of the things that I'm very excited about in the new version of School Reunification Method (SRM) is how tightly we've been able to integrate it with the Active Shooter Incident Management (ASIM) checklist process, the active shooter incident management checklist process, and that organizational structure so that when there is a hostile event that's involving emergency services, involves law enforcement, fire, EMS, that there's a structure already in place for the entire SRM branch to drop into and be able to work with incident command. That there's the role for the school to play to manage that, but still keeps them very integrated with the incident command structure of the incident at the effected site, and kind of ties it all in as one piece, ties it in together.Which of course, by the same token, if it's not a violent event and it's a reunification that's being done for some other purpose, then the emergency services aren't really involved or law enforcement may be a little tangentially involved to provide some traffic control and things like that. But it's predominantly a school led, but the structure is still the same. And so it becomes this one training package that we can share with everybody. Emergency responders, school officials, church officials, any groups, community colleges, any groups that have large numbers of people that may have a need for reunification to be able to use that same structure, that one process. I'm really, really excited that we've managed to get that tied in so tightly between our two groups.John-Michael:Well, it was fascinating to see the Active Shooter Incident Management (ASIM) checklist evolve, and the conversation, it went from 8 1/2 by 11 to 8 1/2 by 14.Bill Godfrey:Yeah, we did run out of space. We had to go to a bigger list.John-Michael:But that reunification branch is then the core starting point for School Reunification Method (SRM) 2020. And it was really important to us organizationally to be able to plug into the Active Shooter Incident Management (ASIM) structure and you gave us that simplification that allowed us to do it. And that's one of the integrations that I think is going to be absolutely essential moving forward. It just gives us a framework to drop into that's just a little less fat.Bill Godfrey:And I'm excited to hear your feedback once you get the new version released of how it's going in the schools. As I've shared with you offline, we've had just some fabulous, fabulous feedback from the responders in the classes that we've been doing, both the hands on and where we're just teaching the theory. It really resonates with them and make sense. We haven't seen any pushback from the responders on saying, yeah, the school should formally be part of the command structure. I mean, it's been really exciting to see, so I'm anxious to hear that feedback when you guys began doing that with schools.John-Michael:Well, often in our audiences we'll have law enforcement, and more and more so specially around reunification fires in the room. And, if we look back historically, we're pretty convinced that the SRP was a vector into building the relationship between schools and law enforcement. And, we are absolutely committed to the notion that all of this stuff works better when there's that strong partnership. But in all honesty, getting fire into the room was a challenge. And what we're seeing with reunification is that fire's coming to the table, that they're bringing that component that only fire can bring, and it's a welcome addition in that reunification package.Bill Godfrey:Yeah. And interesting, we've seen that in the classroom and in our training sessions as well. When it comes down to doing the work, when we're running the exercises and it comes down to doing the work, there's an awful lot of work for law enforcement, and we actually need a lot of the fire and EMS personnel to plug into some of those, what I'll call nonstandard roles, to help manage the process, which of course fire has a long history of using the incident command system. And so, it kind of makes sense to them. And we haven't had any pushback at all. I'm not sure it's something that people would have naturally seen or would have naturally gotten to that point. Maybe they would have, maybe they wouldn't have. But it's been very, very warming to see that when we're doing this and we say to the fire and EMS folks, look, there's not enough law enforcement to do all of these roles. We need you to step in and do this and do this, and some of these reunification roles, really manage them. And there's no hesitation, they jumped right in. And that's very exciting.John-Michael:Well, and I think that they're coming to the table maybe influenced by our city and county emergency managers. In the last few years, we've seen a growing increase in awareness and motivation to work on family reunification plans. What if something happens at the mall or the church? And consequently we're seeing in our audiences, and it might be a little more palatable for fire to show up to a training when the emergency manager makes that call.Bill Godfrey:Yeah, I think you're right on the money. We need everybody at the table, from emergency management, to fire, EMS, law enforcement, the schools, the districts. Everybody needs to be at the table. Private schools. I mean, you and I have had a lot of conversations about the tendency for private schools and church based schools to have been left out of the mix. And I think everybody needs to be at the table. And emergency management is kind of that common group that can put their arms around everybody and say, hey, we all need to do this together.John-Michael:Absolutely. And sometimes they're given the mandate to do it.Bill Godfrey:Indeed. Indeed.John-Michael:I know more than one sheriff whose stamped a foot.

