The Science behind Thermal Runaway in Lithium-Ion Batteries

The Science of Thermal Runaway in Lithium-Ion Batteries

Lithium-ion batteries power much of our modern world, from smartphones and laptops to e-bikes, electric vehicles (EVs), and even large-scale energy storage systems. While these batteries are efficient and powerful, they also pose unique fire risks—most notably through a dangerous process called thermal runaway.

This article explores the science behind lithium-ion batteries, their chemical makeup, how thermal runaway occurs, and the best fire suppression methods for different situations.

A Brief History of Lithium-Ion Batteries

The development of lithium-ion batteries began in the 1970s when M. Stanley Whittingham created the first rechargeable lithium intercalation battery at Exxon. In the 1980s, John Goodenough advanced the technology by using lithium cobalt oxide as a cathode material.

In 1985, Akira Yoshino developed a prototype using a petroleum coke anode and lithium cobalt oxide cathode, leading to the first commercially safe, rechargeable battery. Sony released this technology to the public in 1991, sparking the widespread use of lithium-ion batteries in consumer electronics.

What’s Inside a Lithium-Ion Battery?

Lithium-ion batteries are primarily built from various metal oxide compounds, including:

• Lithium cobalt oxide (LiCoO₂)

• Lithium manganese oxide (LiMn₂O₄)

• Lithium iron phosphate (LiFePO₄)

• Lithium nickel manganese cobalt oxide (NMC)

During operation, lithium ions move between the anode (often graphite) and cathode, storing or releasing energy through oxidation and reduction reactions. Key raw materials—lithium, cobalt, and graphite—are classified as critical minerals by the U.S. government due to their strategic importance and vulnerable supply chains.

When discarded in the trash, these valuable materials are lost forever. Recycling is essential to recover critical minerals and reduce environmental impact. For recycling options, visit:

• Earth911

• Call2Recycle

Learn more about critical minerals at the U.S. Geological Survey.

Why Firefighters Need to Know the Chemistry

Just as firefighters study building materials or know the difference between grease fires and electrical fires, understanding lithium-ion battery chemistry is critical to responding safely. The structure and behavior of these batteries directly influence how fires ignite, spread, and should be extinguished.

What Causes Thermal Runaway?

Thermal runaway occurs when a battery’s internal temperature increases uncontrollably, triggering a self-sustaining chain reaction. Common causes include:

• Manufacturing defects – impurities or flaws may create internal short circuits.

• Overcharging – using the wrong charger or excessive charging generates heat.

• Physical damage – punctures, crushing, or impacts destabilize the battery.

• Extreme temperatures – prolonged heat exposure or direct sunlight accelerates breakdown.

• Internal short circuits – often caused by defects or “lithium plating,” which misdirects current flow and generates heat.

The Fire Cycle of Lithium-Ion Batteries

1. Initiation – A short circuit, physical damage, or heat spike raises internal temperature.

2. Chain Reaction – Heat accelerates chemical reactions, which generate even more heat.

3. Electrolyte Ignition – Flammable liquid electrolytes break down and ignite in the presence of oxygen.

4. Fire and Explosion – Rapid gas release and extreme heat can cause violent fires or explosions.

Because of these risks, lithium-ion batteries should be stored and charged away from flammable materials.

Common Applications

The NFPA categorizes lithium-ion batteries into three main groups:

• Small electronics – laptops, power tools, smartwatches.

• E-bikes and e-scooters – typically powered by 24–72V batteries, depending on performance.

• Electric vehicles (EVs) – battery sizes vary by manufacturer and model. For example, some Honda, Toyota, Subaru, and Nissan models use Group 35 batteries, while Tesla vehicles often rely on multiple battery groupings outside the standard BCI classifications.

Extinguishing Lithium-Ion Battery Fires

Not all fires are the same—and lithium-ion fires require specific suppression methods.

• Small electronics and e-bike batteries

• Best option: ABC Dry Chemical extinguisher (Class B fires).

• Alternative: If unavailable, submerge in water or douse with large amounts from a safe distance—but note the explosion risk.

• Electric vehicles and larger batteries

• Primary option: ABC Dry Chemical extinguisher.

• Supplemental: Fire blankets specifically designed for EVs.

• Water should only be used when absolutely necessary, and in large, sustained volumes.

• Buildings with large-scale batteries (e.g., data centers, BESS sites)

• Best option: Clean agent suppression systems such as:

• HFC-227ea – removes heat and disrupts free radicals without harming electronics.

• FK-5-1-12 – a fluorinated ketone agent, effective with minimal environmental impact.

BESS Systems and Firefighter Preparedness

Battery Energy Storage Systems (BESS) are increasingly used by power companies, tech firms, and solar energy providers. These systems store massive amounts of energy in containerized lithium-ion banks.

Because of the fire risks, Indiana passed House Enrolled Act 1173 (2023), mandating that systems over 1 MW comply with NFPA 855, meet elevation standards, maintain emergency response plans, and provide annual training for local fire departments. Other states may have different requirements, so check your state’s fire safety codes.

Firefighters should be familiar with:

• Which facilities in their jurisdiction house large lithium-ion installations.

• The suppression systems in place.

• Mutual aid planning for incidents involving large-scale lithium fires.

Final Thoughts

Lithium-ion batteries are here to stay, powering everything from our phones to our cars to our energy grids. But with their benefits come risks. Firefighters and safety professionals must understand battery chemistry, thermal runaway, and suppression methods to respond effectively.

When in doubt, ABC Dry Chemical extinguishers should be the first line of defense. Water can be used in emergencies but must be applied carefully, in large quantities, and from a safe distance.

Stay informed, train regularly, and know the facilities in your jurisdiction that rely on large-scale lithium storage. Preparation is the key to safe response.

For training opportunities or questions about lithium-ion battery fire response, visit Summit Response Group.

References

• Impact Fire – How to Put Out a Lithium-Ion Fire

• Hiller Fire – Clean Agent Fire Suppression

• Minerals Education Coalition – Cobalt

• Natural Resources Canada – Graphite Facts

• Minerals Education Coalition – Lithium

• USGS – Critical Minerals List

• USFA – Lithium-Ion Batteries: Risks and Response Strategies

• ScienceDirect – Lithium-Ion Battery Safety Research

Aggressive and Safe: Building a Strong Safety Culture Through Leadership and Training in the Modern Fire Service

The fire service has long been characterized by courage, sacrifice, and decisive action in the face of danger. For decades, a prevailing mindset has shaped firefighting culture: being aggressive on the fireground was considered adequate, while being overly cautious was seen as risking failure in protecting lives and property. This dichotomy between aggression and safety has often been presented as mutually exclusive, forcing firefighters and leaders to feel they must choose between saving lives and preserving their own.

In reality, this is a false choice. Modern fire service philosophy must recognize that aggression and safety are not opposing forces but complementary priorities that can coexist through strong leadership, realistic training, and a well-developed safety culture. Being aggressive in operations does not mean being reckless, just as prioritizing safety does not mean delaying or avoiding decisive action. Instead, the modern fire service must embrace the idea that aggressive training and solid leadership create the foundation for firefighters to act with both boldness and discipline.

The stakes are high. Firefighters operate in environments where seconds matter, and hesitation can lead to tragic outcomes, including loss of life. At times, firefighters are called to risk their own lives to protect members of the community. In these critical moments, safety may become a secondary concern to the mission. However, the preparation, culture, and leadership developed beforehand ensure that such risks are calculated, purposeful, and not recklessly taken.

This article examines the relationship between aggression and safety in the fire service, illustrating how aggressive training and strong leadership can help departments cultivate a dual culture where firefighters are empowered to act decisively while maintaining a commitment to safety principles. It will analyze the role of leadership as a bridge between aggression and safety, the value of realistic and aggressive training, the ethical balance of risk and reward, and strategies for building a culture where both aggression and safety coexist and thrive.

Aggression with Purpose

Aggression in the fire service has historically been associated with valor and dedication to protecting the community. Aggressive interior attacks, rapid search operations, and swift interventions have long been hallmarks of the profession. However, in the absence of discipline, aggression can degenerate into recklessness, putting firefighters at unnecessary risk and undermining operational effectiveness.

Aggression must therefore be understood not as unchecked boldness but as decisive and calculated action rooted in training and guided by leadership. The International Association of Fire Chiefs (IAFC, 2019) emphasizes that aggressive firefighting should be both mission-oriented and informed by risk-benefit analysis. Aggressive firefighters act quickly but not mindlessly; they push forward with confidence while remaining aware of conditions, resources, and limitations.

This is particularly true in rescue situations, where firefighters must often risk their own safety to protect community members. In such moments, safety protocols may become a secondary concern because the mission demands aggressive action. The National Fallen Firefighters Foundation (NFFF, 2020) acknowledges that while firefighter safety is paramount, there will always be situations where lives must be risked to save others.

Aggression with purpose is not about ignoring safety; it is about understanding that risk is inherent to the profession and must sometimes be embraced for the greater good. The difference between courage and carelessness lies in preparation. Firefighters who are trained aggressively, drilled on tactical decision-making, and led by strong officers can act boldly without sacrificing discipline.

Safety as the Foundation, Not an Obstacle

A common misconception in the fire service is that safety initiatives slow down operations, hindering aggressive tactics and reducing effectiveness. While this perception may be understandable, it is misguided. Safety is not an obstacle to aggressive action; it is the very foundation that enables sustained aggression.

The National Fire Protection Association (NFPA) has established extensive standards designed not to limit aggression but to enable it in a controlled and sustainable manner. For example, NFPA 1500 emphasizes the importance of occupational safety and health programs that provide a framework for risk management (NFPA, 2021). These standards are not intended to eliminate risk, which is an impossible goal in firefighting, but to reduce preventable injuries and fatalities that undermine a department's ability to serve its community.

Moreover, data from NIOSH firefighter fatality investigations consistently highlight how lapses in safety practices, such as a lack of accountability systems, poor communication, and inadequate risk assessment, contribute to line-of-duty deaths (NIOSH, 2022). In many of these cases, aggressive tactics were executed without the support of a safety framework, resulting in tragedy.

Safety practices, including personnel accountability systems, pre-incident planning, and clear communication channels, do not hinder aggressive firefighting. Instead, they create conditions in which firefighters can act confidently, knowing that support systems are in place to protect them. Departments that prioritize safety as a foundation cultivate a culture where firefighters understand that discipline does not diminish aggression; rather, it enhances it.

Leadership: The Bridge Between Aggression and Safety

Leadership is a crucial factor in striking a balance between aggressive action and a robust safety culture. Without effective leadership, aggression can lead to chaos, while safety initiatives can devolve into inaction or risk aversion. Successful leaders in the fire service understand that their role is not to choose between aggression and safety but to integrate both into a coherent operational philosophy.

Modeling Behavior

Firefighters look to their leaders, particularly company officers and chiefs, for cues on how to act under pressure. Leaders who demonstrate aggressive action when appropriate, while also adhering to safety practices, send a clear message that both are valued and respected. Conversely, leaders who glorify reckless behavior or dismiss safety initiatives risk creating a culture in which firefighters perceive safety as optional or a barrier to effectiveness.

Building Trust

Trust is crucial in the leader–follower relationship. Firefighters must trust that their leaders will support them when they take decisive action to defend the community. At the same time, leaders must hold firefighters accountable when their actions verge on recklessness. This balance fosters an environment where firefighters feel empowered to act, while also understanding the boundaries of acceptable risk.

Leadership Theories in Practice

Modern leadership theories offer valuable insights into how fire service leaders can strike this balance. Transformational leadership, for instance, emphasizes inspiring and motivating followers toward a shared vision (Bass & Riggio, 2006). Fire service leaders who adopt this approach can frame aggression and safety not as competing priorities, but as essential components of their mission to protect the community. Servant leadership, which prioritizes the well-being and development of followers (Greenleaf, 2002), aligns with leaders' responsibility to ensure firefighters are trained, equipped, and supported to act both aggressively and safely.

Firm leadership does not undermine aggression or dilute safety; it elevates both. By setting clear expectations, modeling balanced behavior, and fostering trust, leaders become the bridge that unites aggression and safety into a cohesive operational culture.

The Role of Aggressive Training in Firefighting

Aggression on the fireground is not something that can be improvised in the moment; it results from conditioning, repetition, and preparation. Aggressive training is essential for firefighters to build the confidence, skills, and muscle memory necessary to act decisively under pressure while adhering to safety protocols.

Realistic Scenarios

Training must go beyond rote drills to include realistic, scenario-based exercises that replicate the stress, complexity, and unpredictability of actual fire incidents. Live fire training, governed by NFPA 1403, ensures that firefighters are exposed to controlled yet realistic conditions, thereby developing both aggression and safety awareness (NFPA, 2018).

Learning from Failure

Training environments must also provide opportunities for firefighters to fail safely. Mistakes made during training serve as invaluable learning experiences that highlight the consequences of lapses in judgment or unsafe practices. Leaders should create a culture where failure in training is seen not as a punishment but as a tool for growth.

Repetition and Conditioning

Aggression under stress stems not from impulse but from practiced confidence. Repetitive training builds muscle memory, allowing firefighters to act decisively while prioritizing safety. For example, repeated practice in search and rescue operations, hose line advancement, and mayday procedures ensures that when real emergencies occur, aggressive actions become second nature and are executed with discipline.

Aggressive training is not simply about creating faster or more forceful firefighters; it is about producing firefighters who can act boldly while effectively managing risk. This training ensures that aggression is not merely a reaction, but a deliberate and trained response.

Risk, Reward, and Responsibility

The fire service is inherently dangerous, and leaders must be candid with their crews: there will be times when lives must be risked to save others. This reality is at the heart of the profession's identity. However, leaders must also stress that unnecessary risks, those that do not save lives or significantly reduce harm, are unacceptable.

The IAFC (2019) frames this balance in terms of risk management: risk a lot to save a lot, risk little to save little, and risk nothing to save what is already lost. This framework helps firefighters distinguish between acceptable and unacceptable risks.

Leaders have an ethical responsibility to ensure that when firefighters take risks, it is for a justifiable purpose. Investigations into line-of-duty deaths often reveal that unnecessary risks, such as performing interior attacks in fully involved, unoccupied structures, have contributed to firefighter fatalities (NIOSH, 2022). Therefore, leaders must instill in their crews the discipline to strike a balance between courage and judgment.

Ultimately, risk cannot be eliminated, nor should it be avoided at all costs. Firefighters are called upon to accept risks in defense of their communities. The responsibility of leaders and departments is to ensure that this risk is always purposeful, calculated, and tied to the mission of saving lives.

Building a Dual Culture: Aggression and Safety

For a fire department to thrive, it must reject the false dichotomy of choosing between aggression and safety. Instead, it should cultivate a dual culture that embraces both concepts. This requires intentional effort in several key areas:

Visionary Leadership

Chiefs and company officers must articulate a philosophy that views aggression and safety as complementary. Leaders should consistently reinforce this vision through their actions and decisions.

Aggressive Training  

Firefighters must undergo realistic, scenario-based training that fosters both confidence and discipline. Aggression should be practiced in conjunction with safety protocols so that the two become inseparable.

Shared Accountability  

A culture of duality requires that every firefighter, from probationary members to senior officers, hold one another accountable. Aggression without safety and safety without aggression both represent failures of culture.

Community-Centered Values

Departments should remind their members that their ultimate mission is to serve the community. Firefighters must be prepared to risk their lives when necessary; however, they must also recognize that recklessness undermines the community's trust in them.

When departments intentionally cultivate this dual culture, they produce firefighters who are both aggressive and safe, ready to act decisively when lives are at stake, while still adhering to practices that protect themselves and their crews.

Conclusion  

The modern fire service cannot afford to view aggression and safety as opposing priorities. Firefighters must embody both qualities, ready to act when the community depends on them, while being disciplined enough to safeguard themselves and their fellow firefighters in the process. Aggressive training and strong leadership are essential mechanisms for achieving this balance.

When lives are on the line, firefighters must be prepared to risk their own lives. In these critical moments, safety may take a back seat to the mission. However, the preparation, leadership, and training that have developed a firefighter's aggressive skills ensure that risks taken are calculated rather than reckless.

The future of the fire service lies not in choosing between aggressive action and safety, but in mastering the ability to be both. Leaders, trainers, and firefighters must collectively commit to building a culture where disciplined safety practices inform aggressive actions. In doing so, the fire service honors its legacy of courage while protecting the lives of those who serve and those they are sworn to protect.

References

Bass, B. M., & Riggio, R. E. (2006). Transformational leadership (2nd ed.). Lawrence Erlbaum Associates.

Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.

International Association of Fire Chiefs (IAFC). (2019). Rules of engagement for structural firefighting. Fairfax, VA: IAFC Safety, Health and Survival Section.

National Fire Protection Association (NFPA). (2018). NFPA 1403: Standard on live fire training evolutions. Quincy, MA: NFPA.

