Post on 12-Oct-2020
Vol. 35 No. 5 May 2018
201 Park Washington Court, Falls Church, VA 22046-4527
phone: 703-538-1795 • fax: 703-241-5603 • e-mail: info@iaem.com • website: www.iaem.com
In this issue You Should Run for anIAEM Leadership Position
IAEM-Canada Innovation
& Leadership Conference
June 5-8, 2018
Calgary, Alberta
7th Annual IAEM-USA
Region 3 Symposium
June 27, 2018
Fairfax, Virginia
continued on page 2
Call for Articles:
IAEM Bulletin Special
Focus Issue:
“Cybersecurity”
Deadline: May 21, 2018
Scholarship Application
Period Open ............... 3CEM Corner ................... 5IAEM Awards Program ... 7Seeking Applicants for
IAEM Certification
Commission ............... 8Where Are They Now? .... 9Certification Profile ...... 10
IAEM in Action ..............11
Student Stipend ............. 12
Conference News ..........13
U.S. Government Affairs .14
The Emerging EM
Professional ............. 15
Feature Articles Index
Page 16
EM Calendar/Staff .........31
Certification Listing .......32
New Members ............... 34
By Marty Shaub, CEM, UCEM, IAEM-USA 1st Vice President
Y ou should run for an IAEM
office. Have you thought about
it? YOU.
Regional presidents and the elected
officers make up the IAEM-USA Board of
Directors. An effective board of directors
works together as a unit in carrying out
the duties, roles and responsibilities of
the association. The association’s
documents (strategic plan, bylaws and
administrative policies and procedures)
and some state and federal statutes
define and set forth the duties and roles
of the board.
I am almost certain you have good
ideas about how to make your associa-
tion – and by virtue of IAEM’s position,
your industry – better. Do you want to
make a difference?
Don’t Wait for a “Better Time”
Many people on the fringes of
engaging think that everyone else is
better positioned to serve or that there
will be a better time to raise their hand.
Don’t wait.
There is no better time to champion
your issues than right now while it’s on
your mind. There is no one else better to
champion the issues you care about than
you. Yep, YOU.
What’s Holding You Back?
Putting yourself out there the first
time can be (and usually is) a little
unnerving. You’re confused, you’re
unsure what to do, and you’re worried
you will make mistakes.
Guess what? That’s ok. You may make
mistakes. You may even (gasp!) lose. But
in the process, you are doing the right
thing if you’re running for the right
reasons.
Make a Real, Lasting Difference
If you are wanting to improve a
situation that matters, and working hard
for what is right, you are a winner – even
if that’s not what the results say after the
ballots are counted. If you lose, then
maybe, like many losing candidates
before you, you will win on your next try.
If you win, you’ll have a huge opportunity
to make a real and lasting difference.
Either way, just by running you’ll be
doing more than 95% of the people in
any given profession do in trying to make
a difference.
Note: Individual members in good
standing are eligible to run for elected
office. Frankly, you’ve paid for that
Please read “The New and Improved IAEM Awards Program,” by Cullen Case Jr., MPA, CEM, and
Rocky Lopes, Ph.D., Chair, IAEM Awards & Recognition Committee, to find out what’s new this year in the
2018 IAEM Awards Competition. Then visit the IAEM website at www.iaem.com/Awards to learn how to enter this
year’s competition. > IAEM Awards Entry Deadline: Friday, June 1, 2018, 5:00 p.m. EDT <
Visit the Conference News page to learn about the Call for Poster Showcase Abstracts.
Deadline for Submissions: May 18, 2018, 5:00 p.m. EDT
2
IAEM Bulletin May 2018
privilege as a dues-paying member,
so go for it!
What Office Are YOU
Running for This Year?
IAEM-USA Regional Presidents
In 2018, members of IAEM-USA
Regions 2, 4, 6, 8, and 10 are
electing a regional president.
Duties, Responsibilities
and Helpful Experiences
Regional presidents represent
the association to members who live
in their geographic region, helping
to ascertain what members want
and need from the association. Each
IAEM-USA regional president serves
as a liaison to at least one commit-
tee and caucus. Individual members
in good standing for at least two
years are eligible to serve the
association on the IAEM-USA Board
of Directors as a regional president.
Regional presidents are expected to
participate in monthly board
meetings (web-based) and in-person
meetings (annual conference and a
mid-year retreat); submit a monthly
report of regional activities; and
participate with task force and ad
hoc activities as assigned.
Previous engagement on a board
of directors in a similarly structured
association, or leading an IAEM-USA
standing committee or caucus is
helpful preparatory experience for
these positions.
IAEM-USA Second Vice President
Duties, Responsibilities
and Helpful Experiences
The second vice president will
eventually serve as IAEM-USA
president. During the second vice
president’s term, one’s primary
responsibility is as a liaison to the
committees, caucuses, ad hoc
committees, and commissions –
shepherding the association’s
strategic plan progress.
The year as second vice presi-
dent provides time to work with the
structure and activities of the IAEM-
USA Executive Committee and the
business of the association. IAEM-
USA has a strategic plan, bylaws,
and an administrative policy and
procedures manual to guide opera-
tions, so technically it is difficult to
mess up the legal stuff.
The second vice president
performs the duties of the president
in the absence or disability of the
president and first vice president
You Should Run for an IAEMLeadership Position
continued from page 1
and performs other duties as required by the IAEM-USA Adminis-
trative Policies and Procedures.
Good people and organizational skills, interest in and a concept of serving the greater good, being flexible and ready to pitch in in whatever capacity that can contrib-
ute to keeping things operating smoothly are helpful skill sets for this engagement. Previous service as a regional president or in a similarly structured organization (like a state association as president) are helpful preparatory experience for this position.
IAEM-USA Secretary
Duties, Responsibilities
and Helpful Experiences
The IAEM-USA secretary is responsible for ensuring that the documents of the association
(meeting minutes, etc.) are main-
tained. Additionally, the secretary is frequently tasked with providing support to the board through special projects. Good people and organiza-
tional skills, interest in and a concept of serving the greater good, being flexible and ready to pitch-in in whatever capacity that can contrib-
ute to keeping things operating smoothly are helpful skill sets for this engagement.
The Officer Election Process
The officer election process is explained in the IAEM Administra-
tive Policies and Procedures, beginning on page 42. If you know someone who would be good in any of these positions, please pass this information on to them. p
IAEM-USA 2018 ElectionsWatch for call for nominations emails from IAEM Headquarters on
Friday, June 1, 2018. IAEM-USA members will receive the call for nomina-
tions for IAEM-USA officers. Those who reside in IAEM-USA Regions 2, 4,
6, 8, and 10 also will receive a call for nominations email for their region.
3
IAEM Bulletin May 2018
T he IAEM Scholarship
Program opened the
application period for
2018-2019 scholarships on Apr. 23,
2018. The application period will
close on June 12, 2018, 5:00 p.m.
EDT. Applications are available at
www.iaem.com/scholarships.
The IAEM Scholarship Program
supports the future of emergency
management by providing scholar-
ships through a competitive process
to full-time undergraduate and full-
and part-time graduate students
working toward degrees in emer-
gency management, disaster
management or a closely related
field of study. Since 2001, the
program has provided $98,500 in
scholarships to 56 students.
Part-time GraduateStudent Application
In 2017, the Scholarship Commis-
sion for the first-time reviewed
scholarship applications from part-
time graduate students who are also
IAEM Scholarship Application Period OpensFull-time Undergrad and Full- and Part-time Grad Students are Encouraged to Apply
By Dawn M. Shiley, CAE, IAEM Scholarship Program Director
actively involved in emergency
management through employment
or volunteer activities. The 2017
part-time graduate student applica-
tion period was conducted after the
regular application period and was
announced as a one-time test
program.
Based on the applications
received in 2017, the Scholarship
Commission concluded that the part-
time graduate application program
should continue. This year, part-time
graduate student applications will
be accepted during the same
application period as full-time
students, so all materials for this
category also must be received by
June 12, 2018, 5:00 p.m. EDT.
Application Tools
Submitting an incomplete
application is the most common
mistake noted by the IAEM Scholar-
ship Commission. An incomplete
application is automatically invalid.
To avoid this mistake, the commis-
sion created checklists for each
application type. Students are
encouraged to download and fully
read the application instructions to
determine the application appropri-
ate for them. Be sure to download
and use the checklist for the applica-
tion to ensure the application will be
eligible to be reviewed.
Questions about the program or
the application may be directed to
IAEM Scholarship Program Director
Dawn M. Shiley at shiley@iaem.com
or 703-538-3542. p
Save the Date...
7th Annual IAEM-USA
Region 3 Symposium
June 27, 2018
8:30 a.m.-3:00 p.m. EDT
Stacy C. Sherwood Community Center
Fairfax, Virginia
Event Site: iaem.com/2018R3
Plan now to attend!
Subscribe to the IAEM-USA
Government Affairs Update
IAEM members can subscribe to a free, added member service and receive periodic email updates from IAEM-USA Government Affairs Director Thad Huguley, focusing on legislative and regulatory news impacting the emergency management profession.
Log into your IAEM member profile, scroll to the bottom of the page, and check the box next to “Subscribe to IAEM-USA Government Affairs Update.”
Alternately, you can access past issues in the Update Archives online. p
4
IAEM Bulletin May 2018
The 2018 IAEM-Canada EM Leadership & InnovationConference begins on June 5 in Calgary – don’t miss out!
Registration is now live for the IAEM-Canada
2018 Emergency Management Leadership &
Innovation Conference, set for June 5-8, 2018,
at Cenovus Energy’s The Bow, in Calgary, Alberta.
This inaugural IAEM-Canada event will bring together
leaders in emergency management to share the latest in
technologies being used, and lessons learned around the
world, to prepare for, respond to and recover from
disasters.
Visit the IAEM-Canada event site for details, including
the program and the speakers. This is a training and
networking opportunity that you don’t want to miss.
Register Today
Register early and receive an early bird discount.
Fees increase on May 25, 2018. IAEM members also
receive an additional discount. All conference registra-
tion types include breaks, lunch, and sessions for the day
registered.
Download Accommodations Map
(area hotels and distance from The Bow)
View complete hotel information and rates online
See complete conference details at
iaem.com/Canada2018
5
IAEM Bulletin May 2018
By Daryl Lee Spiewak, CEM, TEM, MEP, Lead Trainer for the CEM® Commission,
and Chair, IAEM-Global Communications Work Group
How to Avoid AEM®/CEM® ApplicationResubmissions (Part 1, Documentation)
CEM® Corner
continued on page 6
L ast month we began new
discussions on resubmissions
with a focus on the essay
for the CEM®/AEM® application. It
was noted that the essay is one
common area often requiring
resubmissions. This month I will
continue our discussion on
resubmissions with a focus on
documentation.
Documentation is the second
biggest area often requiring a
resubmission. This is due to a variety
of reasons, such as missing docu-
mentation, non-letterhead refer-
ence letter(s), documentation that
does not validate the claim being
made, and documentation that is
difficult to read or understand.
Missing Documentation
One area where the Commission-
ers often see missing documentation
is in the Work History and Experi-
ence section. In the Work History
section, candidates are to upload
copies of their current job descrip-
tions and a supervisor’s statement.
The application states a “candidate
must submit a copy of his/her
current position description.” If the
candidate is seeking credit for a
previous job, then he or she should
submit a copy of that job description
along with the dates of employ-
ment.
If a job description is not avail-
able, “the candidate should attach a
signed letter/statement from the
current (or past) supervisor that (1)
states that a position description
does not exist, has been changed, or
is unavailable, and (2) outlines (a)
the disaster/emergency manage-
ment functions performed by the
candidate, (b) the dates of this
service, and (c) the approximate
amount of time spent in disaster/
emergency management duties.”
Commissioners use these docu-
ments to verify the candidate
completed a minimum of three
years full-time work in comprehen-
sive and integrated emergency
management duties. If the candi-
date has a degree in emergency or
disaster-related management, then
only two years need to be docu-
mented. Without these two docu-
ments, the Commissioners cannot
validate the claims and the candi-
date must resubmit the required
documents within 90 days to receive
the appropriate credit.
Some candidates claim they do
not have formal written job descrip-
tions. This could be due to the
candidate being a business owner or
an independent contractor. In that
case, provide a description of the
duties performed under various
contracts and provide a copy or two
of a Scope of Work. These should
demonstrate work in comprehensive
and integrated emergency manage-
ment. Don’t forget to include the
dates of ownership or employment.
The Commissioners do not need a
complete and signed contract, nor
do we need a list of your clients.
Uniformed services candidates could
provide copies of their officer or
noncommissioned officer annual
evaluation reports highlighting the
emergency management duties.
In the Work Experience section,
candidates are to upload documen-
tation demonstrating participation
in a full-scale exercise or two
separate functional exercises, or
“experience in the preparation,
response, recovery, and mitigation
phases of an actual declared disaster
or major public event such as major
sporting event, state visit or special
event.” Candidates will forget to
upload documentation demonstrat-
ing “the candidate’s experience” in
the exercises or events often citing
the organization’s participation.
Sometimes the candidate will submit
drills or tabletop exercise documen-
tation while claiming credit for a full-
scale or two functional exercises.
Copies of exercise or EOC sign-in
sheets or After Action Review
reports listing the candidate’s name
and position/duties would suffice to
demonstrate personal participation.
A signed letter from the supervisor
or exercise director also would
suffice.
Non-letterhead
Reference Letter(s)
The second area often over-
looked is the reference letters.
Recently, the IAEM-USA Board
reduced the number of signed
reference letters that must be
included in the application. Now a
candidate need submit only one
signed reference letter on official
letterhead paper from the current
supervisor. The Commissioners know
a few organizations do not use
“official letterheads.” If that is the
case, the supervisor should state so
in the letter and include the appro-
priate contact information. If the
6
IAEM Bulletin May 2018
CEM® Corner continued from page 5
supervisor refuses to sign a refer-
ence letter due to official organiza-
tional policy, the candidate should
state this is the case and provide a
signed reference letter on official
letterhead from a second reference
source.