On today's episode we discuss: —Climate: Emergency medicine physicians at Massachusetts General Hospital (U.S.) describe the challenges posed by increasing natural disasters due to climate change in the context of COVID-19, specifically an increased need for hospitals during heat waves and natural disasters, and the need for virus transmission mitigation efforts during evacuations due to fires and hurricanes. The authors propose short-term solutions to these issues, such as the need to modify sheltering in response to natural disasters, and long-term solutions, such as increasing state and national funding for climate mitigation and public health disaster plans. · Members of global health departments in the US and India call attention to the accelerated timelines of vaccine development for COVID-19 and highlight the critical need for active safety surveillance, especially in low-and-middle income countries, to establish capacity for primary data collection in addition to delineating real adverse reactions to ensure proper understanding and awareness of the benefit-risk profile of an imminent COVID-19 vaccine. —Transmission & Prevention: The systems director of Laboratory Services at Houston Methodist Healthcare System in Texas presents a description of the effectiveness of an Incident Command System (ICS) implemented in their organization at the very beginning of the COVID-19 outbreak. The author highlights the role of ICS in organizing the staff and patients, in addition to analyzing, planning, and implementing strategies to manage the pandemic and alleviate anxiety through communicating reliable information, indicating the importance of an ICS in organizations for constructive disaster management in the future. —Management: A single-center retrospective cohort study or 205 patients with confirmed COVID-19 pneumonia with acute hypoxemic respiratory failure (AHRF) and 60 patients treated with corticosteroids at the physician's discretion found that patients treated with corticosteroids exhibited lower risk of ICU transfer, intubation, and death in addition to greater SpO2/FiO2 improvement when compared to controls. These results suggest that usage of corticosteroids for non-intubated patients with COVID-19 pneumonia complicated by AHRF may lead to decreased mortality and complications. —Adjusting Practice During COVID-19: Physicians, ethicists, and public health experts in San Diego County, California present the systems and protocols they developed for county-wide, population-based crisis management of COVID-19. The team developed healthcare community coalitions, teams to triage scarce resources, systems to transmit information across multiple facilities, virtual tabletop exercises for disaster preparedness, and committees responsible for transparent communication with the public. --- Support this podcast: https://anchor.fm/covid19lst/support

Talking about Jill's transition from hospital based to Public Health Nursing, the process of disease investigation and the utility of the Incident Command System (ICS) to organize Public Health responses

Talking about Jill's transition from hospital based to Public Health Nursing, the process of disease investigation and the utility of the Incident Command System (ICS) to organize Public Health responses

Talking about Jill's transition from hospital based to Public Health Nursing, the process of disease investigation and the utility of the Incident Command System (ICS) to organize Public Health responses

Talking about Jill's transition from hospital based to Public Health Nursing, the process of disease investigation and the utility of the Incident Command System (ICS) to organize Public Health responses