National Fire Protection Association (NFPA). (2021). NFPA 1500: Standard on fire department occupational safety, health, and wellness program. Quincy, MA: NFPA.

National Fallen Firefighters Foundation (NFFF). (2020). 16 Firefighter life safety initiatives. Retrieved from https://www.everyonegoeshome.com/

National Institute for Occupational Safety and Health (NIOSH). (2022). Firefighter fatality investigation and prevention program reports. Retrieved from https://www.cdc.gov/niosh/fire

Solving the Staffing Crunch in Public Safety: Root Causes, Consequences, and Proven Strategies for Recruitment and Retention

Public safety organizations across the United States, including law enforcement, the fire service (both career and volunteer), emergency medical services (EMS), and emergency communications centers (ECCs/9-1-1), are experiencing persistent staffing shortages. These shortfalls strain response times, elevate burnout, and threaten community trust. Drawing on recent national surveys and research across sectors, this article synthesizes the scope and drivers of the workforce crisis. It outlines evidence-informed strategies that agencies are using to recruit, hire, and retain personnel more effectively. Key practices with promising results include modernizing compensation and benefits; investing in wellness and peer support; accelerating, de-biasing, and right-sizing hiring pipelines; building high school-to-career and apprenticeship pathways; leveraging lateral and civilianization strategies; creating structured professional growth and recognition systems; and using technology to reduce workload, not just add tools.

Public safety agencies are simultaneously managing rising service demand, expanding mission scope, and shrinking applicant pools. Although the dynamics differ by discipline and region, the bottom line is the same: too many vacancies for too long. Law enforcement agencies report complex hiring markets and elevated turnover following the pandemic era. The volunteer fire service continues a decades-long decline in membership. EMS systems struggle with pay compression, career ladders, and high employee turnover rates. Meanwhile, 9-1-1 centers face stubbornly high vacancy rates and consequential overtime burdens.

Recent data points illustrate the scale:

• Law enforcement. A 2024 nationwide survey by the International Association of Chiefs of Police (IACP) concluded that recruitment and retention remain a “continuing crisis,” with 1,158 responding agencies underscoring persistent challenges—even as some indicators (new hires, fewer resignations) improved from the pandemic trough (International Association of Chiefs of Police [IACP], 2024).

• Volunteer and career fire service. The National Fire Protection Association (NFPA) and related analyses indicate that volunteer numbers are at their lowest recorded levels in recent decades, despite a growing population and call volumes, forcing some communities to professionalize or close companies (NFPA; International Association of Fire Fighters [IAFF]; National Volunteer Fire Council [NVFC]).

• EMS. State and national assessments document a multi-year decline in the workforce, with agencies reporting impaired response capabilities due to shortages and anticipating further attrition absent new career pathways and funding (New York State updates; national workforce compendia).

• 9-1-1/ECCs. A national survey by IAED and NASNA (2023) estimated average vacancy rates of around 25% from 2019 to 2022 levels, which forces mandatory overtime and accelerates burnout. Newer reports note that burnout remains a top concern (IAED/NASNA; NENA).

These intertwined problems call for equally integrated solutions. This article first maps the landscape of shortages and their drivers, then details a portfolio of strategies with the most substantial evidence of impact.

The Landscape of Staffing Shortages

Law Enforcement

Following the upheavals of 2020–2022, many departments experienced resignations and retirements that outpaced hiring, resulting in net losses of sworn personnel. Positive signs emerged in 2023: agencies reported more hires and fewer resignations than in the prior two years; overall sworn staffing increased year-over-year for the first time since the pandemic. Still, many agencies have not recovered to 2019 staffing levels, and recruiting remains intensely competitive, with new candidates evaluating multiple offers and demanding faster, more transparent hiring processes (Police Executive Research Forum [PERF], 2024; IACP, 2024).

At the federal and special-jurisdiction levels, compensation structures and retirement benefits significantly influence recruiting competitiveness. GAO analyses indicate that differences in law enforcement status and enhanced retirement benefits can hinder recruitment and retention for some federal police positions compared to those in agencies with more favorable packages (GAO, 2025).

Fire Service (Volunteer and Career)

The volunteer fire service, still the backbone of fire protection in many communities, has faced decades of declining participation. NFPA estimates that around 676,900 volunteers were in service in 2020, the lowest in the modern data series. This decline occurred while the U.S. population grew significantly, and call complexity (notably EMS) rose (NFPA; IAFF). Recent news coverage and state-level reviews illustrate how some communities have disbanded volunteer companies or shifted toward career staffing to maintain service levels, while others are considering regionalization, stipends, and high school pipeline programs (NFPA; IAFF; CT statewide review).

The NVFC reports that of 29,452 U.S. departments, 18,873 are all-volunteer and 5,335 are mostly volunteer, meaning the sustainability of volunteer pipelines is a national readiness issue, not a niche concern (NVFC, 2024).

EMS

EMS agencies contend with pay compression, limited benefits compared to allied health professions, heavy workloads, and a limited clinical career ladder, all of which contribute to retention issues. New York’s 2023–2024 updates cite a 17.5% decline in active certified EMS practitioners from 2019 to 2022, with over half of volunteer agencies reporting impaired responses due to shortages, and more than a third of practitioners planning to exit within five years. These patterns mirror reports elsewhere and underscore the need for funded career paths and credentialing supports (NYSVARA; NYC REMSCO).

9-1-1/Emergency Communications

ECCs have faced persistent vacancy rates averaging ~25% across 2019–2022. Chronic understaffing drives mandatory overtime, accelerates burnout, and creates a vicious cycle of voluntary exits, leaving new hires insufficiently supported. Recent Pulse of 9-1-1 reporting suggests a shift in top concerns from staffing to burnout, indicating that even when headcounts stabilize, the underlying well-being deficit persists (IAED/NASNA, 2023; NENA, 2025).

Why Shortages Persist: Cross-Cutting Drivers

1. Compensation and benefits competitiveness. Pay, health coverage, and retirement structures often lag behind regional alternatives in many markets, particularly when compared to unionized municipal departments or private-sector opportunities. Analyses and state surveys consistently find pay and benefits among the top retention levers. ulct.utah.govGovernment Accountability Office

2. Lengthy, complex, or opaque hiring pipelines. Candidates expect consumer-grade hiring: clear timelines, mobile-friendly portals, minimal redundancy, and effective candidate communication. Protracted processes lead to candidate drop-off. Field guides and research highlight streamlining and de-biasing selection as high-yield interventions (COPS Office/RAND; Smart Policing Initiative).

3. Workload growth and role expansion. Calls for service (especially EMS-related) have increased; law enforcement increasingly handles complex social issues; ECCs manage multimedia, geospatial data, and new protocols. Without matching staffing and tools that reduce net workload, burnout rises.

4. Wellness and psychological safety gaps. Insufficient peer support, limited clinician access, stigma, and mandatory overtime corrode morale, particularly in ECCs and EMS. Agencies that purposefully build wellness ecosystems (peer support, flexible leave, confidential services) improve retention (PERF 2023–2024).

5. Pipeline weakness. Declining volunteerism, fewer applicants for police academies, and thin high school/college feeder programs reduce inflow. Volunteer departments in particular need modern recruitment marketing and incentives (NVFC).

6. Market perception and trust. Agency brand, public narratives, and candidate experience shape who applies. Research and practice briefs emphasize the importance of intentional branding and community-aligned values in attracting diverse, mission-driven talent (RAND; IACP).

Consequences of Chronic Vacancies

• Response degradation. Fewer units in service, longer queues for calls, and slower times to scene—especially in EMS and ECCs.

• Overtime spirals and burnout. Mandatory OT fills short-term gaps but accelerates departures and injuries.

• Training and supervision strain. Short-staffed agencies often rush field training or defer professional development, which can undermine culture and safety.

• Opportunity cost. Innovation projects, community programs, and prevention initiatives are often postponed; chiefs and directors spend disproportionate time addressing hiring crises rather than developing strategy.

• Financial pressure. Hiring bonuses, frequent academies, and backfill OT raise costs; turnover taxes budgets via repeated onboarding cycles. (PERF; IACP).

What Works: Evidence-Informed Strategies for Recruitment and Retention

Below is a catalog of high-leverage practices that agencies are implementing with encouraging results. The most successful organizations assemble portfolios of interventions, coordinating compensation, process modernization, wellness, professional growth, and pipeline development rather than relying on a single lever.

1) Make Compensation and Benefits Competitive—And Communicated

• Market-aligned base pay with step increases that reward mastery, not just longevity.

• Benefits that matter now: affordable family health coverage, childcare supports, flexible leave banks, and education benefits (tuition assistance, student-loan repayment, PSLF navigation).

• Retirement clarity and parity. Where applicable, align benefit structures with those of rivals. The GAO notes that differences in enhanced retirement benefits can impede recruiting for specific federal law enforcement roles.

Evidence/Guidance: State and municipal surveys consistently rank pay/benefits as top retention drivers; federal reviews highlight retirement benefit parity as consequential for recruiting competitiveness.

Implementation tip: Publish a simple Total Rewards Statement in every job posting, quantifying base, overtime opportunity (where applicable), differential pay, employer-paid premiums, and pension equivalence. Transparency improves applicant conversion.

2) Compress, De-Bias, and Digitize the Hiring Funnel

• Map every step from expression of interest to offer; remove duplicative screenings and adopt parallel processing (e.g., conditionals pending background).

• Mobile-first applications, applicant portals with real-time status updates, and recruiters who proactively send text updates.

• Evidence-based selection tools aligned with job-relevant competencies, structured interviews, and realistic job previews are used to reduce early attrition.

Evidence/Guidance: The COPS Office/RAND guidebooks and SPI blueprints consolidate promising practices for modernizing recruiting and selection, emphasizing structured processes and enhancing the candidate experience.

Implementation tip: Track “days to conditional offer” and candidate drop-off points. Target <30 days to conditional for entry-level roles where feasible.

3) Build Strong Pipelines: Cadets, Explorers, Dual-Credit, and Apprenticeships

• High school and community college partnerships: Firefighter I/II, EMT, and public safety pathways embedded in CTE programs.

• Cadet/Explorer programs for policing and fire/EMS that include paid hours, mentorship, and guaranteed interviews upon eligibility.

• Apprenticeship models (especially for EMS) combine paid training with progressive responsibilities and tuition coverage.

Evidence/Guidance: National and state reports indicate that early exposure and funded training are crucial for rebuilding inflow, particularly in areas where volunteer pipelines have become depleted.

Implementation tip: Mirror healthcare “earn-while-you-learn” models, such as stipend EMT or telecommunicator academies. Bond tuition lightly to service periods to improve ROI without scaring candidates.

4) Leverage Lateral Hiring and Civilianization

• Lateral entry with credit for prior service shortens time to productivity; be explicit about pay step placement, transfer of seniority for leave accrual, and recognition of specialized skills.

• Civilianize non-core sworn tasks to return sworn officers to field operations (e.g., data analytics, evidence tech, some investigative support), as recommended in agency assessments (e.g., RAND’s LAPD organizational assessment).

Implementation tip: Publish skill-based position maps that clearly distinguish between roles requiring sworn authority and those that can be held by civilian professionals, offering competitive compensation for civilian specialists.

5) Invest in Wellness, Peer Support, and Predictable Scheduling

• Peer support teams, access to culturally competent clinicians, and critical-incident aftercare.

• Shift design that caps mandatory overtime and increases predictability, especially in ECCs.

• Supervisor training to recognize and respond to early signs of burnout and compassion fatigue.

Evidence/Guidance: PERF highlights well-being, voice, and growth as pillars of retention; NENA’s Pulse of 9-1-1 notes burnout as the dominant workforce concern in ECCs, an argument for schedule redesign and support services.

Implementation tip: Create an Absence and Relief Factor specific to your center or station that realistically covers leave, training, and wellness days, and then staff it accordingly.

6) Provide Clear, Accelerated Growth Pathways

• Structured field training, micro-credentials, and special assignments within 12–24 months to signal growth opportunities.

• Merit-based promotion processes that are transparent, frequent, and competency-aligned (not only seniority-gated).

• Tuition/credential support tied to advancement steps (e.g., EMT→AEMT→Paramedic; Telecommunicator→Trainer→Supervisor).

Evidence/Guidance: SPI’s blueprint and PERF’s retention playbooks stress the importance of voice, growth, and supportive leadership in reducing turnover.

Implementation tip: Publish career lattices (not just ladders) that show multiple advancement routes (operations, training, investigations, prevention, community risk reduction, technology).

7) Modernize Volunteer Recruitment and Support (Fire Service)

• LOSAP or stipend programs to offset time and opportunity costs; gear and tuition incentives; and family-friendly scheduling.

• Marketing that meets the moment: target younger audiences with authentic storytelling, flexible on-ramps, and low-friction “try-it” events.

• Consider regionalization or shared services to maintain coverage where standalone volunteer companies can’t sustain a 24/7 response.

Evidence/Guidance: NVFC’s 2024 fact sheet underscores the scale of volunteer dependence; IAFF and state reviews highlight closures and transitions where volunteer ranks dwindled.

Implementation tip: Track first-year retention of new volunteers. Most attrition occurs early; therefore, focus on mentorship and flexible training windows during the first 12 months.

8) Use Technology to Reduce Workload—Not Just Add Tools

• ECCs: adopt call triage decision support and NG9-1-1 tools that streamline rather than multiply screens; integrate QA feedback loops for training, not punishment.

• Field operations: deploy CAD/RMS/AVL integrations that cut duplicate entry and surface data at the point of need; leverage analytics for smarter deployment (not just more dashboards).

• Recruiting tech: CRM pipelines to nurture candidates, capture drop-off analytics, and personalize engagement.

Evidence/Guidance: National ECC staffing surveys attribute burnout in part to workload and mandatory OT; tech implementations that reduce cognitive load can help retention.

9) Strengthen Brand, Values Alignment, and Community Trust

• Authentic messaging around service, mentorship, growth, and impact; clear articulation of values and accountability.

• Ambassador teams pair respected line employees with college, academy, and community events.

• Community partnerships (schools, faith coalitions, businesses) that ennoble the work and invite diverse applicants.

Evidence/Guidance: RAND’s recruiting commentary emphasizes recruiting for values and diversity with deliberate marketing and selection changes; IACP’s 2024 survey frames sustained communication and image as recurrent themes.

Measuring Success: A Practical Workforce Scorecard

To move from hope to evidence, agencies should track leading and lagging indicators with quarterly transparency:

Leading indicators (process health):

• Days from application to conditional offer

• Candidate drop-off by funnel stage

• Academy seat fill rate and show rate

• Proportion of applicants from priority pipelines (cadets, HS/CTE, military, lateral)

Lagging indicators (outcomes):

• Vacancy rate (by unit/division)

• Overtime hours per FTE (and mandatory OT frequency)

• First-year retention (new hires and volunteers)

• 3-year retention and internal promotion rates

• Sick leave and injury claims per FTE

• ECC call-taker average tenure and QA outcomes

Equity and belonging checks:

• Diversity of applicant pools vs. community demographics

• Pass rates by stage (to identify disparate impact)

• Engagement survey trends by demographic group

Implementation Roadmap (12–18 Months)

Phase 1: Stabilize (0–90 days)

• Stand up a cross-functional Workforce Task Force (HR, operations, labor reps, finance, communications).

• Fast-track compensation adjustments where market gaps are extreme; publish Total Rewards.

• Map and compress the hiring funnel; set a 30-day conditional offer target for entry-level roles.

• Launch immediate wellness actions: peer support hours, clinician access, and schedule predictability pilots.

• Approve quality of life wins: uniform allowances, boot vouchers, locker room upgrades, quiet rooms in ECCs.

Phase 2: Build (3–9 months)

• Codify cadet/Explorer/HS CTE partnerships; sign MOUs with schools/colleges.

• Launch recruiting CRM; train ambassadors; run targeted brand campaigns.

• Design apprenticeship or “earn-while-you-learn” academies (EMT, telecommunicator).

• Adopt civilianization plan and lateral entry policies with clear credit rules.

• Institutionalize career lattices with micro-credential ladders; align tuition assistance.

Phase 3: Sustain (9–18 months)

• Institutionalize the workforce scorecard with quarterly public dashboards.

• Formalize leadership development for supervisors on coaching, recognition, and psychological safety.

• Evaluate tech implementations by workload reduction (clicks saved, entries eliminated), not feature count.

• Expand regionalization/shared services dialogues (fire/EMS) where coverage gaps persist.

Sector-Specific Notes

Law Enforcement

• Evidence from field surveys. Agencies are hiring more but remain below pre-2020 benchmarks. Emphasize community-aligned branding, lateral pipelines, and civilianization to reallocate sworn to mission-critical work (PERF; IACP; RAND).

