Emergency Management and Tactical Response Operations Bridging the

Emergency Management and Tactical Response Operations: Bridging the Gap Tom Phelan, Ed. D. , President Strategic Teaching Associates, Inc. 1

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Emergency Management Positions Administrator n Coordinator n Planner n Communicator n Budget Director n Grant Writer n Exercise Designer n Supervisor n Political Appointee/Public Servant n 3

Tactical Responder Positions Firefighter n Law Enforcement Officer n Emergency Medical Technician n Crime Scene Investigator n Fire Investigator n SWAT Team n Hostage Negotiator n Search & Rescue Team n 4

There never used to be a gap. “The skill sets possessed by those in tactical response operations, whether in fire service, law enforcement, emergency medical service, or another specialty, are technical in nature. Such skill sets do not include the skills of emergency management such as planning, liaison, public information, logistics, purchasing, finance, administration, or gathering information or intelligence. ” 5

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Early Technology 8

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Things were simpler. “The need for skilled administrative personnel has grown as emergency response has become more regional, and in some cases, national. ” 10

What is changed? Why is it we say, “Every emergency is a local emergency, ” when, in fact, few of them are? 11

Expansion Required New Systems As the systems for fire protection and law enforcement expanded to serve a more distributed population, the need for mutual aid systems developed. 12

Mutual Aid Santa Rosa County Florida Fire District Map 13

EM Supports Tactical Operations Many of the activities in an emergency response have nothing to do with fire suppression, apprehension of a suspect, or caring for the injured. n Emergency managers can offer the support that chiefs need, or for that matter, support for anyone responsible for tactical operations. n 14

Emergency Managers Support Chiefs n A major difference between the role of the chief of a first responder unit and the role of an emergency manager is the duty related to preparedness or protection. 15

Adjustments in Business & the Military n If business, industry, and the military have adjusted to the leadership of those trained outside the tactical operations generally associated with their manufacturing or combat environments, so may the fire service, law enforcement, emergency medical services, and others involved in responding to disasters and other emergencies. 16

Roles Have Changed The role of the emergency manager has become increasingly crucial as incidents and response capabilities have grown in complexity. First responders may be dispatched from multiple departments and disciplines. n Fire and police chiefs must concentrate their efforts on tactical operations, often as Operations Section Chiefs under the Incident Command System. n 17

Expansion Requires Coordination As support is requested by Operations Section Chiefs, the activities in public information, liaison, planning, logistics, finance, administration, information, and intelligence, often from multiple agencies, must be coordinated. n Since the expansion of incident response staff has occurred over time, the need for specially trained emergency managers has increased. n 18

Incident Commander Safety Officer Public Information Officer Liaison Officer Operations Section Chief Planning Section Chief Logistics Section Chief Finance/Adm Section Chief Information & Intelligence Function 19

The ICS Model Command & General Staff Ops Chief 20

Support for Operations Incident Manager Safety Officer Needs… Personnel? Equipment? Parts? OPS CHIEF PIO Liaison Officer Planning Chief Logistics Chief Finance Chief Infor/ Intel Chief 21

Active Involvement n Emergency Manager n n n n n Mitigation Planning Prevention Preparedness Exercise Development EOC Operation Declarations FEMA Forms Budget Prep/Mgmt. Training Coordination Communication n Tactical Responder n n n n n Training Apparatus Maintenance First Responder Role PPE Rescue HAZMAT Weapons Apprehension Safety 22

Knowledge, Skills and Abilities n Emergency Managers Managerial Skills n Administrative Skills n Knowledge of Systems, Methods n Planning n n Tactical Responders Operations n Tactical Procedures n Hands-on Fire Suppression n Face-to-Face Law Enforcement n 23

EM is NOT Tactical Operations Those involved in tactical operations are on scene to “fix the problem. ” n Emergency management personnel have skill sets for addressing managerial tasks. n Their jobs are administrative and often require administrative training and education to acquire the necessary skill sets. n 24

Firefighter Basic Training Orientation National Incident Management System Personal Safety/Special Hazards Self-Contained Breathing Apparatus Search and Rescue Extrication Hose Loads Fire Streams Forcible Entry Ladders Ventilation Apparatus Familiarization Driver Awareness Level Hazardous Materials – Awareness Hazardous Materials – Operations EMS Awareness** Mandatory Curriculum Hours Basic Curriculum Hours for Haz. Mat ∗∗Does not include CPR training 2 1. 5 Hours 1 2. 5 2 2 4 4 2 4 3 1 2 8 16 2 31. 5 26 25

Police Skills: 262 0 f 562 Hour Training A. First Aid 37 B. Firearms 84 1. Laws and Knowledge Related to Firearms Use 2. Firearm Skills 3. Firearms Range Assessment 4. Patrol Rifle 16 48 8 12 C. Police Physical Skills 77 1. Mechanics of Arrest and Search 2. Police Tactical Techniques 3. Application of Subject Control 4. Subject Control 8 5 4 60 D. Emergency Vehicle Operation 32 1. Emergency Vehicle Operation: Legalities, Policies and Procedures 2. Emergency Vehicle Operation Techniques 18 24 E. Fitness and Wellness 1. Physical Fitness 2. Health and Wellness 44 36 8 26

EM Knowledge Requirements 1. Relevant equipment, policies, procedures, and strategies to promote effective local, state, or national emergency management operations for the protection of people, data, property, and institutions. 2. Principles of situational analysis and planning. 3. Principles and methods for curriculum and training design, teaching, and instruction for individuals and groups. 4. Business and management principles involved in strategic planning, resource allocation, human resources modeling, leadership technique, production methods, and coordination of people 27 and resources.