Episode 10: #2 What is our Joint ICS structure? - "10 Questions from the Mayor" Series10 Questions for the Mayor to ask the Police and Fire Chief SeriesQuestion 2: "What is the integrated Incident Command System (ICS) structure (i.e. org chart) that you’ve developed as part of the joint response policy?" Bill Godfrey: Welcome to our next installment in our podcast series. We are doing a mini-series here for mayors, city managers, county administrators called Ten Questions to Ask Your Police and Fire Chief. Our first podcast, we covered the question of, can you show and review with me our joint a hostile event response policy? So today's question on this one, what is the integrated incident command system structure, in other words, the Org Chart, that you chiefs of police, fire, EMS, that you chiefs have developed as part of the joint response policy?My name is Bill Godfrey, one of the instructors with C3 Pathways, retired fire chief. I have with me today Adam Pendley, assistant chief with the Jacksonville Sheriff's office, also one of our instructors. Adam, thanks for coming in. Adam Pendley: Yes, absolutely. Bill Godfrey: So one of the things that, and this one is actually kind of a simple question for the mayor or for the city manager is, show me the Org Chart. If the police chief and the fire chief can slap down an Org Chart in front of them and say, "Yeah, we've worked it out," then you're probably in pretty good shape. But if you get a blank stare or you get some squirming in the seat, then you probably need to drill down and ask some more questions. But talk a little bit about, Adam, on the law enforcement side, some of the places where we need to be linked up ahead of time to establish the lanes and the lines of communication. Adam Pendley: Sure. This is kind of an extension of that first question about policies, but visually speaking, an Org Chart that actually shows a unity of command and a span of control is a good area to see immediately whether you're still working in silos. If the fire, EMS department has an Org Chart that does not include any police representation, or vice versa, the law enforcement Org Chart does not have any medical branch represented in its Org Chart, then that might be a red flag that your agencies are still working within silos.But if you have an Org Chart that shows that an active shooter event, especially early in the event, is primarily going to be a law enforcement event with some very important tasks happening as you move into operations lower in the Org Chart, but you have a very well-represented medical branch that's working on triage and transport, but that in the Org Chart it shows that it's okay for the medical branch to work for the law enforcement agency that has jurisdiction for the active shooter event, that shows some level of cooperation. It shows that you're not working in silos. You're willing to work well with each other. Bill Godfrey: I agree with you. I think, to me, one of the first places that I look is when we talk about rescue task forces ... For those that that may be listening on our elected official side, the rescue task force is a combination team made up typically of some medically trained people, EMS, so EMTs and paramedics, that are escorted by a security detail, usually law enforcement. So what you're commonly seeing is this rescue task force, which is a mixed discipline team of law enforcement and fire EMS personnel, now, their job is to go down range and take care of patients that have been injured. So their job is medical, but there's a security component to it.One of the first questions that I ask people when I'm talking to them, especially on the fire, EMS side, is explain to me how your rescue task force is structured. Who's talking to who? What are the lanes of communication? So you've got a law enforcement element on the team. Who are they on the radio with? You've got a medical element of the team. Who are they on the radio with? How does that fit? How does that roll up into the command structure to where ultimately you've got an incident commander or a unified command, which I think is where you were going with what you were commenting earlier. I think we want to hit on that before we wrap up this question, but to me that's one of the very telling places to look is have you really integrated that rescue task force and those lanes of communication. Adam Pendley: Sure, absolutely. I think if you're at a table having that conversation, and you're a city manager and you're having that conversation with your chiefs, the Org Chart helps you walk through those questions. So show me where do the rescue task forces work, who are they communicating with, and so on and so forth. But I think also it allows you to open up questions like, in our emergency plan, what delegation of authority do you need to make this work? Do we need to have an understanding that, at least early