Documentation Does
Not Validate Claim
As mentioned above with the
Work Experience section, candidates
often submit general descriptive
documentation or documentation
discussing something other than the
claim being made. For example, a
candidate might claim two func-
tional exercises, but upload docu-
mentation describing drills, tabletop
exercises, or organizational experi-
ence rather than the candidate’s
personal experience.
Candidates have mistakenly
submitted job descriptions for
positions unrelated to emergency
management. In the Professional
Contributions section, candidates
sometimes submit documentation
under the Professional Membership
category for organizations that are
not emergency or disaster-related
management. The Commissioners
consider the organization’s mission
statement rather than its name to
determine if it meets the specified
criteria for credit.
Under the Professional Confer-
ence category of Professional
Contributions, candidates often will
forget to include documentation
validating a minimum of 40 contact
hours at emergency and/or disaster-
related management conferences.
The Commissioners often will see
30-39 hours properly documented.
Remember, you must demon-
strate the actual hours for the
content being claimed, or the
Commissioners will credit only a
maximum of six hours per full day of
the conference. The mistake here is
that the candidate assumes an eight
contact hour credit per day instead
of the six allowable hours. Commis-
sioners use the published agenda/
schedule to count the contact hours
for general and breakout sessions
and meals with a speaker. Other
conference time is not counted.
Under the Course Development
category of Professional Contribu-
tions, candidates often will submit a
PowerPoint slide deck as validation
of a course he or she developed. The
application specifically states that a
copy of “PowerPoint slides does not
demonstrate a candidate’s role in
developing or revising a course of
instruction.” The application does
say to upload a copy of the lesson
plan or other documents validating
the candidate’s role in developing
the course.
Documentation Is
Difficult to Read
If the documentation is large,
include only the necessary sections
that will demonstrate your claim to
the Commissioners reviewing it.
Highlight the appropriate sections or
tell the Commissioners on which
page they can find the required
information in your narrative. Do
not include unnecessary documenta-
tion as it wastes the Commissioners’
limited time available for your
review.
When scanning your documents
for uploading to the application,
ensure that the final copy is read-
able and clear. If necessary, rotate
the file and resave it so that it reads
upright.
For documentation that contains
“buzz words” or terms specific to
your niche in emergency or disaster-
related management, provide
explanations so the reviewing
Commissioners can better under-
stand what you are presenting. This
saves review time and makes the
reviews more accurate. Don’t
receive a resubmission letter
because the Commissioners could
not understand what your documen-
tation was telling them.
Final Words
Do a final review of your applica-
tion and all of its associated docu-
mentation before submission. Check
to ensure that the documentation
you upload is complete, accurate,
and validates the claims being
made. It is your responsibility to
ensure that your application is
correct and complete. Don’t expect
the Commissioners to do your work
for you.
This is your professional certifica-
tion application. Make sure that
your application reflects your
professional status. Then you should
be recommended for certification by
the Certification Commission the
first time rather than receiving a
resubmission letter due to poor or
missing documentation.
Next Month
Next month I will discuss the
training requirements and associ-
ated documentation errors that
result in resubmission letters to
candidates. As usual, please send
any questions you have about the
examination or the certification
process to me at info@iaem.com,
and I will address them in future
articles. p
7
IAEM Bulletin May 2018
T he IAEM Annual Awards
Competition went through
a deep soul-searching
review over the past few months.
The committee wanted to not only
optimize what is in place but also to
establish a solid path for the future.
The outcome, you ask? We
have a newly invigorated awards
competition in which all members
are invited to participate.
How did we do this? We
engaged a group of 16 IAEM
members from across the spectrum
of our association’s membership to
review the past five years of award
submissions, look at multiple other
association awards programs, and
have long discussions about the
current state and future of the
awards program. We believe that
the end results is a simplified
program.
What’s Different This Year?
Simplification
n We eliminated the divisions so
there is only one award for the
Public Awareness and Technology &
Innovation categories.
n We eliminated the “Academic
Recognition Award,” because the
Poster Showcase fulfills the same
area of recognition.
What’s New
We created a new award
category for Emergency Manager of
the Year. We already had several “of
the year” awards, but didn’t have
one overarching award for our
profession. Now we do! This award
is separate and distinctly different
from the Clayton R. Christopher
Memorial Award, as the Emergency
Manager of the Year Award is open
to any emergency management
practitioner at any level (federal,
Announcement from the Ministry of Recognition
The New and Improved IAEM Awards ProgramBy Cullen Case Jr., MPA, CEM, and
Rocky Lopes, Ph.D., Chair, IAEM Awards & Recognition Committee
state, tribal, academic, military, and private).
See the IAEM website for more information, entry guidelines and forms at iaem.com/Awards. We encourage anyone who has done something notable, contributed to the profession of emergency management, and/or developed a program that goes above and beyond to submit an entry for recognition by the IAEM.
Many awards can be self-
nominated. For those who have done great work, but don’t have a co-conspirator to submit the nomination for them, take a look at
the award guidelines. Awards are
not only for those who have been
long-standing IAEM members or for
emergency management agency
heads. Awards have been presented
to people who are new to IAEM and
even new to the profession.
Don’t Delay
The awards entry deadline is
Friday, June 1, 2018, at 5:00 p.m.
EDT – and will not be extended.
Remember the old saying, you
can’t win unless you buy a ticket – in
this case, the ticket to enter is free
as an IAEM membership benefit —
submit an entry today! p
P.S. – Rocky Wants You!We are always in need of members who want to see the amazing work of
the association – join us and serve as an awards judge. Even if you don’t have
time to serve on the overall Awards & Recognition Committee, serving as an
awards judge (during June only) can be a way to work on a short-term project
for the IAEM, our profession, and receive credit toward a CEM® credential.
Judges must be a current IAEM member and not be an award entrant in
the category they are judging. If you are interested in serving as a judge,
please contact Awards & Recognition Committee Chair, Rocky Lopes, at
iaem@rockylopes.com.
8
IAEM Bulletin May 2018
AEM®/CEM® News
T he IAEM Certification Commission is looking for
candidates to fill several commissioner openings
for the Class of 2021, serving from January 1,
2019 to December 31, 2021. The Certification Commis-
sion conducts electronic reviews using the online system.
Responsibilities of Commissioners
Every other month, commissioners are expected to review, on average, 12-20 applications, based on volume, within a 30-day window. Interested applicants must be detail oriented, responsive via email and phone, and plan to devote approximately 30 hours per review month (180 hours yearly) to online reviews. Commissioners also draft notification letters to candidates so commissioners must possess clear, concise writing skills.
The Certification Commission has one or two in-
person meetings per year as well as quarterly conference calls lasting between one to two hours to discuss policy and procedure changes. Occasionally, commissioners may be asked to serve on a short term ad-hoc working group related to a topic of discussion on the Certification Commission. IAEM is prepared to cover the travel costs for the in-person review meetings for commissioners living outside of the DC metro area.
Qualifications of Candidates
There are a limited number of available spaces, but any interested certified U.S. individual is encouraged to apply, as we are looking to identify people who are willing to serve as alternates to represent each emer-
gency manager category should seats become available mid-term. See the chart of commissioner categories.
Commissioners must be full-time working emergency management practitioners, current CEM®s, and success-
fully recertified at least once, with a demonstrated knowledge of emergency management, desire to serve, ability to work without bias and maintain confidentiality as well as the credibility of the AEM®/CEM® credential.
Applicants should ensure they have access to a computer without security limitations to access zip, pdf, msg, jpeg, gif, mov, Powerpoint, and Word files. Access to Microsoft Publisher is a benefit. Users should be using the current version of any of the major browsers (latest Firefox, Chrome, Safari or Internet Explorer). Interested individuals should identify themselves as being computer
savvy and have a willingness to learn how to use the
online application portal.
What Makes a Strong Application
Strong applications will provide examples to demon-
strate the following desired criteria:
n Articulates how own experience in emergency
management translates into being a good Commissioner.
n Ability to meet time commitment required by the
Commission.
n Ability to work in an unbiased and confidential
manner.
n Demonstrated commitment to promoting the
IAEM Certification Program.
n Experience using digital/online tools.
n Ability to work as a member of a team.
n Clear, concise writing skills and attention to detail.
How to Become a Candidate
Candidates interested in serving on the Certification
Commission should submit the following information to
IAEM Program Manager Kate McClimans at
KMcClimans@iaem.com by June 1, 2018:
n Letter of intent – expressing desire to serve as acommissioner as well as willingness to devote the
necessary time to participate in online reviews and
commission meetings.
n Personal Commissioner Qualities – a shortnarrative (maximum of two pages) describing the
qualities the applicant will bring to the commission.
Include the date of CEM initial certification and
recertification(s).
n Qualification(s) to Serve – up to a one-pagedescription of the qualifications for the category(ies) of
participation to be considered as described in the chart
of CEM Commissioner categories. Application must
clearly indicate which category the candidate’s current
employment represents.
n Current resume.
n One letter of reference from current supervisor –
to verify and support Commissioner criteria as well as to
show support for the time commitment.
Call for Certification Commission Candidates
Application Deadline: June 1, 2018
continued on page 9
9
IAEM Bulletin May 2018
n One letter of reference from a current CEM® – to
illustrate professionalism as an emergency manager and
commitment to the IAEM certification program. Addi-
tional letters of support may be submitted to help
highlight candidate’s attributes. (Note: If a candidate’s
supervisor is also a CEM®, only one letter is required as
long as the reference is able to address both bullet
points.
Incomplete or Late Applications
Incomplete applications will not be considered. Upon
receipt, a candidate will receive confirmation that
information was received by IAEM HQ. Late submissions
may be held over for the following year. Candidates will
be notified of the results this fall. p
Editor’s Note: 2018 marks the 25th anniversary of the
IAEM Certification Program. Each month this year, one
individual from the original certification class of 1993
who has maintained the CEM for 25 years will be high-
lighted.
Rosemarie Chisholm-Cohen, CEM
Beachwood, New Jersey
Retired as deputy emergency management coordinator,
Ocean County (New Jersey) Sheriff’s Department
Years in emergency management:
39 years
Job responsibilities:
As the deputy emergency management coordinator for
Ocean County, New Jersey, I assisted and supported
emergency response in 33 municipalities which were
challenged with coastal storms and forest fires.
Best part of my job:
The satisfaction in knowing that I had a role in saving
lives and preserving properties.
Why is your certification important to you?
It is a measurement of accomplishment within the
profession. I was so proud to be a member of the
development committee for the CEM® credential. It is
one of my proudest accomplishments – seeing this
certification come to fruition.
Call for Certification Commission Candidates continued from page 8
Last country I visited:
Great Britain
Most exciting thing I’ve ever done:
I served as President of NCCEM (now IAEM) in 1993-
1994.
The hardest thing I’ve ever done:
Without a doubt, the most difficult thing I have ever
done was to retire from a job that I loved for health
reasons. p
Rosemarie Chisholm-Cohen, CEM
Where Are They Now?
Rosemarie Chisholm-Cohen, with her husband
A Reason to Celebrate
2018 marks the 25th anniversary of
the IAEM Certification Program –
and we’re celebrating all year long!
Anniversary news and updates will be posted
on the IAEM website and IAEM social media
accounts throughout the year.
10
IAEM Bulletin May 2018
Editor’s Note: IAEM launched the
IAEM Certification Profile Series as a
way to highlight AEM®s and CEM®s
across the world. Each month we
will spotlight another emergency
manager.
IAEM Certification Profile
Andrea Davis, CEM
Andrea Davis, CEM
Director, Global Crisis Management
and Business Continuity
The Walt Disney Company
Burbank, California
Years in emergency management:
18 years
Job responsibilities:
Oversee an enterprise-wide depart-
ment that is responsible for all-
hazards crisis planning and testing
for Disney and its affiliates (ESPN,
ABC, Parks, etc.) worldwide.
Describe the culture at your job:
Fun!
Original certification date:
Oct. 9, 2014
Why is your IAEM certification
important to you?
The network and creditability that a
CEM® designation provides is
amazing. Every job that I have had
in emergency management has
come from the IAEM Jobs Board!
How do you promote the IAEM
certification program?
Anytime I am at a speaking engage-
ment, I talk about the value of IAEM
and having a CEM®. I have made
having a CEM® a requirement to be
hired on my team.
How has the certification
advanced your career?
I don't believe I would be an execu-
tive at a Fortune 50 company
without it.
Last country I visited:
Cuba.
Last time I was nervous:
Briefing Fox11 News.
Most exciting thing I’ve ever done:
Seeing ACDC live in Dublin,
Ireland. p
Connect through the IAEM Jobs Board!
The IAEM Jobs Board is the place for emergency management job seekers
and employers to connect.
And it’s absolutely free to the public, courtesy of IAEM!
www.iaem.com/Jobs
Learn about the CEM® Program
and apply to be a
Certified Emergency Manager
or Associate Emergency Manager
candidate at:
www.iaem.com/CEM
Don’t Miss the Final
Offering in the 2018 IAEM Certification Webinar Series
Professional Contributions
June 13, 2018
1:00-2:00 p.m. EDT
register online
The IAEM Certification Webinar Series is a free program to assist candidates in obtaining their certification with IAEM. With premises rooted in the elements of a successful certification application and succinctly proving the meeting of the criteria, this series of short, valuable experiences demonstrates to candidates that certification is attainable.
Did you miss any of the previous webinars? Recordings of both the 2017 and 2018 series are available online. p
11
IAEM Bulletin May 2018
IAEM in Action
IAEM CEO Beth Armstrong (right) with New Jersey
Emergency Preparedness Association President Bill
Stevenson, at the 20th Annual NJEPA Conference, held in
Atlantic City, New Jersey, May 2, 2018.
From left: IAEM-USA Region 7 President Dan Robeson,
CEM; FEMA Region 7 Administrator Paul Taylor; and
MOEMA President Chet Hunter at the IAEM-USA Region
7 booth, 2018 Missouri Emergency Management
Association Conference, St. Louis, Missouri, on Apr. 18,
2018.
IAEM representatives to EMAP Commission met on Apr.
