Podcast appearances and mentions of Michelle Cook

Is Your Beauty Business Ready for the New Year?The clock is ticking! Did you know you need to file your Beneficial Ownership Information (BOI) with FinCEN by December 31st? This new requirement under the Corporate Transparency Act could cost your business thousands in fines if missed. Don't let this slip through the cracks!In this episode of Your Day Off Podcast, @hairdustryhost and co-host Misty Jayne (@starting.messy.podcast) are joined by CPA and beauty pro Michelle Cook (@smallbusinesscpa). Michelle breaks down everything you need to know about BOI filings, compliance, and how to protect your business from financial pitfalls.Why should you listen? Understand exactly what BOI filing means for your business and how to get it done fast. Learn the critical steps to ensure compliance and avoid hefty penalties. Get expert insights to keep your salon or small business financially sound.If you know a business owner, SHARE this episode with them—you could literally save them thousands of dollars.Season 7, Episode 37: CPA Michelle Cook – BOI FinCENAvailable now on all podcast platforms.What's one financial step you're taking to prepare for the new year? Share your thoughts! --- Support this podcast: https://podcasters.spotify.com/pod/show/hairdustry/support

In this episode, Misty Jayne, Cory Gray (co-host of Your Day Off Podcast) and Michelle Cook (aka @‌smallbusinesscpa )break down the essentials of Filing your BOI report. From understanding new business ownership laws and tax compliance to managing 1099s and preparing for future tax law changes. financial self-care, beauty industry, small business, tax compliance, 1099, LLC, business ownership, tax law changesMentioned in this episode:Financial Flow For the busy hairstylistGet instant access to this free class here!Financial Flow for the Busy Hairstylist

Let us know what you think!Discover the hidden stories of African American history in Missouri with our passionate guests, Michelle Cook and Riley Sutherland from the Salus Populi Project. Michelle and Riley are on a mission to bring to light the overlooked narratives of the United States Colored Troops (USCT) and unmarked African American burials in Missouri. With Michelle's storytelling prowess and Riley's academic insights from Harvard, they reveal the power of pension records in reconstructing entire communities and personal histories, all while bridging significant gaps in historical knowledge.Join us as we explore the untapped potential of pension records and their role in uncovering rich historical narratives. By sharing these stories, we empower descendant researchers and shine a light on individual contributions during pivotal events like the Civil War. Michelle and Riley's work underscores the transformative impact of making these hidden documents available to the public, fostering a deeper understanding of the past.Groups like Salus Populi and the Eternal Valor Network are making history an interactive experience, connecting past with present through genealogy and archival research.Be sure to bookmark linktr.ee/hittinthebricks for your one stop access to Kathleen Brandt, the host of Hittin' the Bricks with Kathleen. And, visit us on YouTube: Off the Wall with Kathleen John and Chewey video recorded specials. Hittin' the Bricks is produced through the not-for-profit, 501c3 TracingAncestors.org. Thanks to MyHeritage for their generous support to Hittin' the Bricks with Kathleen! Follow us on social media and subscribe to HTB with Kathleen in order to enter your name in our monthly MyHeritage Complete Package giveaway starting Jan 2024!

Examining the Collapse of Traditional Healthcare Models and the Rise of Direct Primary CareIn this episode, Dr. Michelle Cook discusses her journey from a traditional insurance-based family medicine practice to adopting the Direct Primary Care (DPC) model. She explains how the collapse of her healthcare system in Atlanta, Georgia, led her to pursue DPC for better patient relationships and autonomy. The conversation covers the inefficiencies and challenges of the traditional fee-for-service model, the unsustainable business practices in retail and insurance-based primary care, and the benefits of DPC in providing longitudinal, quality care. Highlighting the Medicaid low payment issue, the discussion delves into how it denies access to maternity wards and primary care for those in need.00:00 Introduction and Guest Introduction00:25 Journey into Family Medicine and DPC01:08 Challenges in Traditional Healthcare Systems01:27 Healthcare System Collapse in Atlanta01:42 Transition to Direct Primary Care02:24 Impact of Healthcare System Collapse04:37 Medicaid and Financial Challenges07:38 Retail-Based Healthcare Clinics18:11 Comparing Healthcare Models19:01 Direct Primary Care Explained26:35 Efficiency and Documentation in Healthcare28:48 EHR System Challenges and Physician Efficiency30:12 Impact of Appointment Scheduling on Workflow31:13 Pediatric Care and Efficiency Issues32:39 Administrative Burdens in Modern Healthcare39:15 Retail Clinics and Medicare Advantage44:25 Direct Primary Care Model Benefits50:14 Healthcare Costs and Insurance Issues58:21 Conclusion and Final ThoughtsSupport the Show.

Sheriff Michelle Cook joins JMN to share details on new school year safety measures in Clay County, as the Sheriff's office takes over campus security responsibilities and traffic flow increases for school traffic.

In today's episode of The Modern Hairstylist Podcast, I dove deep into the world of processing fees, a topic that might not seem alluring at first glance but has become a hotly debated issue in our industry. Everywhere you look, from Facebook groups to community forums, stylists are grappling with whether to pass these fees onto clients or seek ways around them. As I looked at my own profit and loss statement, the impact of these fees became glaringly apparent, nudging me to explore the pros and cons of common strategies stylists employ to manage them. But, I promise, this episode isn't just about dissecting numbers; it's a comprehensive guide to simplifying this aspect of your business, backed by mathematics, examples, and, of course, my personal insights.I started with a reflection on consumer behavior and how it shapes our client experiences. Citing a study, I shared that a significant majority of consumers find surcharges for credit card processing unfair, yet, when it comes down to it, most still proceed with their card payments. This discrepancy between opinion and action offers a unique insight into client psychology. However, it's essential to recognize that our relationships with clients are far more intimate than those in other industries. This intimacy demands a higher level of consideration for how our billing practices affect these relationships, emphasizing the need for transparency and trust.Then, I brought in Michelle Cook, my very trusted CPA, to shed light on the logistical and compliance aspects of handling processing fees. Michelle's perspective, especially her personal anecdote about being a salon client faced with additional fees, underscores the impact of these charges on the client experience. Her professional advice navigates the complex terrain of legalities, bookkeeping, and third-party payment platforms, offering invaluable insights into maintaining a streamlined, compliant financial practice.This episode, enriched by Michelle's expertise, is more than a discussion on fees. It's a holistic look at how we can refine our business practices to foster better relationships with our clients while ensuring financial health and compliance. So, if you're seeking ways to navigate the intricacies of processing fees without compromising the client experience, this episode is a treasure trove of wisdom and actionable advice.Resources:Connect with Michelle on Instagram @smallbusinesscpaStreamline your business with user-friendly forms. Join Jotform here! Let's connect on Instagram!

TikTok is quickly becoming a place where agents and consumers are spending time.  Several agents, including our guest today Michelle Cook, have figured this out and are mastering the art of getting leads through TikTok.  Michelle last year received most of her clients specifically through TikTok and shares her best stuff on this episode.

Michael Fanning has Michelle Cook and Cameron Boone on today's Windermere's coaching minute. Both of them are active on social media. Fanning wants to see how both can help other real estate agents use social media tools. Here are 10 key bullet points from the conversation: 1. Michelle started doing social media in early 2022 to increase her real estate presence. She learned by watching other creators on TikTok and figuring out what works. 2. Cameron started social media more than 2 years ago, slowly building up his presence. He recently hired someone to help with consistency. 3. Michelle finds real stories - not generic day-in-the-life - grab people's attention on social media. Cameron spotlights local areas and businesses. 4. Both have had strangers recognize them out in public from their social media, showing it increases their visibility. 5. Consistency is key. Posting 3-5 times per week works well. Batch filming content helps. 6. Michelle gets most business directly from TikTok. Her clients span ages 20s to 60s. Cameron currently sees more traction on Instagram. 7. Being authentic, not perfect, resonates with people. Share your personality. 8. Michelle says don't worry about age/gender - your vibe attracts your tribe. Cameron says build confidence on camera gradually. 9. Have fun with it! Do something adventurous or funny. Don't take yourself too seriously. 10. Be willing to put yourself out there. You will find your niche and people who appreciate your content. Michelle says: "Before I film a video I ask myself who's this for?" Cameron says: "I want people to take something away from my videos, right, and be authentic. Taking the time to go the extra mile to be authentic and to bring value to whoever is watching, providing value." Cameron says: "Why do you like your favorite social media users so much?" He says it's because they're authentic and genuine. He says people connect with that because it's real. Cameron adds: "Just don't take yourself too seriously. Have fun with it." The pair have been doing video for a while. What would be their advice to people wanting to get started? Pick up your phone. Find a couple different types that you enjoy watching that you think you could recreate. You'll find your own style. Cameron says: "I think confidence in front of the camera and just putting yourself out there is key. It evolved from that into, obviously, my day job, which is real estate. Just kind of breaking that ice with something that you're passionate about." Fanning concludes: "All right, you guys. I'm always looking forward to the new stuff that you post, so keep it going. And if you like what we're doing, please share it, pass it on, give us a rating. Have a great day." Contact Michelle Cook. 206.351.4260 @michellecookkitsaprealtor. Contact Cameron Boone. 435.776.6891 @cameronboone_realestate --- Support this podcast: https://podcasters.spotify.com/pod/show/coachingmin/support

Shane and Fiona hear from members of HAAG's delegation to Canberra, where we launched our report "Ageing in a housing crisis" during Homelessness Week 2023.First we hear from Linda Hahn, Housing Older Women's Movement, and Michelle Cook, from HAAG's NSW Lived Experience Group.Then we hear from Professor Wendy Stone, Swinburne University, and Associate Professor Emma Power, Western Sydney University with a brief cameo appearance from Senator David Pocock.View the full recordingDownload the report,

In this episode, FSA speaks with Clay County Sheriff Michelle Cook. Learn why Sheriff Cook decided to run for office in 2020 and how she has hit the ground running by serving on FSA's Legislative Committee and being appointed the Zone 3 Chair of the FSA Task Force. We also discuss effective ways of dealing with our nation's drug epidemic and how Clay County is leading the way with its new forensic lab, which will be a great regional asset for agencies needing electronic evidence analyzed. 

On this episode of The Internship Show, we speak with Michelle Cook from Eaton. Michelle discusses how to get your resume noticed, what to include and not include in your resume, and more.

Shane and Fiona talk to Dini Liyananrchchi about the NSW State Election, where the ALP is now in minority government, and what it means for older people's housing issues. We start the show with a recording from our forum held in February, where Michelle Cook, a member of HAAG's NSW Lived Experience Advisory Group tells her personal story of housing stress and homelessness.

In today's episode, Sophia Mills and Tonya Cajuste are talking with Michelle Cook. Michelle is a Registered Mental Health Intern and Generations Counseling Program Manager at Urban Youth Impact.  Michelle has agreed to share her knowledge and mental health resources for both foster youth and parents.

Today we're diving in on the scariest part of running your own business... taxes!Michelle and I are breaking down what an S-Corp even is and how it can help you when it comes to the dreaded tax time.Tune in to hear all the in's and out's of what you should be doing to help make your business more profitable this tax season!Streamline your business with user-friendly forms. Join Jotform here!

Sheriff Michelle Cook reports on breaking news from Clay County, with the safe recovery of a missing child. Her father is being sought on a kidnapping warrant. Additionally, there is an on-going SWAT standoff off College Drive in Clay Co.

Hey Successful Hairstylists!! This week we're diving into all things MONEY! Yes, that's taxes and how to keep better track of your business finances throughout the year. Truthfully, it's common for hair stylists to wait until the LITERAL last minute to look at what's happening with their money. When we do this we tend to start having negative associations with our finances, bookkeeping, taxes, etc. Michelle Cook is a licensed CPA that focuses on helping beauty pros manage their finances like absolute PROS and know how to find people to help when they're ready. We talk about... the biggest mistake hairstylists make when it comes to managing their finances what to do if you've waited until the last minute to prepare your whole year of taxes things to look for when considering getting a bookkeeper + so much more! Follow Michelle on Instagram here: https://www.instagram.com/smallbusinesscpa/ Check out her Beauty Pro DIY Bookeeping course, here: https://courses.profitthatcounts.com/join Listen to her Podcast, The Perfectly Profitable Hairstylist, here: https://podcasts.apple.com/us/podcast/perfectly-profitable-stylist-podcast/id1662398478 If you're new here, welcome!! I'm Ren Lopa, the CEO and Founder of Wolf and Rabbit Inc Salon Marketing! I'm obsessed with helping hairstylists and estheticians make more money doing what they love!! If you need help getting fully booked - check out these resources! • Grab my FREE 30 Days of Instagram Posts for Hairstylists: https://bit.ly/30dayssocialposts • Join 1500 other Successful Hairstylists in our Successful Hairstylist Community! • Shop our $17 kits for Hairstylists! These self study courses include titles like... Fully Booked in 6 Months, Get Clients with Instagram Stories and SO MANY MORE! Shop Now #independentstylist #behindthechair #stylistssupportingstylists --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

How do I pay myself? How much should I save for taxes? Should my business be an LLC to save on taxes? Will I save money making an S-Corp election?Hi, I'm Michelle Cook, former beauty school graduate turned licensed CPA and I'm going to be answering all these questions and more in my new podcast, the Perfectly Profitable Stylist. For more tips to help your beauty business thrive financially, follow us @smallbusinesscpa. This is where we share daily tips on how to run a successful beauty business.

Love the Lord your God with all your heart, all your soul, and all your mind. Mathew 22:37Intentional Now Podcast Welcomes friends and guests Daniel Jedidiah & Michelle CookToday we have the wonderful blessing to talk candidly with our guests. Where did they start and how did the Lord reveal Himself in the deep places of the heart. A true treasure revealed.Today's Takeaways Understanding veils around the heart Face in Face with the Father unpacked A beginning place with The Living Letters How to tackle your biggest challenges  Ps 119: 154 Champion my cause and redeem me; for Your word's sake, preserve me. Episode Links: School of Living Letters  Website: Tzimtzum.Life  YouTube Channel Daniel Jedidiah Cook  Through the eyes of the Living Letters Weekly Bible Study  Podcast Through the eyes of The Living Letters with Daniel Jedidiah Cook  Book Friends of Eber  Patreon thank you for supporting this podcast  The UnFinished Book available directly from Kristen Wambach or at all your local online retailers.  Podcast Directory  Listener Connect   Watch the entire Episode uncut on  Intentional Now Podcast View YouTube Channel  Follow us on Instagram Intentional Now Podcast Facebook LinkTree for the fastest connection to weekly goodiesContact Kristen@kristenwambach.com  Episode Website KristenWambach.comI will bid you a blessed day.These links are for convenience to locate me and our guests on Social Media, Website, and contact information. If this podcast is a blessing to you, I invite your partnership as a Patreon subscriber. Your comments, questions and encouragement help to support this podcast.I look forward to hearing from you. Bye now Kristen 

Love the Lord your God with all your heart, all your soul, and all your mind. Mathew 22:37Intentional Now Podcast Welcomes friends and guests Daniel Jedidiah & Michelle CookToday we have the wonderful blessing to talk candidly with our guests. Where did they start and how did the Lord reveal Himself in the deep places of the heart. A true treasure revealed.Today's Takeaways Understanding veils around the heart Face in Face with the Father unpacked A beginning place with The Living Letters How to tackle your biggest challenges  Ps 119: 154 Champion my cause and redeem me; for Your word's sake, preserve me. Episode Links: School of Living Letters  Website: Tzimtzum.Life  YouTube Channel Daniel Jedidiah Cook  Through the eyes of the Living Letters Weekly Bible Study  Podcast Through the eyes of The Living Letters with Daniel Jedidiah Cook  Book Friends of Eber  Patreon thank you for supporting this podcast  The UnFinished Book available directly from Kristen Wambach or at all your local online retailers.  Podcast Directory  Listener Connect   Watch the entire Episode uncut on  Intentional Now Podcast View YouTube Channel  Follow us on Instagram Intentional Now Podcast Facebook LinkTree for the fastest connection to weekly goodiesContact Kristen@kristenwambach.com  Episode Website KristenWambach.comI will bid you a blessed day.These links are for convenience to locate me and our guests on Social Media, Website, and contact information. If this podcast is a blessing to you, I invite your partnership as a Patreon subscriber. Your comments, questions and encouragement help to support this podcast.I look forward to hearing from you. Bye now Kristen 