• Policy environment. Legislative proposals, such as the Recruit and Retain Act, focus on enhancing COPS hiring support and mandating GAO reviews of recruiting/attrition signals to sustain federal attention to the issue.

Fire Service

• Volunteer stabilization. Pair LOSAP/stipends with structured mentorship and flexible training. Consider regional response models when individual companies can’t reliably staff their own operations.

• Career staffing transitions. As communities transition from volunteer to career, they establish bridge programs to recognize volunteer contributions and provide preferential hiring pathways.

EMS

• Clinical ladders and compensation. Implement EMT→AEMT→Paramedic ladders with tuition support; align differentials to scope and responsibility.

• Funded apprenticeships and hospital partnerships can stabilize inflow while enhancing clinical quality.

9-1-1/ECCs

• Scheduling reform (predictability, rotating relief) plus on-floor coaching and quiet spaces mitigate burnout.

• Structured certifications and trainer/supervisor lattices increase retention; align QA to learning, not punishment.

Case Snapshots (Synthesized from Research)

1. “30-Day Conditional” Police Hiring: A midsized PD maps its hiring pipeline, eliminates redundant steps, and runs medical/polygraph in parallel post-conditional. Results: 45% reduction in time to conditional, fewer candidate drop-offs, and larger academy classes mirroring recommendations from PERF and COPS/RAND implementation guides.

2. Volunteer Fire “Try-It” Program + LOSAP: A county fire service runs quarterly “Try-It Nights” that culminate in on-the-spot scheduling for entry medicals and gear sizing. With LOSAP and a student tuition voucher, first-year volunteer retention increases from 48% to 68%, aligning with NVFC guidance on modern recruitment marketing and incentives.

3. ECC Burnout Mitigation: A regional 9-1-1 authority deploys predictable shifts, adds a relief pool, and converts punitive QA into coaching-first feedback. Vacancy rates stabilize, and sick leave per FTE drops 12% in the first year, consistent with national survey emphasis on burnout and workload as core issues.

Limitations and Local Fit

No single playbook fits all. Rural volunteer departments face different constraints than urban police agencies or consolidated ECCs. Labor agreements, state training mandates, and municipal budget cycles shape feasible timelines. The best outcomes are achieved through co-design with frontline employees and iterative pilots that measure what matters: retention, readiness, and community outcomes.

Conclusion

Public safety staffing shortages are solvable, but not with a single solution. Agencies that combine competitive total rewards, modernized and humane hiring practices, robust wellness ecosystems, visible growth opportunities, early talent pipelines, and workload-reducing technology are setting the standard. Leaders should approach this as a continuous improvement journey: measure, experiment, listen to your people, and communicate wins to the community you serve.

Summit Response Group can help agencies diagnose their workforce pipeline, design a balanced portfolio of recruitment and retention interventions, and implement rapid pilots with real-time performance dashboards, enabling you to place the right people in the right seats and keep them thriving.

References

APCO International. (n.d.). Staffing shortage resources. Retrieved 2025, from APCO International website. APCO International

Bureau of Labor Statistics. (2025). Firefighters: Occupational Outlook Handbook (2024–34 projections). U.S. Department of Labor. Bureau of Labor Statistics

Bureau of Labor Statistics. (2025). EMTs and paramedics: Occupational Outlook Handbook (2024–34 projections). U.S. Department of Labor. Bureau of Labor Statistics

Congressional Budget Office. (2024, May 10). H.R. 3325, Recruit and Retain Act of 2024. Congressional Budget Office

Congress.gov. (2023–2024). Recruit and Retain Act (H.R. 3325), 118th Congress. Congress.gov

GAO. (2025, April 2). Federal police officers: Considerations on retirement and pay (GAO-25-107099). U.S. Government Accountability Office. Government Accountability Office

IAED & NASNA. (2023). America’s 9-1-1 workforce is in crisis: Results of a nationwide 9-1-1 staffing survey. International Academies of Emergency Dispatch & National Association of State 9-1-1 Administrators. 911.gov

IACP. (2024). 2024 recruitment & retention survey results: A continuing crisis for policing. International Association of Chiefs of Police. IACP

IAFF. (n.d.). Communities shift to all-career fire departments as volunteer numbers decline. International Association of Fire Fighters. IAFF

NENA. (2025, June 23). Third annual “Pulse of 9-1-1” report now available. National Emergency Number Association. nena.org

NFPA. (2022). U.S. fire department profile report. National Fire Protection Association Research. NFPA

NVFC. (2024, March). Volunteer fire service fact sheet. National Volunteer Fire Council. National Volunteer Fire Council

NYC REMSCO. (2024, December 10). 2024 update on the EMS workforce shortage. New York City Regional Emergency Medical Services Council. nycremsco.org

NYSVARA. (2023/2024). Where are the emergency responders? Update on the EMS workforce shortage in New York (2019–2022). New York State Volunteer Ambulance & Rescue Association. nysvara.org

PERF. (2024, April 27). New PERF survey shows police agencies have turned a corner on staffing (with caveats). Police Executive Research Forum. Police Forum

PERF. (2023). Responding to the staffing crisis: Innovations in recruitment and retention. Police Executive Research Forum. Police Forum

RAND. (2025). Organizational assessment of the Los Angeles Police Department: Staffing, recruitment, and hiring (RRA3827-1). RAND Corporation. RAND Corporation

RAND & COPS Office. (2009). Police recruitment and retention for the new millennium (COPS-P199). U.S. DOJ Office of Community Oriented Policing Services. (Foundational practice guide). COPS Portal

Smart Policing Initiative. (2022). Principles of a comprehensive recruitment, hiring, promotion, and retention system: A blueprint for progress. U.S. DOJ Smart Policing Initiative. smart-policing.com

State of Connecticut / CT Insider. (2025). As fire departments shed volunteers or close, CT looks at recruitment, retention and a safety plan. (News coverage of statewide strategy). CT Insider

Crisis-Based Leadership Part 4: Trusted Autonomy – Building Teams That Execute Under Pressure

Trust as the Ultimate Force Multiplier

Crises don’t create character, they reveal it. In the same way, crises don’t create teams; they expose how well they have been built. Whether in the fire service, law enforcement, military, or the corporate boardroom, leaders who build trust and empower their people in advance are the ones who succeed when everything is on the line. This final installment of our Crisis-Based Leadership series explores how trusted autonomy allows teams to perform under pressure, and just as importantly, how it drives sustainable excellence during times of stability.

Defining Trusted Autonomy

Trusted autonomy is the balance between empowerment and accountability. It is the environment where team members have the confidence, skills, and authority to act decisively without waiting for constant direction.

In public safety, trusted autonomy is obvious: firefighters must make quick tactical calls without waiting for a chief to approve every move. But the same principle applies in business. A product manager who can make real-time adjustments to a launch strategy without seeking endless approvals can save a company both money and reputation.

Research confirms this link. Edmondson (2019) demonstrated that teams rooted in psychological safety outperform those where fear stifles initiative. High-performing organizations balance clarity of expectations with freedom of execution, enabling autonomy without chaos.

The DNA of Teams That Thrive in Crisis and Calm

Teams that excel in both crisis and routine share common DNA strands:

• Clarity of Purpose: Members understand the mission, vision, and values that guide every action (Sinek, 2011).

• Cross-Training & Versatility: Individuals are prepared to flex into multiple roles, reducing single points of failure.

• Decentralized Decision-Making: Authority is delegated appropriately so frontline leaders can act.

• Resilient Communication: Information flows up, down, and across without bottlenecks.

• Mutual Trust: Confidence in each other’s competence and integrity allows seamless execution.

When these elements are cultivated in daily operations, teams are not just prepared for a crisis, they are already functioning with a rhythm of excellence.

Lessons from the Fireground and the Boardroom

Public safety offers visceral lessons in trusted autonomy. Consider a structure fire where visibility is low, conditions are volatile, and seconds matter. A crew leader does not radio command for every decision; they act, knowing they have both training and trust behind them.

In business, the same dynamic applies on different stakes. During the 2018 Southwest Airlines emergency landing, it was not just the pilot’s composure that saved lives, it was the trust in training and team readiness that allowed flight attendants and ground crew to respond with precision.

By contrast, look at companies with rigid approval hierarchies where employees are paralyzed by fear of “doing the wrong thing.” In crisis, these organizations stall, and in regular times, they bleed innovation.

Building Trusted Autonomy in Public Safety

For public safety leaders, building trusted autonomy involves:

• Scenario-Based Training: Expose crews to uncertainty and force them to make decisions under stress.

• After-Action Reviews: Foster a learning culture where reflection strengthens competence without assigning blame.

• Rank as Responsibility, Not Control: Officers guide, empower, and remove barriers instead of micromanaging.

• Culture of Confidence: Reinforce that initiative is valued, even when outcomes are imperfect.

When firefighters, medics, or officers know their leaders will back them when they act in good faith, they are emboldened to take the right risks at the right time.

Building Trusted Autonomy in Business

Business leaders often admire the decisiveness of military or first responders but struggle to replicate it in corporate culture. Here’s how they can:

• Establish Decision Guardrails: Define clear parameters within which employees can act independently.

• Reward Initiative: Publicly acknowledge when someone steps up and makes a decision that advances the mission.

• Develop Bench Strength: Invest in leadership pipelines so autonomy isn’t limited to a few key players.

• Encourage Constructive Dissent: Build psychological safety so that challenging assumptions is seen as a contribution, not insubordination.

The companies that survive disruption are those where employees closest to the problem feel empowered to act without fear of punishment.

Case Study: Toyota vs. GM

Toyota’s culture of continuous improvement (kaizen) and frontline autonomy is legendary. Workers on the assembly line are empowered to stop production if they spot a defect, trusting that management will support their decision. This trust fuels innovation and quality.

Compare this to General Motors in the early 2000s, where hierarchical silos stifled communication and initiative. Engineers were aware of ignition-switch failures but hesitated to act decisively. The cost was billions in recalls and loss of trust.

The contrast illustrates the core truth: trusted autonomy saves lives in public safety and sustains businesses in competitive markets.

Crisis as the Ultimate Stress Test

Crises will always reveal the strength of your culture. When COVID-19 hit, some organizations froze, awaiting direction from the top. Others, like healthcare teams improvising supply chains or manufacturers pivoting to PPE production, thrived because autonomy was already woven into their DNA.

This is why leaders must view a crisis not as an exception, but as an inevitable test. You don’t rise to the occasion, you fall back on your training and culture (Heifetz et al., 2009).

Building Everyday Excellence

Trusted autonomy is not just about heroics in crisis. It’s about sustainable excellence. Businesses that empower their teams innovate faster. Public safety agencies that cultivate autonomy retain talent and reduce burnout.

Leaders who only prepare for crises but neglect daily operations create brittle organizations. Leaders who cultivate trusted autonomy every day, however, create teams that are both crisis-ready and crisis-resistant.

Leadership Practices to Cultivate Trusted Autonomy

• Lead with Intent: Give people the “why” and let them determine the “how.”

• Coach, Don’t Control: Replace micromanagement with mentorship.

• Build Redundancy: Train multiple leaders at every level.

• Model Vulnerability: Admit mistakes to show that learning is more valuable than perfection.

• Celebrate Decision-Making: Even when the outcome is imperfect, reward the act of stepping up.

Call to Action

Which part of this four-part series resonated most with you? How do you build trusted autonomy in your teams, whether in public safety, business, or community leadership?

Join the conversation on LinkedIn, share your insights, and let’s continue learning from each other.

References

• Edmondson, A. (2019). The fearless organization: Creating psychological safety in the workplace for learning, innovation, and growth. John Wiley & Sons.

• Heifetz, R. A., Grashow, A., & Linsky, M. (2009). The practice of adaptive leadership: Tools and tactics for changing your organization and the world. Harvard Business Press.

• Sinek, S. (2011). Start with why: How great leaders inspire everyone to take action. Penguin.

The Best Time to Prepare for a Crisis

“The best time to prepare for an emergency was yesterday. The second best time is now... before the coffee runs out.”

Preparation is the heartbeat of leadership, especially in a crisis. This quote may read with a hint of humor, but beneath the surface lies a profound truth: leadership under pressure cannot exist without deliberate preparation, foresight, and resilience. Emergencies, whether in public safety, business, or government, are not a matter of if but when. And when they arrive, they often reveal the stark difference between leaders who invested in readiness and those who hoped for calm seas.

This article will unpack how we can apply the wisdom of this quote to crisis leadership, why preparation is non-negotiable, and what leaders can do today to prepare their teams before the metaphorical (or literal) coffee runs out.

The Leadership Principle Behind the Quote

At its core, the quote emphasizes urgency and foresight. Preparation is never convenient, but it is always essential. Leaders who excel in crisis understand two truths:

1. Yesterday’s preparation buys today’s success. The groundwork laid before a crisis, training, planning, equipping, and building trust, becomes the foundation that carries teams through chaos.

2. The next best opportunity is now. Leaders who missed earlier opportunities cannot afford to waste time dwelling on that loss. Instead, they must act immediately to close gaps and strengthen resilience with whatever time remains.

This principle applies across every leadership environment. A fire officer who trains firefighters relentlessly before the alarm ever rings knows that muscle memory and drilled discipline will save lives. A business leader who prepares their team for market disruptions positions the organization to adapt rather than collapse. A government leader who invests in planning, communication systems, and public trust lays the groundwork for effective emergency response.

Preparation is never about perfection; it is about positioning. And the urgency behind “before the coffee runs out” reminds us that our window for readiness is smaller than we like to believe.

The Consequences of Delayed Preparation

Crisis exposes the cracks in leadership. Teams that lack preparation stumble, improvising under stress in ways that often compound the damage. Leaders who delay preparation fall into one of three traps:

• Complacency. Believing a crisis is unlikely or far off, they neglect readiness altogether. When the crisis strikes, the result is shock and paralysis.

• Procrastination. Leaders know preparation is needed, but continually push it aside in favor of “more pressing” issues. By the time they act, it is too late.

• Overconfidence. Some leaders mistakenly believe that their charisma, instincts, or ability to “wing it” will carry the day. In reality, improvisation without preparation is recklessness disguised as confidence.

The consequences are real. In public safety, delayed preparation can cost lives. In business, it can cost livelihoods. In government, it can cost public trust and stability. A leader’s responsibility is not only to manage crises when they occur but to minimize their impact through foresight and preparation.

Lessons from Crisis Leadership

Crisis leadership is distinct from day-to-day management. It demands decisiveness, clarity, and calm under conditions of uncertainty. But none of those qualities emerge in a vacuum; they are cultivated long before the crisis.

Drawing from military, public safety, and business contexts, several lessons stand out:

1. Train as You Fight. The military principle of rehearsing under realistic conditions ensures that when the real crisis comes, the stress feels familiar. Firefighters, soldiers, and emergency medical teams embody this principle through constant drills. Business leaders can apply it through scenario planning, tabletop exercises, and simulations.

2. Redundancy Equals Resilience. A crisis often strips away resources, whether it is time, personnel, or equipment. Leaders who prepare redundancies and contingencies in advance ensure their teams can adapt when Plan A fails.

3. Communication Is the First Casualty. One of the first systems to break down in a crisis is communication. Leaders must establish clear communication protocols in advance, test them, and train teams to default to clarity when stress rises.

4. Culture Eats Crisis for Breakfast. A team’s culture, built slowly and intentionally, determines how it responds under stress. Leaders who invest in cultures of trust, accountability, and empowerment create teams that adapt quickly when the unexpected occurs.

Why “Now” Still Matters

The second half of the quote, “The second best time is now... before the coffee runs out,” underscores a crucial point: preparation is always possible, even if delayed. Leaders who recognize their shortcomings and act decisively in the present can still mitigate future crises.

This mindset requires humility. Leaders must acknowledge:

• We are not as prepared as we should be.

• There are steps we can take immediately to improve.

• Delay compounds vulnerability.

Acting “now” may mean starting small: creating a crisis communication plan, identifying key vulnerabilities, scheduling training, or building relationships with external partners. Every step taken before the crisis arrives increases the team’s resilience.

The Role of Leadership in Crisis Preparation

Crisis preparation is not simply a technical function; it is a leadership responsibility. Leaders shape how teams view preparation. They either instill urgency and discipline or foster complacency. The leader’s role in preparation can be broken down into five critical areas:

1. Vision. Leaders must cast the vision for readiness, reminding teams that preparation is not optional but integral to mission success.

2. Resources. Leaders must allocate the time, funding, and training resources necessary for preparation. This often requires complex trade-offs against competing priorities.

3. Modeling. Leaders who personally engage in preparation signal its importance. Leaders who treat preparation as a burden or formality erode its credibility.

4. Accountability. Preparation must be measured and enforced. Without accountability, readiness becomes a checkbox exercise rather than a discipline.

5. Empowerment. Leaders should empower their teams to take ownership of their preparation. When preparation is distributed and embraced at every level, resilience becomes embedded in the organization.

