the leader’s role in creating vigilant, prepared and resilient communities fbinaa i-1

The Leader’s Role in Creating Vigilant, Prepared and Resilient Communities

The Leader’s Role inCreating Vigilant, Prepared and

Resilient Communities

The Leader’s Role inCreating Vigilant, Prepared and

Resilient Communities

FBINAA

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Western Community Policing Institute

• Funded by the • U.S. Department of

Homeland Security/ODP

• U.S. Department of Justice/COPS/BJA

• Delivering Training since 1996

• Located at Western Oregon University in Monmouth, Oregon

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Module I: Introductions and Logistics

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Terminal Learning Objective Module I

To provide participants with an overview of The Leader’s Role in Creating Vigilant, Prepared, and Resilient Communities workshop.

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Enabling Objectives Module I

At the conclusion of the module, participants will able to:1. Describe cognitive course goals and summarize

major module objectives in this workshop2. Explain how course materials can be applied by

public safety and community leaders, in creating vigilant, prepared, and resilient communities

3. Complete a written pre-test to gauge pre-class knowledge and to focus participant’s attention on the workshop content

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Course Logistics

• Coffee• Restrooms• Phone calls and pagers• Breaks and meals• Seating arrangement• Sign-in roster• Participant notebooks

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Introductions

• Name• Agency Affiliation• Community

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Course Goal

This workshop is designed to train and equip public safety and community leaders with the skills necessary to create vigilant, prepared, and resilient communities for homeland security.

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Workshop Overview

• Scenario-based• Designed for public safety and community leaders• Training focuses on gap analysis and community

partnerships• Requires active participation and problem-solving

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Course Terminal Learning Objectives

• Module I: To provide participants with an overview of The Leader’s Role in Creating Vigilant, Prepared, and Resilient Communities workshop.

• Module II: To define the new and evolving roles and expectations for public safety and community leaders in terms of homeland security with a focus on community collaboration and partnerships.

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• Module III: To implement the ‘Gap Analysis’ process, to analyze, compare, and rate jurisdictional needs and community capacity to respond to an event.

• Module IV: To recognize the new roles for public safety and community leaders, in homeland security and to actively engage participants in identifying their partners and communities, to achieve higher levels of preparation and response capacity for significant events.

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• Module V: To implement a methodology for public safety and community leaders to seek out and encourage active citizen, business, and private infrastructure participation for homeland security.

• Module VI: To provide participants an opportunity to demonstrate their understanding of course material, by presenting and evaluating their proposed action plan.

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• What are your expectations from this workshop?

• How can the material covered in this workshop be used to create vigilant, prepared, and resilient communities for homeland security?

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Pre-Test

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Module Wrap-up

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• How would you describe the cognitive course goals and summarize the major module objectives in this workshop?

• How can the course materials in this workshop be applied in creating vigilant, prepared, and resilient communities?

• Were you able to complete the workshop pre-test?


Module II: Defining the New Expectations

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Terminal Learning Objective Module II

To define the new and evolving roles and expectations for public safety and community leaders in terms of homeland security with a focus on community collaboration and partnerships.

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Enabling Objectives Module II

At the conclusion of the module, participants will able to:1. Demonstrate familiarity with Federal laws, rules,

and Presidential directives (Federal mandates)2. List the public safety and community leader’s roles

as described in the Federal mandates3. Discuss other grant opportunities

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Homeland Security Definition

Homeland security is a concerted national effort to prevent terrorist attacks within the United States, reduce America’s vulnerability to terrorism, and minimize the damage and recovery from attacks that do occur.

(National Strategy for Homeland Security July 2002)

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So what does homeland security mean to you?

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National Preparedness Guidelines:

“Publication of the National Preparedness Guidelines (Guidelines) finalizes development of the national goal and its related preparedness tools.”

(DHS, National Preparedness Guidelines, September 2007).”

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Has the relationship between the Federal Government and local organizations, related to homeland security, changed since 911, Hurricanes Katrina, and Rita as identified in the National Preparedness Guidelines?

What can we identify as the tenets of homeland security, based on the National Preparedness Guidelines?

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Tenets of Homeland Security

• Vigilance• Preparation• Resilience

What does this mean to me?

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National Preparedness Guidelines

• Capabilities Based Preparedness• National Planning Scenarios • Target Capabilities List • Universal Task List

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National Strategy for Homeland Security

Critical Mission Areas:

• Intelligence and Warning • Border and Transportation Security • Domestic Counterterrorism • Protecting Critical Infrastructures and Key Assets • Defending against Catastrophic Threats • Emergency Preparedness and Response

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National Response Framework

Elements:

• National Response Framework: Evolution• Roles and Responsibilities• Response Actions• Response Organization• Planning: A Critical Element of Effective

Response • Additional Resources and NRF Resource

Center

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VIDEO: The National Response Framework

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HSPD-5

• Purpose: To enhance the ability of the United States to manage domestic incidents by establishing a single, comprehensive national incident management system.

