Just over a year ago I wrote An Alternate Concept of Incident Management Support, identifying the gap that exists in most local communities and areas for improved incident management capability. While I still think that formal Incident Management Teams (IMTs) are the gold standard, not every community or even multi-county region can support a formal IMT, which requires dozens of personnel and rigorous qualification and maintenance. Over the past year, we’ve seen a lot of use of IMTs across the nation, supporting the COVID-19 response and myriad other incidents. Sitting in over the last few days on the All Hazard Incident Management Team Association (AHIMTA) virtual symposium, there is a lot of exciting evolution happening with IMTs as they continue to enhance their capabilities. And while this is great, I feel we are leaving a lot of areas behind. This isn’t on the AHIMTA, but rather on the emergency management community as a whole. That said, there are certainly some intersections, as a lot of the training available to IMT personnel may need to be made more accessible to those who would be part of the Incident Support Quick Response Teams (ISQRTs) as I came to call them in the article I mentioned from last year, and addressing a fundamental need I’ve been espousing for a long time.
As I’ve soaked in a lot of great information from the AHIMTA symposium about IMTs, the need to build local capability in the absence of IMTs is even more apparent. Some may argue that IMTs are available to deploy to any area if requested. Possibly. Obviously there are a lot of conditions… what are other teams dealing with? What’s the relative priority of the requesting area? EMAC is certainly an option, but States need to approve the local request if they are to put the request into the EMAC system. The state may not agree with the need, may not want to spend the funds for an incoming team for an incident that may not receive a federal declaration, or it may not be practical to wait a couple of days to get an IMT on the ground when the response phase of the incident may be resolved or near resolved by then.
Fundamentally, every area should have its own organic incident management capability. As mentioned, most areas simply can’t support or sustain the rigors of a formal IMT, but they can support a short roster of people who are interested, able, and capable. This is a situation where a little help can go a long way in making a difference in a local response for a more complex Type 4 incident or the onset of a Type 3 incident – or simply to do what they can for a larger incident where additional help simply isn’t available. I mentioned in last year’s article that the focus should really be on incident planning support, with an Incident Management Advisor to support the IC and local elected officials, an Incident Planning Specialist to help the local response organization harness the Planning Process, a Planning Assistant to support the detailed activities involved in a Planning Section such as situational awareness and resource tracking, and an Operations and Logistics Planner to support local responders who may have great tactical knowledge, but not much experience on operational planning much less forecasting logistical needs associated with this. Largely these are all advisors, who are likely to integrate into the incident management organization, so we aren’t creating new ICS positions, though I still encourage some deeper and deliberate application of incident management advisors.
My big thought today is how do we make something like this happen? First, I think we need to sell FEMA and State IMT programs and or State Training Officers on the concept. That comes first from recognizing and agreeing on the gap that exists and that we must support the organic incident management capability of local jurisdictions with fewer resources, through something that is more than the ICS courses, but less than what is required for an IMT. Part of this is also the recognition that these ISQRTs are not IMTs and not intended to be IMTs but fill an important role in addressing this gap. This will go a long way toward getting this past ICS and IMT purists who might feel threatened by this or for some reason disagree with the premise.
Next is establishing standards, which first is defined by general expectations of activity for each of these roles, pre-requisites for credentialing, then training support. The existing position-specific training is likely not fully appropriate for these positions, but a lot can be drawn upon from the existing courses, especially those for Incident Commander and the Planning Section positions, but there are also some valuable pieces of information that would come from Operations Section and Logistics Section Courses. I’d suggest that we work toward a curriculum to address these specific ISQRT roles. There are then some administrative details to be developed in terms of local formation, protocols for notification and activation, etc. State recognition is important, but perhaps approval isn’t necessarily needed, though coordination and support from States may be critical to the success of ISQRTs, again considering that these are most likely to be serving areas with fewer resources. ISQRTs will also need to work with local emergency managers and local responders to gain support, to be included in local preparedness activities, and to be called upon when they should be. A lot of success can be gained from things such as local/county/regional/state meetings of fire chiefs and police chiefs.
Do you agree with the gap that exists for most communities? What do you think we need to get the ball rolling on such a concept?
© 2021 Timothy Riecker, CEDP