in the event, it may be driven by a law enforcement incident commander? But as the incident progresses and the active threat has subsided and you're moving more into rescue and clearing and reunification and survivor services and family assistance, that maybe the command box of the Org Chart expands a little bit, and it becomes a true unified command, a little more long-term.Org Charts are just great to drive a conversation and illustrate, again, unity of command, and that is who reports to who, who do I work for, and who works for me, but then also span of control. As the event expands, where are we going to place resources so they're the most effective, where you're not overwhelming a single agency or a single incident commander and you have that shared authority? So once a city manager walks through that Org Chart with his chiefs or her chiefs, they can understand what delegation of authority is needed and where all these pieces are going to fall into place. Bill Godfrey: Absolutely makes sense. I think the other thing that the Org Chart allows the mayor or the city manager to look at is, where are the linkages? So you mentioned unified command, and we often talk in our classes about the difference between unified command and unified management. Unified command is a very specific term that has a specific definition within the National Incident Management System and the way we use it. We see a lot of of national guidance that says, it's got to be unified command.On the streets over the last, I don't know, 10, 20 years now, unified command has kind of morphed from what it was originally intended to be into this notion that each discipline is going to kind of run it's discipline directly, and that they're just going to share information in the command post. Of course, as we've seen in training and exercises and in studies that we've done on the real life incidents, that's a disaster in the making.If you stovepipe your communications, whether it's stovepiping vertically through the command post or stovepiping all the way through dispatch, when you don't have your two command posts together, there is a breakdown. It slows communication down. It introduces errors and mistakes that occur, and it's a breakdown.So one of the other things that I would say is when you're looking at the Org Chart, ask the question, show me where we're working together. Where are we working laterally across the disciplines? You should see two, three, four touch points across the org structure where we're working together and talking together and sharing information before it gets to that unified incident commander level.That, of course, is what we call the idea of unified management is where we have come together across our disciplines to really work this thing together as opposed to stovepiping it by discipline through unified command. I think, to me, that's another really important touch point, especially given some of the national guidance we've seen come out recently. Adam Pendley: Yeah, absolutely, and it's a starting point. I think it's fair to say that there's an asterisk here, that your Org Chart is going to change based on the size and scope of your incident. I say frequently in training scenarios that you should let how much incident you have drive how much ICS you need. You should never let how much incident command system you're using drive how much incident you have. What that means is that your Org Chart is going to develop as the incident develops.However, if you're sitting at a desk in a pre-planning sort of way, an Org Chart can be very telling as far as how the agencies are willing to work together.Like you mentioned, Bill, the touch points across laterally and to make sure that everyone is a unity of effort and unity of management moving in the right direction. So I think those are great points. Even if the astatic Org Chart does not necessarily become part of the policy, as you discuss the policy, you can draw out an Org Chart so you can ... It's just another visual way to identify gaps as the process develops. Bill Godfrey: I think it's a really good point. This one, gang, is not really a complicated topic. Again, I think it's a pretty straightforward way for the elected official, the city-county administrator, to be able to evaluate a very technical area where they may not have the background, but at least they can get some understanding of how much preparation has been done and how much everybody's going to be working together.Adam, thank you for taking the time to weigh in on this one. This one's going to be short and sweet. Please join us again for the next one. Our next question up is, how does your joint response policy fit with our mutual aid partners' response policies? In other words, what good does it do us to have a great policy that we've trained on if it doesn't match up with our neighbors? So tune back in for that one. Thank you. 