From Preparation to Execution

Preparation is the foundation, but execution in crisis still requires leadership. Leaders must bridge the gap between preparation and action with decisiveness. Here is where the “before the coffee runs out” imagery is particularly relevant:

• Time is short. Leaders rarely have the luxury of prolonged deliberation in a crisis. Preparation provides the confidence to act quickly.

• Resources are limited. Leaders often face crises with less than they want: less information, fewer people, and diminished supplies. Preparation creates the flexibility to adapt to what is available.

• Stress is high. The chaos of crisis amplifies stress and confusion. Preparation stabilizes leaders and teams, allowing them to maintain clarity and purpose.

Execution without preparation is gambling. Preparation without execution is wasted. Crisis leadership demands both.

Practical Steps for Leaders Today

The quote calls us to act not someday, but now. For leaders across every field, here are actionable steps:

1. Conduct a Readiness Audit. Identify the gaps in your team’s crisis preparedness. Where are you least ready to respond? What systems would fail first under stress?

2. Build a Playbook. Document clear, simple procedures for likely scenarios. A written plan beats improvisation in the heat of the moment.

3. Train Relentlessly. Invest in regular drills, simulations, and scenario planning. Training should challenge teams to respond under realistic conditions.

4. Strengthen Communication. Establish reliable channels and protocols for communication before a crisis strikes. Rehearse them until they become second nature.

5. Empower Informal Leaders. Crisis often elevates informal leaders who step into gaps. Invest in developing leadership at all levels so your team is always well-directed.

6. Model Calm and Clarity. In every preparation exercise, model the demeanor you expect in a crisis. Teams will mirror their leader’s tone under pressure.

Conclusion

“The best time to prepare for an emergency was yesterday. The second best time is now... before the coffee runs out.”

This quote is more than clever, it is a blueprint for leadership. It reminds us that preparation delayed is preparation denied, but that leaders still hold the power to act today. It challenges us to see preparation not as an optional exercise but as a moral obligation to those we lead.

Crisis leadership is forged long before the moment of impact. It is built in yesterday’s training, today’s planning, and tomorrow’s resilience. Leaders who embrace this truth create teams that can withstand the storm, adapt to the unexpected, and execute under pressure with clarity and purpose.

The coffee will run out. The question is, will you and your team be ready before it does?

Crisis-Based Leadership Part 3: The Fog of Decision – Leading Through Pressure and Uncertainty

The Weight of the Moment

In crisis leadership, decisions rarely come with clarity, calm, or consensus. The environment is chaotic. Resources are limited. The stakes are high, and the clock is always against you. Eyes are on the leader. And yet a choice must be made.

This is where many otherwise capable professionals falter. They wait for perfect information. They hope for more time. They want to be sure. But certainty is a luxury leaders in crisis don’t have.

Whether you’re commanding a multi-alarm fire, coordinating a hazardous materials containment, or responding to an active shooter, your ability to make high-stakes decisions under pressure determines outcomes sometimes between life and death.

Pressure Doesn’t Create Weakness – It Reveals Structure

It’s a myth that a crisis “breaks” people who are otherwise fully prepared. In reality, pressure strips away pretense and exposes what’s already there:

• The depth of your training

• The clarity of your mental models

• The discipline of your processes

• The biases and habits you’ve carried into the arena

Crisis-based leaders operate from internal frameworks built over years of repetition and reflection. They don’t improvise everything; they use proven decision structures to avoid paralysis:

OODA Loop (Observe, Orient, Decide, Act)
PACE Planning (Primary, Alternate, Contingency, Emergency)
Mental Checklists for rapid cognitive offloading
Trigger points for decisive action

When the alarm sounds, your foundation matters more than your intention. Consistency beats creativity in the heat of a crisis.

Cognitive Fatigue: The Silent Leadership Killer

Crisis decision-making isn’t just fast, it’s relentless. One choice leads to another, and the compounding mental load steadily erodes performance. Radios crackle with conflicting reports. Frontline teams look to you for direction. Resources run thin. Your adrenaline spikes.

This sustained demand leads to cognitive fatigue, a measurable decline in your ability to:

• Assess risk accurately

• See the bigger picture

• Communicate clearly

• Avoid emotional reasoning

Signs of cognitive fatigue:

• Snap decisions without reflection

• Fixation on minor issues while bigger problems grow

• Irritability and frustration

• Slowed reaction times or indecisiveness

Training your brain for endurance is as important as training your body. High-performing crisis leaders:

• Conduct frequent, time-compressed decision drills

• Rehearse under simulated stress

• Rotate responsibilities to avoid burnout

• Use tactical pauses to recalibrate when safe

Making Decisions with Imperfect Information

When clarity is absent, timeliness becomes non-negotiable. The best leaders are comfortable acting when they have just 60% of the information. They use experience and a clear mission focus to close the gap.

How do you do this effectively?

• Define your mission objective early. If the mission is clear, you can tolerate ambiguity in the details.

• Use red lines. Identify the conditions under which you will take or withhold action.

• Trust your SMEs (Subject Matter Experts). Delegate technical judgment so you can focus on strategy.

• Be prepared to adapt. If new information invalidates your plan, pivot quickly without ego.

Remember: a delayed decision is a decision itself, often with unintended consequences.

Empowering Others When You Can’t See It All

A single leader cannot control every variable in a dynamic crisis. Leaders who attempt to do so only slow down response, increase frustration, and create bottlenecks.

The antidote is trusted autonomy.

This requires two components:

1. Intent-Based Leadership — You communicate your desired outcome rather than dictating every step.

2. Bounded Freedom — Teams are empowered to act within clear parameters, knowing when to escalate decisions back up the chain.

Example phrases that signal empowerment:

• “Your judgment is sound. Take action if conditions change.”

• “I trust your call. Report back when you have an update.”

• “Here’s our intent: protect life, then property. Make decisions aligned with that.”

Trusted autonomy drives faster adaptation and better morale under pressure.

The Decision Debrief: Learning from the Fog

A leader’s growth doesn’t end when the crisis resolves. The most powerful development happens during reflection.

A structured debrief helps uncover:

• What went well and why?

• What information gaps hindered us?

• Where did fatigue impact decisions?

• How did our frameworks hold up?

• What must we improve before the next event?

Leaders who skip this process often repeat the same mistakes.

Putting It All Together: A Real-World Scenario

Let’s illustrate these ideas with an example:

Scenario: A chemical tanker overturns on a highway interchange during rush hour. Multiple agencies respond. Hazmat crews are delayed. Initial reports suggest potential release of toxic vapor. The media is live on scene.

Without a clear framework, the Incident Commander might:

• Wait too long for full hazmat confirmation

• Struggle to communicate a consistent message to responders

• Overload on tactical details and lose sight of strategic priorities

• Fail to delegate tasks effectively, resulting in confusion

  With practiced crisis-based leadership:

  
  The IC uses the OODA loop to orient quickly and decide on an initial isolation perimeter.

  
  A PACE plan guides contingencies if hazmat is confirmed.

  
  Tactical autonomy is granted to law enforcement to manage traffic evacuation.

  
  A tactical pause is inserted to reassess once hazmat arrives.

  
  After the incident, a structured debrief is conducted to capture lessons learned.

This is what readiness looks like.

Bottom Line: Clarity is Rare. Readiness is Not.

You will never have all the information you want. You will never have all the time you’d like. But with the right mindset, frameworks, and trust in your teams, you can still lead with conviction.

Summit Response Group trains leaders to thrive in the fog, not just survive it.

Coming Next: Part 4 – Trusted Autonomy: Building Teams That Execute Under Pressure

Join the Conversation

How do you train your agency to make decisions under pressure? What mental models or drills have you found most effective? Send us your thoughts below, or connect with us because leadership is learned, not left to chance.

Indiana Department of Homeland Security EMS Certification Changes

Upcoming Changes to Indiana EMS Certification – Effective July 1, 2025

The Indiana Department of Homeland Security (IDHS) is implementing important changes to EMS certification and renewal requirements. While these updates were enacted in late 2024, they will be fully integrated into the EMS certification framework beginning July 1, 2025.

These changes affect all EMS levels—EMR, EMT, AEMT, and Paramedic—and include two key additions:

• National Traffic Incident Management (TIM) Responder Training

• Mental Health & Wellbeing Basic Education

Who Is Affected?

• Emergency Medical Technician (EMT)

• Advanced EMT (AEMT)

• Paramedic

Both initial training and continuing education/renewal will now require TIM responder training, along with mental health and wellness education.

Key Impacts of the 2025 Changes

1. Initial Certification Requirements

Beginning in July 1st, 2025, candidates for EMT and Paramedic certification must complete National TIM Responder Training and Mental Health Training requirements as part of their coursework. This ensures all new responders are trained to handle roadway incidents safely and efficiently. For Mental Health, the training will give first responders the training to find knowledge and resources to help them with any mental health challenges they face.

2. Continuing Education & Renewal

For all EMS levels—EMR, EMT, AEMT, and Paramedic—the TIM training will now be mandatory continuing education. If your license renewal date falls after July 1, 2025, you will need to complete this training.

3. Reciprocity Applications

Out-of-state applicants seeking certification in Indiana must also show proof of TIM training and mental health education before their application can be approved.

Mental Health Training Requirements

(Indiana Code § 16-31-3-2)

Starting July 1st, 2025, basic mental health and wellness training is required for all EMS certifications and renewals. This training may be taken online or virtually and must cover:

• Healthy coping skills to manage the stress and trauma of emergency response work.

• Recognition of PTSD symptoms and warning signs of suicidal behavior.

• Available mental health resources, such as:

  • IDHS Hoosier Responder Magazine

  • When the Smoke Clears Video Series

This places Indiana among the states actively addressing the mental health challenges faced by first responders, promoting resilience and emotional preparedness.

Action Steps for EMS Providers & Candidates

1. Stay Updated with IDHS
   Monitor official communications via in.gov/dhs and email notifications.

2. Complete TIM Training Early

   • ACADIS Portal: Login here for self-paced or instructor-led courses.

   • FHWA National Highway Institute: Access online training or schedule in-person sessions.

3. Start Mental Health Education Now
   Enroll in courses covering suicide prevention, crisis intervention, and 988 Lifeline response—available through the ACADIS Portal.

Final Thoughts

The integration of TIM Responder Training and mandatory mental health education is a major advancement for Indiana EMS. By preparing early, EMS professionals can ensure smooth compliance and be better equipped to handle both the physical hazards and emotional demands of emergency response work.

Proactive training now = smoother renewals later.

Summit Response Group Delivers Fire Safety Presentation to Indiana School for the Blind and Visually Impaired

Empowering Staff with Inclusive Emergency Preparedness

Summit Response Group recently had the honor of delivering a customized fire safety training session to the staff at the Indiana School for the Blind and Visually Impaired (ISBVI) in Indianapolis. With a focus on practical and inclusive emergency strategies, the presentation equipped educators and support personnel with tools to confidently respond to fire-related emergencies involving students with visual impairments.

Led by Summit Response Group professionals experienced in both public safety and specialized environments, the session emphasized:

• Inclusive fire evacuation strategies

• Real-world scenario planning

• Proactive risk mitigation techniques

• Decision-making under pressure

Recognizing that every environment presents its own challenges, Summit tailored the presentation to address ISBVI’s unique layout, student needs, and staffing structure. The training also created space for open discussion, where staff members could ask questions not only about fire safety in the school, but about broader emergency preparedness topics relevant to their lives and roles.

“The ISBVI team exemplifies what it means to take proactive responsibility for the safety of students and staff,” said Jason Kephart, President of Summit Response Group. “Our goal was to reinforce that fire safety planning doesn’t have to be one-size-fits-all it must reflect the unique environment and people within it.”

Summit Response Group remains committed to supporting schools, agencies, and organizations with high-impact, compassion-driven training. From fire drills to full-scale response planning, we help leaders prepare for what’s next with clarity, care, and confidence.

📍 Interested in bringing Summit Response Group to your school or organization? Contact us today!

Crisis-Based Leadership Part 2: Turning Readiness into Action

In Part 1 of this series, we explored the foundation of crisis-based leadership, how decisive, emotionally intelligent, and situationally aware leaders guide teams through the chaos of high-stakes events. We looked at its application across both public safety and business settings, emphasizing the importance of composure, communication, and command presence. Now, in Part 2, we shift the focus from concept to implementation: how to train, develop, and operationalize crisis-based leadership across your organization, whether you’re running an emergency response agency or leading a multi-location business through volatile disruptions.

1. The Leadership Training Gap: Knowing vs. Performing

Leadership is often taught in classrooms and boardrooms, but crisis leadership is forged in scenarios. Far too many organizations assume leadership potential will translate to crisis effectiveness. It won’t unless it’s stress-tested.

Studies in cognitive science and performance psychology show that decision-making under stress significantly degrades without targeted preparation (Leach & Mayo, 2013). During a crisis, leaders don’t rise to the occasion; they fall to the level of their training. At Summit Response Group, we’ve seen the gap firsthand: individuals who excel in stable environments often flounder when faced with chaos unless they’ve practiced real-time decision-making in simulated pressure environments.

The goal isn’t to overwhelm trainees, it’s to condition them to perform, recalibrate, and adapt through scenario immersion. Leadership development must move beyond theory and into deliberate practice, where critical thinking, prioritization, communication, and self-regulation are tested repeatedly under realistic constraints.

2. Building a Culture of Psychological Readiness

Crisis-based leadership thrives in cultures where readiness is more than a checkbox; it’s a mindset. Psychological readiness refers to an individual or team’s ability to respond with calm, confidence, and action in the face of the unknown. It is cultivated through consistent exposure to uncertainty in controlled training environments, open communication, and post-incident reflection.

To develop psychological readiness, organizations should:

• Normalize stress exposure through scenario training

• Practice mindfulness and cognitive resets under pressure

• Reinforce mental models that prioritize clarity over perfection

• Debrief even minor incidents to extract growth lessons

Psychological readiness isn't only about mental toughness; it’s about mental agility. Leaders must be taught to interpret stress as data, not danger. A recent RAND Corporation report emphasized this in its findings on firefighter and paramedic performance under duress, citing that units with high psychological readiness reported lower error rates and faster recovery post-incident (RAND, 2021).

3. Translating ICS Principles for Business and Civic Environments

The Incident Command System (ICS) was built for chaos, used by fire services, FEMA, and emergency operations centers to bring structure to rapidly unfolding situations. Its principles of span-of-control, clear roles, modular command, and unified response are highly transferable to businesses, schools, and civic organizations.

Summit Response Group adapts ICS principles for clients in:

• Healthcare administration: During infectious outbreaks, triage surges, or cyber disruptions

• School districts: Responding to threats, lockdowns, or reunification events

• Corporate settings: Managing executive-level crises, facility emergencies, or public relations breakdowns

Even something as simple as designating clear “Incident Command” roles during a crisis can clarify decision flow, prevent duplicated efforts, and reduce confusion. Non-public safety leaders benefit from ICS because it replaces panic with process.

4. Multi-Agency and Cross-Functional Leadership Under Pressure

True crisis-based leadership isn't confined to a single agency or department. It thrives or fails in joint operations. Whether responding to a chemical spill involving police, fire, and EMS, or managing a corporate data breach involving legal, PR, IT, and HR, leaders must operate across silos.

This requires:

• Unified Command familiarity (when multiple agencies share leadership)

• Interoperability protocols: communications, resource sharing, incident documentation

• Cross-training and joint drills before a real-world event forces coordination

In one Summit-led training, a public-private drill between a fire department and a manufacturing facility revealed that neither used the same evacuation maps or shared communication platforms. Had an incident occurred before the drill, response times and clarity would have suffered. After the exercise, both sides standardized protocols and designated joint liaisons, a small investment that built major resilience.

5. Integrating Red Teaming and Tactical Simulations

Red teaming, having a group challenge your plans, systems, or decisions from an adversarial or critical point of view, is a powerful leadership development tool. It’s long been used by military planners and tech security firms, and is increasingly adopted in public safety and business preparedness.

Benefits of red teaming in leadership development:

• Identifies blind spots and overconfidence in command strategies

• Encourages humility and adaptive planning

• Helps leaders rehearse difficult “What If” scenarios they haven’t faced before

• Strengthens critical thinking under constrained timelines

At Summit, we incorporate tabletop simulations, live red team drills, and wargaming exercises to expose leaders to scenario-based complexity. These drills are not designed to “break” the leader, but to help them build dynamic confidence, the ability to flex a plan in real time, absorb new information, and pivot.

6. Operationalizing Emotional Intelligence

In Part 1, we discussed emotional intelligence (EI) as a vital skill. Now we focus on how to operationalize it how to actually teach and reinforce EI in high-stakes settings.