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HSPD-7

• Purpose: This directive establishes a national policy for Federal departments and agencies to identify and prioritize United States critical infrastructure and key resources and to protect them from terrorist attacks.

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HSPD-8

Purpose: To establish policies to strengthen the preparedness of the United States to prevent and respond to threatened or actual domestic terrorist attacks, major disasters, and other emergencies by requiring a national domestic all-hazards preparedness goal, establishing mechanisms for improved delivery of Federal preparedness assistance to State and local governments, and outlining actions to strengthen preparedness capabilities of Federal, State, and local entities.

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Grant Opportunities

• Port security• Critical infrastructure protection• Regional and local mass transits systems• Equipment and training for first responders• Homeland security

See FY 2006 Homeland Security Grant ProgramWebsite: Grants.gov

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Community Partnerships and Engagement

How do we build partnerships and engage the community?

Community Policing:• Community partnerships• Problem-solving• Organizational change• Prevention• Ethics and Integrity

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The leader’s role

What are the roles of public safety and community leader, as described in the Federal mandates?

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What is Community Policing?

“…a philosophy wherein the police and thecommunity share resources and responsibility for solving recurring problems that directly or indirectly threaten community safety or livability.”

Western Community Policing Institute, 2005

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“... The police are the public and the public are the police...”

“Police, at all times should maintain a relationship with the public that gives reality to the historic tradition that the police are the public and the public are the police; the police being only the members of the public that are paid to give full-time attention to the duties which are incumbent on every citizen in the interest of community welfare and existence.”

- Sir Robert Peel -1835

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What is Community Policing?

“…a philosophy wherein the police and thecommunity share resources and responsibility for solving recurring problems that directly or indirectly threaten community safety or livability.”

Western Community Policing Institute, 2005

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VIDEO: High Noon

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Creating Vigilant, Prepared, and Resilient Communities for Homeland Security

Problem to PlanGroup DynamicsCommunity PolicingHomeland SecurityCommunity ResponsibilityEthical IssuesAction PlanTeam Presentations

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Module Wrap-up

• How would you summarize the Federal laws, rules, and Presidential Directives presented in this module?

• What would you list as the community leader’s role, as described in the Federal mandates?

• Were you able to identify grant opportunity information that could be useful in your community?

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Module III: Gap Analysis: Plan forward by looking back

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Terminal Learning Objective Module III

To implement the ‘Gap Analysis’ process, to analyze, compare, and rate jurisdictional needs and community capacity to respond to an event.

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Enabling Objectives Module III

At the conclusion of the module, participants will able to:1. Analyze and list the “Real Hazards”2. Identify and list the “Desired Responses”3. Identify and list the “Actions/Tasks”4. Analyze, compare, and rate the “Action/Tasks”

and the current “Community Capacity”5. Plot the ratings and complete gap analysis

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The Event• Real Hazards Case Study

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VIDEO: The Event

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VIDEO:

The Event:

“What would happen if this occurred in your

community?”


If this event, or a similar event, were to occur in your community, would you be able to deal with it rightnow?

How would it go?

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Starting the gap analysis

Assuming you could go back 18 months from today and start over, what would you do differently to be prepared for this event?

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Terrorist Attack

• How could I improve my jurisdiction’s performance?

• How will identify where to put my efforts?

• Where will I work with my community?

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Model Process

• Identify REAL HAZARDS• Identify DESIRED RESPONSES• Identify “WHAT NEEDS” to be done• Rate my CAPACITY

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TimeMitigation Preparedness Response Recovery

Event

Identify Hazards / Issues:1. Control fire

2. Clogged traffic

3. Treat injured

4. Hazardous smoke

5. Set perimeters

6. Other bombs

Identify ideal concepts of operation

evacuate

Agency actions

Community helpExamples

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Development of Target Capabilities

Scenarios

The 15 National Planning Scenarios encompass the range, scope, magnitude, and complexity of plausible catastrophic natural disasters or terrorist attacks

Tasks

Universal Task List (UTL) used to populate the Capabilities. UTL addresses the 15 planning scenarios

Capabilities

Scenarios are organized into 37 Capabilities that contain the skill sets that Federal, State, and local jurisdictions should build and maintain to prevent, protect against, respond to, and recover from catastrophic events

National Preparedness Goal Creates Capabilities-Based Planning Process:

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Building Preparedness

Equip

Exercise

Plan

TrainSet Target

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Step 1—Real Hazards

• Think about your jurisdiction’s response during this event

• Identify the REAL HAZARDS in the event • Share with your group, the REAL HAZARDS that

you perceive in this event• Record the REAL HAZARDS

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Step 2—Desired Responses (Concept of Operations)

• Knowing that this event will occur in your jurisdiction• Define your desired responses to the events that will take

place• Each hazard has a way that it could be handled, identify

your desired responses• This is the “big picture” of how you would like to see

this managed• Remember this event takes place for at least 3-days • Using the worksheet list your desired responses

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Step 3—Actions/Tasks

• Mind Map process• Consider what specifically needs to be

done?