As we are winding down the 2022 year, tax season is right around the corner! In this episode, I brought on Michelle Cook, a certified public accountant, to share tips, tricks, & guidance for beauty business owners and first-time business owners about how to get organized for tax time, common mistakes that she sees beauty biz owners making on their taxes, how to cut down on the overwhelm that tax time can bring, what type of expenses actually count as a write-off, how to find a CPA to hire, and more! One of the reasons I brought on Michelle specifically to the show is because she & her team cater specifically to beauty business owners' taxes and bookkeeping! They are such a great resource for our industry and truly understand the ins & outs of taxes as a solo beauty provider. Here is where you can find her online: (highly recommend following her on IG! She shares so much good information there!) Website: https://www.cartercookcpas.com/ Instagram: https://www.instagram.com/smallbusinesscpa/ TikTok: https://www.tiktok.com/@smallbusinesscpa Let's Be Friends on Instagram! www.instagram.com/xoericaschramm Announcements: Lash Biz Babes Membership kicks off this month! Are you a solo beauty business owner who wants to reach big goals in 2023? Whether it is clientele building, increasing your monthly income, creating more sustainability in your biz, simple + effective marketing, or maybe smaller milestones in between, the Lash Biz Babes Membership is here to support you in reaching those goals. The LBB Membership is a monthly commitment to growing your business in a group of like-minded solo beauty business owners who are all-in on creating thriving, successful, sustainable businesses that allow us to live our lives and achieve our dreams to the fullest. Inside this membership you will have access to monthly support in the form of: Bonus Episodes Live Masterclasses Guest Speakers Lash Biz Babes VIP Support Group Q+A Sessions And more Get more details & become a member here: https://www.lashedbyericas.com/lbb-membership

Kristen Wambach invited Daniel Jedidiah and Michelle Cook on her Podcast "Intentional Now" --- Support this podcast: https://anchor.fm/tzimtzumlife/support

This Veterans Day, we're thankful for the brave service members who have sacrificed so much to protect our country. But when many veterans return home, their next battle is with a health care system that makes it difficult for them to access the care they need.To spearhead solutions and improve health care for veterans, Patients Rising has partnered with the Special Operations Association of America (SOAA) to launch Veterans Patients Rising. Executive Director of SOAA and veteran David Cook joins the episode to discuss the biggest health care challenges facing this community, including pharmacy access, mental health care, and cancer. Plus, his spouse Michelle Cook shares her experience accessing health care through Tricare, the health program for active military, retirees, and their families, and how to expedite care for those who need it. Hosts: Terry Wilcox, CEO, Patients RisingDr. Robert Goldberg, “Dr. Bob,” Co-Founder and Vice President of the Center for Medicine in the Public InterestGuests:David Cook, Executive Director of Special Operations Association of AmericaMichelle CookTom Norris, Patient CorrespondentLinks: Defense Department Health Plan Cuts Its Pharmacy Network by Nearly 15,000 OutletsManaging Risks and Improving VA Health CareVeterans Patients RisingNeed help?The successful patient is one who can get what they need when they need it. We all know insurance slows us down, so why not take matters into your own hands? Our Navigator is an online tool that allows you to search a massive network of health-related resources using your zip code so you get local results. Get proactive and become a more successful patient right now at PatientsRisingConcierge.orgHave a question or comment about the show, or want to suggest a show topic or share your story as a patient correspondent?Drop us a line: podcast@patientsrising.orgThe views and opinions expressed herein are those of the guest(s)/ author(s) and do not reflect the official policy or position of Patients Rising.

Do you really need an accountant? This is the perfect time of year to start interviewing and finding an accountant to help you learn the financial ins and outs of running a business and to help you understand what you need to know as far as taxes. It can absolutely seem overwhelming to face your finances, especially when it's not exactly booming - but I can assure you if you commit to learning just the basics of business finance - you will feel so much more empowered and confident in how to grow your business. If your goal is to pay yourself more, invest back into the business, secure your first (or bigger location), hire team members, etc - you won't get there without a PLAN.  An accountant can be your financial guru and guide to help you make informed decisions in the business that get you to reach those financial goals.   Episode Highlights: [7:05] You need to pay yourself first. [12:02] How to use Quickbooks - a handy bookkeeping software that takes a lot of the hassle out of your business finances. [17:06] What's the difference between a sole proprietor and an LLC - and which one should you choose? [18:48] Why I don't recommend using CashApp, Venmo, or Zelle for your business transactions.   Click HERE to receive 30% off 6 months of QuickBooks - our go to bookkeeping software recommendation! And if you are searching for an accountant who gets the beauty industry - I'd like to recommend Michelle Cook who is a wealth of easy to understand accounting info for beauty service businesses - you can find Michelle on Instagram @smallbusinesscpa

• Jussie Smollett 3.0 as A Duke Volleyball Player Claimed what is yet another fake hate crime • The Cosplayer who needs your vote in the Faces of Horror Competition. Michelle Cook joins us in the studio and will make the Hot Seat even Hotter https://faceofhorror.org/2022/michelle-cook • This and so much more is now on The Joe Padula Show, absolutely. #RachelRichardson #Duke #Cosplay • To help support freedom of speech while being entertained: https://www.facebook.com/theJoePadulashow/support - Waterdogs SCUBA & Safety – Get away and Go Dive https://www.waterdogs-scuba.com/ - Local Clarksville Find a place to Eat Shop and Play https://www.localclarksville.com/

In this podcast, Maddie Whalen, Evidence-based Practice Coordinator for the Center for Nursing Inquiry, interviews Johns Hopkins Health System nurses Arron Berry, Michelle Cook, and Rowena Milburn, as they discuss their tips and tricks for nurses new to the publishing process.