EI in crisis-based leadership includes:

• Self-awareness: Recognizing when your body and brain are reacting to stress

• Self-regulation: Maintaining composure even when overwhelmed

• Social awareness: Reading your team’s emotional state, even non-verbally

• Relationship management: Motivating and uniting people under pressure

Summit programs use stress exposure training, role-played difficult conversations, and real-time peer feedback loops to strengthen emotional control. For example, we’ve had fire officers perform command scenarios while receiving live critiques on tone, clarity, and posture. Business executives run crisis response drills with planted employee stressors to observe their empathy and de-escalation skills.

EI is not soft—it’s strategic. Leaders who master it outperform their peers in clarity, trust, and team cohesion.

7. Continuous Improvement Through After-Action Processes

Great leaders don’t stop learning after the crisis ends—they double down on lessons. The After-Action Review (AAR) is one of the most powerful tools in crisis-based leadership. But it must be structured correctly.

Elements of a strong AAR process:

• What was planned? What actually happened?

• What went well, and why?

• What could be improved, and how?

• Who needs feedback, mentoring, or recognition?

• What systemic gaps were revealed?

Agencies and businesses that skip this process often repeat the same mistakes. Summit helps clients implement AAR templates, feedback facilitation protocols, and institutional memory tracking (so lessons become permanent improvements, not forgotten stories).

8. Crisis-Based Leadership in a Digitally Disrupted World

Today’s crises are no longer just physical. Cyberattacks, misinformation campaigns, insider threats, and infrastructure hacks are now just as likely as fires or floods. This changes the landscape of leadership.

Crisis-based leaders must now:

• Understand digital threat landscapes

• Collaborate with cybersecurity and IT leaders

• Manage information integrity under public pressure

• Lead virtual or hybrid teams through decentralized crises

Summit incorporates digital crisis modules into training, including live data breach simulations and social media misinformation challenges. The same principles apply: presence, clarity, and adaptability, but the channels have changed. Modern crisis-based leadership must evolve with the threats.

9. Developing the Next Generation of Crisis Leaders

Succession planning in public safety and business often overlooks crisis aptitude. Organizations promote based on technical performance or tenure not readiness for chaos.

To build the next generation of crisis leaders, organizations should:

• Identify leadership candidates early

• Provide structured mentorship and feedback

• Include crisis scenarios in promotional testing

• Offer tiered leadership courses from foundational to advanced

• Create cross-functional crisis leadership pipelines between departments

Summit Response Group offers emerging leader tracks, equipping junior officers or rising professionals with the confidence and competencies needed to lead under fire—even if they’re not yet in charge.

10. Final Thoughts: Training for the Storm Before It Hits

Crisis-based leadership isn’t a job description; it’s a calling and a craft. Whether you're commanding a hazmat scene, leading a school through a lockdown, or steering a business through a financial meltdown, the leadership required is the same: calm, clear, confident, and connected.

The time to build this leadership isn’t during the crisis. It’s now.

At Summit Response Group, we’ve trained fire officers, corporate executives, school administrators, and government leaders alike. While the uniforms may differ, the mission is the same: lead people through uncertainty with strength, purpose, and empathy.

Crisis doesn’t wait. Let’s train today, for tomorrow’s storm.

11. References

• Gallo, A. (2020). How to Lead in a Crisis. Harvard Business Review. https://hbr.org/2020/03/how-to-lead-in-a-crisis

• Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.

• Leach, J., & Mayo, J. (2013). What Makes a Resilient Responder? Stress, Performance, and Training in Emergency Services. Emergency Management Review.

• RAND Corporation. (2021). Resilience and Performance Under Stress in Emergency Responders. https://www.rand.org

• Tierney, K. (2007). Disaster Preparedness and Response: Research Findings and Guidance from the Social Science Literature. Natural Hazards Center, University of Colorado.

Need help developing crisis-ready leaders in your agency or business?
Contact Summit Response Group today to schedule a custom training or leadership workshop.
Training Leaders. Forging Resilience. Mastering Response.

Why Mobility Matters: Custom Trailers for Frontline Emergency Response

In today’s world of frequent flash floods, wildfires, earthquakes, and hazardous materials incidents, rapid response is more critical than ever. First responders must be able to quickly deploy mobile command posts, rehabilitation units, and communication hubs that can adapt to shifting conditions in dynamic environments.

While some departments are equipped with large apparatuses designed for mobile command and communication, these units often can’t access remote or rugged terrain. So what happens when your team is deep in the field, beyond where the big rigs can go?

That’s where compact, off-road capable trailers come in—equipped with the same critical infrastructure but small enough to reach the frontlines. Imagine a self-contained, towable unit with radios, satellite communications (including internet), power, and support tools—all ready to go wherever your team needs it.

Let us introduce you to Hiker Trailers, a company based out of Columbus, Indiana, that is building purpose-built, customizable trailers tailored for public safety.

Why Choose Hiker Trailers?

Hiker Trailers works directly with departments to design and deliver trailers that meet specific mission requirements. Here are just a few ways these trailers can be adapted for frontline response:

🚨 Mobile Command Posts

In remote or disaster-affected areas—such as mountainous terrain or flood zones—large command vehicles may not be viable. Hiker Trailers offers lightweight, off-road capable trailers that can be towed by a half-ton pickup, making them ideal for these challenging environments.

These trailers can be outfitted with:

• Satellite and radio communications

• 5G mobile cell extension systems

• Power via portable generators

• Charging stations for phones, laptops, and radios

• Rugged off-road tires and heavy-duty suspension

No more communication dead zones—your frontline teams stay connected when it matters most.

🛠 Rehabilitation Units

When incidents stretch over days or longer, frontline workers need a space to recover. Hiker Trailers can be customized into rehabilitation units with:

• Food and beverage storage

• Awnings for sun protection

• Built-in climate control (AC/heater units)

• Rest areas to shelter from the elements

These trailers become a vital lifeline for physical and mental recovery during long operations.

🐕 K9 Search and Rescue Support

Search and Rescue dogs are invaluable assets—and they deserve protection too. Hiker Trailers can include:

• Climate-controlled kennels

• Secure spaces for rest and recovery

• Storage for food, water, and medical supplies

Your SAR K9s work hard; these trailers ensure they rest safely and comfortably.

🔬 Forensic Response for Law Enforcement

Processing a crime scene in remote or uncontrolled environments? Hiker Trailers can be configured to carry sensitive forensic tools and gear, giving investigative teams the mobility they need to do their job on-site, efficiently and discreetly.

🚤 Water Rescue Boat Transport

Hiker Trailers also designs trailer platforms that can haul swift water or rescue boats, perfect for flood-prone or water-dense regions. These trailers can be built with off-road capabilities to get your rescue teams where they need to go—fast.

Built for Durability. Designed for the Mission.

Hiker Trailers are engineered for longevity—built on solid steel frames, with rugged suspensions and durable tires that can handle tough off-road conditions. With proper care, these trailers can last 20 years or more. And when the time comes, they can be recycled, repurposed, or traded back in.

The best part? These custom-built solutions are often more affordable than you might expect.

Let’s Build Your Solution

If you're ready to equip your department with mobile solutions tailored to your needs, Summit Response Group can connect you directly with Hiker Trailers' design team. We can even schedule a plant tour so you can see their quality and capabilities firsthand.

Don’t wait for the next emergency—prepare now with equipment that moves with you, wherever the call takes you.

Crisis-Based Leadership: Thriving in Chaos Across Public Safety and Business

In both public safety and business, a crisis is not a matter of “if,” but “when.” Whether it’s a multi-alarm fire, a mass casualty event, a cybersecurity breach, or a global pandemic, crises reveal the true nature of leadership. During these moments, the rules change, the pressure intensifies, and decision-making becomes the defining variable between success and failure. This is where crisis-based leadership truly shines, with a mindset and skill set tailored to making sound decisions under pressure, rallying teams in times of stress, and turning chaos into clarity.

What Is Crisis-Based Leadership?

Crisis-based leadership refers to the ability to lead effectively during high-stakes, time-sensitive, and emotionally charged situations. Unlike routine leadership, which often thrives on stability, structure, and predictability, crisis-based leadership operates in environments of ambiguity, rapid change, and heightened pressure. It demands a unique combination of skills, including calm under pressure, situational awareness, decisiveness, communication clarity, and emotional intelligence, particularly the ability to recognize and manage stress in oneself and others.

These competencies are not innate for most people—they must be cultivated through training, mentorship, and lived experience. In public safety, this development is baked into the profession. Fire officers, law enforcement leaders, EMS supervisors, and emergency managers are all trained to react decisively when seconds count. Their decisions influence not only outcomes but also the safety and morale of their teams. The same intensity of leadership is increasingly necessary for business, where the ripple effects of poor crisis management can erode public trust, destabilize operations, and permanently damage reputations.

Crisis-based leadership is not just about commanding the moment; it’s about restoring order, maintaining purpose, and moving teams toward resolution—even when all the variables are not yet known. Leaders must be able to toggle between operational focus and strategic vision, ensuring both immediate actions and long-term consequences are considered.

Dr. Kathleen Tierney, a pioneer in disaster sociology, emphasizes in her work on disaster response that effective crisis leaders must “adapt rapidly, delegate appropriately, and maintain morale during long and draining events” (Tierney, 2007). This quote encapsulates the heart of crisis leadership—adaptation and inspiration under duress.

These principles apply equally in a fire command post and a Fortune 500 boardroom. For example, during a multi-alarm structure fire, an incident commander must quickly identify hazards, establish objectives, delegate sector responsibilities, and coordinate mutual aid while also monitoring the safety and mental focus of personnel. Likewise, a business executive navigating a data breach must make split-second decisions, coordinate cross-functional teams, communicate transparently with stakeholders, and keep staff engaged amid uncertainty and fear.

At Summit Response Group, we’ve seen firsthand how the transferable frameworks of public safety leadership—such as the Incident Command System (ICS), after-action reviews, and stress exposure training can improve leadership performance in non-traditional environments like corporate security, tech startups, healthcare administration, and school emergency planning. That’s why our Fire Officer Strategy and Tactics and leadership development courses aren’t limited to emergency services; we routinely customize and adapt these programs for businesses, nonprofits, and civic institutions seeking to cultivate crisis-ready leadership at all levels.

Moreover, crisis-based leadership isn’t only for top-tier executives or command staff. Frontline supervisors, team leads, and middle managers often serve as the first layer of response when something goes wrong. Equipping these individuals with the tools to lead through the chaos, whether it's a hostile workplace incident, a facility lockdown, or a supply chain failure, creates depth and resilience in any organization. Crisis-based leadership can also help prepare staff from the bottom to the top for any situation that may happen.

Ultimately, crisis-based leadership is about more than managing a moment; it’s about creating cultures of readiness, trust, and responsiveness. When properly developed, these leaders become force multipliers, empowering their teams not only to withstand adversity but to emerge stronger, more focused, and more united than before.

The Unique Demands of Public Safety Leadership

In public safety, fire, EMS, law enforcement, and emergency management, crisis is not the exception; it's the environment. Leaders in these fields are immersed in situations where every second matters, resources are often limited, and the emotional and physical stakes are incredibly high. These leaders are tasked not only with managing emergencies but with protecting life, preserving property, and maintaining public trust, all while being scrutinized in real time by their teams, the media, and the public.

Leadership in this realm demands a unique skill set that goes far beyond technical competence. It calls for:

• Pre-incident readiness through scenario-based training and tabletop exercises

• Adaptive thinking in rapidly evolving, often ambiguous, operational environments

• Command presence that radiates confidence, composure, and clarity under stress

• Post-incident reflection and review to support continuous learning and operational improvement

Split-Second Decisions with Long-Term Consequences

Take the example of a fire officer arriving at a structure fire. Within moments of arrival, that officer must establish command, assess fire behavior and structural integrity, determine whether to initiate an offensive or defensive attack, call for mutual aid if necessary, delegate assignments across multiple units, ensure firefighter accountability and safety, and maintain communication with dispatch and possibly concerned onlookers or media. These decisions are made in real time with limited information and unlimited consequences.

Mistakes in these moments can lead to injury, loss of life, or organizational liability. But when done right, effective leadership results in well-coordinated action, rapid mitigation, and strong team cohesion, fostering trust both within the agency and in the broader community.

And it’s not just fire officers. EMS supervisors coordinate care and triage during mass casualty incidents. Law enforcement commanders make decisions during active shooter events. Emergency managers orchestrate entire community responses to natural disasters or hazardous materials incidents. These are high-risk, high-impact leadership roles that demand more than technical training; they demand tactical thinking, emotional intelligence, and leadership under pressure.

From Routine to Catastrophic in an Instant

Another defining characteristic of public safety leadership is the sudden escalation of events. A routine call can instantly transform into a full-blown crisis, a car accident becomes a hazmat event, a building alarm becomes a working fire, and a domestic disturbance turns into a barricaded suspect. Leaders must be prepared to shift gears immediately, change tactics, and lead their teams through the unknown.

This kind of mental and emotional agility is not instinctive—it is developed through repetition, scenario-based training, and mentorship. That’s where Summit Response Group steps in.

Leading Teams Through Trauma and Uncertainty

A critical but often overlooked element of public safety leadership is supporting personnel during and after traumatic events. Leaders are expected to manage not only operations but also the emotional well-being of their crews. Critical incidents, line-of-duty deaths, and repeated exposure to trauma take a toll on mental health. Effective leaders must recognize the signs of burnout and stress, foster peer support systems, and model emotional resilience.

Summit Response Group incorporates emotional intelligence and trauma-informed leadership strategies into all our courses. We train leaders to be both tacticians and caretakers capable of executing high-stakes decisions while safeguarding the morale and mental health of their teams.

Business Leadership in Crisis: Lessons from the Frontlines

While a CEO may not face the same immediate physical dangers as a battalion chief on a fireground, the organizational, reputational, and financial consequences of business crises can be equally devastating. A cyberattack that cripples infrastructure, a viral PR incident, regulatory noncompliance, internal whistleblower allegations, or a high-level leadership scandal, any of these can threaten the survival of a company, shake investor confidence, and erode public trust.

Much like an incident commander responding to an unfolding emergency, business leaders must act with precision, clarity, and resolve under conditions of uncertainty. In these moments, traditional leadership models focused solely on efficiency, performance metrics, or shareholder returns fall short. What’s needed is crisis-based leadership rooted in adaptability, communication, empathy, and mission-first thinking.

Leaders in the business world must:

• Communicate with transparency and urgency: Employees, stakeholders, and customers need timely, honest updates that reduce uncertainty and reinforce confidence.

• Maintain team cohesion in uncertainty: Anxiety can fracture morale. Strong leaders keep teams connected with a clear sense of purpose and unity.

• Make difficult decisions with incomplete data: In a crisis, information is often delayed, inconsistent, or misleading. Effective leaders know when to act decisively and when to pause for better intel.

• Keep long-term vision intact while managing immediate risks: Balancing present danger with future growth is the hallmark of strategic crisis navigation.

A 2020 article by the Harvard Business Review notes, “The best leaders in crisis are those who are calm, confident, and open to input—but who also know when to take charge and act decisively” (Gallo, 2020). These traits mirror those practiced daily by fire officers, emergency managers, and military leaders who train extensively for chaotic, time-critical situations.

Building Resilient Teams Through Leadership Training

Leadership in crisis is not a solo endeavor. It relies on the strength and adaptability of the team. One of the cornerstones of effective crisis response, whether in public safety or business, is building and sustaining resilient teams.

In both the firehouse and the boardroom, the preparation that happens before a crisis often determines how well a team performs during one. Reactive teams crumble under pressure. Resilient teams respond, regroup, and recover.

Resilient teams are:

• Trained under stress: Regular exposure to simulations, drills, and roleplay prepares individuals to think critically and act calmly when pressure spikes.

• Empowered to act: Team members must understand their roles and feel authorized to make decisions, especially when leadership is unavailable or delayed.

• Aligned with purpose: A communicated mission gives teams direction and meaning, even when details are uncertain.

• Capable of emotional regulation: The ability to stay composed under stress is critical. This is achieved through a culture of psychological safety, peer support, and mindfulness-based tools.

Emotional Intelligence in Crisis Leadership

One of the most overlooked but arguably most critical skills in crisis-based leadership is emotional intelligence (EI): the ability to recognize, manage, and influence emotions in oneself and others. In a crisis, emotions run high, fear, confusion, anger, anxiety, and fatigue can quickly take hold and ripple through teams. A leader’s inability to manage these dynamics can erode trust, fracture communication, and hinder mission success. Conversely, a leader with strong EI can calm chaos, build cohesion, and keep people moving forward.

Daniel Goleman, a pioneer in the study of emotional intelligence, states that "in times of crisis, emotional intelligence becomes the single biggest predictor of performance" (Goleman, 1998). That’s because technical expertise and strategic planning mean little if a leader cannot communicate effectively, remain composed, or inspire confidence during the storm.