Picking up from my last ICS episode in October 2018, here I share tips to succeed in the ICS 400 course and how to apply the principals in the real world.

Picking up from my last ICS episode in October 2018, here I share tips to succeed in the ICS 400 course and how to apply the principals in the real world.

Picking up from my last ICS episode in October 2018, here I share tips to succeed in the ICS 400 course and how to apply the principals in the real world.

Picking up from my last ICS episode in October 2018, here I share tips to succeed in the ICS 400 course and how to apply the principals in the real world.

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.

No one ever wants to find himself in this situation. A factory explodes. A building catches fire. A multi-vehicle traffic collision. Or an act of terrorism.     Very quickly, we have to scrap business as usual. We have to adapt to our new circumstances.     Definition of a mass casualty incident (MCI):     An incident which produces multiple casualties such that emergency services, medical personnel and referral systems within the normal catchment area cannot provide adequate and timely response and care without unacceptable mortality and/or morbidity.     In other words, our demand far outpaces our resources.     "If you can hear the sound of my voice, follow me". Those patients are GREEN, minor.     Otherwise, we need a system to distinguish those who can be DELAYED, IMMEDIATE, or EXPECTANT (soon to be deceased).     Use Simple Triage and Rapid Treatment (START) for 8 or older, JumpSTART for less than 8 years of age.       An MCI drill     For Older Children, Adolescents, and Adults (8 or greater) -- START:           For Children less than 8 years of age (Infants Use Pediatric Assessment Triangle) -- JumpSTART:             MCI Organizational Chart      Selected References    Briggs SM. Disaster management teams. Curr Opin Crit Care. 2005 Dec;11(6):585-  Culley JM, Svendsen E. A review of the literature on the validity of mass casualty triage systems with a focus on chemical exposures. American journal of disaster medicine. 2014; 9(2):137-150 FEMA IS 0100.b - Introduction to the Incident Command System (ICS), Student Manual. http://training.fema.gov/emiweb/is/is100b/student%20manual/02ics100b_sm_october2013.pdf. Accessed 03 MAY 2019. Jensen J, Youngs G. Explaining implementation behaviour of the National Incident Management System (NIMS). Disasters. 2015 Apr;39(2):362-88. doi: 10.1111/disa.12103. Lee JS, Franc JM. Impact of a Two-step Emergency Department Triage Model with START, then CTAS, on Patient Flow During a Simulated Mass-casualty Incident. Prehosp Disaster Med. 2015 Jun 24:1-7.    Lerner EB, Schwartz RB, Coule PL, et al. "Mass Casualty Triage: An Evaluation of the Data and Development of a Proposed National Guideline." Disaster Medicine and Public Health Preparedness 2(Suppl. 1) 2008, pp S25-S34.  

No one wants to experience a disaster.  But, disasters happen every day.  A successful response aids the victims, while keeping the safety of the responders at the forefront.  None of this is possible without an organizational structure in place.  This structure is the Incident Command System (ICS). 

Mike Snawder shares his over 24 years of Law Enforcement experience and insight into why he's seen resistance to ICS in Law Enforcement.

Mike Snawder shares his over 24 years of Law Enforcement experience and insight into why he's seen resistance to ICS in Law Enforcement.

Mike Snawder shares his over 24 years of Law Enforcement experience and insight into why he's seen resistance to ICS in Law Enforcement.

Mike Snawder shares his over 24 years of Law Enforcement experience and insight into why he's seen resistance to ICS in Law Enforcement.

First every podcast interview via iPhone speaker about Law Enforcement's resistance to using ICS and realizing ICS is more than "just forms"

My good friend shares his over 24 years of Law Enforcement experience, insight into resistance to ICS and how he embraced All-Hazards Incident Management to make special event planning and incident response safer

My good friend shares his over 24 years of Law Enforcement experience, insight into resistance to ICS and how he embraced All-Hazards Incident Management to make special event planning and incident response safer

Helping folks "expand their bubble" like Lt. Brad Clark with Incident Command System (ICS ) 300 course tips

Helping folks "expand their bubble" like Lt. Brad Clark with Incident Command System (ICS ) 300 course tips and ways to use the planning process in the real world

Helping folks "expand their bubble" like Lt. Brad Clark with Incident Command System (ICS ) 300 course tips and ways to use the planning process in the real world

Providing the "Between the Slide 5" for Incident Command System (ICS) 200 and the flexibility needed to apply them.

Providing the "Between the Slide 5" for Incident Command System (ICS) 200 and the flexibility needed to apply them.

'Between the Slides' episode four sharing Incident Command System (ICS) 200 course tips

'Between the Slides' episode four sharing Incident Command System (ICS) 200 course tips and ways to use the principles for planned events and incident response

'Between the Slides' episode four sharing Incident Command System (ICS) 200 course tips and ways to use the principles for planned events and incident response

Tips for students should focus on getting the most out of the online ICS 100 course.Writeup at https://kevtalkspod.com/create-the-foundation-with-ics-100/

Tips for students should focus on getting the most out of the online ICS 100 course.Writeup at https://kevtalkspod.com/create-the-foundation-with-ics-100/

Tips for students should focus on getting the most out of the online ICS 100 course.Writeup at https://kevtalkspod.com/create-the-foundation-with-ics-100/