Ep 50: Implementing the ASIM ProcessSheriff Michelle Cook and Police Chief Terry Nichols share their experiences implementing the Active Shooter Incident Management Checklist process and their tips for success. Don't miss this discussion!Bill Godfrey:Welcome to the Active Shooter Incident Management Podcast. It's good to be back with you today. My name is Bill Godfrey. I'm your podcast host, and I have with me today two former C3 instructors as our guest stars today, both of them law enforcement leaders, and hoping that one day when they do retire-retire, we might actually get them back as C3 instructors; hint hint, Chief Nichols, who just retired in the last few weeks. So I have with me Michelle Cook. She is currently serving as the Sheriff in Clay County. She also did ... Michelle was almost 30 years at Jacksonville?Michelle Cook:26 years at Jacksonville, yeah.Bill Godfrey:Yeah, so 26 years at Jacksonville Sheriff's Office Police Department as the operations chief, so she had an awful lot of responsibility there. Did a short stint as the Police Chief at Atlantic Beach, which was kind of a retirement job, but too easy for you. You needed something with more, and so now she's the elected Sheriff at Clay County, which is in north Florida. And we have with us Terry Nichols. Terry was the Assistant Director at Alert from the founding to, what was it? 2018, 20-Terry Nichols:2016, 2016.Bill Godfrey:2016. Left Alert, became the Police Chief in Brownwood, Texas, and then you did, what, a little over three years there?Terry Nichols:Three years there, and then moved to Seguin as chief, and spent three years there, and now I'm retiredBill Godfrey:Like a week and a half ago, two weeks ago? It's been pretty recent.Terry Nichols:It's been a month, it's been a month.Bill Godfrey:So it's exciting to have both of you here. I really appreciate you taking the time. I know the sheriff especially, you have a very busy schedule. But I wanted to have a podcast where we talk about implementing the Active Shooter Incident Management checklist and the process that goes with it. Because it sounds simple on the surface, and when you've gone through training, it's fairly straightforward, but trying to roll that out to a whole organization is a little bit of a logistics machine.And the two of you have each done this, not only in your organizations, but you've done it more than once. So sheriff, you did it at Jacksonville, then did it at Atlantic Beach, now at Clay County, and Terry, you did it at both Brownwood and Seguin. So what I wanted to just get from you guys is, what was it about this process that made you say, "This is the way I want to go," and what were your lessons learned? How did you approach it and go along the way? So sheriff, you want to start us off?Michelle Cook:Sure. First of all, thank you for having me today to talk about this. I'm very passionate about this. You've asked why ASIM, why choose this method of managing an active shooter event, and I will tell you, I'm entering into my 30th year of law enforcement, and I've worked some huge cases, some huge incidents, thousands of them, and for me, being a street cop for so long and then the leader of street cops, the ASIM process, the ASIM methodology, it just makes sense.In our industry, and Terry, correct me if you see differently, we teach young officers, young supervisors, to handle everything themselves. And on 99% of the calls that we handle, that can be done, but on a mass critical incident, like an active shooter event, relying on one person to handle everything is just unrealistic, and that's how things get missed, and unfortunately, that's how people die, is you got one person trying to handle everything.Terry Nichols:Yeah. For me, everything the sheriff said makes perfect sense, and she is spot on. Having been involved with Alert and standing it up from the get go, driving it post-Columbine, and how we were training cops, and then fast-forward several years and get introduced to the ASIM model, and realizing we had been missing the boat early on. When we started first training our officers, we were missing the management piece of this. We were doing good at going in and realizing that we have a different duty. There's no longer sit and wait for SWAT, that we had a different mission on these active shooter events.But there's a whole management piece of this, and like the sheriff alluded to, that we're real good at teaching cops to go handle a problem by themselves, and they do it 9 times out of 10, but these events are catastrophic. They are geographical in nature. It doesn't just happen in a vacuum in one little place, and it takes significant resource management being trained to do that, and that the ASIM, I was just pulled to it and said it makes all the sense in the world.Bill Godfrey:Well, it's very humbling to hear that, and I'm thrilled that you guys ... I was thrilled to have both of you as instructors and as founding members, if you will, of what we were doing a very, very long time ago. Terry, when you were at Alert, you had a hand in helping us get the pilot up and running, and Michelle attended one of the very first pilots. Wait, in fact, I think it was the very first pilot delivery we did for certification, when we did it at Seminole County, so you guys have certainly been on the road with us for a long time. Terry, what was your strategy? So Brownwood, you might want to ... Brownwood was a little more rural, Seguin's a little more suburban. What was your strategy when you wanted to implement it the first time around, and then how did that change for you the second time around?Terry Nichols:I want to back up to something that you said on the intro too, if I can remember what it was now, that it's not just an agency that we implemented these in, it was a geographical area. So it was multiple agencies.Bill Godfrey:Good point.Terry Nichols:Yeah, I may have been the Chief of Brownwood, but I had the Sheriff's Department, and I had two of the law enforcement agencies right there in the county as well, and it was very rural. If you look at Brownwood, Texas on a map, it is in the geographical center of Texas, and I tell people, "You go out to nowhere and turn left, and you're in Brownwood," and not a lot of resources out there.Our closest big city is Abilene, Texas, and that's an hour away. But I knew, A, the need when I got there. I saw the quick needs assessment that we had no active shooter training. We had nothing. We had zero partnership with our fire and EMS partners, we had a third-party EMS provider, we were not working with our Sheriff's Department who was in the same building as us, so a lot of basic leadership stuff.And it was fun to bring the ASIM stuff to us, and we did it through Counterstrike first. That's how we introduced it to the organization, but we brought in the Sheriff's Department and other law enforcement agencies in the county. And that brought us all together, where they weren't playing in the sandbox prior to me getting there for multiple reasons, but this was something we could all gather around and actually embrace.And that really helped build relationships and, "Hey, we're not that bad. Hey, the people across the hall, hey, they're not that bad. They wear a brown uniform, we wear a blue uniform." So but it's also a rule. What we had is what we had, and help was a long way away. So we introduced it through Counterstrike, and then we did ASIM and the checklist, and we recurred training on it, and it was a success.Bill Godfrey:Sheriff, your first implementation was at Jacksonville, which, contrasting to Brownwood, is about as big as ... it's a big job. What was your strategy there? I know you had to play the long game. It took a while, but talk a little bit about what you did at Jacksonville.Michelle Cook:Sure. So in Jacksonville, the Jacksonville Sheriff's Office actually, at the time, was the 25th largest agency in the country, so a large agency. And what we decided to do is offer the ASIM class to those who wanted it first, because we thought if we could get those folks who are interested in it to buy into it, then they could go out and help sell it to the rest of the agency. And that really, for us, worked out good, because we ended up with ASIM disciples, is what I call them, and those are folks who were all in, who, on the street, if somebody had a question, they could speak to what ASIM was, and the benefits of it, and stuff like that.So it took us several years. We had to get through about 1,400 people trained, so it took us several years, several training cycles, to get everybody through. Contrast that to ... Let me go back. In Jacksonville, we also had a really close relationship with the fire department, and so they were in on the training from the beginning with us, and that was very, very beneficial.In fact, I think it was in Jacksonville, we started using rescue task forces at special events, and that was a chance for us to practice a concept with our police and fire working together on all of our pre-planned special events, so when the the day did come that we had an active shooter, we would be prepared to ... and we wouldn't have to stop and explain to people what a rescue task force was, so that worked out really well.And we had the active shooter incident at The Landing, and we got fortunate that day because there was actually a fire department unit training a block away. But if you go back and you listen to the radio broadcast, and you listen, and you read the after-action reports, it was very clear that not only the active shooter tactical training that we had been practicing and training so hard for worked, but also, the Active Shooter Incident Management portion of that trained, and people fell right into place.And so it was really ... I had just left when that happened, but it was very gratifying to see all that hard work going into saving people's lives. So move forward to Atlantic Beach, again, much like Terry, a very small agency. We had 30 people total, including myself, and for me, I incorporated not only some of the fire department folks again in this, but public works. Our public works folks had a big presence out there in the city of Atlanta Beach, and so they were pulled into some of the safer jobs, and we trained with public works on these things, and safety...Bill Godfrey:Okay, well, we're not going to let you get away with that that easy. You're going to have to tell a little bit about what you did, and why, and how it worked out.Michelle Cook:So what we did is we got the public works guys because ... specifically the school, but other locations as well, we had ... Atlantic Beach is a beach town, so there's lots of roads leading in, and one of the concerns we had is that when something happened, that traffic would be backed up and blocked so bad that we would not be able to get mutual aid or fire rescue into the scene.So we train the public works guys on how to use their big trucks to hold traffic positions until relieved by a law enforcement officer, and again, they were instrumental and vital to our plan out there, and talking about building relationships and everybody being on the same page. So that worked out really good. Small agency, limited resources. We-Bill Godfrey:Did you get any pushback from the public works guys and gals, or were they pretty excited about it?Michelle Cook:Oh, they were having a blast. We also incorporated them, just on a side note, in our search for missing people. As soon as we had a missing person call go out in the city of Atlantic Beach, our publics works people would getting notified on their phones that we were looking for missing persons, and so they would also help us look for missing people. So it was really just, you go back to, if you have limited resources, if you're in a jurisdiction then you have limited resources, there are other groups that you can pull in safely to help augment or supplement your agency.Bill Godfrey:Sure, sure.Michelle Cook:Yeah, so that...Bill Godfrey:So how did your approach ... Other than the public works, what was the big glaring differences for you implementing it at Atlantic Beach, versus implementing ASIM at the Atlantic Beach versus Jacksonville?Michelle Cook:You know, Jacksonville, there was always the potential for over-convergence just from get go, just because of the sheer number of resources in Duval County. In Atlantic Beach, it was the exact opposite. How long do we have to wait until help gets here, and then how do you manage so much mutual aid? Because in Atlantic Beach, we would have Neptune Beach, Jacks Beach, Jacksonville, Mayport police, all potentially responding, all with different communication, radio channels.And so we had to make sure that when we developed our plan in Atlantic Beach, that all those surrounding agencies knew what our plan was, so that if and when something did happen, they would know what radio frequency to go to. Where would staging be? We preset all those ahead of time so that would be no question day of, and that's the value of a smaller jurisdiction, is you can do a lot of that ahead of time.Bill Godfrey:Yeah, you really regionalized your approach, which Terry mentioned even at Brownwood and bringing some of the others in. Terry, when you went over to Seguin, what did you do a little bit differently there at that one? And talk a little bit about how you stepped outside of the city to bring in your regional partners, similar to what Michelle was just talking about.Terry Nichols:Yeah, pretty much the same thing. The good news is we had a great relationship with the fire department there. It's a larger organization. I say larger. We had 60 sworn at the time, but we're a lot closer ... San Antonio's, a rock throw away, Austin's an hour away, San Marcos is close. So we have a lot of resources, and in the Braunfels real close to us if we need them.One thing that this community had lived through was Sutherland Springs. We had first responders ... Sutherland Springs was literally 15 miles, 20 miles, from Seguin, so we had first responders that actually went down there that day. So it was very close to Seguin, meaning and close to their heart. They did not have ASIM, though. They did not have any training. Most of them had been through Alert or some level of tactical training. The tactical piece of it, the sheriff mentioned, but nobody had the management piece.So I took what I did in Brownwood, and we invested in the Counterstrike and they ran everybody through Counterstrike first. Then we brought in an ASIM advance class, and that's when we really got the buy-in. There were already a group going on countywide, they met monthly. An integrated response group, it was run by the county Fire Marshal's Office, and they would meet monthly, and they would meet, and they would sit around and talk about the same thing over and over and over. And then I became chief there, and they all look at me like, "Oh my God, look what just walked in the door. We've got somebody that"-Bill Godfrey:Fresh meat.Terry Nichols:"That knows what they're doing, that'll come rescue us." So we started getting some synergy going there with that, and then the ASIM advanced that we hosted not long before I left, we were lucky enough to get really solidified, because we filled that class. It was great to see so many people.And I got a text on July 4th from the assistant fire chief saying that, "We have a huge parade July 4th in Seguin," and that's largest one in Texas. But, just what the sheriff mentioned, they had rescue task forces stood up, an IEP, the whole thing that ... I'd been walking them through, doing this slowly, baby steps, but they had done it for the parade, and he was so proud of himself, and I'm so proud of them.He said, "Look at your legacy, what you've left behind." I was like, I didn't do anything. I just came and got the ball rolling. You guys now go with it. But it's come time for both places to test, and that I think that, we'll talk about some challenges in a minute, but it's come time to start to test it. Don't wait for game day. We need to start testing these things.Bill Godfrey:Yeah, and it's funny, both of you have talked about opportunities to exercise and practice, I shouldn't use the word exercise, but to practice some of these concepts in your special events and pre-planned events, and I know that that's a huge part of socialization and absolutely a best practice.And before I move on, I do want to comment for the audience, if you're wondering why these two both had ASIM advances, they were both leaders who contacted us and said, "If you ever have a last-minute cancellation, all I need is two weeks notice and I can make it work," and that's how both of them got ASIM classes. They picked up cancellation slots that came in from others on short notice.But sheriff, I know that you started off by doing the RTFs, and the idea of contact teams in your IEPs for special events, and for the football games, and things like that in Jacksonville, but not too long after that, you took that a step further, certainly at clay county, I know you've began incorporating some of these practices into other calls not active shooter. Can you talk a little bit about that?Michelle Cook:Sure. So it actually ... the guys in Atlantic Beach started it, and it's carried forward to Clay County, and I really think this is going to end up being a best practice. And so what we've done is, on priority-one calls, where we have an active scene that's dynamic and fluid, whoever is tactical declares tactical, and they have command of the hot zone.So whether it's a burglary in progress to a store, or a fire at a house, or a gas leak, the person that's going to drive the resources to specific tasks based on an overall strategy declares tactical, and then our incident commander goes down the road and declares command, and then supports tactical.And this is really ... like I said, this happened organically in both agencies, but I think it's going to end up being a best practice for us, is this allows the men and women in uniform to use the terminology, use the concepts, and it won't be foreign to them, God forbid, if something ever happened. So they're using it on priority-one calls now.Bill Godfrey:I think that's fabulous, and the history of the fire service, and I know we all like to make fun, the fire department will set up incident command on a barking dog call. And yeah, true, but that's actually how we got everybody to understand it. When the ICS structure first started coming out in the late 70s and then rolled into the 80s, and people started stepping up and taking notice, the way we got it indoctrinated culturally was we used it on everything.Overkill? Yeah. Was it necessary? Probably not, but did it expedite the cultural integration and locking that in? And it really did. And I know we've had some conversations about the idea of morphing the Active Shooter Incident Management checklist process into something that's a little more generic, like a generic response posture to violent events or potentially-violent events, and I wonder if you could comment on that?So on the fire service, we have alarm levels. So what we send to a residential structure fire is different than what we send to a commercial structure fire, and when we escalate that and call for more resources, and so that's that standard package. And it seems to me like there might be a real good argument and a logical application for something like that, a standard response protocol for hostile events or potentially-violent events on law enforcement. What are the two of you think about that?Terry Nichols:You know, I can agree. I think that's a great best practice, sheriff, and I commend you for it. I think Seguin, we could have certainly done that in Seguin, and hopefully a little more naturally; like you said, organically. What I think we saw that the cops have been missing, the officers have been missing, is the actual practical application of ICS. Everybody's done the 100, the 200, 300, all of the classes, and we all...Bill Godfrey:Nobody shared answers.Terry Nichols:Yeah, they never share answers, but they never seen the practical application of it, and that's what ASIM brings you, or that's what the Counterstrike tool brings them, is a practical application? "Okay, I see how this is supposed to work now," but you've got to go out and now practice it, and if you can incorporate it into your priority-one-type calls or something like that, I think that's brilliant to be able to do something like that, because it just further ingrains that it should be second nature. when the big one, when that day happens, it's already ingrained in the organizational culture.Bill Godfrey:Good point. Sheriff, what are your thoughts?Michelle Cook:You know, I would agree. The challenge we have in law enforcement is ... because every call that we go on is so different, and to broad brush, saying, "Okay, all of these types of calls, you have to do this," it can be a double-edged sword. So I liked the fact that, at least in my agencies, it happened organically, and when the troops buy in, then you don't have to ram it down their throat; it's better all the way around.But I would love to see some sort of standardization, maybe at each state level, and using the lingo of each state to implement a standard hostile encounter response, or priority-one response, or whatever you want to call it. The challenge for us is, a priority-one call can be somebody shot, to a burglary in progress, to a car crash, to ... So I like it. I'm just not quite sure on how to execute it yet.Bill Godfrey:Yeah, I think it's one of those ideas that we ... Let's face it. Both of our industries are not necessarily known for changing quickly. In the fire service, and you guys have heard me say this before, we have a saying, "200 years of tradition unimpeded by progress," and we mean that. But I think this is one of those places where it's an idea, but we need to take time. I think we need to see what begins to develop organically, what works. Where's the stickiness in an organization? What types of incidents or responses does it make sense, and where doesn't it make sense?think we just have to take our time with it, but it's an interesting idea that I want to keep talking about as we move forward. So let me ask both of you this. What, if anything, when you were implementing the ASIM process at any of either of your agencies, what caught you by surprise, or were some lessons learned, or advice that you would give to other law enforcement leaders like yourself, who are wanting to go down this path? Sheriff, you want to start?Michelle Cook:Sure. My advice would be find ASIM disciples first. Let them buy in and help sell it, versus forcing everybody to go to classes right off the bat. Understand that ASIM is a perishable skill, so if you're not using it on the street for your priority-one calls, you have to find other ways to continue the dialogue.And that can include using some of the concepts on pre-planned events. For us, it includes ... we have written out manuscripts, responses, for some of our larger churches and mall, and our personnel read them. And we got this idea from, actually, the Blue Angels, and before every flight, they sit down and they verbally talk about what they're going to do during flight. And so we sit down and we verbally articulate, "If my role is tactical, this is what I'm doing. If I'm a contact team, this is what I'm doing," and that seems to keep the skills fresh.We've also put together some PowerPoints where we have little pieces moving, kind of like the Counterstrike board moving, and then we have people talking about what's happening; again, pushing the concepts out. So my advice would be find ASIM disciples, then push it out to everybody, and then find creative ways to keep the conversation going regularly. And before we get off this podcast, Bill, I want to talk about something exciting that's happening in Clay County right now as we speak, so don't let me forget that.Bill Godfrey:Okay, I'm going to make myself a note. Terry, how about you? What were the surprises or lessons learned or advice that you would offer something to another law enforcement leader?Terry Nichols:In Brownwood, I walked into, I mentioned earlier, a, I won't say adversarial community, but everybody wasn't getting along, and I used it as a tool to bring everybody together. So I thought it was very useful that way. Now see, the fire department, they got along, but they didn't work together. They knew each other, but they didn't get ... that was it. They was the fireman, we're the police officers. But I used it as a unique tool to bring everybody together, and I thought that was unique.I agree with the disciples, or ambassadors, as I often refer to them, as somebody that will go out there and carry that brand. They're passionate about it. They're just passionate as I am, as you are, as the sheriff is, and so many other folks around. Our new ... Our. The city's new assistant fire chief is one of those ambassadors. He was a hire about eight months before I left, and he came from a neighboring agency, and he is an absolute ambassador.He told me at my retirement reception, he's like, "You're part of the reason I came over here, and now you're leaving." He's relating, "I'm passionate about this Active Shooter Incident Management stuff, and you were here, and I was like, 'All right, what a great opportunity.'" I said, "Sorry, dude, it's that time. 33 years is enough time."And I have to agree with you, we did not have the practice at either organization down, like the sheriff explained. We did not have that ongoing, and I learned that the hard way in Brownwood. When we get to that story, I'll tell you that later on, that it is a perishable skill, and you've got to figure out some ways, some unique ways, to continue to get the information out and rehearse, refresh, that going on. And with the events in Texas in the past couple months, I don't think that's going to be hard to do to get that refresher stuff going.Bill Godfrey:Yeah, do you want to go ahead and talk about what you learned in Brownwood about the retention in perishable skills?Terry Nichols:Yeah, so we ran Counterstrike. We did not have the ASIM yet, but we ran Counterstrike. Everybody through the Sheriff's Department, third-party ambulance provider, the hospital, staff attended, everybody. And then a month later, we held an exercise at the school. No SIMS, nothing like that, it was all moulage. We had actually role-players, Moulage, and the hospital was involved.So we did transports, they tested their MCI surge capability. It worked great, and I think our out-the-door time for the first patient was like 20 minutes. It was remarkable. For having only done it, and we had just trained the month before, so it was great, the sad part, we had lost an officer the week before that to an off-duty traffic collision, and I almost canceled the event simply because of that. We had a lot of trauma we were going through as an organization. We didn't, I'm glad we didn't, because it really brought us all back together focused on our mission.The next year, my intentions are always great, but you're not judged by your intention. My intention was to do followup training the following year, that spring, and do another exercise at the school, change it up slightly, and get the hospital, everybody, involved. We never got around to the refresher training. This happened, the world happened, everything happened, but we still did the exercise. My fire chief had pretty much checked out mentally. He just wasn't that engaged. Our out-of-the-building time for our first casualty was like 50 minutes. It was 50 minutes.Bill Godfrey:50? Five zero?Terry Nichols:Yeah, five zero, which, to me, was absolute failure, catastrophic failure. It's like, what happened? And it was a lack of recurring training, is what boils down to. People had forgotten their roles, they'd forgotten ... they had the checklist, they had in front of them, but they'd forgotten how to do the basic fundamental things, the basic fundamental piece of this.So the good lesson learned, keeping that buy-in from those ambassadors, especially the agency heads, I would think that I could sit across from my fire chief, and I could in Seguin, and have a very candid conversation. It was not quite that same way in Brownwood, as it turned out to be. That was part of the issue I faced.The other issue is my own, I had to own it, that I did not continue to push the training. Life happened, other things happened, and I did not make it a top priority as it should have been, and we saw the outcome of that during that exercise, and I was just as mad as a hornet. I was just absolutely furious at myself, not at the performance of my troops, because they did the best they could. It was at me for not doing that refresher training.Bill Godfrey:Powerful story. Sheriff, anything that you want to add on that before I come back to what's going on there at Clay County?Michelle Cook:I'm with Terry. This is a perishable skill all day long, and you've got to find creative ways to continue the conversations. To think that you're going to bring in a class one time, and somehow people are going to retain it, that's just not going to work. You got to continue the conversations, whether it's the Counterstrike board. For us, it's reading scripts and PowerPoints, and handling priority-one calls using ASIM concepts. Also, the preplanned events, using as many concepts as we can during the preplanned event, and that's how you keep the conversations fresh.Bill Godfrey:Yeah, I completely agree. So tell us a little bit about what's going on there at Clay that you're excited about.Michelle Cook:So really thrilled about this. We were actually having these conversations before Uvalde, and Uvalde really just cemented our commitment to them. So in Clay County, like all school districts across America, our school board came up with a reunification plan, which sounded great on paper. It looks fantastic in this big ring binder that nobody's ever going to look at. So I brought in the county emergency manager, the safety director for the school board, and the school board police chief, and said, "Guys, we have our plan, you have your plan, the schools have their plan. None of us know each other's plan."So right now, what we're doing is we're hosting, I think we're up to 51 meetings. We're bringing school administrators in; the superintendent; fire rescue; the police agency if it's in a municipality, and we bring that jurisdiction in; the school resource officers; the school board police; the safety director for the school board; my patrol division; my special events division, and my traffic division. And we'll have anywhere from 20 to 30 people in the room, and we put the school up on the board and we say, "Okay, this is Clay High School. All right, so school administrators, what is your lockdown ... what is your policy?"So they tell us what their policy is, and then we talk about what to expect from us. "You're going to have solo officer response. You may see something called a contact team. What do you ... We've made an agreement on where we're going to keep extra weapons and other items locked in the school, so where is that location? How do we turn off your alarms in your school?" And then we challenge our traffic guys, "What intersections do you have to own to lock this school down?"And then to the school people, "How are we going to ... Let's talk about reunification. What does that look like?" And then we tell them, "Hey, this is what our contact teams are going to be doing. This is what our rescue task forces are going to be doing. There's a position called tactical, and if you can find that person safely and provide information on who the suspect is, where they're at, go find that person. This is what's going to be happening at the command post."So we tell them all of that, and really, what we've done is we've taken the individual school plans, we've taken the school board police response plan, we've taken the fire response plan, we've taken our plan. We've really molded it into a document, and since I've been driving the conversations from the beginning, they're very ASIM-centric. And the documents are just a few pages, and I could literally ...We've identified, for example, all the intersections in the area that we need to control. "I'm not telling you on game day which direction to push traffic, but these are the intersections that we have to control." So we have a single sheet of paper, it lists each intersection, and then how many deputies it takes to control that intersection. So if Terry's coming in for mutual aid, and I can pull off this sheet of paper and hand it to Terry and say, "You've got traffic."So we've done this with our schools. We're about 12 or so schools in now that we've been holding these meetings, and I tell you, the sense of cooperation, coordination, the understanding of ASIM, because we tell them, "You guys locking down and us neutralizing the bad guy is really just the beginning. There's going to be so much more that has to happen," and opening their eyes of what to expect from us, what we can expect from them, and we're calling it the Clay County CHIRP plan, CHIRP, Clay Hazard Immediate Response Plan, and it just gets all the special interests together in a room to talk about each individual school individually, instead of trying to cover all the schools with one giant plan.Bill Godfrey:That is so fantastic, and more than I've heard going on in other organizations. Once again, you're always on the cutting edge of making new stuff happen. So I-Terry Nichols:It is, it's brilliant. I'm sorry, Bill.Bill Godfrey:No, go ahead, Terry.Terry Nichols:It's great. It's absolutely brilliant, it really is, especially countywide. One thing I left out of the Brownwood, the exercises we did, the school district did their own little reunification exercise once we finished. So we did our piece of it, but they had staff that was working through the summer, and they worked on their reunification process. They actually brought up school buses, and took them to another facility, and worked and walked through the standard reunification method that they utilize.So again, we did not get involved in that because we were taxed already, as far as the number of bodies we were pulling from the street through the tactical piece of all this, but they were doing it themselves. So it was nice to see them doing that. I know the superintendent out there, I know he's continuing that kind of stuff. It's very important to them. Seguin will be very similar, I'd have no doubt in my mind.Bill Godfrey:That's fantastic. So here's my last question for the two of you. Just within the last two weeks, NTOA, the National Tactical Officers Association, has announced that they're endorsing the Active Shooter Incident Management checklist as a national standard. And as I said on one of the previous podcasts, for our fire-EMS audience, NTOA is to law enforcement what the NFPA, the National Fire Protection Agency, is to the fire service. How do the two of you see that changing the conversation as we try to get people aware, trained, and implementing ASIM?Terry Nichols:It would certainly help. Having their endorsement and their stamp of approval is huge. I've been an NTOA member for years, got on their training, I've been to their active assailant training, active shooter training many years ago, back in the early days of Alert. It adds a lot of validity to it, not that it didn't already have it, because it does, but you may be reaching a whole different audience that, especially for your larger agencies that have full-time SWAT teams, and they say, "If we don't do an active shooter training, we've got this stuff done, it's gone ... y'all have to solve long before we get there."But now, they get introduced ugh, or through their structure or their training in the tactical world, they get introduced to the ASIM model and the process that way now. Again, most of the country part-time teams, collateral duty, job, that kind of stuff, but your Los Angeleses, and your New York, and your Houstons, and your Austins and Bostons, and all those big places that may not get ASIM another way, may see it this way now. So I think it's a big deal, Bill.Bill Godfrey:Sheriff, how about you? How does it change things, or does it change things, for you at home there in Clay and in your surrounding areas?Michelle Cook:I'm not sure if it changes things. It doesn't surprise me, though, that NTOA would be one of the first to step up and acknowledge this. The NTOA has trained thousands and thousands and thousands of SWAT operators and SWAT leaders, and on a SWAT call-out, there's a process. And you think about, you call the SWAT team when it's really, really bad, and the SWAT team follows a chain of command, there's one talk, there's one commander.So it doesn't surprise me that NTOA would see the value of a checklist like this, and understand that the checklist is really for those dynamic, ongoing ... those calls that are happening right then when we don't have time to wait for the SWAT team. Now, with that being said, my only concern, and this is something that, as a leader, you have to be cognizant of, is the checklist is not the answer. The answer is training with the checklist.Bill Godfrey:Yes, yes.Michelle Cook:So passing the checklist and saying, "Okay, now we have ASIM," that would be my only concern, because I'm thinking firemen are probably like this too, but cops, "Just make it easy for us. Give us a checklist."Bill Godfrey:Yeah, we're all much more alike than we would like to admit.Michelle Cook:Yeah. That would be my only caution, is that the piece of paper is not the answer. It's training to the piece of paper that will help you get to the answer.Bill Godfrey:Yeah, and I think certainly in my conversations with the NTOA leadership, I think they're keenly aware of that, and we're having some very positive conversations about things that we are hoping to do with their organization to begin to push this out. I think we're probably going to start with some webinars, some announcement material, and things like that, but obviously, we've got to get into the training. You got to get into the hands-on training.And I've said this before, and I will say it again, you can sit in a classroom and you can get lectured at, you can watch a video, but until you get up and put yourself in the moment and actually practice this under pressure, you just don't get it. You've got to give responders the opportunity to practice, hot wash it, and then let them practice again, and that's when they they build the competency.I feel like it's a little bit of a trite analogy, but I've said it before, and I don't think there's anything quite better than that, you're not going to get to the Super Bowl with one practice. You've got to practice over and over again, and in a lot of ways, the quarterback on the field is a lot like tactical triage and transport, and then the coaches on the sideline are like the incident command post.Everybody's working together, but how the heck are you going to pull that off on game day if nobody ever bothered to practice? It seems obvious, and when you break it down in those terms, everybody goes, "Oh yeah, I guess that makes sense," but making it a priority for agencies, it's tough. We got, what, 20 pounds of training requirements to fit into a one-pound day? Something's-Terry Nichols:In Texas, you're about to see that get a lot heavier, because again, after Uvalde, I think you're going to see this come to the forefront at the state level. So every state has mandated training for peace officers that we all have to go through every year. You will see we will be heavy on active shooter response, active assailant response, and it'll hopefully give those agencies that already bought in, that have ASIM training, that have the knowledge of it, to give them a chance to actually go out and practice it now, to check that box with the state, as it were.And one of my leadership mentors, Dave Anderson, he says about working out, "How can you expect to go in the gym and squat 500 pounds if you've never squatted 100 pounds? So yeah, you got to practice, practice, practice, repetition, repetition, repetition. So what you said is spot on, but we've got to ... To have a piece of paper, laminated or not, just to pull out of your zipper shirt or out of your visor, is not the answer. You've got to use it.Bill Godfrey:Or on your phone. We've got it as the phone app too. Yeah, I completely agree, and the one thing I would say, in a perfect world, we would get everybody trained so competently and so passionately, and that, God forbid, the day comes that they're called upon, they would nail it and perfect it, and that would be wonderful. But a little goes a long way. A little bit of organization, a little bit of incident management, having a handful of leadership who understands the process and understand what needs to get done, to be able to organize the rest of the troops or the mutual aid people coming in, a little can go a long way. And yes, one day I would like to believe that we'll get every law enforcement, firefighter, EMT, and paramedic in the United States fully trained and competent in this material. But in the meantime, let's do a little something, because as we've seen more than once, a failure on the incident management side can just produce an unacceptable result.Terry Nichols:It's catastrophic, it's catastrophic, and witnessed recently, unfortunately, and it just ... and you're right, small pieces, and the sheriff's got it right. She's hitting it on the head, using it the priority-one calls, and get it ingrained, indoctrinated. And before we went live and started recording, I was joking with you, Bill, about, we have so much to learn from the fire service; we, being law enforcement.Yeah, we may joke all day long about this incident command stuff. There's a cat up in a tree, and y'all set up incident command, there's no one-shot. But there's something to be said for this, and I tried it. I think both Seguin and Brownwood are better ... they are today than when I got there when it comes to this type of stuff. Not just the tactical piece of it, but the incident management piece of it. I hope they are. And it was a great challenge, and I'm an ambassador of it, and hopefully we got much more to learn, even if it's one at a time, one person at a time.Bill Godfrey:Yeah, and I think, Terry, between you and, certainly, Michelle, who is a very, very strong leader in the law enforcement community, and very sophisticated and forward-looking, I'm optimistic. I think we're going to get there. I think that this can happen, and we can get it done. And I'll share this one story with you, Terry, in fairness, coming back on the other side, because making fun of the cat in the tree, I always make fun of you law enforcement guys for the 540 degrees of coverage. I'm like, "Yeah, how does that math work? It's 360, and you start over again."And I was teaching a class one day with ... and I make that joke on a fairly regular basis, which I should have known. And one of our other instructors, Adam, he was waiting for it, and as soon as I said it, he goes, "Okay, let me explain it to you, Bill. You get in the recliner, you spin around 360 degrees, and then you pull the lever to kick your feet back and you look up over your head. That's 540 degrees of coverage," and I said, "Okay, I got it. I deserve that."Terry Nichols:I owe him a beverage. I owe him a beverage.Bill Godfrey:Sheriff, you have any other closing words or thoughts that you want to offer before we wrap up for today?Michelle Cook:Just wanted to say thank you for the opportunity, and if any law enforcement leader out there, anybody in law enforcement, is looking for any ideas, or suggestions, or support, or how to lead your organization or your agency through the the beginnings of ASIM, obviously, C3 Pathways is the expert in the training, but I can definitely help people navigate the politics of it if needed. So always available to assist.Bill Godfrey:Yeah, that's very, very gracious of you. I have a feeling we're going to have people reaching out wanting your contact information. Terry, any final thoughts?Terry Nichols:I echo exactly what the sheriff said, Bill. Thank you so much for the opportunity to come to share my story, anyway, what I've experienced, but same way. I've done it in a rural community with very limited resources, and now in a larger, not near as large as the Sheriff for Jacksonville, but in a larger agency with ... And there are politics to navigate, there are egos to navigate.Bill Godfrey:Always.Terry Nichols:They're in ... I don't have all the answers, but I'll certainly give you my experience. So yeah, C3 Pathways is the point. Anybody listening or watching, reach out to C3, and if you want to talk to me directly, obviously, Bill will gladly share my contact information, and I will answer any question with anybody at any time about any issue as it relates to this, and my successes and my obvious failures as well.Bill Godfrey:Well, Terry, Michelle, thank you both so much for taking the time out of your day. I think what you've shared can be extremely valuable to those that need to walk in the same footsteps that you guys have already forged ahead, and I just can't thank you enough for continuing to support and be ambassadors, and for the work that both of you have accomplished. So thank you for being with us today on the show. Ladies and gentlemen, that's a wrap for our show today. Thank you for tuning in, and until we talk to you next time, stay safe.