19-20, 2018, in Newport, Rhode Island. IAEM
Commissioners include Robie Robinson, CEM, Barb Graff,
CEM, Nick Crossley, CEM, Geoff Bartlett, AEM, and Judd
Freed, CEM.
IAEM-USA Region 5 Vice President and Government
Affairs Vice Chair Brad H. Gilbert (right) with FEMA
Region 5 Administrator Jamie K. Joseph (left).
Administrator Joseph spoke at the Ohio Emergency
Management Spring Conference, after which Gilbert
and Joseph met to discuss issues related to FEMA and
local EM programs.
RI EM Director Pete Gaynor presented
EMAP Executive Director Nicole Ishmael
a Certificate of Special Recognition for 15
years of service, signed by RI Governor
Gina Giamondo on April 17, at EMAP’s
ProWeek in Newport.
12
IAEM Bulletin May 2018
IAEM Headquarters is maintaining a list of IAEM
members who have a current student membership
and wish to be considered for a student registra-
tion fee stipend in the amount of $310 (early bird conference rate). The stipend can be used toward either the registration fee or to help support travel expenses to attend the IAEM 2018 Annual Conference in Grand Rapids, Michigan.
Be Considered for Stipend Lottery
Students should email their interest to be considered for the registration fee stipend lottery to IAEM Member-
ship Manager Sharon Kelly, info@iaem.com, no later than Monday, Aug. 20, 2018, along with the following information:
n your name;
n your complete contact information; and
n the university you are attending.
Your Responsibilities if Selected for a Stipend
Notifications will be sent via email by Aug. 27, 2018.
If you are selected, in order to claim the stipend, you will
be required to do the following:
1. Complete an online registration form and obtain a
registration number no later than Sept. 14, 2018. In the
payment section, please select “pay by check” and then
complete the registration process. If selected, the funds
will be posted to your registration once the conference
has concluded. You can pay for any additional registra-
tion fees once the payment has been posted to your
record. You will receive an email letting you know how much you owe if you have a remaining balance due.
2. Notify IAEM Headquarters by email that you will accept the stipend by Sept. 17, 2018. Your acceptance must include your conference registration number and proof of registration for the Fall 2018 semester (or equivalent) at your university. This can be a copy of your class schedule, university proof of enrollment, etc.
3. Participate in a group picture during the Annual
Conference (date, time and location to be determined). At that time, you will receive from IAEM HQ a reimburse-
ment form to complete and return to IAEM staff for processing.
4. Attend the Student Council Meeting at the Annual Conference (see conference program for details).
Commit to Work as Conference Staff
for Registration Fee Discounts
Reminder: IAEM student members can sign up as conference staff during the online registration process to help work off/reduce your registration fee. This is a great opportunity to get involved and support the overall mission of the conference, all while networking with other emergency management professionals. Confer-
ence staff will receive a $25 registration fee discount for each hour worked. You will not be compensated for any hours worked that exceed the value of the registration fee, nor will you be compensated if you are unable to work the hours assigned to you. p
IAEM Student Member Conference Registration Fee Stipend
IAEM Student News
If you’re not involved in an IAEM committee, you’re missing out!Go online to see a complete list of IAEM-USA Committees and Caucuses and IAEM-Canada Committees with links to each committee’s web page. Peruse committee pages to find your area(s) of interest. Then contact the chair, and volunteer to participate.
Visit the IAEM conference site to
get the latest details about plenary speakers, special events, breakout sessions,
and networking opportunities.
Program content, logistics, hotel rates, all you need to know at: iaemconference.info
13
IAEM Bulletin May 2018
IAEM Annual Conference News
Final Days to Enter the
IAEM Poster Showcase
Deadline: May 18, 2018, 5:00 p.m. EDT
The Poster Showcase is open to individuals to share
their knowledge or findings obtained through experience
or research. Last year’s expansion of the Poster Show-
case made this event larger than it has ever been before.
Don’t miss out on the last speaking opportunity
available at the IAEM 66th Annual Conference & EMEX in
Grand Rapids, Michigan. Participants who are chosen to
display their posters will receive certificates of participa-
tion that document credit toward the IAEM Certification
Program under Professional Contribution Category F,
Speaking.
Participants can choose one of two divisions:
n Competitive Division
a. Choose a category – practitioner, academic or
student (undergraduate or graduate).
b. Present your poster to a group of evaluators to
qualify for gold, silver or bronze recognition from
IAEM.
n Non-Competitive Division
a. There are no categories in the Non-Competitive
Division. Participants share their research or
practice with others at the conference.
Please Note:
n All participants will receive a certificate of partici-
pation documenting credit towards the IAEM Certifica-
tion Program under Professional Contribution Category F, Speaking.
n The Poster Showcase is open to individuals (and not organizations) to share their work.
n All requirements are found at Poster Showcase Guidance.
Watch the webinar recording and read the Poster Showcase Guidance to learn all tips, requirements and most importantly how to enter and earn gold, silver or bronze recognition from IAEM.
n Abstract entry into the Poster Showcase must be submitted via email attachment in Word format, using subject line “IAEM-USA Poster Showcase Abstract,” to Julie Husk at jhusk@iaem.com by Friday, May 18, 2018, 5:00 p.m. EDT. More information can be found onl
n Deadline: May 18, 2018, 5:00 p.m. EDT.
n Visit the conference website for more information. p
Plenary Speaker: Frank DeAngelis,
Retired Columbine High School Principal
IAEM Annual Conference Oct. 24 plenary session
speaker Frank DeAngelis, retired Columbine High School
principal who served the school for 35 years, was there
during the mass shooting tragedy that redefined the
nation. Frank tells a story about the events through the
aftermath. His presentation reveals the leadership
lessons learned from Columbine in the focus of an
international firestorm. Frank’s honest, straightforward
account provides invaluable insights into managing the
after-crisis with students, staff members, community
members, and never-ending media attention. He shares
how he was able to build a community that worked
together for his kids – the students at Columbine High
School. The take-aways from this presentation should be
required reading for every U.S. leader.
Frank is a Colorado native with a master’s degree in
secondary education and social studies from University of
Colorado. He has been involved in
numerous professional activities and
associations, and has received
multiple awards for his teaching,
leadership and coaching skills. He
also has been called upon to speak
about recovery after a school
tragedy at a variety of conferences,
and has assisted as a consultant
after a number of other violent school events. He was
selected as Colorado High School Principal of the Year
and was one of three finalists for National Principal of the
Year. He received the Jefferson Country Lifetime Achieve-
ment Award and the Gandhi, King, Ikeda Community
Builders Award. Since retiring in 2014, he has worked as
a consultant for safety and emergency management for
the Jeffco School District and continues to accept
speaking engagements in the United States, Canada, and
Europe. p
14
IAEM Bulletin May 2018
President’s Proposed FY 2019 Budget forU.S. Emergency Management Programs
By Thad Huguley, IAEM-USA Government Affairs Director
U.S. Government Affairs
E ven though the President
submitted his proposed
Fiscal Year (FY) 2019
federal budget on Feb. 12, 2018,
Congress did not begin consideration
of this budget request until recently.
That is because at the time of the
President’s budget submission, the
President and Congress had only a
few days earlier reached agreement
on a two-year top-line budget deal
covering FY 2018 and FY 2019.
For the next six weeks, all
attention was focused on finalizing
the details of the appropriations
package that would fund all federal
government agencies and programs
for FY 2018. Action on FY 2018
appropriations was finally completed
on Mar. 23, 2018, nearly six months
after the start of the 2018 fiscal
year.
For emergency management
programs administered by the
Federal Emergency Management
Agency (FEMA), the President’s FY
2019 budget request is proposing a
number of cuts, which are high-
lighted in Figure 1 below.
If the President’s proposed FY
2019 emergency management
program numbers look familiar, that
is because they are nearly identical
to the President’s FY 2018 funding
request, which Congress rejected. In
addition, on Apr. 13, the President
submitted a budget amendment to
his proposed FEMA budget request-
ing an additional $522 million for a
new, competitive all-hazards grant
program. The President made an
identical request as part of the FY
2018 appropriations process, but
Congress rejected funding this
unauthorized grant program.
Brock Long Testifies Before
House Homeland Security
Appropriations Subcommittee
FEMA Administrator Brock Long
testified before the House Home-
land Security Appropriations
Subcommittee on Apr. 13 on the
President’s proposed budget for
FEMA. Many Members of Congress
expressed concerns with the
magnitude and scope of the budget
cuts proposed by the President. Not
surprisingly, Administrator Long did
not want to spend a lot of time
talking about the proposed budget
cuts, but rather focused his testi-
mony on his vision for the agency.
The two-year budget deal
agreed to in February provides a
total of $579 billion in FY 2018 for all
non-defense agencies and programs
of the federal government. For FY
2019, the budget deal sets non-
defense spending at $597 billion, a
$21 billion increase above the FY
2018 level. Although this increase
opens up the possibility of additional
funding being made available for
emergency management programs,
it is by no means a guarantee, since
there are many competing demands
for funding.
Reach out to your
Members of Congress
While emergency management
programs have a long history of
bipartisan support in Congress, IAEM
members need to contact their
Members of Congress and urge
them to not only reject the
President’s proposed cuts to emer-
gency management programs, but
also to encourage them to support
additional funding for these pro-
grams.
This is especially important for
those within IAEM whose Members
of Congress serve on either the
House or Senate Appropriations
Committees. IAEM members have a
great story to tell of their work in
the community, and we need to
remind Congress of the importance
of these programs to communities
across the country. p
Figure 1. President’s FY 2019 budget request for emergency management programs.
Program FY 2019 Request FY 2018 Appropriation
FEMA Federal Assistance (total) $2,122,733,000 $3,018,731,000
EMPG $279,335,000 $350,000,000
State Homeland Security Grants $349,362,000 $507,000,000
Firefighter Assistance Grants $344,344,000 $350,000,000
Emergency Management Institute $18,824,000 $20,569,000
Pre-Disaster Mitigation Fund $39,016,000 $249,200,000
15
IAEM Bulletin May 2018
A Good Support System Is Critical to Your SuccessBy Dr. Mutryce A. Williams, IAEM-Global Student Council
The Emerging Emergency Management Professional
Find an IAEM Certification Mentor here:
www.iaem.com/mentors.cfm
In previous articles in The
Emerging Emergency Man-
agement Professional series,
we have discussed mentorship, goal
setting, improving upon one’s
character, volunteering, and
remaining focused throughout one’s
academic and professional journey.
In this issue, I would like us to discuss
the importance of having a good
support system because your
support system is critical to your
success.
It’s graduation season. Many
graduates look forward to closing
that last academic textbook,
submitting that final paper, donning
a graduation gown, crossing the
stage, and receiving a much-
deserved diploma. It is indeed a
celebratory time.
This very important milestone in
one’s life is commemorated with
graduation dinners, parties, gifts,
and trips. Many graduates look
forward to the next chapter of their
lives. One door is closed, and the
other is opened.
Showing Gratitude
to your Supporters
Key to this celebratory season is
gratitude toward and acknowledge-
ment of those who were a source of
strength and support throughout
the arduous academic journey.
You may hear the refrain, “I
could not have done it without the
unwavering support of my parents,
spouse, children, siblings, professors,
advisors, teachers, coaches, spiritual
guide, trusted circle of friends, or
college mates.” You may hear, “This
accomplishment is not only mine but
it is the accomplishment of my
family or loved ones, as they were
the ones who traveled this journey
with me. It was a team effort.”
I am almost certain that there
isn’t one person who crossed or who
will cross the stage during this
graduation season who will say, “I
did it all by myself. This accomplish-
ment is mine and only mine.”
It Isn’t a Sprint –
It’s a Marathon
The academic journey is not
without its share of adversity. The
odds may seem impossible. Through-
out, you will hear that this journey is
not a sprint but rather a marathon –
and this is very true.
I recall as a student seeing an
illustration that depicted the pitfalls
or obstacles to be encountered
while on this journey. These ob-
stacles were on either side of the
road just waiting to clobber you, but
if you take a look at a marathon or
have participated in a marathon,
you realize that lining that road is a
crowd of people cheering on the
runners.
These spectators provide
encouragement. They help to
provide that much needed emo-
tional fuel which helps the
marathoner to finish the race.
Surround yourself with positive
people, people who would cheer you
on and want to see you succeed. Do
not let doubt, or the negative
comments of others detract you. Do
not become overwhelmed by what
lies ahead. Press on. In a year or two
or three or more, you will accom-
plish your goal.
It’s Easier Thanks to Those
Who Cheer You On
I am confident that you can do it.
I can tell you, however, that this
goal can be accomplished a lot
easier if you have your own crowd of
spectators lining your marathon
route, cheering you on as you move
through your academic journey.
In summary, I want you to
realize that having a good support
system is critical to your academic
success. You don’t have to go it
alone. You should not have to go it
alone.
Quotes on Support Systems
n “Have a reliable support
system around you, so that fear
doesn’t talk you out of taking
action.” – unknown
n “Surround yourself with people
who get it.” – unknown
n “We all need someone we can
count on. Having a good support
system is integral to peace of mind.”
– unknown
n “Surround yourself with people
who are going to lift you higher.”
– Oprah Winfrey
n “You have to have help –
people with the same vision as you
and people you trust.” – Monica
Potter p
16
IAEM Bulletin May 2018
Community Recipes for Resilience: Lessons from the
Super Storms of 2017, Janet K. Benini, MPA, CEM,
Professor, School of Engineering & Applied Science,
George Washington University; Co-Chair of the IAEM
Professional Development Training Certification (PDTC)
program and one of its two lead instructors; and NATO
Civil Emergency Planning Expert .................................. 17
Building a Common Operating Picture for Utility Situ-
ational Awareness during Catastrophic Emergencies,
by Matthew R. Ziska, Ph.D., CSP, CBCP, and Tanea
Thompson, CBCP, Senior Program Managers, Enterprise
Resilience, Xcel Energy ................................................. 21
Feature Articles Index
Make Sure You Receive
the Latest News!
Are you receiving the IAEM Dispatch weekly e-newsletter every Thursday?