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Individually Or For Your Jurisdiction Group

• Select three of your Desired Responses (Step Two)• Brainstorm

– Be prepared to work in a small group to compile a group compilation list of NEEDS that must be done

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Example—Evacuations

Evacuations

?

Relief for Persons on the

Line

TrafficControlCommunity

Help

?

RouteMap Plan

BarricadesPlaced

Jurisdiction Work

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Finishing Step Three

• Transfer the information from your mind map process to Step Four – Rate the Needs Capacity of Your Community “Examples” form

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Step 4 – Needs Rating

• Based on the “examples” you’ve recorded, rate your jurisdiction’s need to respond to the assigned event

• Based on the “examples” you’ve recorded, rate your community’s capacity to respond the assigned event

• If you do not know—it is a zero

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Plot your ratings

• Plot the ratings you have just assigned• Record the corresponding “example” letter on the chart

according to its “jurisdictional need” and “community capacity” (X,Y) axis value

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0

1

2

3

4

5

0 1 2 3 4 5

J urisdiction Need

Com

munit

y

Capacit

y

Plot Your Priorities

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Prioritize

0

1

2

3

4

5

0 1 2 3 4 5

J urisdiction Need

Com

munit

y

Capacit

y

C

A

B

DE

Example plotting

of “What needs”

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Closing the Gaps

• What are my jurisdiction’s “gaps”• When considering the gaps, do either

change or leadership issues contribute to the problem?

• How do I select where to focus my efforts?• What resources are currently available?• Do I know what is currently being done in

my community?• Who can I partner with?

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Module Wrap-up

• Were you able to list the “real hazards”• Were you able to identify and list the “desired responses”• Were you able to identify and list the “actions/tasks”?• Were you able to analyze, compare, and rate the

actions/tasks” and current “community capacity”?• Were you able to plot the rating to determine your

community gap analysis?• Were you able to complete your gap analysis?

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Module IV: Change, Leadership, and Community Resources

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Terminal Learning Objective Module IV

To recognize the new roles for public safety and community leaders in homeland security and to actively engage participants in identifying their partners and communities, to achieve higher levels of preparation and response capacity for significant events.

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Enabling Objectives Module IVAt the conclusion of the module, participants will able to:

1. Describe the leader’s role in homeland security, including new change factors, critical thinking, and leadership

2. Describe the process of leadership fusion, necessary between various agencies and the public to achieve greater levels of preparedness and response to a significant event

3. Review Infragard services, to develop liaison with agencies and the private sector involved in homeland security efforts

4. Identify resources to assess where unique groups are located and how they can engage them in meeting community safety goals

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Paradigms…

Community Partnerships

and Homeland Security

“We’re not in Kansas anymore”

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Has your paradigm changed?

• Has your worldview changed since 9/11, Katrina, and Rita?

• How have the events of 9/11, Katrina, and Rita influenced how you function and interact in your community?

• How have the events of 9/11, Katrina, and Rita influenced your assumptions about homeland security?

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VIDEO: Die Hard

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Tenets of Homeland Security

• Vigilance

• Preparation

• Resilience (Recovery)

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Change is all around us

• Demographics• Technology• Economy• Global Issues• Education• Families• Communities• Travel

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• When have you experienced change, either personally or professionally?

• What occurred during that change and what made it difficult?

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Change


Continuum of Change

Change factors

Critical thinking Leadership

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Fusion

• A merging of diverse elements into a unified whole

• A collaborative partnership: a coalition

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Some organizations fail to change due to:

• Lack of management visibility and support

• Employee resistance to change

• Inadequate change-management skills

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For change to occur, people must:

1. Be uncomfortable with the current situation.2. Have a vision for something better.3. See the change as “doable” because the required steps

are understood.

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Critical Thinking

• Helps uncover bias and prejudice

• Is a path to freedom from half-truths and deceptions

• Requires the willingness to say “I don’t know”

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Critical Thinking

• Approaches to life and living which characterize critical thinking:

• Inquisitiveness with regard to a wide range of issues• Concern to become and remain well informed• Alertness to opportunities to use critical thinking• Trust in the processes of reasoned inquiry• Self-confidence in one’s own abilities to reason• Open-mindedness regarding divergent worldviews


Critical Thinking (con’d)

• Flexibility in considering alternatives and opinions• Understanding of the opinions of others• Fair-mindedness in appraising reasoning• Honesty in facing one’s own biases, prejudices,

stereotypes, or egocentric tendencies• Prudence in suspending, making, or altering judgments• Willingness to reconsider and revise views where honest

reflection suggests that change is warranted


The Leader’s Role

• “Someone who sets direction and influences people to follow that direction.” (FEMA, “Leadership and Influence,” December 2005)

• Webster’s defines a leader as, “a person who has commanding authority or influence, …”

What is your definition of a leader?