Sheriff Cook joins JMN to update the deputy-involved shooting situation. The investigation has been handed over to Florida Department of Law Enforcement, per standard protocol. Hear what we know and what Sheriff Cook can share so far.

@hairdustry present Your Day Off podcast- On January 1st, the IRS laws changed regarding Money Apps. This full video podcast is available on your @spotify app @spotifypodcast Michelle Cook @smallbusinesscpa answers all your questions about using money apps in 2022. she recommends which money apps to use and which to avoid. Your business will be stronger because of this conversation. --- Support this podcast: https://anchor.fm/hairdustry/support

If you're a salon owner, independent stylist, suite owner or beauty industry entrepreneur… you're not going to want to miss this episode.   Michelle Cook is a beauty school graduate turned licensed CPA.    As a partner at Carter Cook, CPAs, she specializes in guiding beauty professionals to move beyond compliance and into forward-focused strategy.    Michelle also empowers beauty professionals to be the financial expert in their business through her course, Beauty Bookkeeping.    When she's not helping her beauty entrepreneur clients maximize profit, you'll find her snuggling her two babies and drinking lavender tea.   I can't wait to dive into this episode because Michelle is spilling all the tea today on how to make bookkeeping easy and take the overwhelm out of tax time for beauty pros.   Mistakes you might be making Ways to save time with bookkeeping Payment types and how to make your life easier as you grow your beauty biz Understand your cash flow and money so you can pay yourself consistently. When to outsource your bookkeeping and when to DIY it   Find Michelle on Instagram ✨Find Jodie on Instagram✨ Find Hairstylist Rising on Instagram

Let's talk accounting and payment processors! A recent Venmo change has some beauty pros freaking out about monies earned from Venmo transactions now being reported to the IRS by Venmo if more than $600 is processed using Venmo. To help you get clarity on what this actually means for your business if Venmo is one of the payment processors you're using in your business as well as understanding must have accounting processes for your 2022 - I brought on a new friend of mine, Michelle Cook of @smallbusinesscpa to chat all things Venmo and accounting best practices. Michelle is a beauty school graduate turned licensed CPA. As a partner at Carter Cook, CPAs, she specializes in guiding beauty professionals to move beyond compliance and into forward-focused strategy. Michelle also empowers beauty professionals to be the financial expert in their business through her course, Beauty Bookkeeping. When she's not helping clients maximize profit, you'll find her snuggling her two babies and drinking lavender tea. If you'd like to get up to 55% off of your first 3 months of Quickbooks - use my link www.thelashpreneur.com/quickbooks. If you'd like to register for one of my Free Overlooked to Fully Booked Masterclasses, you can find an upcoming class time that works for your schedule here: www.thelashpreneur.com/masterclass. Here is the link where you can find Michelle's Beauty Bookkeeping Course - www.cartercookcpas.com Episode Highlights: [3:47] - The changes with Venmo you need to know starting this year [8:25] - The importance and benefit of honestly declaring your business income [11:30] - Accounting best practices for business starters [14:16] - The difference between a bookkeeper and an accountant [18:40] - Questions to ask when hiring an accountant   Happy business building! Have a good one!

JOIN the waitlist for SHE NETS WORTH!Get my latest FREEBIE Instagram: @LindsaymakeswaveCheck out Michelle Cook @smallbusinesscpaGET GLOSSGENIUS or search "GlossGenius" in your app storeEnter code WAVEBOSS and She Makes Waves community members receive 20% off their monthly subscription!Enjoy your 14-day risk-free trial! *no cc required at sign upGlossGenius card reader coupon codeHead to the GlossGenius card reader shop & choose a card reader as bold as you! Enter your promo code during checkout and choose a style that matches you and your business.Enter code GGPARTNER50 at check out for 50% off your 1-time purchase

Ohhhh weee. Do we have a treat for you today. We are comin in hot with our FIRST episode of 2022 and our guest is sharing all the goods. Michelle Cook is a licensed CPA that specifically works with beauty industry professionals. In this episode she breaks down the difference between and LLC and a Sole Prop. What an S corp is and if it's right for your business. How much to set aside fo taxes each month, and the biggest book keeping mistakes she has seen over the years and how to fix it. Plus so much more. You DO NOT want to miss this episode. Sponsored by Oligo Professionnel

Okay….so why are finances such a sore subject?  Maybe it's because no one really teaches us the ins and outs of finances and how to manage them in our business! Today, I am talking with Michelle Cook who is a CPA that specializes in working with the beauty industry! She is one of us who started as a hairstylist and has now transitioned from behind the chair to becoming a very successful CPA. She, like most of us, was not comfortable with numbers. She really didn't know the right direction to go when it came to nailing down her finances. Lucky for you, she now has a wealth of knowledge and is so excited to share all of it with fellow business owners like herself.  Listen in for some great tips she gives on how to keep your finances in check as a beauty business professional!