If not, check your spam filter or
subscribe at www.iaemdispatch.com.
The IAEM Dispatch tackles today’s most relevant issues, gathered from sources like Associated Press, The Washington Post, Financial Times, and the leading industry publications. Delivered to the in-
boxes of emergency management industry profes-
sionals, the IAEM Dispatch keeps professionals informed of topics that impact their programs. Subscribers are decision-makers with purchasing power – the top-tier professionals in the industry.
Want to advertise in the Dispatch? Check out who subscribes and ask for an IAEM Dispatch media kit at www.iaemdispatch.com.
The Importance of Higher Education in Emergency
Management, by Justin G. Tilghman, MS, CEM, EMT-P,
Director of Public Safety Programs, Lenoir Community
College .......................................................................... 24
The Certified Emergency Manager (CEM®) Application
Process – A Valuable Practice that has Significance and
Meaning for Everyone Involved, Webb Strang, CEM,
Safety Director, Kentucky Department of Corrections,
LaGrange, Kentucky ..................................................... 26
Energy Resilience in San Francisco and New York,
by Ben Paulos, Writer and Consultant, Solar Market
Pathways ...................................................................... 28
The IAEM Bulletin, a benefit of membership in IAEM,
is in its 35th year of providing news and resources for IAEM members. The Bulletin Archives are available online
for members only at www.iaem.com/Bulletin.
IAEM Bulletin Call for Articles:
“Cybersecurity”
Deadline for Article Submissions:
Extended to May 21, 2018
The IAEM Editorial Work Group is seeking articles on the topic of “Cybersecurity” for the first special focus issue of 2018.
Articles might include, but are not limited to: Cybersecurity 101 about securing your own security and how you protect your own assets; how you incorporate cybersecurity into your CEMP/EOP; a discussion of available Internet resources; how to coordinate cybersecurity among your response team; how to protect information in your EOC; preparing for cybersecurity incidents, vulnerabilities and risks associated with IOT (Internet of Things – including AV systems, HVAC, remote sensors, etc.), best practices for designing and conducting cybersecurity exercises.
Word length: 750-1,500 words. Email articles in Word or text format to IAEM Bulletin Editor Karen Thompson.
17
IAEM Bulletin May 2018
continued on page 18
Community Recipes for Resilience:Lessons from the Superstorms of 2017
by Janet K. Benini, MPA, CEM, Part-time Professor, School of Engineering & Applied Science,
George Washington University (teaching graduate courses in Crisis, Disaster and Risk
Management); Co-Chair of the IAEM Professional Development Training Certification (PDTC)
program and one of its two lead instructors; and NATO Civil Emergency Planning Expert1
with Mary Boone, Samantha Bopp, Leah Capek, Zoe Despertt, Jianyu Li, Rachel Metz,
Daniela Poss, Audrey Speer, Carl-Gesler St-Jean, and Shreya Venkataramana
1 As a NATO Civil Emergency Planning Expert, Janet Benini is a member of the
Standing Advisory Support Team to assist NATO member nations achieve their
goals for disaster and defense resilience.
T he three Category 4
hurricanes that struck the
United States between
August and September 2017
occupied the news for months and
filled their communities with
challenges and opportunities that
will continue for years. The larger
emergency management commu-
nity can learn several lessons about
resilience, if we look carefully at the
three events and the communities in
which they occurred.
My graduate class at the George
Washington University decided to
study the response to these storms
in depth to learn what lessons they
might hold for emergency managers
and community leaders. We focused
on the impacts of three: Harvey in
Texas, Irma in Florida and Puerto
Rico, and Maria in Puerto Rico.
We learned that communities
have different recipes for resilience,
and some work better than others
do. Here are three primary ingredi-
ents for a successful recipe for
resilience:
n Where you end up depends on
where you start. Both mitigation
and preparedness pay off for
communities that invest in them.
n Resilience depends on the
“whole of community,” which has a
broader definition than just busi-
nesses and NGOs helping govern-
ment. The role of local government
as “conductor of the orchestra” is
essential.
n The local specifics of each
community vary widely and heavily
influence the recipe for resilience for
that community.
The Storms’ Impacts
The storms were historic: Harvey
dumped 27 trillion gallons of water
in Texas, resulting in 82 deaths and
approximately $180 billion in
damages. In Florida, Irma killed 75
and created $150-200 billion in
damage. Between Irma and Maria
in Puerto Rico, the official death toll
is 64, which differs from the 1,052
that other unofficial sources have
reported, and about $95 billion in
damage to a much frailer infrastruc-
ture.
Evacuations
There were unclear and contra-
dictory signals in all three locations
about evacuations. Emergency
managers would be wise to review
and consider revising evacuation
plans. In Texas, while the Governor
urged evacuations in part or all of 30
counties — potentially 6.5 million
people – the Mayor of Houston felt
citizens were safer staying home.
Florida had a similar experience with
6.3 million people under evacuation
orders, but Miami-Dade hesitating
and then encouraging only people
“living near construction cranes” to
evacuate. Although an early
implementer of contra-flow, or
making most freeway lanes travel
only in one direction, in this case
Florida did not implement that
system, instead allowing evacuees
to drive on the freeway shoulders in
addition to the lanes on their side of
the freeway. In Puerto Rico, while
officials urged thousands to evacu-
ate for Hurricane Irma and 4,000
took shelter in the convention
center, the most urgent evacuation
order came following Hurricane
Maria, when 70,000 people were
ordered to move out immediately
when a dam experienced a major
breach. Due primarily to lack of
communications, only fewer than
350 actually did evacuate, and the
fast action of the U.S. Army Corps of
Engineers reduced the breach to
save thousands of lives.
Search and Rescue
Nowhere did local volunteers
and community support demon-
strate their power as in the search
and rescue efforts following the
hurricanes. The Cajun Navy, a
nonprofit organization formed in
Louisiana after Hurricane Katrina
and used in the floods of 2016,
rescued thousands in Houston
following Hurricane Harvey. Neigh-
bors and friends also accomplished
many of the rescues in Puerto Rico,
where infrastructure damage
18
IAEM Bulletin May 2018
Community Recipes for Resilience
continued from page 17
was devastated. After help from
outside, WIPR AM was able to
broadcast after a few days, but only
while spending $5,000 per week on
diesel fuel for generators, as power
was still out. Coast Alaska then
donated a “radio to go” kit, and two
engineers to set it up, so the station
could run on as little power as a car
battery.
Media attention from the
outside also varied greatly as the
graphic below demonstrates.
Whether due to “hurricane fatigue”
as suggested by some pundits, or
just the geographical and technical
difficulties associated with Puerto
Rico, the events there were not
highlighted in the media nearly as
much as the preceding hurricanes
mainland.
Private Sector
Businesses are the engines of
communities, and business continu-
ity management has improved
dramatically in the last decade.
Businesses also recognize their
crucial role in supporting employees.
Walmart spent $1.5 million on its
impacted employees, and Target
gave $100 gift cards to 10,000 of its
employees affected by the storms.
Starbucks closed its stores early in
the areas where storms were
coming, to allow their employees to
prepare their families, yet continued
to pay the employees’ wages.
Businesses then stepped up after
the storms to recover quickly. Many
provided goods and services for free.
Chobani offered their products, and
Duracell gave free batteries.
Verizon, AT&T and other communi-
cations companies went to extraor-
dinary lengths to quickly restore
services, including using LTE balloons
in areas that were impassible for
service vehicles. They offered
unlimited text and voice calls. They
also set up free charging lockers for
mobile phone users without electric-
ity. The banking system collaborated
to quickly re-establish services in
Puerto Rico, despite widespread and
ongoing power outages.
Companies also reached out to
help damaged communities as a
whole. Target donated $4 million to
various charities; Walmart provided
$20 million of supplies for shelters;
and Tesla provided solar panels and
batteries for Puerto Rico.
The business/government
interface improved, too. FEMA’s
limited the travels of federal search
and rescue teams. Nonetheless,
more than 28 federal teams acti-
vated during the three responses,
accomplishing thousands of rescues
of people and pets.
Public Information
and Media Attention
Communications is an important
area where the Texas and Florida
experience was quite different from
that of Puerto Rico. As part of the
nation’s alert and warning system,
the use of datacasting by Houston
public media not only provided
detailed public information, includ-
ing video from static cameras and
drones, but also it was possible to
get encrypted data to targeted
recipients in the responder commu-
nity even when other stations lacked
power. Florida’s extensive public
information network used conven-
tional and social media to advantage
citizens’ communications. In
contrast, the public radio and
television capability in Puerto Rico continued on page 19
19
IAEM Bulletin May 2018
more robust systems, and Puerto
Rico paying a huge price for its
systems that went into the storm in
a fragile and vulnerable state.
In Texas, 290 roads were closed,
and 13 bridges damaged. Repairs
were estimated at $25 million.
Florida’s road damage consisted
primarily of debris removal. Puerto
Rico’s road damage was much more
severe, as 1,500 roads closed and an
estimated $240 million was needed
for repair.
The water systems in Puerto Rico
were also far more affected than in
either Texas or Florida, although
there were short-term impacts in
those states, too. About 28 million
gallons of untreated wastewater
was released in 22 counties in
Florida, and 1% of the wastewater
treatment plans in Texas were taken
offline. In Puerto Rico, over half of
the population was impacted by lack
of fresh water treatment and/or
wastewater processing.
Again, with electrical systems, in
Texas 300,000 customers lost power,
and in Florida it was 16 million. But
in Puerto Rico, all 3.4 million
customers lost power, with 80% of
transmission lines damaged or
destroyed and repairs continuing for
months into years.
Finally, looking at the school
systems, in both Texas and Florida
schools were closed for 10 days or
less. In Puerto Rico at the one-
month post event milestone, only
9% of schools were open, and many
of those were without power. Many
Puerto Rican families are relocating,
with Florida, Texas and New York
increasing their student populations
and streamlining the teacher
certification process to be able to
hire Puerto Rican teachers.
Healthcare
Texas provides an excellent
example of how mitigation mea-
sures improve system performance.
The Texas Medical Center (TMC) in
Houston is one of the largest in the
world. After experiencing repeated
floods, the Center invested in
submarine-type doorways which
they can close if flooding is ex-
pected. As a result, even when the
surrounding community was inun-
dated, the Center stayed open and
fully operational. The TMC also
included a system of sheltering in
place for hospital staff and even
their families, while in Florida one
hospital created a “kids camp” so
parents could work long hours
without feeling a conflict with their
family responsibilities. Contrast this
with Puerto Rico, where more than
half of medical personnel were
unable to report to work after the
storm, either due to family or
transportation issues.
An example of an emerging
concern that emergency managers
need to consider, particularly with
the aging population of the United
States, is the number of people with
chronic disease who use dialysis or
other regular interventions to
survive. Chronic Kidney Disease
(CKD) affects 14% of the U.S.
population and is rising. African
Americans are 3.7% more likely to
suffer from CKD than those of
European descent. About 661,000
Americans require dialysis, a life-
saving treatment that needs to be
administered for about four hours
per treatment, three times a week.
Geographically, there are clusters of
patients, with Florida’s rate of
people needing dialysis nearly
double the national average. Dialysis
centers are spread throughout
communities and made plans as best
possible pre-storm. But in Texas, a
third of the centers were shut down
due to the storm, and waiting lines
in others were up to four hours long.
In Florida, the largest dialysis center
Community Recipes for Resilience
continued from page 18
National Business Emergency
Operations Center not only helps
companies prepare themselves, it
also coordinates businesses, espe-
cially from the impacted areas, to
compete for government response
and recovery contracts. Long-
standing government/business
partnerships, such as the Civil
Reserve Air Fleet, provide expand-
able logistical support from the
private sector for government
during critical events.
Nongovernmental
Organizations (NGOs)
The usual nongovernmental
organizations responded in force to
these hurricanes. For example, the
American Red Cross set up 10 mobile
kitchens in Texas, each capable of
serving 10,000 meals per day. In
Puerto Rico, they provided over
650,000 shelter nights and 1.5
million meals. Smaller, disaster-
specific NGOs are gaining in popular-
ity. Examples include Direct Relief,
which provided $2.7 million in grants
to health care organizations, and
Team Rubicon, where military
veterans spent eight weeks as
volunteers removing debris. Caras
Con Causa, a local Puerto Rican
NGO, helped coordinate the activi-
ties of other NGOs working in the
area. Social media platforms, such
as Facebook with their “R U OK?”
program, not only check in on
subscribers but also match those in
need with other members nearby
who can help.
Infrastructure
Infrastructure damage was the
area where the locations varied the
most, with Florida and Texas
beginning and ending with much continued on page 20
20
IAEM Bulletin May 2018
Community Recipes for Resilience
continued from page 19
was able to reopen within hours of
the wind dying down, and received
hundreds of patients diverted from
other centers.
Environment
The hurricanes had environmen-
tal impacts on all three areas.
Florida experienced threats that
might not be found in other states,
such as to endangered species like
the Key Deer and also alligators and
fire ants seeking higher ground. In
both Texas and Puerto Rico, hazard-
ous materials created the greatest
problems. In Texas, 46 petroleum-
processing facilities in 13 counties
reported 4.6 M pounds of emissions
exceeding state standards. At least
12 superfund sites around Houston
flooded, resulting in the release of
various toxic chemicals. Puerto Rico
is home to one of the largest and
most complicated superfund sites –
which includes bombs, unexploded
ordinance and military ammunition.
It also has huge piles of coal ash near
populated areas, and because of
these issues, much of the public
drinking water was contaminated
following the storms.
Each location experienced an
increase in waterborne disease, with
a disproportionate impact on low-
income communities, and both long-
term and widespread effects.
Federal Support
The chart below summarizes the
level of Federal support in each
location, approximately one month
post-hurricane. Supplemental
appropriations, mostly for public
infrastructure recovery, are under-
way as of the writing of this article.
