BCM Institute MTE Series: http://www.worldcontinuitycongress.com/wcc08/mte.html Dr Thomas Phelan, Founding Member U.S. Department of Homeland Security and President of Strategic Teaching Associates, presents Closing the Gap on Emergency Management and First Responders during a Meet-The-Experts seminar organised by BCM Institute which aimt to Bridge Economic Defence and Civil Defence.

1. Emergency Management and
Tactical Response Operations:
Bridging the Gap
Tom Phelan, Ed.D., President
Strategic Teaching Associates, Inc.
Meet-the-Experts Singapore 25th June 2010 - BCM Institute

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3. Emergency Management Positions
 Administrator
 Coordinator
 Planner
 Communicator
 Budget Director
 Grant Writer
 Exercise Designer
 Supervisor
 Political Appointee/Public Servant
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4. Tactical Responder Positions
 Firefighter
 Law Enforcement Officer
 Emergency Medical Technician
 Crime Scene Investigator
 Fire Investigator
 SWAT Team
 Hostage Negotiator
 Search & Rescue Team
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5. 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.”
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8. Early Technology
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10. Things were simpler.
“The need for skilled administrative personnel
has grown as emergency response has
become more regional, and in some cases,
national.”
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11. What is changed?
Why is it we say,
“Every emergency is
a local emergency,”
when, in fact, few of
them are?
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12. 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.
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13. Mutual Aid
Santa Rosa County
Florida
Fire District Map
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14. 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.
 Emergency managers can offer the support
that chiefs need, or for that matter, support
for anyone responsible for tactical
operations.
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15. Emergency Managers Support Chiefs
 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.
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16. Adjustments in Business & the
Military
 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.
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17. 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.
 Fire and police chiefs must concentrate their
efforts on tactical operations, often as Operations
Section Chiefs under the Incident Command
System.
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18. 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.
 Since the expansion of incident response staff
has occurred over time, the need for specially
trained emergency managers has increased.
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19. Incident
Commander
Safety
Officer
Public
Information
Officer
Liaison
Officer
Information &
Operations Planning Logistics Finance/Adm
Intelligence
Section Chief Section Chief Section Chief Section Chief
Function
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20. The ICS Model Command & General
Staff
Ops
Chief
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21. Support for Operations
Incident
Manager
Safety
Officer
Needs… PIO
Personnel?
Equipment?
Parts? Liaison
Officer
OPS Planning Logistics Finance Infor/
CHIEF Chief Chief Chief Intel Chief
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22. Active Involvement
 Emergency Manager  Tactical Responder
 Mitigation Planning  Training
 Prevention  Apparatus Maintenance
 Preparedness  First Responder Role
 Exercise Development  PPE
 EOC Operation  Rescue
 Declarations  HAZMAT
 FEMA Forms  Weapons
 Budget Prep/Mgmt.  Apprehension
 Training Coordination  Safety
 Communication
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23. Knowledge, Skills and Abilities
 Emergency Managers
 Managerial Skills
 Administrative Skills
 Knowledge of Systems, Methods
 Planning
 Tactical Responders
 Operations
 Tactical Procedures
 Hands-on Fire Suppression
 Face-to-Face Law Enforcement
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24. EM is NOT Tactical Operations
 Those involved in tactical operations are on
scene to “fix the problem.”
 Emergency management personnel have skill
sets for addressing managerial tasks.
 Their jobs are administrative and often
require administrative training and education
to acquire the necessary skill sets.
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25. Firefighter Basic Training
Orientation 1.5 Hours
National Incident Management System 1
Personal Safety/Special Hazards 2.5
Self-Contained Breathing Apparatus 2.5
Search and Rescue 2
Extrication 2
Hose Loads 4
Fire Streams 4
Forcible Entry 2
Ladders 4
Ventilation 3
Apparatus Familiarization 1
Driver Awareness Level 2
Hazardous Materials – Awareness 8
Hazardous Materials – Operations 16
EMS Awareness** 2
Mandatory Curriculum Hours 31.5
Basic Curriculum Hours for HazMat 26
∗∗Does not include CPR training2
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26. Police Skills: 262 0f 562 Hour
Training
A. First Aid 37
B. Firearms 84
1. Laws and Knowledge Related to Firearms Use 16
2. Firearm Skills 48
3. Firearms Range Assessment 8
4. Patrol Rifle 12
C. Police Physical Skills 77
1. Mechanics of Arrest and Search 8
2. Police Tactical Techniques 5
3. Application of Subject Control 4
4. Subject Control 60
D. Emergency Vehicle Operation 32
1. Emergency Vehicle Operation: Legalities,
Policies and Procedures 18
2. Emergency Vehicle Operation Techniques 24
E. Fitness and Wellness 44
1. Physical Fitness 36
2. Health and Wellness 8
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27. 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 and resources.
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28. 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.
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29. 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 emergency-related
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.
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30. 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.
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31. 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.
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32. 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.”
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33. College for Emergency Managers?
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34. College Curriculum Topics
 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.
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35. Advantages of College Study
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36. Managerial Studies
 Project Planning
 Personnel Issues
 Management
 Communication Skills
 Grant Writing
 Government Relations
 Business Continuity
 Budget and Finance
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37. Expanding College Opportunities
 143 College Programs in Emergency
Management & Homeland Security
 Many On-line Degree Programs
 Ideal for Practicing First Responders
 Attractive Graduate Programs for Grads
 Careers Requiring Degrees
 Collaboration with IAEM, DRI, and ACP
 Transferable Credentials
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38. Best of Both Worlds
 First Responders Seeking Degrees
 College Grads Entering Emergency Management
 Geology
 Technology
 Health
 Human Resources
 Government Relations/Administration
 Biology, Chemistry
 Experienced Military
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39. The Challenge: Overcoming
Resistance
 First Responders and Emergency Managers
Need to Work Together
 Tactical Response Benefits from Management
and Coordination
 Managerial Skills Best Learned in College
 First Responder/Military Experience Provides a
Strong Foundation
 Managers, Not Commanders
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40. Dr. Tom Phelan
6385 Willson Road,
Vernon Center, NY 13477
(315) 829-4199
www.drpwithdrtom.com
 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:
Bridging the Gap, is available from www.elsevier.com .
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