Episode 43: 911 Communication Center Challenges in Active Shooter Events (Part 1)In Part 1 of this week's podcast, we talk about some of the challenges in the 911 dispatch center during an active shooter event. A few topics we cover are the best sense of location, radio traffic, and recognizing when the active shooter event happens.Bill Godfrey:Welcome to the Active Shooter Incident Management Podcast. My name is Bill Godfrey, your host of the podcast. Thank you for being with us today. We are going to be talking today about what it's like in the 911 dispatch center during an active shooter event and some of the challenges that go with that. Thank you for joining us. I got three of the C3 Pathways instructors with me today. Ken Lamb from law enforcement. Ken, thanks for being here.Ken Lamb:Yes, sir. Happy to be here.Bill Godfrey:All right, we got Tom Billington back in the house. Tom, it's been a minute since you were in. Good to have you back.Tom Billington:Good to be here, Bill.Bill Godfrey:All right, and Leeanna Mims, also from... Like Tom, I didn't mention. Tom from the fire service. Leeanna Mims is also from fire service. Leeanna, good to have you back.Leeanna Mims:Thank you. Glad to be here.Bill Godfrey:All right, so today's topic, we're going to be talking about some of the challenges that occur in the Comm Center in 911 and dispatch areas during an active shooter event. And I think probably ought to just start right off the bat with what some of the challenges are and recognizing that the 911 calls coming in are actually an active shooter event recognizing the event. Tom, you want to lead us off? What are your thoughts on that?Tom Billington:Well, a little background. I started out as a dispatcher in 1979 and dispatching was a paper map and a rotary phone and one microphone. So it has progressed over the years to be such an important position. I like to call the, I'm one operators, the true first responders because in an active shooter event or any other event, they're going to be overloaded immediately. They're going to have victims or survivors calling them. They're going to have bad people calling them. They're going to have texting. So it's a whole new realm that we have to deal with now. And then the active shooter incident adds a whole nother layer of issues that are going to be faced by the 911 center.Bill Godfrey:So Ken, when it comes to that first couple of 911 calls coming in, what are some of the things that jump out in your mind just from your experience in the law enforcement side and a couple that you've dealt with that might be the tip offs that the dispatchers are looking for or listening for I guess, I should say?Ken Lamb:Right, well, first and foremost is the shootings still occurring and how many individuals have been impacted because that's going to necessitate not only how large the response we have, but also where we're responding, the exact location. And what the shooter is wearing, what they look like, that information is so critical. And the common understanding that there's going to be multiple colors and the deconflict some of that information so that you understand as best as you can how many shooters are involved because oftentimes, four or five people may be calling in the same person. And if you're requesting information such as what are they wearing, what do they look like, then you can oftentimes deconflict some of that information so you understand how many shooters there actually are because that's going to be very important to the responding officers.Bill Godfrey:Sure, Leeanna, from the medical side, what are the things that you think are real the important things to get in those first few moments, those first few calls?Leeanna Mims:Yeah, so we, just following up on what Ken said, we need to know how many people have been injured if they can gather that in the front end. We need to be thinking about letting our hospitals know that it's occurring, that we're probably going to be giving them a surge of patients. So and that there's something else that dispatch has to consider obviously a little bit further down into the incident. And when we talk about all of the information that is coming into them, making sure that dispatchers are relaying what's needed for the safety of all the first responders that are going into that law enforcement, fire, medical because they're taking in a lot of information that has to be sorted and put out to those unit center responding in.Bill Godfrey:Yeah, I think all of that make sense. It would seem to me some of the most critical things to get right off the bat is the best sense of the location, especially if you've got multiple callers that are calling in with what may seem like different information, how many locations are involved or what was location trying to narrow down where the injured are, where the suspect was last seen or last known or where the shooting is going on, which often, Ken, can sound more than one incident. You got different callers calling in, but it's just a person moving around. And that sense of the numbers, how many people have been shot. And I like what you said about how many shooters, what are the suspect descriptions and things like that. Anything else, before we leave this one, anything else that is the kind of tip-offs that low-hanging front that dispatch may want to watch out for?Ken Lamb:Absolutely, so when you mentioned location, I thought that was an excellent point. And I think that point that is commonly overlooked because we just think, oh, location. Yeah, that's simple. We should be able to explain to other people an exact location, but anyone that share directions with their spouse on the phone can understand describing a location can be very challenging. So-Bill Godfrey:That's why they invented Google Maps to save marriages.Ken Lamb:.... Absolutely, so what I like to encourage folks to use is a common location language and that can be a number of things. You could get really technical and use US National Grid coordinates or dare I say, GPS coordinates even harder. But I like to simplify things and just say points of interest. So if you're trying to get a point of interest from the individual, the call taker and they can look around and say, well, there's a bell tower here or we're in parking lot next to a street lamp or we're next to a concession stand, anything that could specifically identify to streamline that approach for officers. And it would also assist in identifying the hot and the warm zones, but it will be a more specific common location language so that we can really get the resources to that area as quick as possible.Leeanna Mims:And Ken, you're exactly right about getting there as quickly as possible. And it's also about the responding units be able to determine the route that they go in. So the sooner that they can have that information in advance, it gives them what they need to help them figure out the best way to gain access depending on where the shooter is and whether or not there's multiple locations or are they moving, that tells to both law enforcement and other responders and in which way to go.Bill Godfrey:Yeah, and I would kind of piggyback on both of those and Ken, I really like... You made my eyes gloss over US National Grid. But the points of interest I think is a really good one because people immediately assume north, south, east, west, I'm in the Northeast corner of this and that actually turns out in practice to be a terrible way to describe locations. The directional indicators are just not reliable. Most people very easily get turned around. They get confused. Either don't know the area that well or they're confused about where they are. They get mixed up. It's just not a good reliable indicator.But what you're saying, points of interest, I think are really good way to do it. And Leeanna, you talked about the route of coming in. I think also the streets, especially in a larger building. I'm in the back of the building by fifth court. I'm near the alley in the rear or I'm on side street over here to give a description on what side of the building they're on or things like that. And so I think that would be one of the things I would encourage dispatchers to think about is to try to avoid, when you're trying to get those locations bend down, don't waste your time with directionals because they're not reliable from the callers or quite frankly, even with law enforcement, fire EMS in the field.Tom Billington:I mean, Ken, do you imagine responding to a shooting in a parking lot at Disney and saying, "I'm in the parking lot at Walt Disney World?"Ken Lamb:Right, super helpful, yeah.Tom Billington:I mean, there's a reason why they label the parking lots, Goofy, Mickey, Minnie and that's because it's easier to identify exactly which part of the parking lot is.Bill Godfrey:Yeah, absolutely. All right, so let's move on to the next topic. So Tom kind of mentioned this when he made his opening comment there about the overload and the overload is inevitable. I don't think it really matters how big your Comm Center is or how small it is. You only got enough staff for the typical load of calls that you've got. There's nobody wasting money putting extra dispatchers on just in case and we all know that. Most Comm Centers are barely staffed adequately as it is. Some of them are chronically understaffed. And so an event like this is going to come up and be a real kick in the teeth on overload. So let's talk a little bit about that. Tom, talk about the volume of 911 calls, especially today in the light of cell phones and how that can impact their ability to process the call and get it out.Tom Billington:Well, it should be able to... Yeah, we're finding out today with cell phones and texting that many large 911 systems overload and get shut down or break down. It's not uncommon to get thousands of calls. So like you said, even if it's a big agency or a smaller agency, there needs to be procedures in place. I know there's some smaller agencies that have procedures in place where they have a message that they give out when they answer 911. If you're calling reference the shooting on West Street, we already have units in route, things like that. How do I explain giving the 911 call or off the phone? And again, the larger jurisdictions, they have a lot more people, but usually that means there's a lot more population calling 911 and they can be overloaded immediately. So like you said, it doesn't matter on the size, but you need procedures in place ahead of time and you need to practice those.Bill Godfrey:Yeah, and you also mentioned one that hasn't come up recently that I can remember over the one things we've talked about and that is if your 911 trunk, I mean, let's face it, it's the phone company providing that service. There's only a limited capacity, whether it's a small center, a medium center or a large center, the 911 trunk coming into service, that center has a limited capacity for so many simultaneous calls. And if it gets overloaded or it fails, it's going to go to whatever the setup fail-over program is. And I wonder how many dispatchers actually know who gets their failure recalls? Leeanna, do you remember, was that part of the dispatcher training when you were on the job?Leeanna Mims:It absolutely was. They had to know and have procedures in place for what to do if we went into just various sorts of failure. I mean, there's different ways that a system can fail. And with that, echoing what Tom had said about having the procedures in place, it's critical not only for the failure, but also for success to make sure that you're able to sort those calls that are coming in to find the information in there that's meaningful because you can't just disregard all of those calls that are coming in. We've got to find a way to be able to screen it because some of that stuff that's coming in might make the difference in saving an officer's life on where they're going in.Bill Godfrey:Sure. Yeah, absolutely, it could. Ken, what about you, your job? Because you actually work at a place that's got a pretty large Comm Center, do those dispatchers have a good handle of where those calls dumped to if their trunk gets overloaded?Ken Lamb:They do. We have unit procedures and policies in place as a contingency in the event that that were to occur. And I would also stress the importance of having that contingency for the radio traffic. I mean, we had the incident in Fort Lauderdale where their radio traffic was overwhelmed and there were officers that weren't able to get on the radio because so many agencies in the area tuned in to listen to that incident. And to have a contingency in place so that if that happens because we know it has so that you can change to a different channel so that you can have the responders on scene be able to communicate and not lose critical information that's occurring because I think that it wouldn't stand or it would stand the reason that if we had an effective communication in any incident where you would lose that communication over the radio, that it would speed up our response instead of being detrimental.Bill Godfrey:Yeah, since you've segwayed over there, let's talk about the radio traffic because obviously that's going to be a huge load, not only on your own jurisdiction, but as you start to have your other neighboring jurisdictions coming in and they're jumping on your channels, the amount of radio traffic is going to go through the roof. Tom, are there anything that jumps out in your mind on how to prepare or manage for that?Tom Billington:Well, the main thing is being able to have the dispatchers, have them be able to adjust responses. Obviously on a normal day, if you have a structure fire, I know in the fire service, you may send five or six units to every structure for. When you have an active shooter event going on and other people would call 911 for other incidents, you have to be able to level that dispatch procedure out and make it lot less so you have less units on the road, less traffic. And hopefully, that's one strategy you can use. The other thing is radio discipline in training. Making sure people understand that you got to get off the radio, only important information should be transmitted and the less is better definitely.Ken Lamb:And to add on to what Tom was saying, I think that the dispatcher has the ability to recognize when an additional channel is necessary and can prompt that to the supervisor. So say for instance, we have the perimeter group that wants to be on the normal radio channel, but the dispatcher realizes we have all this information that's being shared on the regular channel. I think it would be great if a dispatcher would say, "Hey, perimeter group, group Sergeant, I can secure you a channel on a tactical channel if you would like to utilize that so you could just talk to your people and have the airspace to do so obviously in a clear and concise way." But prompting that would have that supervisor go, "Oh yeah, that would be great. So let's go ahead and switch to another channel, which would free up some airspace for some more necessary information over the normal channel."Tom Billington:And Ken, here's the challenge for supervisors. They need to start empowering these disruptors.Ken Lamb:Absolutely.Tom Billington:So many times you tell a dispatcher or ask this special, what would you do? And they might say, "Well, I'm not allowed to do this or I'm not allowed to do that." We need to let them know that when things are really busy, it's getting out of hand, they have the power and they should be assertive. They should be able to get on there and do some directives and ask some questions. A lot of times they're afraid they're going to have some repercussions from the upper leadership. So upper leadership has to let the reigns loose a little bit, let these folks do their job.Ken Lamb:Right, and so empowering those dispatchers to make those decisions I think is critical. And just as critical is us as police officers is being humble and understanding that we can't handle this on our own, we have to work together with our dispatch partners, our fire and EMS partners in order to solve the puzzle.Bill Godfrey:I think it's a good point about taking the active shooter incident and moving things to other channels where we can. As we address that in the curriculum and training, the two ones that are very good functions to carve off is the transport operation on the medical side is a nice fit to go to an alternate channel because you've got transport and triage standing in the same location with tactical sharing information. And I think that's a good one. That's a natural fit. Perimeter group is another one. Now the perimeter group supervisor ends up still having to have a second...The perimeter group supervisor needs two radios on their ear. One to talk to their troops on their separate channel and then the other one to be able to listen in to what's going on with tactical on the command channel and also be able to talk to staging. I think the one hesitation I have about dispatchers prompting that, I think it's a good idea in so much as it's coming from dispatchers, who've had some training in this material and know what are those good functions to carve off versus suggesting something that doesn't make sense and could just interrupt the operation. But even before that, I would suggest and I think this almost gets into a preincident thing is what channels are going to be used how?So we've got our regular day-to-day radio traffic and maybe that normally runs on the main channel. So when you've got your main channel with your regular traffic and then you get a big incident, who moves? Does the big incident move, which is problematic or do you move everything else, which can also be problematic? And that's not something you really want to have to figure out at the time of an incident. That's something I think that really needs to be worked out and have a plan ahead of time. But I think one of the things that you can do to carve down that radio traffic is to have that plan for shedding the load. I mean, Leeanna, what have you seen done on that for procedures to how to manage that when you get a major incident?Leeanna Mims:Of course, I mean, all of your assignments are pre-made and that's all done through policy procedure, IMS as to what channels that you're going to go to. And then another thing that gets kicked into place is a priority radio procedure, which in actuality, we should be operating in a priority radio procedure all the time where your communication is limited and you only say what you have to say in order to make sure everybody can get the communication in.But depending on what groups are running, they switched to other channels and that's predetermined what channels that they're going to go to. And everybody knows that upfront and it makes the communication a little bit seamless. But in those cases, we're talking about maybe not the initial response happens a little bit down the road because in fire, we build out a little bit slower in our command structure. And I think when we teach and talk about an active shooter incident management, the most crucial time is in the beginning.We pretty much know that in those first few minutes, that's the most crucial time versus on a fire. A little bit further deeper into the fire, that becomes the most crucial time because we're at a risk for flashover and so on. But I think maybe what we could talk about more is in that critical time, in that critical time of an active shooter, how important dispatch is, how important dispatch is in that, that realm of those first few minutes of making sure that the scene is secured and that shooter is neutralized.Ken Lamb:Sure, so I feel like we got the whole in-depth discussion on how to manage the radio because it's such a challenge in incidents like this. But when you spoke about some preplanning that could go into place as far as using which channels and how to operate on the radio, it kind of reminded me of what some instructors here put in place in my agency, Michelle Cook and Adam Penley, that a great job developing a script. And the script was how the active shooter response should go and then incorporated the dispatchers. So we all got in a room and each person had the script and it sounds really basic and you just run down the script of your position.But at the end of it, you had an idea of who was supposed to say what and when and where. And it provided I think context for a dispatcher to understand, okay, this is how this is supposed to sound and look. And if it's not, then I have a good common understanding of when I can come in and say, "Have you established a staging area? Could you use another channel?" When you have those opportunities. And I thought it was a great idea and I think one that is of value when you're incorporating your dispatchers into the Active Shooter Incident Management process.Bill Godfrey:I think one of the other things that you can do in the dispatch center to begin to cut down traffic and manage that, dispatch has already have a way of talking that, certain cadence, a certain tone and flection and they manage their stuff pretty well in terms of what they've got to say and saying it succinctly, but many, many dispatch agencies, both on law enforcement and fire EMS do an echo thing where the dispatcher echoes back what they've heard. And day in day out, that works pretty well. But when you get one of these fast moving incidents, the attempt to echo everything can tie up a lot of radio traffic and create unnecessary noise.However, there are some key things that should be echoed. So what I'm going to suggest here is the idea of selective echoing. So when you get a suspect description, when somebody says, "We're looking for this guy. He was last seen this location." That's probably a good one to echo. You get a report suspect down. That's a good one to echo. You get a report of 12 down in the lobby. That's a good one to echo. So those kinds of things. Where's the staging location? That's a good one to echo. The command post location, but not every little transmission. And that probably takes a little bit of thinking ahead of time and some selective stuff.The other tool I think dispatchers have at their disposal that the field folks don't is the ability to push the button and do the alert tone. Most radio systems, not all, but most, the dispatcher trumps everybody else in priority. So when they key up, they're the ones that almost everybody's going to hear. And those tones that they have available can be useful for essentially, it's almost like, hey, everybody, shut up and listen, when you hear those tones and be able to put them out. Any other, before we leave radio traffic, any other thoughts or tips?Tom Billington:Well, Bill, you mentioned staging. I know Ken, you did earlier also. That is a major important dispatch procedure telling everybody where staging is. Once we get the core group on scene, we do not want people showing up on scene. And the dispatcher being able to say, "Respond to staging. Do not respond to the scene. Here's the address of staging." Very important. That stops it over conversions and stops the freelancing.Leeanna Mims:And just to follow-up in what you had mentioned, Bill, emergency radio procedures is what you're referring to there and dispatchers have that ability. And if the radio traffic is overwhelming to where they can't get that critical information out that the front end law enforcement needs, especially responding into an active shooter, absolutely, that's where they have the power if you would to take control of that radio channel and make sure that only the proper information is being relayed as long as they're trained and their procedures allow them to do it. And that goes back to what Tom had said about empowering dispatchers to make those kinds of critical decisions that only they can make.Ken Lamb:Yeah, and I think everyone feels like when they get on the radio, what they're about to say is super critical and they get frustrated when they can't get on the radio. But I think everyone involved understanding that we need to share the radio traffic and we need to all make sure that the information we're putting over the radio is clear, concise and purposeful. And I feel like if everyone has that common understanding and they're all trying to achieve that goal, then there will be more space on the radio to talk.Bill Godfrey:It certainly improves with practice. I mean, we see that even in training usually day one is a bit of a cluster on the radio. And as people get used to and familiar with the sequence of events and what the important stuff is, what's not. And quite honestly, they get reminded a little bit of radio discipline, shorten it up, does that really need to be said? I think those are all really good things. Before we leave radio traffic, I also kind of want to mention, larger dispatch centers, you've already got almost all the agent. You've got all the units on common channels and things like that. And so this doesn't necessarily apply.But in medium and smaller sized organizations, it's fairly common to have mutual aid or agencies or other jurisdictions come onto your channel. Now in some cases, when you interoperate with people closely, they have your frequencies in their radios. They changed the bank, change which channel they're on and they get onto your frequency. And that's great. But in other instances, the procedure on paper is to start trying to patch channels together. We're going to patch this channel to this channel and we're going to patch this channel to this channel.By the way, just so everybody knows because you don't have the video on this, I've got three instructors shaking their heads at me no, no, don't do that. And that's why I brought this up is that on paper, patching channels sounds like a good idea. And there are some occasions when patching channels can be tremendously useful and appropriate, but I'm not sure active shooter events is one of those cases. On the technical side, years ago in a different lifetime, I served on a number of these interoperability technical groups and I know that we can technically patch.They're not all created equal. Some of them work really well. Those are few. Some of them, I'm trying to think of another word other than sucks. Some of them do not work well and just kind of... I mean, they can almost render the channel useless. So I wanted to kind of bring that up and just get the reaction. I mean, I already gave it away because everybody shook their head no. But Leeanna, you were the first one to shake your head no, what's your thoughts on patching?Leeanna Mims:Patching takes practicing the skill pretty regularly. And if you have any kind of a turnover in dispatch, it's hard to keep that level of expertise up and it doesn't always work. It just doesn't always work. My experience has been that patching just wasn't the answer and it definitely isn't going to be the answer in a situation where you're in a hurry.Bill Godfrey:Yeah, that was my feeling too. Tom, what about you?Tom Billington:Definitely the same thing. I think that it looks good on paper, but we don't practice it. And maybe once or twice a year, we may need to use it and that's the wrong time to learn how to use it because nobody's going to remember. So if it's not something you practice continually, I would advise against it. There's other ways to handle communications as far as having communications through teams, contact teams or rescue task forces all sharing one radio, things like that. But patching has never been successful in my experience.Leeanna Mims:And in some cases too with patching, you're not talking about just one agency. So your agency has to be able to know what to do with their side of the patch, another agency has to know what to do with their side. So that makes it even more problematic.Bill Godfrey:Yeah, it takes some thought, it takes some training, it's a little time consuming. As they would say up north, just forget about it.Ken Lamb:Yeah, so I have zero experience on how to patch radio channels. I can tell you that recently, we had an incident at our airport where there was a bomb threat on an airplane and we had the airport police, us and as well as the fire rescue department and a myriad of other agencies and oh, one of the fire rescue folks were like, "Well, let's patch these radio channels together." And I'm like, "That sounds like a great idea. We'll all be on the same radio channel." And it was a nightmare because everyone has... The different disciplines have different ideas of what radio discipline is.And it was next to impossible to get on the radio at that point. And it was just... And you nailed it in that on paper, it looks great, but the practical use of it is very problematic and I'm a bigger fan of comm aides or as our instructor Don Tuten calls it, go and fetch, fetch and go. That's to me, you can cut out some of the nuances of communications between different disciplines by just having someone who's a subject matter expert in your field, being with that person and just telling you what you need to know right now as opposed to all this kind of other stuff that you really don't need to know.Bill Godfrey:Yeah, before we leave this, I also don't want to leave it with... Well, okay, you said patching isn't good. What's the answer? Well, we teach in training, the place to solve interoperability problems is in staging. When you're forming up your teams, you've got, I need four cops and they're all mutual aid. Okay, do you have this channel? Do you have this channel? Do you have this channel? None of them got the channel. Okay, who has this channel? You do. All right, I'm going to put one guy in this team of four and he's got the channel and you guys are good. Go, deploy them.And so that's kind of our recommended answer is to solve that problem in staging. And if you've got a resource that doesn't have the ability to do communications, set them to the side and move on to the next one so that you fulfill your request, fulfill the assignment that you need to and then work on that problem as time moves on. All right, well, I think we're going to pause there and wrap up part one and then we've got a number of things we're going to come back to on part two of this. So Ken, Tom, Leeanna, y'all good to come back and do part two with me?Ken Lamb:Absolutely, looking forward to.Tom Billington:Oh, definitely.Leeanna Mims:Absolutely.Bill Godfrey:All right, well, thank you all for being here today with me. This was a great stuff. I'm looking forward to part two of this conversation. Karla, our producer, like to say, thank you to her for putting this together. And until next time, stay safe.