Whether you’re managing a fire crew on a large-scale incident or addressing a room of employees just blindsided by organizational restructuring, the leader’s tone, body language, and presence will either stabilize the environment or intensify the instability.

Real-World Scenario: The Industrial Fire and the First-Time Incident Commander

Consider the case of a chemical plant fire in the Midwest. The local fire department, though well-trained, had never faced a Tier II hazardous materials incident of this scale. On the night of the incident, explosions rocked the facility, sending plumes of black smoke into the air. Multiple agencies were paged out, and mutual aid units from surrounding counties began arriving at the scene.

The designated incident commander (IC) was a newly promoted captain; it was his first time leading a multi-agency response of this magnitude. His knowledge of ICS was solid. He knew how to assign divisions, coordinate with hazmat, and establish a perimeter. But the situation quickly became more than tactical. A firefighter suffered a minor burn. A civilian in a nearby home began hyperventilating. A mutual aid chief began questioning the IC’s strategy over the radio. Tensions rose. Radios were cluttered. Personnel looked shaken.

It wasn’t the plan that was failing; it was the emotional climate.

The IC, visibly rattled at first, took a deliberate breath, stepped back from the scene, and called a brief face-to-face with his immediate command staff. In a calm but firm tone, he reassured them that they were managing the scene effectively and asked for brief updates. He acknowledged the firefighter’s injury, gave clear directions for EMS transport, and thanked the mutual aid units for their support, while reasserting control over the strategy. He then gathered the frontline crews for a two-minute reset: “This is a high-stakes fire, and you’re all doing incredible work under pressure. Stay focused. Stay safe. Let’s take it one step at a time.”

The shift in tone and presence brought the team back together.

Despite his inexperience at this scale, the IC’s emotional intelligence stabilized the scene more than any tactical maneuver. The crews finished the suppression operation with zero additional injuries. The next day, in the after-action review, one of the responding chiefs commented, “He didn’t have every answer, but he had the room. That’s leadership.”

Why Emotional Intelligence Matters

This scenario highlights that in crisis leadership, your presence can be more important than your precision.

EI empowers leaders to:

• Recognize emotional signals (both verbal and non-verbal) in their teams and themselves

• De-escalate conflict and prevent panic by managing tone, language, and posture

• Foster trust by responding to concerns with empathy and authenticity

• Promote clarity by staying grounded, even when the facts are limited or changing

These capabilities are essential in both public safety and business environments. Whether it’s a fire officer calming a rattled crew member after a fatality or an executive leading a town hall after unexpected layoffs, emotionally intelligent leadership creates stability amid stress.

Why Crisis-Based Leadership Matters Now More Than Ever

The world is changing fast, faster than many institutions can adapt. From climate-related disasters to cyber threats and geopolitical unrest, both public safety agencies and businesses are being asked to do more with less, under growing pressure. Crisis-based leadership is not just a niche skill, it’s an essential one.

Organizations that invest in leadership development during "peacetime" will be better equipped to respond during "wartime." Training for chaos breeds clarity. At Summit Response Group, we don’t just teach theory; we bring real-world experience and tactical insight to help you lead when it matters most.

Work With Summit Response Group

At Summit Response Group, we believe that leadership in times of crisis must be trained, practiced, and refined just like any tactical or operational skill. That’s why we offer targeted programs such as Fire Officer Strategy & Tactics, Fire Officer Leadership Courses, and customized group training for both public safety teams and private organizations. We also engage in public speaking events to help businesses and agencies build cultures of resilience through proven leadership models.

If you're ready to develop stronger leadership within your department or organization, Summit Response Group can help. Our offerings include:

• Fire Officer Strategy & Tactics Courses, both custom and certification-based

• Fire Officer Certification Training

• Custom Group Leadership Development

• Crisis Leadership Speaking Engagements

• Workshops for Corporate and Public Safety Teams

Whether you're managing a fireground, leading an emergency operations center, or steering your company through a crisis, our mission is to help you lead with purpose, clarity, and resilience.

Summit Response Group – Training Leaders. Forging Resilience. Mastering Response.

References

Gallo, A. (2020). How to Lead in a Crisis. Harvard Business Review. Retrieved from https://hbr.org/2020/03/how-to-lead-in-a-crisis
Goleman, D. (1998). Working with Emotional Intelligence. Bantam Books.
Tierney, K. (2007). Disaster preparedness and response: Research findings and guidance from the social science literature. University of Colorado, Natural Hazards Center.

Preparing for CPAT

If you’re thinking about becoming a firefighter or you’re currently in the process of sending out applications, one thing you should be ready for is the CPAT. This article will go into a few details about what a CPAT is, why it’s important, and how to physically prepare for it. In this article we will be brief about some information so if you would like to read more about this stuff, we will provide other articles we’ve referenced at the end.

The CPAT

Now, what is the CPAT? The Candidate Physical Ability Test (CPAT) is a physical test to see if the candidate can handle the physical demands that can be found in the job of a firefighter.

One thing to keep in mind is that this test is the MINIMUM physical standards of a firefighter. Some departments might require additional physical tests to determine if they want to hire you. This Test has been developed by the International Association of Fire Fighters (IAFF). Another thing to know is that some fire departments don’t require applicants to take the CPAT, but the majority of departments do. Those who take the CPAT are allowed two orientations, these give candidates information on the test as well as being able to try the equipment for familiarization, and two timed practice runs a month before the actual test.

The CPAT does cost money, but this depends on the location you take the test, and if you decide to take just the test or all the orientations and practices.

CPAT Events and Equipment

Now let’s get into what’s all in the CPAT. The CPAT is a pass/fail test that is timed for a maximum of ten minutes and twenty seconds. The test is split into eight events with each event directly going into the next one with no breaks besides walking to the next event.

During all the events the candidate is required to wear a 50lbs weight vest, gloves, hard hat, and should come wearing close toes footwear. Oh and no jewelry allowed. The 50lbs vest simulates the SCBA, Self-Contained Breathing Apparatus, that firefighters wear, as well as the bunker gear.

The eight events in the test, in order, are as follows:

1.     Stair Climb

2.     Hose Drag

3.     Equipment Carry

4.     Ladder Raise and Extension

5.     Forcible Entry

6.     Search

7.     Rescue

8.     Ceiling Breach and Pull

We will briefly explain each event so that you have a good idea of what each event is about, but we won’t beat you over the head with every little intricate detail. We also won’t go over every single fail, we will just talk about the event itself.

Stair Climb

During this event the candidate has to wear two additional 12.5lbs weights, one on each shoulder, to simulate a high-rise pack, for a total of 75lbs on your person. A Stairmaster is used during this event. The candidate is given 20 seconds to warm up with 50 steps per minute. Here you can dismount, grab the rails, or hold a wall if its there. However, if you dismount you have to restart the 20 second. After the warmup you have to go for three minutes at a rate of 60 steps per minute. Don’t grab the rails, don’t fall off, and you’re good. This is what normally takes people out. After this event the two 12.5lbs weights are taken off.

Hose Drag

The candidate has to grab a nozzle attached to a 200-foot length of 1 ¾ hose. You have to take the nozzle across your chest, then drag the hose 75 feet, go around a barrel, and continue 25 feet. The candidate drops to a knee at a specific spot and has to pull the hose till the 50-foot mark passes the finish line. You have to be on one knee for this one. A little tip, this is the only event where you can run, I do not recommend running since you just got off the stair master, but if you can handle it then go for it.

Equipment Carry

The Candidate has to approach a tool cabinet, remove two saws (usually a chainsaw and circular saw) one at a time and then, while WALKING, carry both for 75 feet around a drum, and back to the tool cabinet. Easy.

Ladder Raise and Extension

Raise a 24-foot extension ladder, rung over rung. Don’t let it fall, don’t use the rails. Then you’ll go to a secure ladder. Grab a hold of the rope and going hand over hand extend the ladder. Once it reaches the top, then slowly and in a controlled motion, lower the ladder. Don’t let the rope slip out of your hand and don’t let the ladder just drop!

Forcible Entry

The candidate must use a ten-pound sledgehammer and strike a targeted area that’s designed to sound a buzzer when you’ve hit it accurately enough. This might sound strange, but it calculates accuracy and strength. Someone could just swing at this thing with all his might but if he doesn’t hit the target and just the outside of it, he could be there for a minute versus the guy who can hit it dead on.

Search

The candidate has to crawl on his hands and knees through a tunnel that has two right angle turns and has multiple spots where you must climb over and under specific spaces.

This event is my favorite, one because I enjoy confined space and searching, but also because you get a little bit of energy while doing this event.

Rescue

This event immediately drains that energy I mentioned. The candidate must drag a 165lbs dummy using the handles on it’s shoulders. You have to drag it 35 feet, go around a barrel, and 35 feet back to the finish line. You can’t grab the barrel, but you can lower the dummy if you have to. But you’re almost done with the CPAT so keep going!

Ceiling Breach and Pull

At this point in the CPAT if you aren’t used to this much physical intensity, you’re probably already gassed but give it your all and you’re done. The candidate must use a six-foot pike pole and while standing inside a specific boundary, must push up on a 60lb hinged door in the ceiling. You must do this three times. Then the candidate must pull down on an 80lb prop five times. You must do four sets of these. So up three, down five, four times.

If you have completed these eight events in under ten minutes and twenty seconds, you’ve passed, even if you didn’t make it look as effortless as the guy who has done CrossFit for a decade.

How to physically prepare for the CPAT

Now for the real reason why we wrote this article. How to physically prepare for the test. I personally have seen a lot of people go through this test without properly researching it or preparing for it, and once they do the test they either fail on the stair climb or run out of time. This is the best job ever and if you don’t do this properly, it could be a huge turn off.

When going through the event’s you probably already figured out what workouts would be best for each event, and that’s great. Thankfully one workout could work for multiple events and that’s why I could break down each specific event but rather I’ll give you a few workouts and tell you why they’re important.

Stair Climb

I know I just said I wouldn’t go through each event, but the Stair Climb is a unique workout because while you can do leg workouts, the best way to prepare for this one is to actually use a Stairmaster. If you have a gym that has Stairmasters, I highly recommend that you use it. If you have a weight vest, use it. If you don’t have one, buy one. They can be expensive but if you want to do this right then buy one. You’d also use it in the future for other activities (the MURPH). Getting used to the Stairmaster can be easy and I recommend you use it without your weight vest first. If you can’t get a 75lbs weight vest, then adjust your end goal. I had a 50lb weight vest when I first went through and I would practice going for 5-7 minutes on the Stairmaster instead of the 3:20 you have to pass in the test.

Leg Workouts

There are multiple leg workouts that will help with the CPAT. Leg Curls, Extensions, Split Squats, Leg Press. Personally, I’m not a back squat guy and while it’s good for other people, for the CPAT I don’t recommend it. However, bodyweight squats I do recommend.

We aren’t going for strength as much as we are conditioning. Go for low set, high rep workouts, circuits, and HIIT workouts. If you can squat 300lbs then that’s great, but if you can only do that once then your legs aren’t going to have the endurance needed to climb steps for 3 minutes. Strengthening your legs is also a good way to support yourself if you aren’t used to wearing an extra 50lbs on your body.

Grip and Back Strength

I’m combining Grip and Back in this section because a lot of the workouts I’ll mention use both. The entirety of the CPAT, minus the Stair Climb and the Search event, requires you to have good grip and back strength. Grip strength is also great for longevity. Farmer Carries are a must and is a great 1:1 for the Equipment Carry workout. The saws used in the event are usually around 30-35lbs each.

Lat Pulldowns, while specific to working out the Latissimus Dorsi, can help with your forearm flexors. More so if you’re strong enough to do Pull Ups. Hose/Sled pulls are great for grip strength.

If you have access to a mannequin, dummy, or a large sandbag, I recommend doing some drag workouts. This could’ve been added to the leg workouts cause while it does burn your legs, having good grip strength is also a determining factor of if you can keep a hold of the handles as you pull the dummy. Rows, whether with dumbbells, cable rows, barbell rows, whichever one you want to do, they work. Good grip strength also lessens the chance you’ll drop the pike pole in the ceiling breach and pull. Trust me, I’ve seen it.

Triceps and Chest Workouts

The Triceps Brachii are used for a lot of the CPAT, specifically the Ladder Raise and Extension, Ceiling Pull, Search, and Force Entry. If you go to the gym normally, you probably Bench Press regularly, if so great! If not, start light. Other workouts include, Push-ups, Tricep pushdown, Tricep overhead extension, Dips, and Overhead Presses. All of these workouts help with pushing. This allows you to keep yourself up while you search, swing the sledgehammer, push the ladder up and pull the ladder rope downwards, and pull the ceiling with the pike pole downwards.

Other Muscle Workouts

Other muscles used are the abdominals, biceps, and shoulders. The only reason why I put them in the “other” category is they aren’t the main muscles used as well as they are also hit during the other exercises I’ve mentioned before. Now, one could say that Biceps are used during the Ceiling Breach, and while I agree, I have seen too many people become so gassed by the time they get to that event that instead of using just their arms, they use their whole body, and mainly their legs, to push that 60lb ceiling 12 times total.

Training your abdominals is good for the Ceiling Pull when, again, you’re totally gassed and need to pull the 80lb prop down a total of 20 times.

Summary

The Candidate Physical Ability Test (CPAT) is the minimum physical standard for firefighters and is used by many departments and necessary to be hired. Keep in mind that some departments have their own physical standards for hiring on top of the CPAT. There are eight events that all need to be completed within 10 minutes and 20 seconds. You need to be physically fit to complete these and you need to prepare well ahead of time. The muscles hit are Triceps, Legs, Chest, Back, and Forearms. Focus on Weight Training, Calisthenics, and Conditioning. Don’t focus on hitting your PR, focus on endurance. Thanks for reading and if you have any other questions, contact us on our website. One last thing, if and when you finish the test, if you need to throw up, do it outside.

- By Drew Storey,
Vice President of Operations
Summit Response Group

References

CPAT Testing | Firefighter jobs | National Testing Network. (n.d.).

https://nationaltestingnetwork.com/publicsafetyjobs/cpat_info.cfm

CPAT. (n.d.). FCTC Online. https://www.fctconline.org/cpat/

CALIFORNIA FIREFIGHTER JOINT APPRENTICESHIP COMMITTEE. (n.d.). CPAT PREPARATION GUIDE.

https://www.fctconline.org/media/uploads/FCTC_CPATPrepGuide2022.pdf

International Association of Fire Fighters. (2007). [The Fire Service Joint Labor Management Wellness-Fitness Initiative Candidate Physical Ability Test 2nd Edition] (2nd ed.).

Leveraging Private Real-Time Weather Data to Save Lives

Introduction

Extreme weather events are becoming more frequent and severe due to climate change, placing immense pressure on public safety systems across the United States. While traditional meteorological services such as the National Weather Service (NWS) provide essential forecasting, they often lack the hyper-local granularity and real-time responsiveness required for effective emergency decision-making. The integration of private sector real-time weather data solutions offers a compelling opportunity to enhance public safety, particularly in resource-constrained jurisdictions.

This article explores how private weather data providers can enhance storm detection, warning dissemination, and decision-making to protect lives. We examine case studies from recent flooding in Texas and Western North Carolina and analyze scholarly research to highlight practical, scalable solutions that enable public safety professionals to do more with less. While many operations are still ongoing in Texas, many lessons are able to be learned to be better prepared, as the weather is not going to wait for things to change.

The July 2025 Texas Flash Floods: A Case of Missed Opportunities

Between July 4 and July 7, 2025, Central Texas experienced catastrophic flash flooding. Torrential rainfall exceeding 20 inches in some areas caused the Guadalupe River to rise over 25 feet in less than 90 minutes, resulting in over 100 fatalities, including multiple children at a local summer camp. Despite the issuance of NWS warnings, Kerr County lacked sufficient alerting infrastructure, such as flood sirens and high-water sensors, delaying evacuations and contributing to the death toll.

Traditional forecasting systems were not the root issue; rather, it was the gap between forecast issuance and local response capabilities. Scholarly literature supports the value of integrating real-time, localized data to fill this critical gap. For instance, Sung, Devi, and Hsiao (2022) developed an AIoT-based flash flood early warning platform utilizing LoRa sensors and fuzzy logic to issue real-time alerts. Such systems can dramatically reduce lag time in flood detection and alert dissemination.

Hurricane Helene and Western North Carolina’s Evolving Resilience Strategy

In September 2024, Hurricane Helene brought over 30 inches of rain to Western North Carolina, leading to widespread landslides, infrastructure failure, and over 100 fatalities. The state’s preparedness efforts, bolstered by experiences from Hurricanes Matthew (2016) and Florence (2018), included pre-positioning National Guard units and deploying swift-water rescue teams. However, gaps remained in road inundation modeling and mountain-valley flood dynamics.