Resilience Recipes
Resilience, or the ability to
bounce back, is what differentiates
our communities and where we
reached the conclusion that, “where
you end up depends on where you
start.” Florida generally cleared up
the debris and moved on. Houston,
known for its lack of land use
regulations and rapid growth, still
struggles with citizens and busi-
nesses considering whether or not –
and how – to rebuild in the Houston
basin. Puerto Rico, at the bottom to
begin, remains crippled as citizens
evaluate their options. The govern-
ment, struggling with its own
bankruptcy, is challenged to inspire
the national government to invest.
At the same time, variations in
resilience are not so clear-cut.
Houston benefited from experienc-
ing the first big hurricane of the
season, with the attendant media,
government and NGO attention.
Responders then switched over to
Florida and breathed a sigh of relief
that the impact was not worse. By
the time they were shipped out
again to Puerto Rico, many were
both physically and mentally
exhausted.
In all communities, residents
rose to the occasion – whether
breaking out the fishing boats to
rescue neighbors in Houston or
breaking through barbed wire
fences to reach drinking water in
Puerto Rico. In all cases, NGO and
government support supplements
what families and neighborhoods
are able to accomplish.
Communities are vulnerable to
natural hazard events. The three
super storms of 2017 provide lessons
for all emergency managers and
community leaders that building
with an understanding and consider-
ation of risks; helping our citizens,
families and businesses
to withstand the forces
of nature; and engag-
ing local government to
both coordinate efforts
and reach out effec-
tively for support is the
best recipe for resil-
ience. p
21
IAEM Bulletin May 2018
Building a Common Operating Picture for UtilitySituational Awareness During Catastrophic Emergencies
By Matthew R. Ziska, Ph.D., CSP, CBCP, and Tanea Thompson, CBCP,
Senior Program Managers, Enterprise Resilience, Xcel Energy
continued on page 22
W eather-related
disasters are the
leading causes of
power outages across the United
States (Department of Energy, n.d.).
Severe weather has led to wide-
spread power outages that have
shut down entire cities, including
essential services such as emergency
services, water services, and
medical services. The disruption
caused by severe weather in
communities has cost the U.S.
economy billions of dollars (Depart-
ment of Energy, n.d.).
The 2017 hurricane season was
especially devastating to the
Southern United States, the Virgin
Islands, and the Puerto Rican
territory, with economic impacts
higher than $200 billion in damages
(National Atmospheric and Oceanic
Administration, n.d). Puerto Rico
was hit the hardest, losing their
entire utility and communication
infrastructures. The Federal Emer-
gency Management Agency pre-
dicted that, 30 days after Hurricane
Maria made landfall, only 21% of
power utility service would be
restored. As of the beginning of Jan.
2018, 55% of the island was still
without electricity (R. Ellis, 2017).
Electric utility first response is a
vital part of providing a resilient
electric grid. Utility response
priorities focus on safety – employee
safety, public safety, and the health
of the electric grid. But what
happens when the utility does not
have all the information they need
to respond to power-related
emergencies following a cata-
strophic event like a severe storm?
How do utility companies build the
common operating picture to ensure
the safety of the utility first re-
sponder and the public? The article
will review the potential tools
necessary for developing a utility’s
emergency situational awareness
program.
Severe Weather Impacts
Devastating weather events
create visibility challenges for
utilities and first responders when
entire systems become unavailable
due to widespread damage. Hurri-
cane Katrina, Super Storm Sandy,
and the hurricanes that tore
through the southern United States
and Territories in 2017 caused losses
that disrupted commerce and made
response difficult. The sustained
damages from Hurricane Katrina
included 2.6 million customers
without power, destroyed more
than 50,000 distribution poles,
damaged 1,200 miles of transmis-
sion and distribution lines, and
impacted 98 substations (Office of
Electric Delivery, 2005; Southwire,
2012; Gallant, 2016).
Super Storm Sandy damaged or
destroyed more than 220 transform-
ers, distribution poles, and hundreds
of miles of below ground and above
ground distribution wiring, leaving
8.6 million customers without power
in 21 states (Atlantic City Electric,
2013; Department of Energy, 2013).
Hurricanes Harvey, Irma, and
Maria had combined devastating
impacts to the Gulf Coast states’
electric grid. Texas power plant
generation was impacted by
flooding, and high voltage transmis-
sion line damages caused wide-
spread outages (EIA, 2017). The
state of Florida experienced 6.2
million customer power outages and
oil refineries, fuel supplies, and
seaports were shut down (DOE,
2017). The Puerto Rican islands
were severely impacted by a
complete loss of their electric grid
causing 1.1 million to be without
power. However, official damage
assessments have not yet been
released.
The tremendous damages
caused by severe weather events
makes coordination and communica-
tion of response resources difficult.
Communication systems that are not
available lead to the erroneous
availability of resources. During
Super Storm Sandy, communication
troubles led to the misinformation of
resource availability and a skewed
picture of the impacts to the
communities within the 21 states
(DOE, 2013). The lack of readily
available communication informa-
tion was one of many challenges
faced by utilities following the
devastating storm.
Challenges Encountered by
Utilities During Severe Storms
Following the response to
Hurricane Katrina and Super Storm
Sandy, the Department of Energy
(2006 & 2013) identified the
following problems faced by the
electric utilities sector:
n Inadequate situational
awareness before and following the
severe storm event.
n Resource availability and
resource shortfalls were not known.
n System damage forecasts
were unavailable.
n Road access to critical system
components was not pre-identified.
22
IAEM Bulletin May 2018
continued on page 23
engineering controls as improving a
system’s visibility of hazards to
developing the ability to communi-
cate those hazards in an emergency.
Process and procedure documen-
tation for utility first responders,
control centers, and command
centers provides a set of written
instructions to begin thinking
through an emergency event.
Incident-specific protocols, check-
lists, pre-determined communica-
tion distribution lists, templates for
recording main elements of an
emergency, and defined escalation
criteria for communications, assist in
the immediate response interaction
to establish the common operating
picture.
The National Incident Manage-
ment and the Incident Command
Systems have defined administrative
document templates to assist in
identifying, recording, communicat-
ing, and coordinating resources
during an emergency. Twenty-five
forms are accessible online. Adop-
tion of the National Incident
Management and Incident Com-
mand Systems will support organiza-
tional development to build the
common operating picture and
improve situational awareness.
Training personnel to use the
various checklists and recording
documents provides an opportunity
for familiarization with the tools
used in an emergency. If personnel
are thrust into a crisis without
training, the tools available become
irrelevant – leading to confusion,
missed opportunities, and miscom-
munication. This can causing a
possible skewed view of the situ-
ational picture.
Training programs designed to
introduce, review, and use policies,
procedures, standards and the many
forms used to categorize an emer-
gency will improve incident commu-
nication and ultimately the execu-
tion of incident elements. The
Department of Homeland Security’s
Exercise and Evaluation Program is a
government training standard that
can assist utilities in building a
training program. The training
program uses a gradual step process
that introduces personnel to
emergency response processes,
tests those processes through drills,
and then progresses toward exercis-
ing learned objectives in a functional
environment.
While documented administra-
tive controls and training are
essential aspects of response
management, implementing
engineering controls is equally
important. Utilities use control
centers to oversee the electric
system that transmits power to and
through the electric grid. But what
about developing an integrated
command center that monitors the
entire enterprise? An enterprise
command center with up-to-date
awareness technologies that feed
into a single system will assist
companies to paint a comprehensive
situational portrait. The tools and
software programs that may be
necessary to build that one common
picture could include:
n Employee and executive travel
tracking.
n Corporate flight and asset
tracking.
n Integrated mass notification
program.
n Public and private weather
software.
n Facility and asset mapping.
n Security cameras.
n Social media analysis software.
n Local and national news.
n Open source information feeds
(crime, civil unrest, and severe
weather).
n Electric system health feeds.
n Geospatial mapping.
n Various sector specific intelli-
gence sources.
n Open communication from
utilities to government sector
agencies did not occur before event.
n Estimated times of power
restoration were not readily
available.
n Fuel storage quantities and
fuel access for vehicle operation
were not known.
n Mutual aid resources were not
considered before the event and
were not pre-staged to respond.
n Interdependencies between
the electric sector and the other
lifeline critical infrastructures were
not identified.
The problems the Department of
Energy listed can be extended to all
private, public, and non-governmen-
tal agencies during a catastrophic
storm. The question begins to form:
How do sectors build better situ-
ational awareness to support a
common operating picture?
Building the Situational
Awareness Picture
We begin the discussion by
answering the question through the
examination of the hierarchy of
system improvement. The system
improvement has three main
components, but we will explore the
first two components: (1) adminis-
trative controls, and (2) engineering
controls.
Administrative controls refer to
written policies, standards, proce-
dures and training used to improve
human behavioral responses to
known or unknown hazards
(Manuele, 2005). Engineering
controls relate to the development
or improvement of physical systems
to eliminate risks. However, in the
context of the discussion, think of
Building a Common Operating Picture for Utility
Situational Awareness
continued from page 21
23
IAEM Bulletin May 2018
Systems are an intricate piece of
defining the administrative
controls that consolidate policies,
standards, procedures, and
training. These systems will provide
an opportunity to integrate into the
National Response Framework that
promotes improved competency for
responding personnel and standard-
ized communication between
critical infrastructure sectors such as
the utility and government sectors.
2. Centralizing information
feeds through one common
situational awareness function.
Assembling several information
streams from weather services,
travel services, news services,
security cameras, geospatial
mapping, etc., can help build the
common operating picture for
incident responders.
3. Housing the centralized
information system into one
command center that oversees
internal and external elements.
Developing a command center
provides information sharing,
relationship building with external
organizations, and can provide for
the success of communicating
situational awareness during an
emergency event.
Utility organizations are not
strangers to adversity from natural
disasters. Utility organizations
answer the call and respond when
severe storms tear through commu-
nities causing widespread disruption.
Incident responses are never perfect
and typically change even with the
best-laid plans, but that does not
mean there is not room for improve-
ment. Improving communications
and situational awareness to build
the common operating picture
cannot be done alone. It indeed is a
team effort inclusive of every
employee in an organization.
Exploring best practices, new ideas,
old ideas, and sharing information
among industry communities are
critical components to incident management success. This article quickly touched on elements that may be helpful to utilities to improve communication and situational awareness to build the common operating picture. Ultimately, all organizations can benefit from the information outlined in this article, and we know that changes in approach to incident management are positive for all organizations to
become much more resilient. p
References
n Atlantic City Electric. (2013). Hurricane Sandy one year later.
n Danielsson, E., Alvinius, A., & Larsson, G. (2014). From common operating picture to situational awareness. International journal of emergency management, 10(1), 28-
47.
n Department of Energy. (n.d.). Economic benefits of increasing electric grid resilience to weather outages.
n Department of Energy. (2013). Overview response to Hurricane Sandy – noreaster and recommen-
dations for improvement.
n Department of Homeland Security. (2013). Homeland security exercise and evaluation program.
n Ellis, R.& Santiago, L. (2017). Puerto Rico: Power restored to 55%of customers, governor’s office says.
n Gallant, J. (2016). Hurricane Katrina damage costs now paid in full by energy ms.
n Manuele, F. A. (2005). Risk assessment & hierarchies of control. Professional Safety, 50(5), 33.
n Office of Electric Delivery and Energy Reliability. (2005). Hurricane Katrina situation report.
n Southwire. (2012). A hurri-canes effect of electricity.
Building a Common Operating Picture for Utility
Situational Awareness
continued from page 22
The ability to quickly and effi-
ciently use these program tools in a
variety of situations (and on a
variety of devices) also may be
considered when building the crisis
management and situational
awareness picture.
Situational awareness software
tools and programs in a centralized
location for crisis response facilita-
tion are vital components in optimiz-
ing visibility in an emergency
through engineering. A command
center located within a utility
organization can assist incident
responders by being the one source
to organize the common operating
picture and facilitate situational
awareness communications.
Summary and
Recommendations
Building situational awareness
and communicating the common
operating picture during an emer-
gency may mean the difference
between an organized or unorga-
nized response. There are several
elements to consider when prepar-
ing to paint that picture: employing
administrative controls; training
personnel; and dedicating resources
to centralize information through a
command center. No matter if the
organization is a utility, public
organization or private organiza-
tion, incident response is a vital part
of any organized system no matter
the size. It is recommended that
utilities and those working in other
organizations consider adopting the
following to improve communica-
tions and developing the common
operating picture:
1. National Incident Manage-
ment and Incident Command
24
IAEM Bulletin May 2018
The Importance of Higher Educationin Emergency Management
By Justin G. Tilghman, MS, CEM, EMT-P,
Director of Public Safety Programs, Lenoir Community College
continued on page 25
E xperience is invaluable to
any emergency manage-
ment professional. Few
things can replace the experiential
knowledge that comes with putting
together IAPs, conducting briefings,
overseeing mitigation projects, and
actually coordinating multi-agency
responses to disasters. The hours
spent “in the trenches” are worth
their weight in gold.
However, does that mean that
formal education does not have a
place at the table? Thankfully, our
state, national, and international
level associations say “No.” In the
spirit of full disclosure, I have
completed an emergency manage-
ment degree program and fully
believe it has been integral to my
career development and opportuni-
ties in the area of public safety, in
general, and emergency manage-
ment in particular. While experience
is essential, completing formal
education in the discipline of
emergency management has
several benefits for the new, and
even the seasoned, emergency
management professional.
Education Shows Drive
Completing any degree program
is no small task. Even the most
modest of degree programs in
emergency management can
require you to complete upwards of
120 credit hours of course work in
order to complete the program of
study. Add to that the rigors of
research, actual employment,
general education requirements,
and major courses that may not be
immediately in your “wheel house” –
and you have a difficult task ahead
of you that will stretch you and
require you to engage all of your
faculties in order to complete it.
In essence, starting and finishing
a degree program demonstrates
that an individual has a drive and a
commitment to see things through.
Employers are looking for employees
with just that type of grit and
determination, which is partly why
they are increasingly requiring some
form of formal college-level educa-
tion.