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Activity: Relating to Homeland Security

• Community Partnerships• Leadership• Problem Solving• Organizational Change• Ethics• Prevention

What does ________ have to do with Homeland Security?

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Community Resources

• Where do you find the community resources needed to close the existing or potential gaps in homeland security?

• How do you build the needed collaborative and cooperative relationships?

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VIDEO: Volunteers in Police Service

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Infragard

“It is our goal to improve and extend informationsharing between private industry and thegovernment, particularly the FBI, when it comes to critical national infrastructures.”

(www.infragard.net)

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Module Wrap-up

• How would you describe the leader’s role in homeland security, including change factors, critical thinking, and leadership?

• How and why is the process of leadership fusion necessary between various agencies and the public?

• What resources are available through Infragard?• Were you able to identify resources in your

community?

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Module V: Community Partnerships for Homeland Security

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Terminal Learning Objective Module V

To implement a methodology for public safety and community leaders to seek out and encourage active citizen, business, and private infrastructure participation for homeland security.

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Enabling Objectives Module V

At the conclusion of the module, participants will able to:1. Identify existing homeland security resources at the

community level2. Evaluate the current level of community partnerships and

collaboration, that already exist in the community3. Identify and list community partners that may/will fill

preparedness gaps, determined through the gap analysis process

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The Circle of Community

Local Government

Service Clubs and Organizations

Faith Groups

Seniors

Social S

ervice

s

State/Federal Gov’t

Edu

cati

on

. ..

Utiliti

es

Boy/Girl Scouts

Emergency Responders

Neighborhood WatchSpecial In

terest Groups

Medical Services

Banks

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Activity: Alphabet PartnersActivity: Alphabet Partners

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Evaluating Partnerships

• What I know– In my community, who is currently

working on homeland security/all-hazards?– Do I need to be working with them now?– Are there other existing partners I can work with?

• What I do not know– In my community, who might be involved (directly or

indirectly) in some homeland security/all-hazards efforts?– How will I find out?– Can I partner with them?

• Examples from my group

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Module Wrap-up

• Were you able to identify existing homeland security resources at the community level?

• Were you able to evaluate the current level of community preparedness and collaboration that already exists in your community?

• What community partners were you able to identify, that many/will fill preparedness gaps?

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Module VI: Team Presentation and Evaluation

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Terminal Learning Objective Module VI

To provide participants an opportunity to demonstrate their understanding of course material, by presenting and evaluating their proposed action planning instrument.

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Enabling Objectives Module VI

At the conclusion of the module, participants will able to:1. Present and support their action planning

instrument2. Evaluate their team’s action planning instrument3. Offer evaluation feedback to the other teams’

proposed action planning instrument

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Action Planning Instrument

Step One: Our team’s initial ideasStep Two: Our resources/partnershipsStep Three: What we still need to knowStep Four: Our solution – Action Planning

What specifically will we do?How will our plan operate?Who will help?Do we have community buy-in?What are the possible consequences?

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Community Resource Partnership

• A community partner (Step 3)• The “What” specifically

– A selected item the “what needs” list (Step 4)

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Infrastructure Sector Partnerships

• A selected item from desired response list (step 3)

• The “What” specifically– A selected item the “what

needs” list (Step 4)

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Individual Preparedness

• A selected item from desired response list (step 3)

• The “What” specifically– A selected item the “what needs” list

(Step 4)

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Action Planning Instrument

• Select at least two gaps to be filled with community partnerships, including:– Community group partnership/resource– Infrastructure sector partnership

• “Pencil-out” the plan outlines for your community– Community partnership– Infrastructure partnership– Individual Preparedness

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Team Presentation

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Evaluation: Is the Problem Solved?

Some questions to ask might be: • Did the action planning instrument work?• How will we know if we have been successful?• What did I learn from this process?• How much did I contribute to solving the problem?

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Post Test

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Module VI Wrap-up

• Were you able to present and support your team’s action plan?

• Were you able to evaluate your team’s action plan?• Did you offer evaluation feedback to the other team’s

action plan?

VI-12


Course Evaluation

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Thank you, for making a difference!

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Things That Matter

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the leader’s role in creating vigilant, prepared and resilient communities fbinaa i-1

Documents

leaders role

resilient communities

resilient communities

problemsolving i

community capacity

community partnerships

community collaboration

public safety