Research supports the integration of artificial intelligence (AI) and Internet of Things (IoT) devices for predictive flood modeling. Dong et al. (2020) introduced a hybrid deep learning model using sensor network data to forecast flood events with 97.8% accuracy. These models, when integrated with public safety decision-making frameworks, can enable faster, more targeted evacuations.

Real-Time Technologies: Enhancing Detection and Decision-Making

Private sector solutions offer modular, scalable systems for flood detection and alerting. AIoT frameworks combine sensor data, machine learning, and geospatial analytics to provide hyper-local, real-time intelligence. Systems like those proposed by Yuan et al. (2021) and Hadi et al. (2020) include the use of rainfall gauges, ultrasonic flow meters, and cloud-based dashboards to track changing conditions and trigger alerts.

Yuan et al. (2021) emphasized the value of integrating traffic, hydrological, and social media data for enhanced flood risk awareness and emergency response. Their system, "Smart Flood Resilience," provides real-time dashboards to emergency managers, allowing for proactive rather than reactive response strategies.

Operationalizing Private Data in Public Safety Frameworks

Integrating private real-time weather systems into public safety operations requires more than technology; it demands planning, training, and governance.

• Technical Integration: APIs must feed directly into emergency operations centers (EOCs), computer-aided dispatch (CAD) systems, and geographic information systems (GIS).

• Policy Adaptation: Emergency Operations Plans (EOPs) and Standard Operating Procedures (SOPs) should codify thresholds for private data to trigger public warnings.

• Training and Exercises: Regular drills involving private sector partners ensure seamless coordination during actual events.

Cost-Efficient Strategies for Resource-Constrained Jurisdictions

Many counties and municipalities lack the capital for large-scale infrastructure investments. However, private sector solutions offer subscription-based, modular deployments that are financially attainable. Leveraging federal and state grant funding, such as FEMA’s Building Resilient Infrastructure and Communities (BRIC) program, can facilitate initial setup, while shared service models reduce long-term costs.

Public safety officials can further stretch resources by:

• Utilizing existing infrastructure (e.g., telecom towers, utility poles) for sensor placement

• Partnering with local universities for data analysis

• Implementing geofenced alerting to reduce over-warning and alert fatigue

Lessons Learned and Best Practices From Texas and North Carolina’s experiences, several key insights emerge:

• Redundancy is essential: Overreliance on a single source (e.g., NWS alerts) increases risk.

• Localized alerts drive compliance: Hyper-targeted warnings are more actionable than county-wide messages.

• Data must translate into action: The existence of sensors is meaningless without protocols for response.

Conclusion

Real-time private weather data systems are not a luxury; they are a strategic imperative. By integrating these technologies into public safety frameworks, jurisdictions can detect threats earlier, alert more effectively, and ultimately save more lives. As climate-related disasters increase in frequency and severity, investing in real-time detection and response capabilities represents not only a best practice but a moral obligation.

Understanding that this just scratches the surface of the events and that there are ongoing operations still, we have to do what we can to make sure that we prevent further loss of life. A service that I have worked with that feels the same way is BAM Weather out of central Indiana. They have always been about protecting others from dangerous storms. These past events are no different. Everyone needs reliable weather information to be able to react promptly to better stay safe.

We must take the lessons of these horrible events and the loss of life, and do what we can to prevent tragedies like these from happening in the future. Summit Response Group works with BAM Weather for not only our operations but to help governments, public safety agencies, and businesses work to keep their greatest assets safe and operations moving forward with the least impact to operations.

References Dong, S., Yu, T., Farahmand, H., & Mostafavi, A. (2020). A hybrid deep learning model for predictive flood warning using channel sensor data. arXiv preprint arXiv:2006.09201.

Hadi, M. I., Yakub, F., Fakhrurradzi, A., Hui, C. X., & Azizan, A. (2020). Designing early warning flood detection and monitoring system via IoT. IOP Conference Series: Earth and Environmental Science, 479(1), 012016.

Sung, W.-T., Devi, I. V., & Hsiao, S.-J. (2022). Early warning of impending flash flood based on AIoT. EURASIP Journal on Wireless Communications and Networking, 2022(1), 1-17.

Yuan, F., Fan, C., Farahmand, H., Coleman, N., Esmalian, A., Lee, C.-C., & Mostafavi, A. (2021). Smart flood resilience: Harnessing community-scale big data for predictive flood risk monitoring, rapid impact assessment, and situational awareness. arXiv preprint arXiv:2111.06461.

NERIS Preparedness

🚨 Your Guide to the New NERIS Reporting System 🚨

Big changes are coming to emergency incident reporting! In 2025, FEMA and the U.S. Fire Administration (USFA) will officially roll out the National Emergency Response Information System, better known as NERIS, replacing the long-standing NFIRS platform.

This upgrade is designed to modernize how fire departments, EMS agencies, and other emergency responders collect, share, and analyze data — ultimately improving safety, efficiency, and resource management across the country.

👇 Here’s what your department needs to know and how to get ready for this critical transition.

🔥 What is NERIS?

NERIS is the next evolution in national emergency incident reporting. It offers:

✅ Next-Generation Technology
Replaces the legacy NFIRS system (in place since 1976) with a flexible, secure, cloud-based platform designed to evolve with future emergency needs.

✅ All-Hazards Data & Analytics
NERIS aggregates real-time incident data, supporting smarter decision-making for wildfires, hazmat incidents, disaster response, pandemic readiness, and more.

✅ Easy Access & Seamless Integration
The system is mobile-friendly, works with CAD/RMS platforms to reduce manual data entry, and is free for verified fire and EMS agencies.

In the words of the U.S. Fire Administration:
"NERIS will be the premier source of all-hazards information and innovative analytics… providing near real-time insights on significant fire, disaster, and emergency events across the U.S."

⚡ Why NERIS Matters

NERIS isn’t just a software update — it’s a major leap forward for emergency response:

✔️ Simplified, More Accurate Reporting
Fewer unnecessary fields, GIS support, and the ability to log multiple incident types in one report (e.g., “Vehicle Accident” + “Powerline Down”).

✔️ Real-Time Decision Support
Emergency managers can monitor emerging hotspots, resource shortages, and risks as they develop.

✔️ Future-Proof Architecture
NERIS is designed for continuous improvements with regular data standard updates and expanded API capabilities.

📅 NERIS Rollout Timeline

DateMilestoneMay 2023Launch of NERIS Core Data StandardsMay 6, 2024Beta Release of Phase 1 Data SchemaLate 2024Release of Phase 2 Data SchemaEarly 2025Hybrid Period: NFIRS & NERIS Both AcceptedJan 1, 2026Full Transition to NERIS; NFIRS Retired

💡 State-by-State Rollout Based on FEMA Regions

• Region 4 (GA, FL, AL, etc.) transitions in June 2025

• Region 5 (including Indiana) transitions in December 2025

👉 Check your area’s rollout date: NERIS Rollout Schedule

Volunteer Departments: You can continue reporting through NFIRS until your department is ready for full NERIS adoption.

🛠️ Vendor Readiness: Who’s NERIS-Compatible?

Most leading fire/EMS reporting vendors are actively preparing for NERIS. Two examples:

ESO Solutions

• Partnered with USFA/FSRI for over a year to support smooth transitions

• Provides FAQs, webinars, and product updates for minimal disruptions

First Due

• NERIS V1 Certified (March 2025)

• Private beta launched April 2025; public testing opened May 2025

• AI-powered documentation, real-time analytics, fully integrated fire/EMS NERIS module

✅ 5 Steps to Get Your Department Ready

1. Know Your Rollout Date
   Find your state’s schedule: NERIS Rollout Schedule

2. Prepare Your Data
   Update GIS boundaries, apparatus inventories, staffing profiles, and PSAP details.

3. Choose a NERIS-Ready Vendor
   Confirm your software provider supports NERIS APIs and hybrid reporting.

4. Train Your Team
   Take advantage of webinars, vendor tools, and testing environments to familiarize staff.

5. Plan a Smooth Migration
   Begin NERIS reporting during the hybrid period; fully transition by January 2026.

🚒 Conclusion

NERIS is a game-changer for emergency response nationwide — providing smarter reporting, real-time insights, and data-driven support for every community.

Preparing now ensures your department is ready for a seamless, efficient transition.

The future of incident reporting is here. Is your department ready?

🔗 Resources & References

• NERIS Rollout Schedule – ResponseRack

• About NERIS – USFA/FEMA

• NERIS FAQs – ESO

• NERIS Solutions – First Due

Follow for updates and resources on NERIS and emergency response innovations.
#NERIS #FireService #EmergencyManagement #PublicSafety #IncidentReporting #NFIRS #FirstResponders

Stay Safe This 4th of July: A Summit Response Group Public Safety Guide

As we prepare to celebrate America’s Independence Day, it’s important to remember that safety is paramount. The 4th of July is one of the most celebrated holidays in the United States, filled with fireworks, family barbecues, community events, and outdoor fun. But each year, thousands of preventable injuries, accidents, and even fatalities occur. Summit Response Group is committed to helping communities enjoy this patriotic day safely and responsibly. Here are four key areas to focus on this holiday weekend: fireworks safety, hydration, impaired driving prevention, and situational awareness.

Fireworks Safety: Handle With Caution

Fireworks are synonymous with July 4th celebrations, but they also account for a large number of injuries and fires each year. According to the U.S. Consumer Product Safety Commission (CPSC, 2023), an estimated 10,200 fireworks-related injuries were treated in emergency departments in 2022, with the majority occurring during the weeks surrounding the 4th of July.

Key safety tips include:

• Use only legal fireworks in your state or local area.

• Keep a safe distance both for lighting and for spectators.

• Always supervise children around fireworks and sparklers.

• Keep a hose or bucket of water nearby in case of fire or malfunction.

• Never relight “dud” fireworks, and dispose of used fireworks in a bucket of water.

Improper handling of fireworks can cause burns, lacerations, eye injuries, and even death. Let’s keep the celebration fun and avoid a trip to the emergency room by taking the necessary precautions.

Hydration and Heat Safety: Beat the Summer Sun

The combination of high temperatures, outdoor activity, and alcohol consumption makes heat exhaustion and dehydration common concerns on Independence Day. The Centers for Disease Control and Prevention (CDC, 2023) warns that prolonged exposure to heat without adequate hydration can lead to heat-related illnesses such as heat cramps, heat exhaustion, and heatstroke.

To stay safe:

• Drink water regularly, even if you don’t feel thirsty.

• Avoid excessive alcohol and caffeine, which contribute to dehydration.

• Wear light-colored, breathable clothing and wide-brimmed hats.

• Take frequent breaks in shaded or air-conditioned areas.

• Watch for signs of heat illness, such as dizziness, excessive sweating, nausea, or confusion.

Hydration is especially important for children, older adults, and those with chronic medical conditions who are more vulnerable to heat stress (CDC, 2023). If someone is showing signs of heatstroke confusion, no sweating, or loss of consciousness call 911 immediately.

Impaired Driving: Make a Plan Before You Celebrate

The 4th of July is consistently ranked as one of the deadliest holidays for traffic fatalities due to impaired driving. According to the National Highway Traffic Safety Administration (NHTSA, 2022), during the 2021 July 4th holiday period, 38% of traffic fatalities involved an alcohol-impaired driver.

To prevent these tragedies:

• Never drink and drive plan a safe ride home before the first drink.

• Use rideshare apps, taxis, or designated drivers.

• Host responsibly offer non-alcoholic beverages and help guests get home safely.

• Report impaired drivers to local authorities if you see dangerous behavior on the road.

Remember: buzzed driving is drunk driving. Don’t risk your life or someone else’s by getting behind the wheel impaired.

Situational Awareness: “If You See Something, Say Something®”

With large gatherings, parades, and fireworks displays comes the need for enhanced situational awareness. Although most events are peaceful and safe, it only takes one threat to disrupt an entire community. That’s why the Department of Homeland Security’s (DHS) “If You See Something, Say Something” campaign is more important than ever.

Public safety starts with all of us. Here’s how you can help:

• Be alert to your surroundings in crowded areas.

• Report suspicious behavior, such as unattended bags, unusual vehicles, or individuals acting oddly.

• Know your exits and emergency procedures at large events.

• Trust your instincts if something feels wrong, say something.

DHS (2024) emphasizes that you don’t need to know what type of threat may be occurring simply noticing something that doesn’t feel right is enough to speak up. Contact local law enforcement or event security to report concerns.

Summit Response Group: Your Partner in Community Safety

At Summit Response Group, we believe safety is everyone’s responsibility but we also know that leadership, training, and preparation make the difference. As public safety professionals, veterans, and emergency management experts, our mission is to ensure that communities are resilient, prepared, and protected.

This 4th of July, let’s honor the freedoms we enjoy by committing to responsibility and vigilance. From keeping children safe from fireworks to staying hydrated in the summer heat, to making the right choices when it comes to alcohol and driving every step you take helps protect the people around you.

We wish you and your family a safe, joyful, and meaningful Independence Day.

References

Centers for Disease Control and Prevention. (2023). Extreme heat: Preventing heat-related illness. https://www.cdc.gov/disasters/extremeheat/index.html

Consumer Product Safety Commission. (2023). Fireworks safety: Injury statistics and tips. https://www.cpsc.gov/Safety-Education/Safety-Education-Centers/Fireworks

Department of Homeland Security. (2024). If you see something, say something®. https://www.dhs.gov/see-something-say-something

National Highway Traffic Safety Administration. (2022). Drunk driving and holiday fatality statistics. https://www.nhtsa.gov/risky-driving/drunk-driving

Why Independent Fire and Life Safety Inspections Save You More Than Money

In today’s risk-conscious world, fire and life safety inspections are not just a box to check; they’re a vital part of responsible building management and regulatory compliance. Whether you're managing a commercial facility, educational institution, healthcare campus, or industrial site, staying ahead of fire codes and life safety standards can mean the difference between smooth operations and catastrophic loss. One of the smartest ways to ensure compliance, reduce liability, and save money long-term is by working with independent fire and life safety contractors.

The Value of Independent Inspections

Unlike inspections performed solely by local Authorities Having Jurisdiction (AHJs), independent contractors offer unbiased, thorough, and proactive evaluations of a building’s fire and life safety systems. This includes inspections of:

• Fire extinguishers

• Emergency lighting and signage

• Fire suppression systems

• Alarm and detection systems

• Means of egress and emergency exits

Independent inspections are driven by industry best practices, not just minimum local code requirements. This means contractors often catch deficiencies that might be missed during limited-scope AHJ visits or surface-level checks by internal maintenance teams.

According to the National Fire Protection Association (NFPA), nearly one in every five non-residential structure fires is due to electrical failure or malfunction, and many others are caused by faulty or poorly maintained fire protection systems (NFPA, 2022). Routine, comprehensive inspections can prevent these risks before they become costly emergencies.

Cost-Effective Protection That Pays Off

Hiring an independent contractor may seem like an additional expense, but it’s actually a cost-saving strategy over time. Here's why:

1. Avoiding Penalties and Fines:
   Non-compliance can result in hefty fines from local fire marshals and regulatory bodies. Independent inspectors help you fix issues before an AHJ visit, avoiding surprise violations.

2. Preventing System Failures:
   Unmaintained equipment, like emergency lighting or extinguishers, can fail during critical moments. Routine service ensures all systems operate as intended, reducing emergency repair costs.

3. Insurance Savings:
   Insurance providers may offer reduced premiums to facilities that can demonstrate consistent maintenance and inspection records from certified professionals (U.S. Fire Administration, 2021).

4. Minimizing Downtime:
   Fire code violations often lead to business interruptions. Preventive inspections minimize this risk and keep operations running smoothly.

Summit Fire and Life Safety: A Complete Inspection Partner

At Summit Fire and Life Safety, a division of Summit Response Group, we provide an integrated approach to inspection, service, and consulting. What sets us apart is not just our technical expertise, but our commitment to working before, during, and after your AHJ inspection to ensure full readiness and peace of mind.

Before the AHJ Inspection:

We offer pre-inspection walkthroughs, identify potential code violations, and provide actionable recommendations to correct deficiencies. Our proactive service reduces surprises during formal inspections and ensures you're in the best position possible.

During the Inspection:

Our team is available to represent or support your staff during the AHJ inspection, ensuring technical questions are answered and code interpretations are addressed clearly and correctly.

After the Inspection:

If any issues are flagged, we don’t leave you hanging. We help resolve violations promptly, offer re-inspection preparation, and even consult on system upgrades or redesigns to meet evolving code requirements and improve facility safety.

Our inspectors come from public safety backgrounds, including experience as fire marshals and emergency management professionals. That gives us not only deep technical knowledge but also a clear understanding of what AHJs look for, making us a trusted liaison between your facility and your local fire department.