Education Shows Commitment
to Self-Improvement
Education also speaks to your
willingness to improve yourself in all
areas. College education isn’t just
about learning and regurgitating
knowledge. A college education also
teaches you several valuable soft-
skills. By completing assignments
and interacting with your class-
mates, you’re inherently learning
how to collaborate with a team and
effectively communicate with
others. With each research paper
you write, you’re learning: (a) how
to validate information and ensure
its accuracy before publicly present-
ing it to others and (b) how to find
trusted sources of information when
solving problems or exploring
solutions.
There’s a reason they call it the
“Lifetime Learning” tax credit.
Participating in formal education
demonstrates to all of those around
you that you understand the
importance of a posture of humility
and life-long self-assessment. We will
never know all there is to know in a
given field or subject. In the emer-
gency management field, we should
know better than anyone how
dangerous unknowns can be. Why
would we not be a part of increasing
our knowledge base in an effort to
reduce those “unknowns” as best we
can?
Education Demonstrates
Your Ability to Think Deeply
One of the most important soft-
skills often associated with higher
levels of education is the higher level
of critical thinking and analysis that
is often required. Participating in
higher education programs related
to emergency management will not
only require you to think critically
and analytically about emergency
related problems and scenarios, but
also will require you think broadly
and holistically as you incorporate
knowledge from the other courses
you’ve completed. College-level
work in emergency management
requires you to evaluate your
opinions by seeking out verified
research and then applying what
others have learned and discovered
to your own opinions and hypoth-
eses. By thinking deeply about
emergency management related
issues you’ll develop the skills
necessary to identify blind spots and
weaknesses in your thought pro-
cesses, which inevitably influence
your decision making. It doesn’t
replace your practice, but critical
thinking certainly improves your
practice.
Education Promotes Networking
Networking is essential to most
any field, but most certainly in the
field of emergency management.
25
IAEM Bulletin May 2018
We all know how invaluable it can be
to have contacts when emergencies
hit or when we have difficult
problems to solve. Things are often
easier when we have others who
can help. Being involved in emer-
gency management education
programs puts you in contact with
many of the best practitioners and
thinkers in the field. Not only are
your professors a wealth of knowl-
edge and information, but your
classmates can, and will, prove
invaluable to you as you continue in
your career.
The field of emergency manage-
ment touches so many sectors of our
economy and our government, often
allowing emergency management
students to create a wide and
eclectic professional network via
their classroom interactions. You will
appreciate the opportunity to call up
a classmate who has tried a particu-
lar mitigation strategy in their
jurisdiction or to speak with a
professor who can provide you with
insight and help when researching
and preparing a proposal for your
board or council. The network of
individuals that I came to know
through my emergency manage-
ment degree program has proven to
be essential to my work as both a
practitioner and an educator. I
would not be where I am today if it
had not been, in part, for the
contacts and friends I made while
pursuing my education in emergency
management.
Final Thoughts
You can be a good emergency
management professional based on
experience. But is it possible that
formal education could be the
catalyst to making you a “great”
emergency management profes-
sional? As I said earlier, experience is
still worth its weight in gold, and I’m
not attempting to suggest that
formal education can solve all of
your problems. However, the soft-
skills and personal development that
takes place in formal education can
certainly benefit you in your prac-
tice. In addition, like it or not, formal
education often increases the
perception and respect given to
various fields (just look at fields such
as nursing and business).
After all is said and done, I would
encourage you to at least consider
how formal education might assist
The Importance of HigherEducation in EM
continued from page 24
Advertise in the
IAEM Bulletin
Obtain details on ad
guidelines and
costs at
www.iaem.com/Bulletin.
IAEM members and
EMEX exhibitors
receive a discount
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Questions? Contact
Karen Thompson, editor.
The IAEM Bulletin is distrib-
uted monthly to IAEM members,
plus others with government and
legislative roles in emergency
management. It is distributed at
national, regional and state
emergency management
conferences.
The specialists who read the
IAEM Bulletin frequently play a
key role in selecting, purchasing,
and using emergency equipment,
supplies, products
and services. p
you in your career goals and en-
hance your practice in the field.
What do you have to lose? p
References
n Martin, D. D. (2012, June 29).6 Reasons Why Graduate School
Pays Off.
n Rose, S. (2013). The Value of aCollege Degree.
n Samuelson, C. (2017, January06). Does a College Degree Still
Matter?
n Stahl, A. (2015, August 12). SixReasons Why Your College Major
Doesn’t Matter.
Get involved in IAEM!Join an IAEM committee or caucus.
Go online to see a complete list of IAEM-USA Standing Committees, Caucuses, and Ad Hoc Committees and IAEM-
Canada Committees, with links to each committee’s web
page.
Peruse committee pages to find your area(s) of interest. Then contact the chair, and volunteer to participate in that committee’s work.
26
IAEM Bulletin May 2018
The CEM® Application Process: A Valuable Practice ThatHas Significance and Meaning for Everyone Involved
By Webb Strang, CEM, Safety Director,
Kentucky Department of Corrections, LaGrange, Kentucky
continued on page 27
T ee Certified Emergency
Manager (CEM®) creden-
tial is one of the most
sought after, and hardest to acquire,
certifications in emergency manage-
ment. The CEM® is valuable,
because it is difficult to obtain and
requires the holder to be a compre-
hensive emergency manager. A
comprehensive emergency manager
possesses the knowledge, skills and
abilities required and is able to
demonstrate their competency.
The CEM® process is rigorous and
requires much more of applicants
than other industry certifications. It
is also the gold standard of the
emergency management field. With
that being said, I encourage all of
you who meet the criteria to pursue
this certification. You will be thrilled
with the accomplishment, and it will
be valuable to you and your col-
leagues because it was rigorous and
challenging.
I have the good fortune of being
a CEM® Mentor, and I have been
pondering the significance of the
certification journey during the past
year. Each step in the certification
process has a purpose. Each step is
part of a complete picture that
validates the CEM® holder as an
expert in their field.
The following article will provide
you with some insight and explana-
tion of why I feel each step in the
process is important and serves to
demonstrate the knowledge, skill
and ability of the applicant.
Experience
The CEM® requires that an
applicant have three years of
comprehensive emergency
management experience. This
means participating in all four
phases of emergency management.
Emergency managers, operating at
the comprehensive level, must
examine all hazards and impacts and
understand how those hazards and
impacts affect all stakeholders in all
the phases of emergency manage-
ment.
This amount and type of experi-
ence is required, because the CEM®
credential represents a comprehen-
sive professional who is familiar
with, experienced in, and comfort-
able with all aspects of emergency
management. Specialists in emer-
gency management are very
important and valuable. However,
this credential is about demonstrat-
ing that an individual is experienced
in all phases of emergency manage-
ment, and able to manage and
coordinate activities that take place
between those phases with all the
stakeholders involved.
Exercise Participation or
Actual Disaster/Planned
Event Experience
Exercise participation of a
substantive nature is important,
because exercises represent the
culmination of work in all phases of
emergency management. Fulfilling
an essential function, like that of a
controller or evaluator, demon-
strates a level of involvement in
comprehensive emergency manage-
ment. It also shows that the CEM®
applicant’s knowledge, skills and
abilities are recognized and sought
after for application during these
events. Applicants can submit
documentation of substantive
participation in a single full-scale
exercise or two functional exercises.
Serving in a substantive role in an
actual incident, or planned event,
will fulfill this requirement as well.
Both of these avenues allow the
CEM® candidate to show they
possess the knowledge, skills and
abilities to function as an emergency
manager within the context of
complex and unfolding events.
References
References are important,
because they show that those you
work with, and those you work for,
see you as an accomplished, ethical,
and reliable professional. The
references also serve to verify and
validate the contents of the applica-
tion. CEM® holders must have these
qualities to represent the certifica-
tion well. CEM® holders will likely fill
roles that involve bringing agencies
together, working through conflicts,
solving problems, and supervising
various emergency management
functions. The confidence of your
supervisor means something, and
shows that you possess the qualities
needed to perform these sensitive
tasks.
Education
Education is very important in
the world today. A bachelor’s
degree represents a significant
accomplishment and shows that the
applicant possesses the ability to
think critically, set goals, and follow
through with a long-term plan. A
bachelor’s degree, or higher, in
emergency management will reduce
27
IAEM Bulletin May 2018
The CEM® Application Process
continued from page 26
improved their communities through
their varied efforts.
Essay
Every CEM® will have to put their
thoughts into concise and clear
terms often in their careers.
Emergency managers are tasked
with bringing many parties together
so that they can generate, and
participate in, comprehensive plans.
These emergency operations plans
are complex, multilayered, and
often involve coordination between
parties who are not familiar with
one another. The ability to write
clearly and concisely about a
complex idea is an essential skill for a
CEM®. Writing is one of the most
essential and difficult skills in our
profession.
The essay takes the place of an
oral interview and makes the CEM®
review process more manageable,
while allowing the candidate to
deliver a well thought out response
to the essay question. The essay
requirement provides an important
opportunity to confirm the CEM®
applicant’s writing skills and under-
standing of comprehensive emer-
gency management.
Exam
Emergency management is a
discipline that involves many sets of
protocols, regulations, processes,
terminology, and even philosophical
ideas. The exam allows the applicant
to demonstrate a comprehensive
understanding of the many facets of
emergency management, as well as
their ability to recall and apply
information without outside assis-
tance. It is also important to note
that the multiple-choice format
allows for shorter testing time than
an essay-based test, and it works
well across the IAEM’s international
constituency. A CEM® holder must
possess a broad emergency manage-
ment knowledge base, and must be
able to apply this knowledge in the
moment. A passing score on the
CEM® exam demonstrates this
knowledge and ability.
Conclusion
The CEM® application process is
extremely rigorous, and will prove
beyond doubt the knowledge, skill
and ability of the professionals who
hold the credential. My advice is
that every candidate should treat
the process as an opportunity to
show your peers all the hard work
you have done to become the
professional you are. This process is
designed to validate and confirm
that the CEM® holder is indeed an
experienced and able emergency
manager, with the ability to function
in all phases of emergency manage-
ment, in concert with all stakehold-
ers. I want to reiterate that the
certification is meaningful, because
it is hard to obtain. It will be that
much more exciting when you
achieve your goal. p
the experience requirement by one
year.
Training
Education and training are
different. The training portion of the
CEM® criteria demonstrates that
the applicant has completed a
significant amount of recent training
in various disciplines of emergency
management, including general
management skills, which are very
important in the emergency manger
role. This shows that the applicant is
hungry for knowledge, has a well-
rounded understanding of emer-
gency management, and has
received instruction in a wide range
of applicable subject matter. Every
CEM® should be a life-long learner,
and acquiring 200 hours of training
in various disciplines over 10 years
shows that the applicant believes in
staying current and always increas-
ing their skills.
Professional Contributions
CEM® holders are leaders in their
field. Leaders must give back to the
profession and be involved in
developing and growing emergency
management. Six different profes-
sional contributions are required to
demonstrate that the applicant is
involved in emergency management
in a broad and meaningful way.
There is no better way to positively
affect the profession than by
interacting with others, educating,
and creating impactful work prod-
ucts. Professional contributions are a
great way for applicants to show us
the comprehensive nature of their
work in emergency management,
and demonstrate how they have had
a positive impact on the emergency
management profession and
Be recognized for your professional achievements!
Enter the 2018 IAEM Awards Competition by June 1, 2018,
5:00 p.m. Eastern time
Did you read the article about the IAEM Awards Competition on page 7? Cullen Case and Rocky Lopes make a great case for entering your best work in the competition. We know that you’re proud of your IAEM membership. Give the IAEM judges a chance to review what you have accomplished. Recognition by IAEM means something, so read page 7. Then visit the IAEM Awards web page at www.iaem.com/
Awards, and resolve to enter the contest this year. Did I mention it’s free for IAEM members?
28
IAEM Bulletin May 2018
Energy Resilience in San Francisco and New YorkBy Ben Paulos, Writer and Consultant, Solar Market Pathways1
1 Ben Paulos works with a project funded by the U.S. Department of Energy –
Solar Market Pathways, which supports innovative ways to deploy solar energy.
T his has been the year of
the disaster, with hurri-
canes, earthquakes and
wildfires ravaging North America. In
addition to the terrible loss of life
and property, impacted communi-
ties have struggled with the loss of
energy. Electricity is the vital life
force of a modern economy, and
without it everything grinds to a
halt. Communication systems fail,
hospitals are evacuated, and people
can even die.
While power outages can
sometimes be quickly remedied,
they can also last for weeks. Only
16% percent of Puerto Rico had
power three weeks after Hurricane
Maria decimated the island. Crews
struggled to replace power lines,
transformers and substations. Many
facilities and residents rely on diesel
and gasoline generators as a source
of back-up power. But disasters
often interrupt fuel supply chains,
making it hard to get enough fuel to
last more than a few days.
Incidents like these have spurred
cities to look more closely at how
they plan for electricity in their
emergency management prepara-
tions. Many are looking at new
approaches, using solar and battery
storage technologies to provide
greater reliability and economics
than diesel generators.
A traditional grid-connected
solar installation shuts off during
outages, to avoid putting power
onto downed lines. But systems that
combine solar with new inverters
and battery technologies are able to
“island” themselves, providing
power to a facility during extended
grid outages. A “resilient solar”
system avoids the fuel risk of gas or
diesel generators, with the added
benefit of providing services every
day – generating electricity when
the sun shines and using the battery
to cut peak demand charges. It’s an
emergency backup system that
helps pay for itself.
While there is enormous poten-
tial for this technology to meet a
critical need, getting beyond the
early adopters and into the main-
stream for these projects can be
challenging. Local governments first
need to inventory and evaluate their
emergency facilities with an eye
toward resilient solar deployment.
Then they need to prioritize the best
prospects, which often means
analyzing the specific features and
uses of a facility. Last, novel tech-
nologies can be difficult to finance,
since they may not be eligible for
existing support programs.
Ideally, energy resilience plan-
ning should be done at both indi-
vidual sites and at the community
level. Macro-level planning allows
solar-plus systems to be integrated
at scale into emergency manage-
ment plans. It can also enable the
city to identify and address barriers
to deployment, like permitting and
financing.
With funding from the U.S.