Episode 39: ASIM IntermediateSheriff Michelle Cook shares her experience hosting the Active Shooter Incident Management (ASIM) Intermediate course remotely for Clay County (FL) on the NCIER Campus virtual platformBill Godfrey:Welcome to the Active Shooter incident management podcast. My name is Bill Godfrey, your podcast host. We appreciate you tuning back in with us this week. We have a special guest, one of our instructors who has been on a little bit of a leave of absence, Michelle Cook. Now, most of you will remember, if you've been with us for a long time, Michelle's done some podcasts in the past, and was a police chief up in the north Florida area. Not too long ago, she was elected sheriff in Clay County in the north Florida area, and is taking the time to talk with us today. Kind of catch us up, what's going on, and tell us a little bit about her experience with the Active Shooter Incident Management, intermediate class. Michelle, welcome, and thank you for taking the time to join us. Michelle Cook:Thank you, Bill. I appreciate you inviting me back on. Bill Godfrey:So, being sheriff, it's an elected position, a lot of work with that. Was it as much fun as you thought it was going to be? Michelle Cook:The campaigning, or the actual job? Bill Godfrey:I'll let you answer that anyway you want. Michelle Cook:Sure, yeah. Campaigning was tough, but I'm truly a committed public servant that wants to do right by the officers on the street that protect us every day. So, that was my motivation to run, and since winning the election, and being in office now for just about a year, the ability to bring the great training, and looking out for the deputies that serve on the street, has really been my driving force for going into work every day. Bill Godfrey:Well, I know you're very good at it and have a passion for this like nobody else I've ever seen. We certainly miss you here on our side of the fence. I look forward to the time comes that you slow down a little bit and kind of come back to the fold. So, I thought it'd be fun to have you on to talk about our Active Shooter Incident Management, intermediate class, and your experience with hosting that. Now for the audience, the ASIM intermediate is our two day version of the class, which obviously we used to do face to face, but because of COVID, we developed a new platform that would allow us to do this hands-on training remotely. So, the ASIM intermediate two day is now available remote, and not in Zoom or Microsoft Team meetings, but in our own platform that we built, so that we could still do hands-on live scenarios. So sheriff, I thought it'd be fun to have you kind of share with everybody, what, from your perspective, led you to want to do that, have the class, tell us the story. Michelle Cook:Sure. I'm going to take you back to 10 years ago, when I started getting involved in the Active Shooter Incident Management classes, and they were in person, and they were so valuable. I saw the value, and was actually able to apply the principles in the active shooter incident management class to my work, and teaching the officers and the deputies that I work with, the principals of thought and action. The more I saw the principles working, the more I bought into this training. Michelle Cook:So, when COVID struck and really took training, came to a halt for all of us. As a police leader, I knew that I could not go out there in the public and say, "Well, we had to stop training because of COVID." That is not acceptable in my line of work. So, when the ASIM intermediate came up, and you guys talked about this virtual platform, I will say I was a little hesitant. I'm a 30 year veteran, I believe in the old school sitting at a desk hands-on, but I realized, Bill, quickly, that really the technology is the wave of the future. In talking to my younger deputies, they were not fearful of a virtual class. Now, I will say some of my older deputies were hesitant, but we pushed forward anyway. I can tell you from sitting in the class during the virtual delivery, it was absolutely spot on. It really provided the ASIM principles in a virtual platform, and the training was fantastic. Bill Godfrey:Well, that's wonderful to hear, and I'm relieved. Honestly, I was a little nervous when you said you wanted to host this class because you're a perfectionist like me, and a stickler, and I thought, "Oh, please Lord, let everything go right." So, I was a little risk, but Michelle, from your perspective, how would you describe that platform and the experience to somebody who's never seen it? Because that's always a challenge for me trying to describe it to folks. Michelle Cook:Yeah. It really is a challenge, but the the way that I would describe it, or the way I do describe it to people is you have an active shooter incident. You have a critical incident, and we do as a profession, we've done so well at training how to tactically respond, and take the bad guy out. But active shooter incident management is so much bigger than that. So, through this virtual platform where you have everybody has a character that acts, and interacts with the other characters, you're able to learn the principles of the incident management. It's less about clearing a room, and more about taking command and control of the scene. With the virtual platform, you're able to learn these principles, and practice these principles, all while sitting at a desk. Bill Godfrey:I think that's a great summary. I might have to borrow some of that for some of the materials, when people ask for the explanation. I appreciate that. Michelle Cook:I won't charge you. I won't charge you. Bill Godfrey:Sheriff, one of the things I thought was kind of interesting, you had what, 30, 30, 40 people in the class from your side? Michelle Cook:Yes. Yes. Bill Godfrey:Then we had about, I don't know, it was another half dozen, or dozen, from across the country that all joined in. You made an interesting choice, which was even though this was a virtual delivery, you made a choice to pull all of your people to one central location. So, we had this group up at your place that was taking it together, and then these a half dozen other, a dozen other students from across the country that were all remote. How did that work? What led up to you to decide that? Michelle Cook:Well, Bill, that was a purposeful, deliberate decision, and there was a couple of reasons I did it that way. Number one, my county, we have four different law enforcement agencies in my county. Plus our two different fire rescue agencies in the county. So, by bringing all of these people in a room, even though they were working virtually, we were able to establish, re-establish, and build relationships. That was lacking a little bit in my county, is the working relationship, so bringing them all together. I also purposely planted some, what I call ringers, in this class. These are guys who truly understand the ASIM concepts, and are champions of the concepts, and so during break, I encourage these guys to lead the informal discussions. "Hey, what did you think about that?" "Hey, didn't that work out well?" So, really reemphasizing the concepts through the informal conversations that would occur at each break. Michelle Cook:So, although the technology, bringing everybody in one room, there was a draw or pull on the technology side, it really worked out well for us because now we're back to some traditional training, and my trainers who were in the class are ensuring that they include these other agencies that they've never really thought about before in our training. So for me, it was very purposeful, very deliberate because what I saw that lacked in my county was some working relationships, and making sure that I got buy-in by planting some ringers in the room who can continue the conversation. Bill Godfrey:That's really interesting. I knew you had a couple of strong people in the room that were taking the class, but I didn't know that you had kind of purposely planted, as you said, some ringers. What made you feel so passionately about that? That's an interesting idea. Michelle Cook:Well, policemen love training, they hate training all at the same time. Here we were introducing some new concepts, for many of these, in the class. At the same time, we were doing it virtually. For many in law enforcement, especially, guys that have about seven years on or more, they're still afraid of the technology. They're still concerned that there's a training value on using technology. So, I wanted to make sure that I did not have a strong personality in the middle of this class, throw his hands up and go, "This is BS. This is dumb. This is not worth it," because you're informal leaders in the class can really drive how people feel about the training. Michelle Cook:So, by planting some informal leaders that were ringers, I purposely drove the conversation to the positive, and then people who had questions about what they learned, or what was said, they naturally gravitated to these leaders, and said, "Well, tell me why this happened. Why do we have to go to staging? Why can't we self deploy from another agency?" And those conversations happened. So the guys that really understood the concepts, were able to, again, really drive home the purpose, or the principles, that were being taught on this virtual platform. Bill Godfrey:That's really interesting. Now I'm curious, because we did have a number of other students that were from different places in the country that were in that same class, interacting with your team, and the folks that you had on that location. Did you hear any feedback, or reactions, about what it was like working with people from different states in the class and in the responses? Michelle Cook:Yeah, it's interesting because there was some conversation, a little bit of a conversation about lingo and tactics, and the pace of response for some of them. For me, that really gave me an opportunity for a training point. I said, "Guy, those guys are from out of state. We don't have to worry about them responding to our incident. However, if we don't all work together as different agencies in the county, if we don't get all on the same page and train together, and have the same concepts, and use the same principles, when we haven't an active shooter incident in our county, we're going to see the same thing from those agency members. That's why we have to train together." So for me, it was really a point that I could drive home to everybody that was in the classroom because I had other agency leaders in there, "Hey guys, this is why it's so important to train. Those guys that were out from another state. We may be in the same county, but if we don't train together, we're going to experience what we experienced in this virtual platform." Michelle Cook:Now, let me say this though. The overall general feeling about working with guys from out of state was phenomenal. I mean, apparently whatever group was in there was really sharp. My guys were commenting on how really sharp they were. So, that was a plus, but the little nuances of not training together, were apparent. Again, for me, it really drove home the point. We can't just think that because we're all in the same county, we're going to respond the same. We have to train together. Bill Godfrey:Yeah. It's a really interesting perspective. I remember from your class, so one of the students was from Portland police, and there was a scenario where one of your fire department people, and I'm not really sure if it was with your county fire department or one of the other ones, but the Portland police officer was in the tactical position, and your firefighter was in the triage position. He just kept saying over and over and over again afterwards, he just could not get over the fact that he just spent 45 minutes running a live active shooter scenario with a guy that was literally across the country for him. I mean, I don't know that it could be much further, Florida over to Portland- Michelle Cook:Mm-hmm (affirmative). Bill Godfrey:... and they just ran it seamlessly. They were talking to each other like they were standing next to each other. They worked it together. It was a common language, and he just couldn't get over that this guy that's literally across the country in three hours, and three different time zones away, and they're working this incident together. I thought that was a pretty fascinating perspective. Michelle Cook:Well, but I think that speaks to the comprehensive, yet simple principles of Active Shooter Incident Management. It really does, kind of like ICS. If you have the basic principles, it's very simple, as long as you stick to the simple but comprehensive principles. If the guy in Portland happens to be on vacation in Florida, where you have an active shooter incident, he can jump right in seamlessly. I think that that's the value of the class and making sure that your class is diverse with people that could potentially respond together. The great thing about the virtual platform is you can do it virtually, so we can have people in neighboring agencies, neighboring county, all very realistically could respond to an incident with us, training with us. Bill Godfrey:So, I got to ask what were some of the good comments, and some of the negative comments? Because I'm sure that you heard both after the training. What was some of the good and bad that you heard? Michelle Cook:So good, absolutely was understandable, realistic. Boy, I could use this. I could use it on other calls that are critical in nature. Easy to learn. They loved the scenarios. They thought the scenarios were very realistic. Michelle Cook:The downs were, some of my old timers, didn't like the technology. That's understandable. I've told you several times, the technology sort of scares me too, as a 30 year law enforcement officer, but I go back to two things, and I would tell these guys this. Yes, you've been on 20 years. Yes, using a virtual system is a little bit cumbersome for you, but two things. One, younger deputies, younger officers, younger firemen, younger dispatchers, they're not scared of the technology. They've grown up with technology. Michelle Cook:The other thing too, as a long-time trainer, what I've realized, and what I've come to understand, is that different people learn from different platforms. So whether it's a tabletop, a real life exercise, or virtual training platform, the more ways that you can present the concepts on different platforms, the more opportunity you have to connect with your students, and the more opportunity you have to really drive home those principles and those training points that you want to get to. So my younger deputies loved, they thought they were sitting at home on their X-Box. They love the technology. The older guys, not so much, but they understood why we were going that way. Bill Godfrey:Well, I would expect to hear that. It would surprise me if you didn't have some of the old timers that didn't really care for it. I laughingly joked just a few weeks ago, during one of the classes, we had a support call come in, and I was on the phone with somebody trying to walk them through an issue they were having with their computer. And I go, "Well, just hit your escape key." And they go, "What's an escape key." And I thought, "Well, all right. I've just gone around the bend here." Bill Godfrey:So, I get it. There are people that are a little bit uncomfortable with it. I think the other piece of this is, and I'm really curious to see where this goes, but during COVID I know I got sick and tired of these virtual meetings, and the idea of one more virtual training. I think everybody just got accustomed to logging in and zoning out. I'm going to sign in. I'm going to turn on my video and my microphone for just a minute. I'm going to say hi to everybody, and then I'm going to mute my video and mute my microphone. Then I'm going to move on to another task, but I'm going to get credit for this class. People got used to that and really kind of developed a bad habit. Of course in this class, you can't do that. There's- Michelle Cook:No, you can't do that at all. Bill Godfrey:Yeah. You're engaged. It's like being in the classroom. You're present. The instructors are walking up to you asking you questions. You are moving around working through the scenarios. Yeah. We do get some surprise, I guess, but what do you think? Where do you think we'll go, once we get to the other side of COVID? We were forced to use all this virtual remote stuff, and now everybody's sick of it, so there's kind of a backlash, and at some point next year, I think it will kind of settle in. Where do you think we'll settle in on this? Michelle Cook:I think we'll settle with a leaning towards virtual. Again, I'll go back to the fact of, there's a couple of things. One, this is a different way, from a management standpoint, a relatively easy way, inexpensive way, to get good solid training in. Again, with the younger deputies, they grew up playing these games. ASIM intermediate is not a game, but they grew up playing these sorts of games, using technology, and they're not afraid of it. Michelle Cook:So, I love the idea that it's, again, another training platform that resonates with a lot of people. I think good police leaders, good fire leaders, good EMS leaders should really consider a variety of platforms when bringing in such an important topic like this. Because understanding that some of your members are going to like the hands-on in person training. Some of your members are going to like the virtual training. Some of your members are going to like another training platform that's out there. Really, I think it's a great opportunity to utilize different platforms that present the same concepts, because, again, it just really deepens and further seeds the embedding of this process of this response into the core your agency. Bill Godfrey:I think you're probably right. It's a fascinating topic, and I'm not really sure where it's going to go. Obviously, we have restarted our face-to-face deliveries as well, and we are going to maintain the virtual platform. In fact, we've got a couple of other classes that we're going to be rolling out on it. We've got some EOC training classes that are planned, and hospital active shooter course, and a couple of other things that are in the works. So, we're going to make use of the platform moving forward, but I'll be curious to see longterm what that impact is. Bill Godfrey:So, let me shift gears a little bit, Sheriff. You took over a county law enforcement agency. You're the big boss. The buck stops with you. Your agency, and your county or region has adopted the Active Shooter Incident Management checklist process, if you will. You've had this preliminary training, which obviously didn't hit all of your people. I know you've got way more people than that. So, what's next? Where are you going to go from here? Michelle Cook:Well, for us, it's a couple of things. Again, deliberately putting some ringers in the class that really appreciate and understand the processes. We're continuing to push it out. In fact, my training division, which consists of several SWAT guys, and the SWAT guys, anything that's active shooter, your SWAT guys tend to give it credibility if they've bought into it. So, that was part of the deliberate processes, getting those guys to buy in. So, they're continuing the training. When they go out and do the traditional room clearing, and suspect mitigation training, and when they're out there doing that, they're implementing the principles that they learned in the ASIM intermediate into our routine training at our agency. For me, we're going to continue to push those principles and concepts out. Michelle Cook:I will tell you at my previous agency, where I was a chief of police, they even went one step further. The guys on the street, in any hot call or priority one call, they would use the ASIM principles. The person in charge of the hot zone declares themselves tactical, and he will say if staging was needed, he would set up upstaging, or she would set up staging. So, whether it was a robbery in progress, or burglary in progress, they carried it one step further out there. I'm hoping to see that with my new agency, sort of organically letting that happen. I think we're heading that way, but as a police leader, continue pushing the principles. Michelle Cook:I tell people that management is a perishable skill. If you don't have a plan, a training plan, to continue pushing it, people will lose that skill. So for us, it's the informal training, the formal training, and then reaching back out to seek new pathways every couple of years, and bringing the training in for a refresher, so to speak, is where I'm headed with it. Bill Godfrey:It's so interesting to hear you say that. I can't remember if it was last week or a week before, but just in the last two weeks, we had a podcast episode where the whole episode was about other uses of the ASIM checklist, besides just active shooter. To me, it's one of those funny little secrets that we chuckle about because it is what you just said. The ASIM checklist process is a standardized way of approaching these things, and it doesn't have to be an active shooter call for it to be very useful in laying out the roles. Michelle Cook:Absolutely. I mean, my folks used it in a robbery to a bank in progress, we've used it on house fire calls, just to avoid over convergence, who's in charge of the hot zone. We're evacuating due to a fire, not due to an active shooter, but still a lot of the same things are happening. Again, as a long time police practitioner, and two decades on the street, so to speak, I absolutely, without a doubt, 100% believe, and have seen, the ASIM checklist principles applied to other hot calls. When they're using it for those other calls, when the big call does come in, when the active shooter incident does come in, they're not looking for their checklists in the car, so to speak. It is in their mind because they've been using it on the hot calls already. Bill Godfrey:I think that's wonderful. I always knew you were a law enforcement leader with a lot of vision. I know I've told you that before, and you always roll your eyes at me when I say it. You're probably rolling your eyes right now. Michelle Cook:Probably. Bill Godfrey:It was decades ago that you saw through some of the, for the benefit of the audience, I say frequently to people, and to the other instructors, FEMA and the fire service did a horrible disservice to law enforcement. When we convinced you that ICS meant an 18 Wheeler semi-truck of paperwork is going to back up to your scene, and vomit paper on your scene. That's really not what ICS is about, but I mean- Michelle Cook:Right. Bill Godfrey:... it was at least two decades ago that you kind of saw through that and said, "Wait a minute, there's something of value in here for law enforcement." So, you've been a practitioner of it for a very, very long time. Michelle Cook:Absolutely. Bill Godfrey:You're not a Johnny come lately. You've been doing this a long time, but let me ask you this, we'll wrap up here on this final closing thought. What would you say to your fellow law enforcement leaders who are the sheriff, the chief of police, the deputy chief, chief deputy at the county Sheriff's office, what would you say to them about how to get started and make things a little bit better? Maybe they've done some contact training. They've done a little bit of move to the threat training, but not a whole lot beyond that, haven't done any integrated stuff with their fire EMS agencies. What would your advice be to them? Michelle Cook:Well, the first thing I would tell him is I think you're morally, ethically, and legally obligated to move beyond just dealing with the suspect. Police leaders can't say, "Well, I taught him how to shoot the bad guy, but all these other bad things happened because we weren't prepared." Study after study, after action report, after action report show and prove that the incident management is really where things fall. Unfortunately, people die because scenes are not managed correctly. So, as a police leader, as a fire leader, as a EMS leader, you have an obligation legally, morally and ethically to take the next step, which is the scene management, the active shooter or critical incident team management. Michelle Cook:I'll say this, and I've said it before, because again, I was on the street for 20 years. I was the commander of our SWAT team for three years. I led a patrol division for a number of years. The principles at ASIM are simple, comprehensive, and they work. If you, as a police leader, are not moving your team to the next step of scene management, when it does happen in your jurisdiction, you're going to be the one at the end of the day that has to answer for why your folks messed up. And it's not that they messed up, it's that you didn't take them to the next step of training, Bill Godfrey:Sheriff Michelle Cook, thank you so much for taking the time to join me today, and to talk about this and share your experience. I know I speak with fondness from the other instructors. We miss you. We look forward when the time comes that your life slows down a little bit, that you can join us doing some of the training classes, but we know in the meantime, you're doing very, very important work on the other side. So, thank you for carving the time out to, to make this happen. Thanks for being here. Michelle Cook:Absolutely, Bill. I appreciate the opportunity. Thank you, sir. Bill Godfrey:Absolutely. Ladies and gentlemen, thank you so much for joining us for this podcast. We hope you enjoyed it. If you have not subscribed to the podcast, please do so wherever you're consuming your podcasts. I'd like to also give a shout out, thanks to our producer, Karla Torres for putting these things together for us. Until next time, stay safe.