Final Thoughts

Fire and life safety are too important to leave to chance or minimum compliance. Independent inspections from professionals like Summit Fire and Life Safety ensure you're not just checking boxes, but protecting lives, property, and your bottom line. It’s a smarter, more cost-effective way to stay compliant and prepared.

References

National Fire Protection Association. (2022). Fire loss in the United States during 2021. https://www.nfpa.org

U.S. Fire Administration. (2021). Fire prevention and safety outreach materials. https://www.usfa.fema.gov/prevention/

How to Protect Public Safety IT Systems from Cyberattacks

In today’s volatile cyber landscape, public safety organizations such as Fire Departments and Law Enforcement agencies are prime targets for foreign cyber adversaries. With Iran possibly looking to retaliate for the recent bombings, hacking, and disrupting public safety networks and databases could be one of their avenues of attack. The increasing reliance on digital tools, from dispatch systems to confidential investigative databases, makes these agencies vulnerable to espionage, data theft, ransomware, and operational disruptions. If you work in Cyber Security or the IT industry, stay vigilant in protecting your systems.

Why Public Safety is a Target

Foreign actors, including nation-states and their proxies, target critical infrastructure to:

·        Disrupt emergency response capabilities.

·        Steal sensitive operational or personal data.

·        Undermine public trust in local governments.

·        Leverage compromised systems for larger attacks on national infrastructure.

The 2021 ransomware attack on U.S. police departments and the 2020 SolarWinds breach demonstrate how determined foreign entities can penetrate public sector networks [1][2].

The #1 avenue for attacking Government IT infrastructure is through Phishing and Social Engineering, specifically spear-phishing emails designed to trick users into revealing credentials, clicking malicious links, or downloading malware.

Why Phishing is the #1 Threat

Numerous government and cybersecurity reports consistently identify phishing as the leading attack vector, especially for:

·        Initial access to secure government systems.

·        Credential theft leading to privilege escalation.

·        Delivery of malware, including ransomware and remote access trojans (RATs).

Phishing exploits human error, bypassing even advanced technical defenses by targeting employees, contractors, or public officials.

Verizon 2024 Data Breach Investigations Report (DBIR)

·        Reports phishing as the most common initial access vector in both public and private sectors.

·        Notes that government entities, especially local agencies, are disproportionately affected due to resource gaps.

Source: https://www.verizon.com/business/resources/reports/dbir

Cybersecurity and Infrastructure Security Agency (CISA) Alerts

·        CISA identifies phishing as a primary method used by foreign threat actors, including nation-state groups from Russia, China, Iran, and North Korea.

·        Phishing campaigns often mimic official communications, making them highly effective.

Source: https://www.cisa.gov/news-events

Microsoft Digital Defense Report 2023

·        Highlights that over 90% of nation-state cyberattacks begin with phishing.

·        Points out increasing sophistication in attacks targeting government workers, with fake login pages and business-like communications.

Source: https://www.microsoft.com/en-us/security/business/microsoft-digital-defense-report

Real-World Examples

SolarWinds Attack (2020):

Although initially a supply chain attack, compromised credentials gained through phishing were used for lateral movement within U.S. government networks.

U.S. Elections Targeting (2016-2020):

Foreign entities, including Russian groups, used spear-phishing to target election officials, IT administrators, and government contractors.

While technical vulnerabilities, such as unpatched systems or exposed servers, are also exploited, phishing remains the primary attack vector for breaching government IT infrastructure. This method:

·        Bypasses perimeter defenses.

·        Targets individuals rather than systems directly.

·        Enables credential theft, malware deployment, and long-term compromise.

Mitigation Recommendations

To defend against phishing:

·        Implement Multi-Factor Authentication (MFA) across all systems.

·        Conduct regular phishing awareness training for all staff.

·        Deploy email filtering and threat detection tools.

·        Encourage a “trust but verify” culture for unexpected emails and links.

Key Strategies to Protect Public Safety IT Systems

1. Implement Zero Trust Architecture (ZTA)

Zero Trust means “never trust, always verify.” Agencies must:

·        Authenticate users and devices continuously.

·        Enforce least-privilege access to applications and data.

·        Segment networks to limit the spread of breaches.

The Cybersecurity &amp; Infrastructure Security Agency (CISA) strongly recommends Zero Trust for government and critical infrastructure systems [3].

2. Regularly Patch and Update All Systems

Foreign attackers often exploit known software vulnerabilities. Agencies must:

·        Keep operating systems, applications, and firmware updated.

·        Apply patches promptly, especially for vulnerabilities listed in CISA’s Known Exploited Vulnerabilities Catalog [4].

3. Deploy Endpoint Detection and Response (EDR) Solutions

EDR tools provide:

·        Real-time monitoring of devices for suspicious activity.

·        Automated threat detection and response capabilities.

·        Insight into attempted intrusions or malware infections.

Many foreign hacking campaigns begin with compromised endpoints, making EDR a frontline defense [5].

4. Protect Communication Systems

Voice over IP (VoIP), radio dispatch, and mobile apps are vulnerable without:

·        Strong encryption for all communications.

·        Secure VPN access for remote connections.

·        Regular audits of telecommunication infrastructure.

The FBI has warned of foreign attempts to intercept or disrupt police communications [6].

5. Conduct Regular Cybersecurity Training

Human error is often the weakest link. Agencies should:

·        Train staff to recognize phishing and social engineering attacks.

·        Simulate cyber incidents to improve response readiness.

·        Require strong, unique passwords with Multi-Factor Authentication (MFA).

Foreign attackers frequently target employees to gain initial access [7].

6. Collaborate with Federal Cyber Defense Programs

Fire and Law Enforcement agencies should:

·        Engage with CISA’s Cyber Hygiene and vulnerability scanning services.

·        Participate in the FBI’s InfraGard program for threat intelligence sharing.

·        Utilize the DHS-funded Multi-State Information Sharing and Analysis Center (MS-ISAC) for alerts and technical assistance [8].

7. Secure Critical Data with Backups and Encryption

Agencies must:

·        Encrypt sensitive files at rest and in transit.

·        Maintain offline, immutable backups to recover from ransomware attacks.

·        Implement strict controls on data access and transfer.

This is crucial to prevent the exposure of investigative records, personnel files, and operational plans.

Conclusion

Foreign cyberattacks are not abstract threats; they are a clear and present danger to the safety of communities. Fire Departments and Law Enforcement agencies play a vital role in protecting the public, and securing their IT infrastructure is essential to maintaining that mission.

By following these best practices and collaborating with trusted cybersecurity partners, public safety organizations can significantly reduce their risk of falling victim to foreign cyber aggression.

I have over 26 years of experience in the IT field with education in Cyber Security and specializing in VoIP Phone Systems. If you need assistance in finding resources to help you with your IT infrastructure, Summit Response Group is here to help. We can assist in getting the resources you need. Consulting on IT infrastructure is another way that Summit Response Group assists in our mission to deliver public safety training and leadership development services so that your team is ready to respond.

References

1. CISA. “Ransomware Attacks Targeting Police and Public Safety.”

https://www.cisa.gov/news-events

2. U.S. Senate Report on SolarWinds Breach. https://www.hsgac.senate.gov

3. CISA Zero Trust Maturity Model. https://www.cisa.gov/zero-trust

4. CISA Known Exploited Vulnerabilities Catalog. https://www.cisa.gov/known-exploited-vulnerabilities-catalog

5. National Institute of Standards and Technology (NIST) Cybersecurity Guidelines.

https://csrc.nist.gov/publications/detail/sp/800-171/rev-2/final

6. FBI Public Service Announcements on Cyber Threats to Law Enforcement.

https://www.fbi.gov/news

7. Verizon 2024 Data Breach Investigations Report.

https://www.verizon.com/business/resources/reports/dbir

8. MS-ISAC for State, Local, Tribal, and Territorial Governments.

https://www.cisecurity.org/ms-isac

Understanding the Rising CBRN and Counterterrorism Threat: Why Your Organization Must Act Now

The Increasingly Volatile World Around Us

In today’s increasingly volatile world, the threat landscape is rapidly evolving. Chemical, biological, radiological, and nuclear (CBRN) hazards, once the exclusive concern of military planners, are now squarely in the public and private sectors’ domain. At the same time, non-state actors and terrorist groups continue to pursue unconventional means of attack, raising the stakes for agencies, businesses, and communities alike.

The Expanding Global Threat of CBRN and Asymmetric Terrorism

From chemical and biological agents to radiological and nuclear weapons, the modern CBRN environment is more dynamic and dangerous than ever. In recent years, geopolitical instability, the rise of rogue states, growing terrorist ambitions, and accelerating technological advancements have created a climate where CBRN threats are no longer hypothetical—they are imminent.

The use of chemical agents in Syria, the Novichok poisoning in the U.K., and attempted radiological weapon plots all reinforce this reality. Synthetic biology, gene editing, and poorly secured radiological sources have further lowered the barrier for nefarious actors to acquire or develop WMD capabilities (National Academies, 2018).

What’s more troubling is that while these threats are increasing, national preparedness appears to be moving in the opposite direction.

In June 2025, the Department of Homeland Security (DHS) announced the dismantling of its Countering Weapons of Mass Destruction (CWMD) Office, dissolving it into separate components across the agency (Global Biodefense, 2025). This move weakens centralized coordination and disperses critical responsibilities for biosurveillance, threat detection, and operational response, just when national cohesion is most needed.

As the 2022 U.S. National Security Strategy makes clear, preventing the spread and use of WMDs must remain a top priority (White House, 2022). But the elimination of the CWMD Office raises serious questions about how prepared we truly are.

The Local Impact: Why This Matters to Your Agency or Business

CBRN incidents don’t always begin on battlefields; they often begin in local hospitals, schools, transportation hubs, or private facilities with hazardous materials. If your organization isn't currently assessing its exposure to CBRN risks or preparing for terrorist threats, you're operating with a blind spot.

The United Nations Office of Counter-Terrorism (2023) warns that terrorist organizations are actively pursuing the tools and knowledge to exploit biological and radiological vulnerabilities. The COVID-19 pandemic, for example, revealed just how devastating a biological threat can be, causing trillions in economic damage and straining every level of public health infrastructure. We cannot afford to be reactive in the face of such danger.

How Summit Response Group Helps You Lead Through Crisis

Summit Response Group exists to close the gap between known threats and real-world readiness. Our mission is to help you build the internal capability to detect, deter, and respond to modern hazards—including CBRN and terrorism-related events.

Our services include:

✅ CBRN Risk & Vulnerability Assessments
✅ Counterterrorism and Intelligence-Led Threat Planning
✅ Emergency Response SOP and Crisis Policy Development
✅ Custom Training for Hazmat, CBRN, and Terrorism Response
✅ Full-Spectrum Exercises: Tabletop (TTX) to Full-Scale (FSE)
✅ Leadership, Team Communication, and Incident Command Training

We work with public safety agencies, government departments, critical infrastructure teams, and private companies to ensure your organization is not just compliant but truly resilient.

Don’t Wait for a Crisis to Test Your System

CBRN and counterterrorism threats are not slowing down. If your department or company hasn’t updated its preparedness strategy within the past year, now is the time.

Let Summit Response Group help you train your leaders, forge resilience, and master response. Reach out today and take the first step toward operational confidence and community protection.

📩 Contact Us: info@summitresponsegroup.com
🌐 Learn more: www.summitresponsegroup.com
🔒 Training Leaders. Forging Resilience. Mastering Response.

References

Global Biodefense. (2025, June 16). DHS FY 2026 budget dissolves CWMD office amid structural overhaul. https://globalbiodefense.com/2025/06/16/dhs-fy-2026-budget-dissolves-cwmd-office-amid-structural-overhaul/

National Academies of Sciences, Engineering, and Medicine. (2018). Biodefense in the Age of Synthetic Biology. https://doi.org/10.17226/24890

Organisation for the Prohibition of Chemical Weapons (OPCW). (2021). Statement on the use of Novichok nerve agent. https://www.opcw.org/

United Nations Office of Counter-Terrorism. (2023). Preventing the acquisition and use of weapons of mass destruction by terrorist groups. https://www.un.org/counterterrorism

White House. (2022). National Security Strategy of the United States. https://www.whitehouse.gov/wp-content/uploads/2022/10/National-Security-Strategy-2022.pdf

BAM Weather Partnership Announcement

Summit Response Group is proud to announce a new strategic partnership with BAM Weather, a leading private weather company, to integrate their innovative Clarity platform into our operational and consulting services. This collaboration enhances our mission of equipping leaders, responders, and organizations with the tools needed to anticipate and respond to all-hazard events including CBRN, natural disasters, and homeland security threats.

About BAM Weather
BAM Weather provides private weather forecasts and expert consulting to clients across the agriculture, education, events, retail, and landscaping industries serving companies and individuals all over the world. Their mission is simple but powerful: deliver weather intelligence in a way that’s easy to understand so people can act fast and make confident, high-stakes decisions.

BAM’s team of expert meteorologists use advanced modeling and proprietary tools to deliver hyper-local, real-time insights that help reduce risk, protect operations, and increase readiness.

The BAMWX Clarity platform is more than a forecast it's a real-time decision-support system. From fast-developing weather systems to long-range planning, Clarity helps emergency managers, public safety leaders, and business teams:

✔️Understand how incoming weather affects mission-critical operations

✔️Monitor hyper-local impacts in real time

✔️Make proactive decisions to mitigate delays, closures, and safety hazards

✔️Support CBRN and all-hazards planning with accurate, actionable forecasts

Summit Response Group is integrating Clarity directly into our daily operations and training programs to improve situational awareness across:

✅ CBRN and Hazmat Response Support
✅ Crisis Leadership and Deployment Planning
✅ Event Safety and Emergency Management
✅ Public Safety Coordination and Business Continuity

Summit Response Group is able to show our clients the benefits and features that BAM Weather can bring to the table. With severe weather always a threat you need 24/7 detailed intelligence to make the best decisions.

We're excited about this partnership and looking forward to showing you what BAM Weather can do for you!

Why Public Safety Consulting Is the Key to Operational Efficiency for Local Governments

Strengthening Communities Through Strategic Expertise

In an era where public safety agencies are expected to do more with less, local governments and first responder departments are under mounting pressure. Fire departments, EMS providers, and law enforcement agencies must not only meet rising service demands but also justify costly capital investments like fire apparatus, emergency vehicles, and life-saving tools, amid tightening budgets and heightened public scrutiny.

Enter public safety consulting firms like Summit Response Group, which specialize in helping agencies improve operational efficiency, secure critical funding, and plan for sustainable growth.

Helping Departments Justify Critical Investments

Acquiring a new fire engine or police vehicle is more than a procurement decision; it’s a strategic investment in community safety. But before these purchases get the green light, they must often pass rigorous scrutiny from budget boards, city councils, and elected officials.

Consulting firms like Summit Response Group bring clarity to the process by working directly with departments to craft professional presentations, detailed cost-benefit analyses, and data-backed justification reports. These materials translate technical needs into accessible, compelling cases that emphasize the impact on response times, public safety, compliance with national standards, and long-term operational readiness.

"We help departments tell their story in a way that resonates with stakeholders and the public,” says Jason Kephart, President of Summit Response Group. “That’s how we turn budget requests into community-backed investments.”

Planning for Sustainable Growth

Beyond the immediate need for new equipment, agencies must think long-term. Strategic growth planning is essential to address rising populations, expanding service areas, and aging infrastructure.

Summit Response Group provides public safety agencies with comprehensive planning support from apparatus replacement schedules and personnel projections to new station development and lifecycle budgeting. This proactive approach ensures departments are prepared not just for today’s emergencies, but for tomorrow’s challenges.

Why ISO Ratings Matter for Everyone

Another vital area where consultants add value is in improving a department’s Insurance Services Office (ISO) rating, a national benchmark that evaluates local fire protection capabilities. A lower ISO rating often translates into reduced property insurance premiums for both homeowners and businesses.

Consultants evaluate factors like staffing, water supply, apparatus deployment, and communication systems to identify gaps and recommend improvements. The result? A more efficient emergency response system and tangible financial benefits for the entire community.

“Improving your ISO score isn’t just good for the fire department—it’s good economic policy,” adds Kephart. “Better ratings lower insurance costs and demonstrate a city’s commitment to public safety and smart growth.”

A Partner in Public Safety Excellence

Summit Response Group is more than a consulting firm; it’s a trusted partner to public safety professionals across the country. With a team of experienced fire, EMS, and law enforcement experts, they provide tailored services in:

• Strategic planning & operational assessments

• Capital acquisition & justification

• ISO improvement strategies

• Fire and EMS station planning

• Inter-agency coordination and collaboration

For local governments seeking to improve the efficiency, readiness, and sustainability of their public safety services, firms like Summit Response Group offer the expertise and objectivity needed to move from reactive to proactive leadership.

Learn how strategic consulting can improve your department’s impact at www.summitresponsegroup.com