Department of Energy, SunShot
Initiative, the City and County of San
Francisco and Sustainable CUNY at
the City University of New York have
completed in-depth feasibility
studies on how to provide electricity
to critical facilities like police and fire
stations, hospitals, and shelters.
Other communities have the
opportunity to learn from these
continued on page 29
leading cities, and to use the
practical tools, educational materi-
als, and software they have devel-
oped.
San Francisco
San Francisco’s Department of
the Environment (SFE) undertook
the study to examine the use of solar
and storage systems at facilities
throughout the city that would serve
critical loads in times of emergen-
cies.
“Neighborhood resources like
fire stations, community centers,
and schools often become a place of
operation for emergency response,”
notes Peter Gallotta, Department of
the Environment spokesperson. “It’s
critical to have backup power at
these sites in the event of the next
large-scale grid outage.”
Because batteries are expensive
and take up space in a facility, they
are rarely sized to power an entire
building. Rather, for each facility,
the team in San Francisco identified
the “critical loads” – the lights,
appliances, phone charging stations,
and other absolutely necessary
items that would require power in
the case of an outage.
The project, “Solar + Storage for
Resiliency,” is intended to serve as a
national model, so that other cities
and counties can more easily
integrate solar and energy storage
into their emergency response
plans. SFE developed a Road Map
and a Best Practices Guide, with
lessons learned geared toward other
municipalities interested in energy
resilience.
The project also includes
SolarResilient.org, a web-based tool
that estimates both the solar and
battery energy storage system size
29
IAEM Bulletin May 2018
and physical space that would be
needed to meet the critical load of a
facility. The tool is designed for
building owners, energy profession-
als, and city departments to develop
equipment sizing and get an idea of
the physical space necessary before
embarking on more detailed studies.
“For many resource-strapped
cities, it can be an expensive and
time-consuming process of reviews,
approvals and RFIs just to get an
idea whether such systems are
suitable. The tool eliminates that
step,” says Jessica Tse, Distributed
Energy Resource Coordinator for
SFE.
The tool, which is free at
SolarResilient.org, does not require
solar expertise, and can be used for
any building or facility type any-
where in the country.
While San Francisco has backup
generators at some critical facilities,
Tse points out some major draw-
backs with diesel and gas. “Diesel
generators don’t provide any
benefits during normal operation.
They can be noisy and polluting, and
of course they don’t work without
fuel, and fuel supplies are often
interrupted during a disaster,” she
says. “Plus, they are so seldom used
that they often don’t get main-
tained, and then they don’t start up
when needed.”
“On the contrary, on-site solar
paired with batteries can provide
power over an extended period in
the event of an emergency, but also
help meet daily power needs,” adds
Gallotta.
Many buildings in San Francisco
have solar, but practically none are
able to “island,” to operate during
grid outages using battery storage.
By studying how to integrate both
solar and storage as a package, San
Francisco can build on progress to
provide greater energy resilience.
City University of
New York (CUNY)
New York City is also advancing
rapidly with solar, with over 100
megawatts deployed in the five
boroughs and more under develop-
ment. Both the city and state of
New York have aggressive clean
energy and climate reduction goals,
and are seeing rapid growth of solar.
But like San Francisco, most of
that solar is not equipped with smart
inverters and storage capacity,
leaving the city unable to harness
this power during emergencies and
blackouts. When Hurricane Sandy hit
five years ago, the 672 solar arrays
in New York City at that time were
unable to provide power during the
outage, according to Sustainable
CUNY’s NYC Solar Ombudsman.
CUNY’s own facilities were used
as emergency shelters for almost a
third of the city’s 9,000 evacuees.
But like other facilities in the city,
they faced fuel shortages that
affected vehicles, backup genera-
tors, and buildings.
“Solar could have been used to
help power critical loads across the
five boroughs on the sunny days
during the blackout – and storage
could have helped around the clock,”
according to Tria Case, University
Director of Sustainability and Energy
Conservation for CUNY.
Now with more than 12,000
solar installations and growing,
attention is shifting to storage. “We
are working on a streamlined path
for storage as well, so New Yorkers
have more resilient energy options,”
says Case.
Hurricane Sandy showed the
importance of integrating distrib-
uted generation and storage into
emergency and resiliency planning,
spurring Sustainable CUNY to
convene a “Smart DG Hub” for local,
regional and federal agencies and
stakeholders.
The collaborative worked to
streamline costs and create scal-
able, replicable models for commu-
nities across the country. CUNY
created a set of reports and
factsheets for installers, utilities,
policymakers, and consumers about
resilient hardware and design and
the economics of solar+storage
systems.
In 2017, Sustainable CUNY
released the New York City Resilient
Solar Roadmap – a five- to seven-
year strategic plan addressing issues
around hardware, software,
economics and policy. In NYC, the
most significant barrier to solar-plus
projects has been permitting.
Because batteries are a new
technology, it was unclear which
agencies needed to issue permits
and what the permit requirements
would be.
To help clarify the process, CUNY
produced a permitting and intercon-
nection guide for storage systems.
“We see the guide as a vital first
step. However, our work is ongoing,”
says Case. “Permitting agencies, fire
departments and the industry
needed a framework to be able to
understand this continually evolving
technology field, and that’s why
CUNY, as an objective and trusted
third party, leads these efforts.”
CUNY is working with local
officials to implement streamlined
permitting under a grant from the
state office of energy research,
NYSERDA.
They are also expanding an
online software tool, the NY Solar
Map and Portal, to show current
solar+storage installations in the
city, and ideal locations for new
systems to maximize the resilience
continued on page 30
Energy Resilience in San
Francisco and New Yorkcontinued from page 28
30
IAEM Bulletin May 2018
benefits. An additional online
calculator will analyze critical loads
for residential consumers and
provide a “first-floor” estimate of
project size and cost.
In both New York and San
Francisco, creating detailed strate-
gies has led to a clearer roadmap on
Energy Resilience in San
Francisco and New Yorkcontinued from page 29
A t least four times a year,
the IAEM Bulletin pub-
lishes a special focus issue
on a selected topic of interest to
emergency managers. The other
eight issues include articles on a
variety of topics of interest to EM
professionals.
June 2018 IAEM Bulletin
Copy Deadline: May 21, 2018
“Cybersecurity”
Articles might include, but are
not limited to: Cybersecurity 101
about securing your own security
and how you protect your own
assets; how you incorporate
cybersecurity into your CEMP/EOP; a
discussion of available Internet
resources; how to coordinate
cybersecurity among your response
team; how to protect information in
your EOC; preparing for
Upcoming IAEM Bulletin Special Focus Issues
cybersecurity incidents, vulnerabili-
ties and risks associated with IOT
(Internet of Things – including AV
systems, HVAC, remote sensors,
etc.), best practices for designing
and conducting cybersecurity
exercises.
August 2018 IAEM Bulletin
Copy Deadline: July 10, 2018
“Climate Change: An
Emerging Threat”
Articles might include, but are
not limited to: coastal mitigation;
increased needs for shelters (heating
shelters, cooling shelters); how
adaptation to climate change is
defined; demographic changes;
immigration; U.S. federal govern-
ment website with resources on
climate change; NASA resources
with worldwide information avail-
able via database; global responses
to climate change/climate adapta-
tion, anticipated increase in
weather extremes, case studies.
October 2018 IAEM Bulletin
Copy Deadline: Sept. 10, 2018
“Opportunities & Innovations
in Emergency Management”
The last special focus issue in
October 2018 will be based on the
theme of the IAEM 2018 Annual
Conference & EMEX, “Opportunities
& Innovations in Emergency Man-
agement.” Your article should be
related in some way to the overall
conference theme. Get some tips on
the types of articles being sought at
www.iaem.com/Bulletin. p
the opportunities, costs and ben-
efits, and the policy and program
changes that will lead to deploy-
ment.
“We found out, yes, solar plus
energy storage at these facilities is
feasible,” says Jessie Denver of the
San Francisco Department of
Environment. “So now we need to
figure how we actually pay for the
projects and get them built.” p
Visit www.iaemstore.com, and shop for IAEM gear today –
New items are available now!Tour the IAEM Store to view and purchase IAEM logowear online. Items will ship within 7-12 days directly to you.
Browse available items to see an array of great styles and colors, in a full range of sizes. The IAEM logo – and
AEM®/CEM® logos for qualified individuals – can be added to men’s and women’s shirts, headwear, outerwear, bags,
and accessories.
iaem.com/CEM
31
IAEM Bulletin May 2018
June 4-7 20th Annual Emergency Management Higher Education
Symposium, FEMA’s Emergency Management Institute,
National Emergency Training Center, Emmitsburg, MD.
June 5-8 IAEM-Canada 2018 Emergency Management Leadership and
Innovation Conference, Calgary, AB, Canada.
June 13 1:00-2:00 p.m. EDT, IAEM Certification Webinar Series:
Professional Contributions.”
June 12-13 Emergency Management Leaders Conference, Tampa, FL.
June 14 AEM®/CEM® Prep Course & Exam, Emergency Management
Leaders Conference, Tampa, FL.
June 26-29 2018 National Conference on Earthquake Engineering,
Los Angeles, CA.
June 27 7th Annual IAEM-USA Region 3 Symposium, Fairfax, VA.
July 8-11 Natural Hazards Center: 43rd Annual Natural Hazards and
Applications Workshop, Broomfield, CO.
July 9 AEM®/CEM® Prep Course & Exam, in conjunction with the
National Homeland Security Conference, New York, NY.
July 9-12 National Homeland Security Conference, New York, NY.
Oct. 19-24 IAEM 66th Annual Conference & EMEX: “Opportunities and
Oct. 31-
Nov. 1
Dec. 5-7
Innovations in Emergency Management,” Grand Rapids, MI,
www.iaemconference.info.
2018 Common Alerting Protocol (CAP) Implementation
Workshop, Hong Kong. Co-sponsored by IAEM.
RES/Con New Orleans: Global Resilience Summit, New Orleans, LA.
EM CalendarVisit www.iaem.com/calendar for details on these and other events.
IAEM StaffChief Executive Officer
Elizabeth B. Armstrong, MAM, CAE
703-538-1795, ext. 8
armstrong@iaem.com
Deputy Executive Director
EMEX Exhibit Manager
Clay D. Tyeryar, MAM, CAE
703-538-1795, ext. 7
ctyeryar@iaem.com
Membership Manager/Registrar
Sharon Kelly
703-538-1795, ext. 1
info@iaem.com
Communications & Marketing
Manager
Scholarship Program Director
Dawn M. Shiley
703-538-1795, ext. 3
shiley@iaem.com
Certification Manager
Kate McClimans
703-538-1795, ext. 6
CEMinfo@iaem.com
Conference Manager
Julie Husk
703-538-1795, ext. 2
jhusk@iaem.com
IAEM-USA Director of
Government Affairs
Thad Huguley
615-870-9316
thad@iaem.com
Program Manager
Chelsea Firth
941-320-1258
chelsea@iaem.com
EMEX Sales
Mehdi Stambouli
703-538-1795, ext. 1708
mstambouli@iaem.com
IAEM Bulletin Editor
Website Content Manager
Karen Thompson
703-499-0441
thompson@iaem.com
IAEM Headquarters
201 Park Washington Court
Falls Church, VA 22046-4527
Phone: 703-538-1795
Fax: 703-241-5603
info@iaem.com | www.iaem.com
Need more info about staff?