The second full episode of 'Between the Slides' sharing Incident Command System (ICS) 100 course tips and how to apply the principles in the real world

The second full episode of 'Between the Slides' sharing Incident Command System (ICS) 100 course tips

The second full episode of 'Between the Slides' sharing Incident Command System (ICS) 100 course tips and how to apply the principles in the real world

This webinar will cover essential concepts pertaining to the disaster management continuum including preparedness, mitigation, response and recovery. The presentation will focus on the necessity of “All Hazards Planning” and utilization of a trusted emergency management model known as the Incident Command System (ICS) as it pertains to health care facilities. The program will also The post Emergency Preparedness Requirements appeared first on First Healthcare Compliance.

This webinar will cover essential concepts pertaining to the disaster management continuum including preparedness, mitigation, response and recovery. The presentation will focus on the necessity of “All Hazards Planning” and utilization of a trusted emergency management model known as the Incident Command System (ICS) as it pertains to health care facilities. The program will also... The post Emergency Preparedness Requirements appeared first on First Healthcare Compliance.

Greg Pattison is a Vice President, Director of Safety and Senior Trainer in OSHA CFR 29 1910 and 1926 construction for G.P. Systems Inc. (GPS). He has designed/conducted/facilitated over 30 technical trainings including; General Safety training OSHA 10 and 30 Hour, HAZWOPER, GHS Hazardous Chemicals, Property Restoration, Confined Space, Scaffolding, Emergency Operations and Egress, PPE Protocols, Demolition Subpart T, Flagger in a work zone, Lock out/tag out, First Aid, Caught between, Roll over/back over, Job Hazard Analysis, Fall Protection, Worksite safety, Accident Investigation, and Site Safety/Security Plans. His entertaining and informative style offer audiences knowledge that attendees can take back and use to make the workplace safer. He has taught 1,000â??s of workers within such organizations as Belfor Property Restoration and Environmental, Association of General Contractors, Department of Energy, Tennessee Valley Authority, Exxon, Hess Petroleum, Hayward Baker, Army Corp of Engineers, State of Ohio, AMEC, FBI, State of Illinois, Southern Site Development and Tetra Tech to name just a few. Learning is by doing and he offers on point stories and scenarios to reinforce the information so that upon completion the attendee can use the information right away to hone skills and gain confidence. He is available by phone or email so that when workplace situations come up you have a resource to call on. He acts as a Safety consultant with the Restoration Industry Association, National Demolition Association, and the Association of General Contractors. In addition, he acts as a Subject Matter Expert to Pro-tread, National Minority Truckers Association, Georgia Black Constructors Association and Applied Simulations Technology. His early career was in the field of Corrections where he rose to the rank of Warden and acted as the Life Safety person for the Department of Corrections in a large Midwestern state. After 14 years in Corrections he went to work for Fred Pryor Seminars and taught several technical trainings for them including OSHA, Facilities Management, and Emergency Planning. Additional soft skills that Mr. Pattison taught and facilitated for Fred Pryor included; 1st Time Supervisor, Mid-Level Supervisor, Managing Multiple Priorities, Dealing with Difficult People, Motivating & Disciplining Employees, Handling emotions under pressure, Customer Service, Essential Leadership Skills, Workplace Bullying and Conflict Resolution. In addition, he has worked as a contractor for the U.S. Department of Energy on the Global Threat Reduction Initiative, Transportation Security, CBRNE programs, first respondersâ?? use of the ERG Guidebook, and the Incident Command System (ICS). He acted as a contract consultant in the Middle East for Deloitte Consulting in the areas of police, detention, disaster management, fire service, civil defense, SAR, and Border enforcement. He developed and led many trainings during his work in the Middle East. Mr. Pattison holds B.S. and M.S. degrees from Illinois State University and acquired a Certified in Homeland Security III designation. He is a Radiation Safety Officer (RSO) and has acted as a Site Safety and Health Officer (SSHO). He has attended many trainings to improve his craft as Hazardous Materials Trainer, OSHA 10 and 30 hour, Petroleum Institute, Fred Pryor Boot camp, TapRoot Cause Analysis, Bearing Point Change Management, Modular Emergency Radiological Response Transportation Training, National Demolition Association TTT, Department of Transportation Research Council, Southern States Energy Board (SSEB) and the Georgia and Tennessee Safety conferences. He frequently speaks at safety conferences throughout the U.S. He lives in Atlanta, Georgia with his attorney wife, Marilyn.