You're listening to the Westerly Sun's podcast, where we talk about the best local events, new job postings, obituaries, and more. First, a bit of Rhode Island trivia. Today's trivia is brought to you by Perennial. Perennial's new plant-based drink “Daily Gut & Brain” is a blend of easily digestible nutrients crafted for gut and brain health. A convenient mini-meal, Daily Gut & Brain” is available now at the CVS Pharmacy in Wakefield. Now for some trivia. Did you know that Rhode Island native, Elizabeth Buffum Chace, was an American activist in the anti-slavery, women's rights, and prison reform movements of the mid-to-late 19th century. She was inducted into the Rhode Island Heritage Hall of Fame in 2002. Her likeness was transformed into a bust to sit in the Rhode Island state house as “the conscience of Rhode Island”. Now for our feature story: Some big changes are expected at Connecticut nursing homes in the coming months. From mandatory two-month supplies of personal protection equipment and full-time infection specialists to the ability for residents to have cameras in their rooms, lawmakers passed multiple bills during the regular legislative session that wrapped up on June 9. The changes attempt to address some of the deficiencies in long-term care facilities, many long-standing, that were exacerbated by the coronavirus pandemic. They increase mandatory direct care from at least 1.9 hours per resident to three hours, make changes to emergency planning, strengthen the “bill of rights” for residents and set aside additional funding for nursing homes, including for capital improvements and pay increases and bonuses for workers. Once signed into law by Gov. Ned Lamont, many of the provisions are scheduled to take effect on Jan. 1, 2022, or even sooner. “We are thrilled that these long-fought-for reforms, many of which have been part of the conversation pre-pandemic, are now going to become law. Nursing home residents, families and staff have been through so much,” said Nora Duncan, state director of AARP of Connecticut. Nursing homes in the state were hit hard and early by the pandemic. As of June 8, there have been 3,882 COVID-19-associated deaths among nursing home residents — most occurring earlier in the pandemic and before vaccinations became prevalent. In the state's most recent release of data, covering June 2-8, there were five confirmed cases among nursing home residents and one COVID-19-related death. Statewide, there were 8,260 total COVID-19-associated deaths as of Thursday. Rep. Michelle Cook, D-Torrington, has been working on issues such as nursing home staffing levels for years. She said she believes passage of the nursing home camera bill, another long-running proposal at the state Capitol, could be one of the most important proposals to pass. It still awaits Lamont's signature. Cook's father-in-law, a nursing home resident, died from COVID-19. She believes some nursing home residents' deaths can be blamed on the repercussions of COVID-19, such as isolation and not eating enough. “It would have been great for people to be able to see their loved one and say, 'Oh my gosh, they've lost 10 pounds,'" she said. Stonington resident Liz Stern was appointed to the state's Nursing Home and Assisted Living Oversight Working Group after advocating on behalf of her late mother, a former nursing home resident. Stern said she's pleased by many of the changes passed during the legislative session, including the new state budget deal allowing a nursing home resident who receives Medicaid benefits to increase their monthly personal needs account from $60 to $75. But a bill that was supposed to ensure that loved ones designated as essential caregivers are allowed to enter a nursing home at any time — even during a pandemic — gives the facilities too much discretion, Stern said. “When you look at the language, there are a lot of words but there is really no meat in that bill. None,” she said. Stern and other family members of nursing home residents are seeking federal legislation now. “The pandemic has never given us more of a opportunity to build what we want as consumers of services and as taxpayers. So, let's take the opportunity," said Duncan. "There's certainly a need for nursing home beds, but there's a lot of ways to do this better, cheaper and the way people want it.” For more about the coronavirus pandemic and the latest on all things in and around Westerly, head over to westerlysun.com. There are a lot of businesses in our community that are hiring right now, so we're excited to tell you about some new job listings. Today's Job posting comes from Sea Bags in Watch Hill. They're looking for a part-time retail sales associate ideally with 2 years of retail experience and customer service. Pay depends on experience.. If you'd like to learn more or apply, you can do so at the link in our episode description: https://www.indeed.com/l-Westerly,-RI-jobs.html?vjk=2742aded61e027db&advn=8743562717035863 Today we're remembering the life of Peter Richard Crofts, age 57, who passed away recently.. Born in New London, Peter was a lifelong farmer. Pete started raising his own cows while still a teenager. Since 1988, he owned and ran a dairy farm in Deerfield, NY and served with the Mobile Baptist Builders who offer construction services for churches in need. He is survived by his sister, Heather Crofts Dowling; his brother and sister-in-law, Roger and Courtney Crofts; nephews, nieces and cousins. He was predeceased by his sister, Penelope. Thank you for taking a moment today to remember and celebrate Peter's life. That's it for today, we'll be back next time with more! Also, remember to check out our sponsor Perennial, Daily Gut & Brain, available at the CVS on Main St. in Wakefield! See omnystudio.com/listener for privacy information.

Michelle Cook, the University of Georgia's vice provost for diversity and inclusion and strategic university initiatives, talks with Rose about UGA's new and enhanced plan to address diversity and inclusion over the next five years.

We're bringing back our wildly popular Q&A on small business taxes with Michelle Cook, CPA. (FYI, we've raised the cap on our live attendee limit, so EVERYONE can get in!) We'll go over filing deadlines, the tax impact of U.S. government grants and PPP loans.

Accountant Michelle Cook @smallbusinesscpa breaks down the requirements of the second PPP grant and how to apply. She also gives us lots of info & advice on the tax implications of this and any unemployment benefits received this past year.  This Week's Topics: • The new PPP situation: what are the specifics? Who qualifies?  • Calculating what amount of money you can get  • The updated processes making it easier for you to get your loan forgiven  • Are PPP Funds taxable? Tax implications of PPP and unemployment  • Should you hire an accountant this year?  • Good options for doing your own taxes  • Good reasons why you need you file your taxes Have you left a review for The Hair Game Podcast yet? This week’s Pod Loot winner is getting a Roomba! To enter, just leave a review on the Apple podcasts app or iTunes. ⁣⁣Don't forget to leave your Instagram handle so we can find you!⁠ FOLLOW US http://www.instagram.com/thehairgamepodcast http://www.instagram.com/salonrepublic http://www.instagram.com/loveerictaylor http://www.facebook.com/salonrepublic

April 15 is coming… To kick off our Town Hall Financial Freedom series, we're joined by Michelle Cook, CPA to go over all things tax-related. We'll go overestimating, filing deadline, and most importantly, the tax impact of PPP and government grants. Join us to get your most confusing questions answered.

The power of individuals to bring about significant change.” On January 9th, 1961, Charlayne Hunter and Hamilton Holmes became the first Black students to attend UGA. To join in the celebration and commemoration of the 60th anniversary of this historic event, Around the Arch sits down with the Vice Provost for Diversity and Inclusion,  Dr. Michelle Cook and our Thriving 13 Jaquarius Raglin to discuss the importance of the desegregation of UGA, how it has impacted our students, and how UGA plans to celebrate all semester long.

@shedulicity and @hairdustry presents Your Day off podcast- Michelle Cook @smallbusinesscpa is our in house CPA sharing all the way to save of your taxes. Today she is going to help YOU prepare for the end year taxes. 2020 has been a tough confusing year especially with all the government assistance. we try to get to the bottom of it all for you. Merry Christmas --- Support this podcast: https://anchor.fm/hairdustry/support

We are back with another episode in our series on the lived experiences of specific centers in a Human Design chart. For this episode, I spoke about living with an Open Head with Michelle Cook, a reflector in perfect alignment with her playful, receptive nature. Michelle shared her insightful perception of openness, her views on inspiration, and even some cooking tips. I found her level of attunement absolutely fascinating — so please hop in and enjoy the ride if you have an open head or know someone who does. To get your Human Design chart, go to https://www.mybodygraph.com/ - your Head center is the triangle at the very top of the chart. To connect with Michelle, follow her at https://www.instagram.com/michelle_angel_cook/ and http://michelleangelcook.com/. As always, I would love to hear from you at decondition.this@gmail.com. Peace! --- Send in a voice message: https://podcasters.spotify.com/pod/show/deconditionthis/message

@schedulicity and @hairdustry presents Your Day Off podcast- Michelle Cook @smallbusinesscpa has something big for you. If you're a Buisness Owner Michelle's has put together a few courses and program to help get and keep your books operating as a business. Here are the insights you need to know. Nina Tulio @ninatulio - Always brings the heat when it comes to YOUR business. Nina will teach you to make money Michelle will teach you how to keep your money. #fallinlovewiththehairindustry --- Support this podcast: https://anchor.fm/hairdustry/support

9-17-2020 Clay County Sheriff joins JMN

Michelle Cook is a former beauty school grad turned CPA, and she's on a mission to help you understand your beauty business numbers! Listen in while we nerd out over numbers, discuss the importance of understanding your profit margins, and how learning quickbooks can step up your game!You can find Michelle on Instagram@smallbusinesscpaSign up for Beauty Bookeeping 

8-18-2020 The primary election for Clay County Sheriff has been decided with Michelle Cook winning that race over 5 Republican opponents,

Michelle Cook, CPA @smallbusinesscpa takes us through the different aspects of your books and how to make sure you get taxes done correctly. We also discuss the benefits of using a CPA or online bookkeeping software... is it right for you? For more info, visit www.cartercookcpas.com SHOW NOTES: • Best options for bookkeeping for an indie hairdresser • Tax prep – what should a typical indie hairdresser use? • Cost of hiring & where to find a CPA • Write-offs: what you can and cannot claim • Tips: 3 ways how claiming them will actually help you Have you left a review for The Hair Game Podcast yet? This week’s Pod Loot winner is getting a digital photo frame! To enter, just leave a review on the Apple podcasts app or stitcher.com. ⁣⁣Don't forget to leave your Instagram handle so we can find you!⁠ FOLLOW US http://www.instagram.com/thehairgamepodcast http://www.instagram.com/salonrepublic http://www.instagram.com/loveerictaylor http://www.facebook.com/salonrepublic  

Our focus on the issue of COVID-19 outbreaks in nursing homes and care facilities across Connecticut starts with a national expert from AARP talking about how that organization is pursuing legislation to better support and protect residents of those facilities. Then we'll take a very personal look at a tragic COVID-19 nursing home experience that affected State Rep Michelle Cook of Torrington, and how her experience helped initiate a sweeping investigation into why so many seniors were being infected by and dying from it. We'll follow touching base with Junior Achievement of Greater Fairfield County to learn how the COVID-19 pandemic has changed the outlook of area high school seniors and their future educational or career plans. Finally, we'll remind you about an important event coming up at the Burroughs Community Center July 9 - and how a regional nonprofit called Save a Suit is aiming to help veterans who may be more food insecure because of the virus health emergency.

If there is one thing that I’ve put off way too long in my business, it’s finding the right CPA. By this I mean someone who knows and understands your industry, has your best interests at heart and can give you super sound advice, no matter what situation you’re in. I’m so lucky to have found this person, and in today’s episode you’ll meet my incredibly savvy CPA, Michelle Cook! Michelle is a licensed CPA in Utah and she specializes in working with hairstylist and salon owners. Michelle will be sharing her expert advice on how to assess the options that are available to you during this current pandemic, and what this all means for you and your business. If you’re not already following us on Instagram, @thrivingstylisttribe, what are you waiting for? This is where I share pro tips every single week, along with winning strategies, testimonials and amazing breakthroughs from my audience. You’re not going to want to miss out on this! Learn more at: https://www.thrivingstylisttribe.com/podcast/129

Over the past six weeks I’ve been speaking to lots of agency leaders. Those one-on-one conversations have highlighted to me, just how many variables there are determining how agencies are able to weather this extraordinary storm.  Aside from agency size and structure, services, client sector focus, and the deeply personal experiences of managing pipeline, clients […]

Schedulicity and Hairdustry presents Your Day Off podcast- Michelle Cook- Breaks down the federal loans and grants available in the CARES ACT and PPP. With so much federal help she explains things to think about while navigating the while process. Michelle is a wealth of information and a true supporter of our industry. https://www.instagram.com/smallbusinesscpa/ https://essentials.schedulicity.com/hairdustry/ --- Support this podcast: https://anchor.fm/hairdustry/support

Michelle Cook, Certified Public Accountant and @smallbusinesscpa on instagram, joins Eric for a detailed explanation of The CARES Act stimulus bill. They go over which aspects of the bill you may be eligible for as a beauty professional. Links mentioned in this episode: Small Business Administration website: www.sba.gov Michelle's blog post regarding the CARES act: https://cartercookcpas.com/blog/everything-small-business-owners-need-to-know-about-the-cares-act PBA Covid-19 relief fund info: https://www.probeauty.org/pba-charities/covid-19-relief-fund   FOLLOW US http://www.instagram.com/thehairgamepodcast http://www.instagram.com/salonrepublic http://www.instagram.com/loveerictaylor http://www.facebook.com/salonrepublic  

Schedulicity and Hairdustry presents Your Day Off podcast- Michelle Cook- Its that dreaded time of year TAX TIME. Michelle shares insights about what you can and should be writing off on your Taxes. If you're a salon or Suite owner don't miss these write offs, it might just save you a bundle. Also don't forget we will be attending Hair Love Retreat at the amazing Under Canvas Zion National Park. We partnered with Hair Love Retreat so you will have full access to the retreat and save $500 when you use the code : HAIRDUSTRYHAIRLOVE  https://www.instagram.com/smallbusinesscpa https://cartercookcpas.com/blog/top-10-tax-deductions-for-salon-owners https://www.hairloveretreat.com/retreat https://essentials.schedulicity.com/hairdustry/ --- Support this podcast: https://anchor.fm/hairdustry/support

Today, CPA Michelle Cook talks about what you can write off on your taxes, how and why to save for retirement, the best way to do your taxes, and more. "Find someone who is going to make you feel confident about your business." - Michelle Cook. Learn more about this episode at loricrete.com/112

Meghan hangs out with Michelle Cook, the former Chief of Police In Atlantic Beach and they talk about her first ride along in a cop car, crazy situations she's experienced, being on COPS & America's Most Wanted, why cops have to get tased and pepper sprayed, her love for talking and helping people, and her next venture running for Sheriff of Clay County.

INSTAGRAM: @smallbusinesscpa

Michelle Cook had a love of fitness and anything sports-related during her time at school. This had seemed a distant memory after Michelle had children and her needs had taken a back burner. Feeling uncomfortable in her clothes Michelle found support at her local Leisure center with regular swimming lessons, gym classes, and group cardio workouts. However, the local Council had money constraints due to government cutbacks and the village’s Leisure center had to close leaving Michelle downhearted. Then came the saving grace of a new private gym allowing Michelle to rekindle her fitness flame. Michelle’s new gym owner encouraged Michelle to take up some new challenges and the rest is history. Tough mudder and Iron man competition are now among Michelle's achievements. If you're in need of a motivational fix Michelle is just the ticket to show you all you need is a willingness to start.