Visit the IAEM Staff web page.iaemconference.info
32
IAEM Bulletin May 2018
2018 Certified Emergency Managers
Doris I. Barone, CEM – Richmond, CA
David J. Basnak, CEM – Lake City, PA
Tracy G. Bodily, CEM – Salt Lake City, UT
Hope M. Bresch-Stills, CEM – Stone Mountain, GA
Craig Buehrig, CEM – Falls Church, VA
Andrew K. Bumbak, CEM – Nokesville, VA
Christina E. Caffrey, CEM – Calgary, AB Canada
Bruce W. Clements, CEM – Leander, TX
Allison B. Cox, CEM – Alameda, CA
Brett Cross, CEM – Salt Lake City, UT
Ryan S. Cunningham, CEM – Columbus, OH
Jeremy DiGioia, CEM – APO, AE
Coby M. Duerr, CEM – Calgary, AB Canada
Julianne Ehlers, CEM – Vernal, UT
Wendy Ellis, CEM – Whitby, ON Canada
Rodney A. Grimsley, CEM – Woodlawn, TN
Jeremy L. Hirst, CEM – Wheaton, IL
Vladimir A. Ibarra, CEM – Providence, RI
Bradley V. Iverson, CEM – Las Vegas, NV
Joshua Kelly, CEM – Wilmington, DE
Sarah Kessler, CEM – Arlington, VA
Wesley S. Long, CEM – Kalispell, MT
Jenelle K. Masterson, CEM – Mountain View, CA
Michael Messina, CEM – Kaneohe, HI
Leigh Middleton, CEM – San Antonio, TX
Matthias R. Miziorko, CEM – Reisterstown, MD
Wade R. Parks, CEM - Austin, TX
Ryan K. Perkins, CEM – Pleasant View, UT
Joseph E. Reppucci, CEM – Wakefield, RI
Elizabeth R. Roberts, CEM – West Columbia, SC
Arthur Samaras, CEM – Long Valley, NJ
Tameka N. Sharp, CEM – Alexandria, VA
Olester L. Shipp, CEM – Helotes, TX
Scott R. Smith, CEM – Norfolk, VA
Christopher Stitt, CEM – Burke, VA
Shawn G. Talmadge, CEM – Midlothian, VA
Dennis VanNatta, CEM – Scotch Plains, NJ
Gregory J. Walsh, CEM – Braintree, MA
Jonathan M. Wiggins, CEM – Kingwood, TX
2018 Associate Emergency Managers
Freddie Bizzell, Jr., AEM – Stafford, VA
Anthony G.B. Cockett, AEM – Calgary, AB Canada
Nicholas L. DuBose, AEM – Lakeland, FL
Roger Ebner, AEM – Rio Rancho, NM
Colton Engel, AEM – Benton, AR
Mark Hughes, AEM – Miami, FL
CEM® and AEM® Certifications and Recertifications
Christine Kruse, AEM – North Miami Beach, FL
Liz Lahm, AEM – St. Louis, MO
Kyle S. Lopez, AEM – Greenwood Village, CO
Nubia A. Mendoza, AEM – San Francisco, CA
Michael C. Mulla, AEM – Austin, TX
Kamaljit Singh, AEM – Tinton Falls, NJ
Michael E. Smiley, AEM – St. Louis, MO
Ashley M. Sperry, AEM – El Paso, TX
Steve Swift, AEM – St. Louis, MO
2018 Lifetime Certified Emergency Managers
Donald McLellan, CEM – Waterford, MI
Certified Emergency Managers(Upgraded from Associate Emergency Manager)
Mary M. Camin, CEM – Las Vegas, NV (Class of 2014)
Melissa Newcity, CEM – Fulshear, TX (Class of 2017)
2017 Recertification Class
Mariah A. Armitage, CEM – McKinney, TX
Mark H. Armstrong, CEM – San Ramon, CA
Meredith Austin, CEM – Portsmouth, VA
Geoffrey C. Bartlett, AEM – Medford, MA
De’Anna Lynn Belgio, CEM – Old Bridge, NJ
Jeff Burkett, CEM – Alexandria, VA
Thomas J. Carey, III, CEM – New City, NY
Jody W. Carter, CEM – Little Rock, AR
Carlos J. Castillo, CEM – Coral Gables, FL
John B. Cook, CEM – Lincoln, NE
Chance D. Corbett, CEM – Seale, AL
Henry P. Cortacans, CEM – Lawrenceville, NJ
Nicholas Crossley, CEM – Cincinnati, OH
Shahin Daneshkhah, CEM – Gilbert, AZ
Aldo M. Davila, CEM – Atlanta, GA
Ashley H. Davis, CEM – Tallahassee, FL
Denise Davis, CEM – Buena Park, CA
Robin P. Davis, CEM – Katy, TX
Steven M. Donahoo, CEM – Jefferson Valley, NY
Robin Ebmeyer, CEM – Orem, UT
Edward C. Frank, AEM – New York, NY
George T. Glazner, CEM – Chesapeake, VA
Tyra L. Gore, CEM – Atlanta, GA
Amy Grzybowski, CEM – Westerly, RI
Gina M. Hardin, CEM – Burlington, IA
Patrick Hardy, CEM – Sacramento, CA
Dee Harrison, CEM – Austin, TX
continued on page 33
Approved During January and March 2018 Review Meetings (as of April 2018)
33
IAEM Bulletin May 2018
Amanda Herbert, CEM – Wiarton, ON Canada
Pam Hobbs, CEM – Hanover, MD
Patrick Holland, CEM – Glen Allen, VA
Brock Holowachuk, CEM – Oakbank, MB Canada
Nicolette Janoski, CEM – Fort Worth, TX
Dave L. Jeffries, AEM – Cotati, CA
Kristine Kaus, CEM – Brooklyn Park, MN
James D. Kelley, CEM – Luling, La
Edward Klima, CEM – Newark, DE
Deborah K. Knickerbocker, CEM – Lewes, DE
William T. Litton, CEM – Sanford, FL
Joseph S. Lombardo, CEM – Boise, ID
Raymond B. Lowe, CEM – Smithfield, VA
Susanne Mackinnon, CEM – New Westminster, BC Canada
Lanita L. Magee, CEM – Flower Mound, TX
Maribel Martinez, CEM – Burleson, TX
Michael Roy Mason, CEM – Pasadena, TX
Larry W. Masterman, CEM – Weaverville, CA
Gerald M. Mcateer, CEM – Annville, PA
C. Kent McKenzie, CEM – Lindenhurst, IL
Paul D. Meek, CEM – Plant City, FL
Steven W. Mehl, CEM – Paramus, NJ
Christopher P. Michel, CEM – Charlotte, NC
Frank P. Mineo, CEM – Bethel, CT
Julian K. Muhammad, CEM – Washington, DC
Alex J. Naar, CEM – Washington, DC
Deborah Needham, CEM – Renton, WA
Robert Newsad, CEM – Nashville, TN
Timothy W. Ocnaschek, CEM – Beaumont, TX
Patrick M. O’Toole, CEM – Phoenix, AZ
William H. Pepler, Jr., CEM – Scottsdale, AZ
Alfred E. Piombino, CEM – Poughkeepsie, NY
Michael J. Riedy, CEM – Bothell, WA
Kenneth C. Rondello, CEM – Garden City, NY
Lorenzo D. Sanchez, CEM – San Antonio, TX
Pam Schultz, CEM – Edina, MN
JoAnn Scordino, CEM – Oakland, CA
Martha “Marty” D. Shaub, CEM – Salt Lake City, UT
Kenneth A. Shaw, CEM – Hillsborough, NC
Brian K. Short, CEM – Henderson, NC
Brad S. Simpkins, CEM – Coppell, TX
Manuel D. Soto, CEM – Orlando, FL
Terry L. Street, CEM – Ellicott City, MD
Kent L. Studnicka, CEM – Oak Forest, IL
Jeremy D. Swartz, AEM – Sacramento, CA
Jarred R. Thomas, CEM – Georgetown, TX
Howard D. Thompson, Jr., CEM – San Antonio, TX
Rinda E. Tisdale, CEM – Lakewood, CO
Ernest G. Vendrell, CEM – Weston, FL
Ed Ward, CEM – Lake City, FL
William Russ Webster, CEM – Cape Elizabeth, ME
Dave Weidner, CEM – Hamilton, NJ
Karen D. Wilson, CEM – Columbia, MD
Ruben Winston Shields, AEM – Chattanooga, TN
Amanda Witt, CEM – Alexandria, VA
2018 Recertification Class
Leslie C. Apple, CEM – Beaumont, TX
Martin Boyle, CEM – Blackmans Bay Australia
Donald L. Broughton, CEM – Baton Rouge, LA
Cullen Case, Jr., CEM – Minneapolis, MN
Michael R. Charter, CEM – Spokane, WA
Robert Aubrey Cheatham, CEM – Brookneal, VA
Len E. Clark, CEM – Pitman, NJ
Amy Cornell-Titcomb, CEM – Salt Lake, UT
Paul Cull, CEM – Addington, Christchurch New Zealand
W. Kirk Driver, CEM – Fort Worth, TX
Judson M. Freed, CEM – St. Paul, MN
Jamie L. Galloway, CEM – Nassau Bay, TX
Greg J. Garrison, CEM – Universal City, TX
Jennifer H. Garrison, CEM – Tucson, AZ
Robert D. Girard, CEM – Scottsdale, AZ
Brian A. Gottschall, CEM – Reading, PA
Christy Hardin, CEM – Mentone, AL
Thad Hicks, CEM – Circleville, OH
Bart Howard, CEM – APO, AP
James M. Kendra, CEM – Newark, DE
Michelle Kimball, CEM – Santa Maria, CA
Heather M. Kostecki, CEM – Chesapeake, VA
Mark R. Landahl, CEM – New Market, MD
Christian M. Lanphere, CEM – Woburn, MA
Nicholas A. Lowe, CEM – Monrovia, CA
Robert T. McGowen, CEM – Bentonville, AR
Gary L. McKay, CEM – Munster, IN
Sarah K. Miller, CEM – Auburn, WA
James H. Murphy, CEM – Anderson, SC
Joshua L. Roberts, CEM – Lewisville, TX
Nicholas A. Robison, CEM – Plano, TX
David Shaw, CEM – Liberty Hill, TX
Ricky L. Shellenbarger, CEM – Wichita, KS
Carrie L. Speranza, CEM – Springfield, VA
Lourinda R. Willey, CEM – Frisco, TX
2019 Recertification Class
Mark F. Demski, CEM – Ft. Myers, FL
Jeffrey M. Emmons, CEM – Yakima, WA
Justin T. Mammen, CEM – Santa Ana, CA
Patrick Massey, CEM – Seattle, WA
2020 Recertification Class
Robyn M. Heibert, CEM – Mississauga, ON Canada
Certifications and Recertifications
continued from page 32
34
IAEM Bulletin May 2018
New IAEM Members: Mar. 16-Apr. 15, 2018
continued on page 35
IAEM-ASIA
Taifu Kuo
New Taipei City, Taiwan
Chin-Hung Lin
Taipei, Taiwan
IAEM-CANADA
Bronwyn E. Taylor
Edmonton, AB
Bruce E. MacDonald
Sydney, NS
Patrick McQuarrie
Amherst, NS
Dennis W. Oxner
Liverpool, NS
Tim J. Wakfer, CD, B.A.
Fall River, NS
Arthur N. Kotze
Richmond, BC
Roger K. McKellar
White Rock, BC
Michelle Papas
Surrey, BC
Dr. Mark Seemann
Victoria, BC
Derek O'Rourke
Toronto, ON
Mesha Richard
Maple, ON
Rachel Nielsen
Montreal, QC
IAEM-INTERNATIONAL
Clare Wait
Qatar
IAEM-OCEANIA
Kathleen J. Crawford
Penrose, Auckland,
New Zealand
Murray Halbert
Dunedin, New Zealand
Mark D. Owens
Maies, Wodonga,
Australia
Debbie J. Wing
Wellington, New Zealand
IAEM-USA
IAEM-USA Region 1
Pamela M. Baskowski
Hartford, CT
David J. Coffey
Brookline, NH
Wesley Miller
Grantham, NH
IAEM-USA Region 2
Jeremy R. Aiello
Rome, NY
Sarah Alley
Egg Harbor Twp, NJ
Steven G. Cicala
Belleville, NJ
Colonel Scott W.
Heintzelman
Columbus, NJ
Michael J. Marsh, CEM
Rochelle Park, NJ
John T. Meehan
Lake Ronkonkoma, NY
Jonathan P. Pistilli
Staten Island, NY
Mark Techmanski
Liverpool, NY
Lawrence M. Zacarese
Stony Brook, NY
IAEM-USA Region 3
Dorian Amstel
Sterling, VA
Jeffrey Baird
Philadelphia, PA
Richard L. Chapman
Washington, DC
Edward A. Crossman
Bear, DE
Joseph F. Dinga
Lanham, MD
William P. Flinter
Millersville, MD
Richard R. Garey
State College, PA
Kim Gott
Prince Frederick, MD
Natalie J. Graver
Arlington, VA
Wade B. Haubert Jr.
Bethlehem, PA
David C. Long
Chesapeake, VA
Justin T. McGinley
Arlington, VA
James Smith
Fairfax, VA
Dean R. Trombley
New Market, MD
Karim Trueblood
Arlington, VA
Christopher J. Watson
New Market, MD
Jessica Wisecup
Norfolk, VA
Amit Zigelman
Alexandria, VA
IAEM-USA Region 4
Courtney Aldridge
Decatur, GA
Kelly M. Bailey
Greensboro, NC
Benjamin W. Bellucci
Fort Lauderdale, FL
Joshua D. Boyd
Taylors, SC
Laurie Burcham
Smithville, TN
Samantha Cato
Phenix City, AL
William F. Ford III
Palm Bay, FL
Dr. Hudson Garrett Jr.
Atlanta, GA
35
IAEM Bulletin May 2018
New Members
continued from page 34
Christopher Todd
Miami Beach, FL
Edwin J. Vargas
Bal Harbour, FL
Oliver Yao
Orlando, FL
IAEM-USA Region 5
Steven Belau
Rochester, MN
Heather M. Costa
Akron, OH
Nicholas Countouris
Aurora, IL
Nate T. Hull
Medina, OH
Benjamin I. Koel
Janesville, WI
Rebecca A. Kumar
Gurnee, IL
Margot Lee
North Canton, OH
Dr. David P. Milen, PhD
Saint John, IN
Bradford K. Smith
Janesville, WI
IAEM-USA Region 6
Preston G. Bates
Shreveport, LA
Wynn Brannin
Santa Fe, NM
Joel Holmes
Houston, TX
Samuel J. Iacullo
Lewisville, TX
Linda G. James
Baton Rouge, LA
Frank J. Marcopolos
Austin, TX
Robert S. Mollohan
Temple, TX
Elliott J. Reep
Carrollton, TX
Clay S. Rives
Baton Rouge, LA
Darcee K. Smith
Baton Rouge, LA
Harry St. Pierre
Baton Rouge, LA
Sara N. Williams
Sington, TX
William C. Wilson
Galveston, TX
Tara L. Zachary
Baton Rouge, LA
IAEM-USA Region 7
Jennifer Love
Lees Summit, MO
IAEM-USA Region 8
Robert A. Johnson III
Box Elder, SD
Shawn Mallet
Parker, CO
Reese S. Martin
Helena, MT
Dr. Steven A. Thompson
Fargo, ND
IAEM-USA Region 9
Ryan Y. Chan
Monterey Park, CA
Laura C. Douglass
Vacaville, CA
Bruce Gadbois, CEM
San Luis Obispo, CA
Dinh Nguyen
Laguna Niguel, CA
Michelle N. Peeples
Orange, CA
Adam Saurin
Los Angeles, CA
IAEM-USA Region 10
Jay D. Gautney
McMinnville, OR
Chris J. Johnson
Auburn, WA
Octavia Jones
APO, AE
Regina J. Martinez
Newport, OR
Jeri A. Hendershot
Tavares, FL
Marc C. Jean
Pompano Beach, FL
Tonika S. Johnson
Ft. Lauderdale, FL
Laurence H. LaHue
Daytona Beach, FL
Mercedes K. Laney
Fort Lauderdale, FL
Lisa A. Lawrence
Cocoa, FL
Maggie R. Loutzenhiser
Altamonte Springs, FL
Megan M. McConnell
Means, KY
Napoleon I. Onyechi
Kissimmee, FL
Evan G. Rosenberg
Tallahassee, FL
Jacqueline Saccamano
Orlando, FL
Penni J. Saginario
Orlando, FL
Joshua G. Shore
Anderson, SC
James N. Skinner
Coral Gables, FL
Williams G. Tarazona
Miami, FL
Lea E. Tardanico
Miami, FLwww.iaem.com/Scholarships