Greg Pattison is a Vice President, Director of Safety and Senior Trainer in OSHA CFR 29 1910 and 1926 construction for G.P. Systems Inc. (GPS). He has designed/conducted/facilitated over 30 technical trainings including; General Safety training OSHA 10 and 30 Hour, HAZWOPER, GHS Hazardous Chemicals, Property Restoration, Confined Space, Scaffolding, Emergency Operations and Egress, PPE Protocols, Demolition Subpart T, Flagger in a work zone, Lock out/tag out, First Aid, Caught between, Roll over/back over, Job Hazard Analysis, Fall Protection, Worksite safety, Accident Investigation, and Site Safety/Security Plans. His entertaining and informative style offer audiences knowledge that attendees can take back and use to make the workplace safer. He has taught 1,000â??s of workers within such organizations as Belfor Property Restoration and Environmental, Association of General Contractors, Department of Energy, Tennessee Valley Authority, Exxon, Hess Petroleum, Hayward Baker, Army Corp of Engineers, State of Ohio, AMEC, FBI, State of Illinois, Southern Site Development and Tetra Tech to name just a few. Learning is by doing and he offers on point stories and scenarios to reinforce the information so that upon completion the attendee can use the information right away to hone skills and gain confidence. He is available by phone or email so that when workplace situations come up you have a resource to call on. He acts as a Safety consultant with the Restoration Industry Association, National Demolition Association, and the Association of General Contractors. In addition, he acts as a Subject Matter Expert to Pro-tread, National Minority Truckers Association, Georgia Black Constructors Association and Applied Simulations Technology. His early career was in the field of Corrections where he rose to the rank of Warden and acted as the Life Safety person for the Department of Corrections in a large Midwestern state. After 14 years in Corrections he went to work for Fred Pryor Seminars and taught several technical trainings for them including OSHA, Facilities Management, and Emergency Planning. Additional soft skills that Mr. Pattison taught and facilitated for Fred Pryor included; 1st Time Supervisor, Mid-Level Supervisor, Managing Multiple Priorities, Dealing with Difficult People, Motivating & Disciplining Employees, Handling emotions under pressure, Customer Service, Essential Leadership Skills, Workplace Bullying and Conflict Resolution. In addition, he has worked as a contractor for the U.S. Department of Energy on the Global Threat Reduction Initiative, Transportation Security, CBRNE programs, first respondersâ?? use of the ERG Guidebook, and the Incident Command System (ICS). He acted as a contract consultant in the Middle East for Deloitte Consulting in the areas of police, detention, disaster management, fire service, civil defense, SAR, and Border enforcement. He developed and led many trainings during his work in the Middle East. Mr. Pattison holds B.S. and M.S. degrees from Illinois State University and acquired a Certified in Homeland Security III designation. He is a Radiation Safety Officer (RSO) and has acted as a Site Safety and Health Officer (SSHO). He has attended many trainings to improve his craft as Hazardous Materials Trainer, OSHA 10 and 30 hour, Petroleum Institute, Fred Pryor Boot camp, TapRoot Cause Analysis, Bearing Point Change Management, Modular Emergency Radiological Response Transportation Training, National Demolition Association TTT, Department of Transportation Research Council, Southern States Energy Board (SSEB) and the Georgia and Tennessee Safety conferences. He frequently speaks at safety conferences throughout the U.S. He lives in Atlanta, Georgia with his attorney wife, Marilyn.