In this chapter, I talk to Michelle Cook, owner of Roxbury Rides, a cycling consultant, a league certified instructor, and a moderator/ shero for the Boston chapter of Black Girls do bike. She lives in Boston, Massachusetts.

Episode 12: #4 How does each agency use ICS jointly and individually on a routine basis? - "Questions from the Mayor" Series10 Questions for the Mayor to ask the Police and Fire Chief SeriesQuestion 4: "How does each discipline (i.e. law enforcement, fire, EMS) use ICS individually and jointly on a routine basis (i.e. regular calls)?"Bill Godfrey:Welcome back to our next podcast. In this series, we're in the middle of talking about the 10 questions that the mayor or city manager should ask their police chief and fire chief together. Today we're going to take number four, which was how does each discipline use ICS individually and jointly on a routine basis? So the mayor, the city manager, county administrator, can sit down with the police chief and fire chief and say, "You know, folks, tell me, how are you guys using ICS on a daily basis? Where are you using it together? How does it fit? How does that work?"My name is Bill Godfrey, one of the instructors with C3, retired fire chief. I have with me Billy Perry, a retired detective from Jacksonville Sheriff's office, also a bomb tech. Billy, welcome.Billy Perry:Thank you for having me, Bill.Bill Godfrey:And we have Tom Billington, retired fire chief, also Tom and Billy, both one of the instructors at C3. Tom, welcome.Tom Billington:Thank you very much.Bill Godfrey:So Tom, let's lead off. So you know, fire is known pretty well across the country for using ICS on a daily basis. So that's kind of a given. Where are the opportunities that you see on the fire side for wrapping that together, using it jointly with law enforcement?Tom Billington:Well actually I can give you a good example. When I did a stint as fire chief in Virginia, we had the annual horse races same day as the Kentucky Derby and they were attended by about 6,000 people. And before the horse races, we actually did a joint command briefing with state police, county sheriff, local police, EMS, fire, and again the city manager and county personnel also.And then during the races we would implement ICS positions including the city manager and the county mayor as what their role would be should something go wrong. And actually one year before I arrived there, there was a tornado and they put their plan into place and it worked very good. So having the incident command system, everybody involved, not just fire, not just law enforcement, but everybody at all levels involved, very important.Bill Godfrey:So Billy on the law enforcement side, of course you hold a unique perspective, you've done it for a long time, you're very comfortable interacting with all levels in the ranks within the organization. As we travel around the country, we constantly run into law enforcement officers that they feel like they're too low on the food chain, ICS doesn't really apply to them, that that's something the major does or the deputy chief or something like that. What's your take on how does ICS fit on a daily basis for law enforcement, and where could you guys use it more than maybe you do?Billy Perry:You know, that's a great question, and basically where we can use it more than we do is everywhere. And I say that because I was forced to take it and I mean that, I was forced to take it, I was forced to take the NIMS classes, 101 and on up as a young SWAT guy and then as a bomb guy. They made all the specialized units take it and I really didn't understand why. And then as I started really exploring the professionalism of my career and seeing how it was used and where it was applicable, and when you realize what the main purpose of it is and it's to be more efficient, to be more effective, and to better serve our community. I don't say that lightly, I take that very, very seriously.And I think that once you realize that the purpose of doing this is to be more expeditious in the utilization of resources and the implementation of tactics, and it makes sense. And to be a more effective and higher trained professional in what you do in your craft. I know that Tom being a chief and you and your time at the fire department being a chief and you treated it not only as your profession, but as a craft and I've done the same thing.I think that we need to do a better job of teaching the lower echelons and rank of how important it is and how it is used. And even if you don't realize you're using it, you are using it. When you set up an emergency apprehension team and somebody takes command, that's ICS. When you recognize the brilliance of some of your leadership, like we had Michelle Cook that initiated putting rescue task forces in at special events and putting two firefighters with two officers for RTS for special events, for the Jaguar games, for Florida, Georgia games, brilliant. Brilliant. Because it just dovetails in, it cuts out a step of hesitancy, if that makes sense.Bill Godfrey:Yeah. It was a way to socialize the concepts into the organization and breed familiarity, breed the comfort.Billy Perry:Absolutely. And they're just dispatched there because one of our other instructors, Adam Pendley, says generally when you're at a situation like that, when you're sent to a fight, you generally need a medic, and if a medic needs to go to something, they generally need police officers. So if you're already there together, hey guys, then we're all there. We show up at the same time. We fix it, it's more expeditious, it's more efficient, and it's more economical frankly. Because we're ready to redeploy to another emergency or maybe a more important emergency or more vital. It's a better use of resources.Bill Godfrey:So Tom, and I think you'd agree with me on this, because Tom and I were both on the job when ICS began to come into the fire service and began to get adopted and there was some challenges in the beginning, there was some resistance. The thing that seemed to really kind of get us over that inertia and over that hump was when we started using it routinely, when we started using it on the every day. And Tom, I think you would agree with that as well. Where are the opportunities for sergeants out there working the streets every day, you know, the corporals, the FTOs, where are the opportunities for them to use ICS on a smaller scale for themselves in a way that can begin to breed that familiarity and that comfort with its use?Billy Perry:Well everywhere. I think... as my mind hearkens back, we were taking as a patrol squad, we're picking up a homicide suspect and the sergeant would put a technical officer in charge and say, "Listen, I want you to run this operation," because that's one of the tenants of ICS is who's the most qualified. So they would do that. And the same thing with scenes with specialized units, whether it's a bomb call out, whether it's a SWAT call out, who's got initial command. I think the supervision, the frontline supervision, just reminding this is actually ICS.Because it's no different than community oriented policing. We were doing community oriented policing, we just didn't know it was called that. And I think that a really good patrol officer is actually doing ICS, just doesn't know it.Bill Godfrey:Yeah. We say that in the class all the time that law enforcement's been doing ICS for a very long time. When the first police officer shows up, they're the ones in charge. When the sergeant shows up.Billy Perry:He's in charge.Bill Godfrey:And when the Lieutenant shows up.Billy Perry:He's in charge.Bill Godfrey:And that's ICS.Billy Perry:In a nutshell.Bill Godfrey:It really is and I feel like in some ways the fire service bears some responsibility along with FEMA that we've presented it in this overcomplicated way and it really doesn't need to be that way. What about other types of calls that patrol is going to routinely do? Any other examples?Billy Perry:Absolutely. A great one is perimeter. If you set up a perimeter that's a great example, because everybody needs to know where everybody is to prevent blue on blue, not just to have a good perimeter but to keep friendly fire fratricide from happening. And you have an overreaching supervisor that's on that, that's the ICS command system. Realizing it or not, they're actually in charge and they're over that perimeter and that's their job. I mean it's virtually everywhere.Bill Godfrey:So Tom, from your perspective on the fire side, where are the everyday opportunities to do an integrated command where we've got fire and law enforcement working already a little close together? I mean for example, you know a car accident where you've got injuries, roadway obstruction. Is that a missed opportunity that we could begin to have everybody working together a little more closely than we do?Tom Billington:Yes it is. However we've got to remember one thing. We have to make sure we're training our people. We can't just tell our line people, okay start doing ICS. We have to tell them how to do it together jointly, or how to do whether it's a car accident, whether it's domestic, what are the roles of each person and how do you put it together?I remember when we started ICS in the fire service, we used to tell people our paramedics, you're on a medical call, that's ICS. Who's in charge? The paramedic. Who's doing all the logging of the information on your command board? Well maybe the EMT. There's always some sort of chain of how things happen. There's so many opportunities out there, but we have to make sure we train our personnel. Like I've said before, the officer on midnight shift or the firefighter 30 miles away at an out station, he or she if they're going to buy into it, have to be trained and have to understand why they're doing it and how to do it.Bill Godfrey:You know, Billy, I sometime just said what made me remember, we did a class out in Texas, the three-day class and midway through the class there was a paramedic and an EMT that left class at the end of the day and went back on shift. And during the night, they had a call out to a shooting where the shooting suspect was not in custody, was believed to be at large in the neighborhood.But the patient had been shot very close range with a shotgun in the belly, you know, fairly nasty, and they were calling for the medics. And the medic supervisor who hadn't been in the training was saying, you know, it's not safe, it's not clear. And one of the police officers who was also in the training had come back to where the medics were and said, "Hey, let's do an RTF so we can get you up and get this guy out." And the female medic who had been in the class said, "Yeah, we got this. We can do this." And the supervisor was like, "No, I'm not really comfortable with this." And she said, "No, we got this. We know what we're doing."And on this kind of routine shooting call, they used the simple RTF concept to get the medics up in and out in a little bit safer fashion. Is that a missed opportunity in a lot of our communities that unfortunately are experiencing this violence, you know, the shootings and stabbings, the domestic calls? Is there an opportunity for law enforcement and fire to work a little more closely together, maybe use that RTF concept on a little more small scale?Billy Perry:Absolutely. And I think it even happens... I've been on a training exercise in the last year of my employment, which was just in 2017, where I had a captain that said, "No, we're not going anywhere until it's cool." And I'm like, you're a captain. You have to know this stuff. And I think that we do miss these training opportunities.And I think that not just training opportunities, but I think we miss real world opportunities and I think the sooner we get this out and the sooner we make it uniform across the board, I think it's better. But I do think we miss that. And I think that the only answer from my minimal scope is more integration.Bill Godfrey:So Tom, bottom line, the mayor, city manager, county administrator, sitting down with his police and fire chief and asks this question, "How does each of your disciplines use ICS individually and jointly on a routine basis?" What's the answer that they want to hear?Tom Billington:Well, the answer should be Mr. City Manager or Mr. Mayor, you probably already know because we include you in this training. You're a part of ICS and here's our joint training, here's our joint procedures and how we do things and here's how we've done it and here's what we do to implement it.If the city manager or mayor doesn't know what ICS is even, then it's not happening. It has to be top to bottom. Everybody should know what it is and practice it.Bill Godfrey:Bill, your perspective, bottom line. The sheriff's been called to sit down... The sheriff and the fire chief get called to sit down with the mayor's office and talk about this. What's the answer that the mayor should want to hear from the sheriff and the fire chief?Billy Perry:We actually had pretty good integration and I think that he would hear that frankly, and I think it happens. We've gone, we've enumerated in depth what happens on a routine basis from the specialized units, man it's really strong from the SWAT and from especially the bomb side from the hazmat with white powder calls, with WMD calls, with meth calls. That is ICS personified.I mean, if you ever want to see what it looks like, that's it. Straight down to the whiteboard, you know that has a dry erase board up there and everything else. So I think what they're going to hear is... And I think that the current mayor we have now, Lenny Curry, is going to go, "ICS, yeah, absolutely." And same thing with the sheriff and the chief. With Sheriff Williams and Chief Wilson, I think they're going to know.Bill Godfrey:Fantastic. Gentlemen, thank you very much. We'll wrap this one up here today. Please join us for this continued series on our next one, which is to discuss the question of what joint training have you done and what is planned, which is separate from the question of what joint exercises have you done and what are planned? Thanks gentlemen.Billy Perry:Thank you.Tom Billington:Thank you.

Welcome to “The Elements of Being” podcast, where I dissect and explore the minds and habits of filmmakers, writers, and industry icons. Essentially, we learn what makes them flip the switch to achieve great feats, goals, and milestones and a chance to geek out over the psychology behind human behavior.Today, you'll hear about one woman's experience searching for her path and how it led to award-winning documentaries. Documentary filmmaker Dana Michelle Cook made a career shift when she realized reality TV wasn't aligned with her authentic self and purpose. Her first documentary “Girls on the Run” won her an Emmy and her second documentary “The Empowerment Project” found worldwide acclaim as she showcased the careers of ordinary women across the U.S. Dana's latest effort, “Seeing Brave” takes viewers into the lives of three women who have taken initiative to have an impact and make a change in the lives of others. Most important it reflects her connection to female empowerment and telling the stories of amazing women from around the world.Specifically, we discuss:-The narratives of women told on television-The creation of the documentaries "Girls on the Run," "The Empowerment Project," and "Seeing Brave"-Our own blind spots in the creative process for film and television-The nuances of the writing process-The challenges of sitting with your thoughts-The morning and evening routines of a filmmaker-And much, much more!***Learn more about Dana Michelle Cook on http://freeheartcreative.com/, Facebook, Instagram, and Twitter.***Interested in sponsoring the podcast? Please complete our podcast sponsorship form.***If you enjoy the podcast, would you please consider leaving a short review on Apple Podcasts/Itunes? It takes less than 60 seconds and other listeners and guests definitely appreciate people's thoughts!

Effective storytelling helps engage your donors and draw people to your orgnization. Listen as these experienced women explain how to craft your organization's story to achieve the best results.

Michelle Cook is the founder of Roxbury Rides, an organization that encourages people in urban communities (Roxbury, Dorchester, and Mattapan, Massachusetts) to use biking and walking as a source of transportation and exercise. Additionally, she is a League Cycling Instructor (LCI) through the League of American Bicyclists, spokesmodel for I Bike Boston, and moderator/shero for the Boston Chapter of Black Girls Do Bike. Michelle is also an urban farmer and herbalist in training.Yolanda sat down with Michelle, also know as “The Bikenista”, for a life-giving conversation on minimalism, farming, and connecting to the outdoors. They first met when Michelle participated in the Black & Minimalist course. Michelle and Yolanda chatted a lot about the importance of land to black and brown communities.Mentioned in the episode:Operation B FitHike 4 LifeUrban Outdoors AssociationBlack Urban GrowersFarming While Black by Lean PennimanWorking the Roots by Michelle E. LeeDr. Monica WhiteBlack Cotton

Indigenous Human Rights Advocate and Lawyer Michelle Cook is a founder of Indigenous Women’s Divestment Delegations to Europe and a…

Connecticut Republican Party Chairman J.R. Romano exposes Governor Ned Lamont's weak response to Governor Ralph Northam racist past with guest: John Whitbeck, the former chairman of the Republican Party of Virginia. J.R. points out that even Ned Lamont supporter Joe Scarborough is even moving out of Connecticut to Florida to save half a million dollars in taxes.  J.R. also discusses how Rep. Michelle Cook and the Connecticut Democrats want to force the mandatory regionalization of school districts in Connecticut, and exposes Ned Lamont's agenda that will only hurt the working class, not the wealthy limousine liberals. Connecticut Democrats want a grocery tax, a medications tax, force mandatory regionalization of school districts, electronic tolls, a statewide property tax, a statewide car tax and we have an opportunity to stop them on February 26, 2019 with 5 special elections for five open legislative seats.  Sign-up to volunteer and learn about the candidates at http://ct.gop/feb26

As family and friends celebrate and give thanks, for indigenous peoples around the world perhaps apologies, even recompense, would be more in order. We'll hear from Native American activists Michelle Cook and Hartman Deetz about the ongoing struggle for autonomy and environmental protection. Then our report on the thousand people in attendance at the American Museum of Natural History on Indigenous Peoples Day organized by Decolonize This Place. Music Spotlight: “Retribution” by Tanya Tagaq on Six Shooter Records. November 27th join Laura & guests - New Economy Screenings: Survival Socialism. Support theLFShow

Michelle Cook has served in law enforcement for over 25 years. She started with the Jacksonville Sheriff's Office in 1992 and retired from JSO in 2017 in order to become the Police Chief for Atlantic Beach, FL. She's the parent of four adopted foster children and she's never let anyone dictate what kind of person she would become. There are badasses, and then there is Michelle Cook.

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

Michelle Cook who is the principal at Southeast Junior High in Iowa City, IA shared her experience of shadowing a student for a day.      3 QUESTIONS TO ASK Many teachers don't have the luxury of time to shadow a student for a day. However, there are many ways to solicit feedback from students to get a perspective of their learning. Whether using a Google Form or sticky notes, try asking these three questions:  1) What should I stop doing?  2) What should I keep doing? 3) What should I start doing?      KEY POINTS Inspiration: Shadow a student challenge on Twitter.  Perspective: Important to keep perspective for

Nov. 7, 2014. A.G. Ford presented an art program to fourth and fifth grade students in the Young Readers Center as part of a program sponsored by the Children's Africana Book Awards competition (CABA) and the Africa Access organization. Speaker Biography: A.G. Ford is the illustrator of many books for children including "Desmond and the Very Mean Word: A Story of Forgiveness" by Desmond Tutu and Douglas Carlton Abrams,"Barack" by Jonah Winter, "Michelle" by Deborah Hopkinson, and "Goal!" by Mina Javaherbin. He also contributed to "Our Children Can Soar: A Celebration of Rosa, Barack and the Pioneers of Change" by Michelle Cook. He attended Columbus College of Art and Design and grew up in Dallas, Texas. He lives in Frisco, Texas with his wife. For transcript, captions, and more information, visit http://www.loc.gov/today/cyberlc/feature_wdesc.php?rec=7104

Michelle Cook, The Landmark Inn, Marquette, MI TheLandmarkInn.com MP Shiels, Ghost Stories from Turnberry Resort, Scotland TurnberryResort