5. and the tools involved in the construction or repair of houses, buildings, or other structures such as highways and roads. 7. The structure and Principles and methods for moving people or goods by air, rail, sea, or road, including the relative costs and benefits. 6. Materials, methods content of the English language including the meaning and spelling of words, rules of composition, and grammar. 28

EM Skills & Abilities 1. Collaborate with other officials in order to prepare and analyze damage assessments following disasters or emergencies. 2. Conduct surveys to determine the types of emergencyrelated needs that will need to be addressed in disaster planning, or provide technical support to others conducting such surveys. 3. Consult with officials of local and area governments, schools, hospitals, and other institutions in order to determine their needs and capabilities in the event of a natural disaster or other emergency. 4. Coordinate disaster response or crisis management activities such as ordering evacuations, opening public shelters, and implementing special needs plans and programs. 29

5. Direct emergency response teams and provides on-site investigations. 6. Design and administer emergency/disaster preparedness training courses that teach people how to effectively respond to major emergencies and disasters. 7. Develop and maintain liaisons with municipalities, county departments, and similar entities in order to facilitate plan development, response effort coordination, and exchanges of personnel and equipment. 8. Develop and perform tests and evaluations of emergency management plans in accordance with state and federal regulations. 30

9. Inspect facilities and equipment such as emergency management centers and communications equipment in order to determine their operational and functional capabilities in emergency situations. 10. Keep informed of activities or changes that could affect the likelihood of an emergency, as well as those that could affect response efforts and details of plan implementation. 11. Keep informed of federal, state, and local regulations affecting emergency plans, and ensure that plans adhere to these regulations. 12. Administers public emergency recovery assistance programs. 31

Coordination and Communication “When several specialists are dispatched to a single incident, which is often the case, coordination and communication can become a crucial problem demanding the important role of the emergency manager. ” 32

College for Emergency Managers? 33

College Curriculum Topics n n n Introduction to Emergency Management Emergency Response Planning Exercise Program Management NIMS and ICS Public Information in Disaster Response Mental Health Issues in Disaster Response Mitigation Planning Hazardous Materials Incident Management Weapons of Mass Destruction Public Health Emergency Management Homeland Security. 34

Advantages of College Study 35

Managerial Studies Project Planning n Personnel Issues n Management n Communication Skills n Grant Writing n Government Relations n Business Continuity n Budget and Finance n 36

Expanding College Opportunities 143 College Programs in Emergency Management & Homeland Security n Many On-line Degree Programs n Ideal for Practicing First Responders n Attractive Graduate Programs for Grads n Careers Requiring Degrees n Collaboration with IAEM, DRI, and ACP n Transferable Credentials n 37

Best of Both Worlds First Responders Seeking Degrees n College Grads Entering Emergency Management n Geology n Technology n Health n Human Resources n Government Relations/Administration n Biology, Chemistry n n Experienced Military 38

The Challenge: Overcoming Resistance First Responders and Emergency Managers Need to Work Together n Tactical Response Benefits from Management and Coordination n Managerial Skills Best Learned in College n First Responder/Military Experience Provides a Strong Foundation n Managers, Not Commanders n 39

Dr. Tom Phelan 6385 Willson Road, Vernon Center, NY 13477 (315) 829 -4199 www. drpwithdrtom. com n n Dr. Tom Phelan, President, Strategic Teaching Associates, Inc. , is a Founding Member of the U. S. Department of Homeland Security, a member of the IBM Crisis Response Team, responding to Katrina, and the Indian Ocean Tsunami. He has served on the Board of PPBI and the Editorial Advisory Boards for Disaster Recovery Journal; continues to serve on the Advisor Boards of the Canadian Centre for Emergency Preparedness, and Disaster Management Canada, and is an IAEM member. Tom teaches at American Public University, Elmira College, the Onondaga Community College, Empire State College, and consults for IT Crisis, Virtual Corporation, the American Institutes for Research, and Vantage HRS. Tom served with DMORT in St. Gabriel, Louisiana (2005), at the World Trade Center (2001), and received the New York State Senate Liberty Award for his service at Ground Zero. His clients include several corporations and government agencies. Tom earned a Doctorate from Syracuse University, and has consulted and presented in the United States, Canada, United Kingdom, India, Sri Lanka, and Singapore. His new book, Emergency Management and Tactical Response Operations: 40 Bridging the Gap, is available from www. elsevier. com.