Measuring What Didn’t Happen: Quantifying Emergency Management Value

Summary: In this podcast episode, I am joined by co-author Eric Kant (book due out soon), practitioner Anthony Mangeri, and OverWatch—a working multi-agentic AI system—to move past AI adoption theories and address the practical operational realities of integrating AI into emergency management. The discussion focuses on defining delegation boundaries, mitigating model and persona drift over time, establishing robust cognitive controls, and applying project management discipline to ensure human accountability remains central to operations.AboutAnthony MangeriAnthony S. Mangeri is an emergency management consultant and educator who served over a decade as the New Jersey State Hazard Mitigation Officer. With the NJ Office of Emergency Management, he developed statewide emergency standards for schools and campuses, and served as operations chief at the State Emergency Operations Center during the September 11 terrorist attacks. A volunteer firefighter and EMT for more than 35 years, he teaches disaster sciences at Rowan University and the American Public University System. He holds an MPA from Rutgers University, a BA from Thomas Edison State College, and completed a Public Health Leadership Initiative fellowship. Eric KantErick Kant is the founder and principal of Kant Consulting Group and TrustedOps. He brings years of hands-on experience integrating advanced technology into live operations, including responses to 9/11, Hurricanes Katrina and Sandy, have formed the foundation for Eric Kant’s work in innovation and responsible AI. Through TrustedOps.com, he is developing adaptive AI assistants and specialist teams that help organizations put AI to work within clear boundaries and under human oversight. His work focuses on making AI useful and dependable in day-to-day operations, with attention to security, evidence, and the people responsible for its outcomes. Overwatch was developed by Eric and is a multi-agentic AI that manages other AI models that Eric has created and trained.For more information on TrustedOps: https://trustedops.com/For more information on Kant Consulting Group: www.kantconsulting.com DriftLi et al., Measuring and Controlling Persona Drift in Language Model DialogsContextEcho benchmark for persona drift in long sessionsKlu, LLM drift and degradation monitoringLatitude, continuous drift detectionApplicationsDefense News, GenWar LabHogan and Brennen, Open-Ended Wargames with LLMs (Snow Globe)AI-generated Hurricane Melissa videosBulletin of the Atomic Scientists, AI misinformation and emergency communicationsConlon and Schwardmann, AI Sycophancy and DecisionsTechTarget, AI sycophancy and leadersAgents and standardsNIST CAISI, AI Agent Standards InitiativeCloud Security Alliance, research note on the NIST initiativeDomestic Preparedness, the EOC of the FutureRAND and AIDE, AI and the future of emergency management and the RAND Policy Minded podcast episode

SummaryIn this episode, I spoke with Fire Chief Dr. Eric Saylors. Dr. Saylors has spent 30+ years asking a question most of the profession struggles with: how do you prove the value of a disaster that never happened? In this episode he lays out a practical answer — define risk as threats, consequences, and vulnerabilities, recognize that vulnerability is the only one you actually control, and then get honest about what's sitting on the roulette table. Dr. Saylors shares the moment he reframed his department's budget for a skeptical mayor, why avoided-loss estimates rest on causal chains and case studies rather than statistical proof, and why arguing only for your own budget costs you credibility. He also covers the two-part story that moves elected officials, where AI genuinely helps with mass-casualty math, the Oakland Hills hydrant-adapter failure, and his work at HEN Technologies helping incident commanders get unstuck at "orient" in the OODA loop.Time Stamps01:13 Intro and guest background02:25 Outputs vs. outcomes — how should we define success?06:15 What should you measure at project initiation?10:45 How do you make an avoided-loss estimate credible?13:20 What destroys credibility — and the $20M cut that started it all14:50 Long-horizon projects vs. short political cycles (Galveston seawall)19:40 AI, dashboards, and separating impact from activity counts23:20 Translating technical findings across agencies and silos26:15 Practical first steps for measuring an existing program31:25 Realistic drilling and simulated environments35:30 HEN Technologies and the cognitive load of commandAboutEric Saylors is the author of Quantifying a Negative (2015), Sense Making in Risk Assessments (2022), and The 7-Year Active Shooter Study (2026). He is a Fire Chief with over 30 years of experience and holds a Doctorate in Leadership from the University of Southern California. In addition to serving as Product Lead for HEN Technologies, Eric currently serves as Fire Chief of the El Cerrito–Kensington Fire Department, having previously spent 25 years with the Sacramento City Fire Department. Over the course of his career, he has served in every rank from firefighter/paramedic to Fire Chief, including engineer, captain, battalion chief, and assistant chief. His operational experience includes assignments on ambulances, fire engines, ladder trucks, a Type 1 HazMat team, and a heavy rescue unit. He has responded to and managed a wide range of incidents, including high-rise fires, large commercial fires, wildland-urban interface incidents, basement fires, and balloon-frame construction fires. Prior to joining executive leadership, he served as Battalion Chief 1 in downtown Sacramento, one of the busiest operational areas in the region. In addition to his doctorate, Dr. Saylors holds two associate degrees, a bachelor’s degree in finance, and a master’s degree in Security Studies from the Naval Postgraduate School. He regularly consults with fire departments nationwide on active shooter response, leadership development, succession planning, and post-incident analysis, and has published more than twenty articles on homeland security and fire service topics.LinksLinkedIn for Dr. Eric Saylorshttps://www.linkedin.com/in/eric-saylors-ed-d-09778188/ Saylors, E. (2015). Quantifying the negative: How homeland security adds value. Homeland Security Affairs. https://www.hsaj.org/articles/9307 Saylors, E. (2023). Sensemaking in Risk Assessments: An Innovation Study. University of Southern California. https://www.academia.edu/122185501/Sensemaking_in_Risk_Assessments_An_Innovation_Study Youtube (note- there are many more as well, on the Weekly Scrap and others)Weekly Scrap #206 - Eric Saylors, Responding to the Intentional MCIhttps://www.youtube.com/live/RM9GeuFoMpQ?si=FFvur0gLpgz0PCNP

SummaryThis episode features Justin Kates, Senior Business Continuity Advisor at Wawa and former government emergency management leader, discusses his Pracademic Summit talk on four pressures facing emergency management: legitimacy, growing expectations, doing more with less, and AI. He describes how generative AI is encroaching on non-routine tasks such as emergency planning, exercise design and after-action capture, risk analysis, and administrative work like grants and documentation. Kates warns about AI risks including bias, inaccurate outputs from information gaps, “AI work slop” that accelerates checkbox deliverables, and “bot battles” in competitive grant writing and review. He outlines governance needs—organizational guardrails, approved tools, avoiding shadow AI, training on limits and hallucinations, and continuity planning for outages—plus concerns about de-skilling and collateral-duty staff using AI to replicate professional functions. Using Daniel Susskind’s framework, he argues humans will remain essential for relationships, preferences, and moral accountability, and suggests project management methods and AI-enabled tools can reduce toil while preserving response reliability.Time Stamps01:16 Meet Justin Kates02:03 Four Walls Framework02:59 AI Task Encroachment05:45 AI Misuse and Risks12:15 Governance and Guardrails16:29 Deskilling and Human Limits23:50 Reliability and Manual Fallbacks25:26 Project Management With AIAboutJustin Kates currently serves as the Senior Business Continuity Advisor for America’s favorite convenience store, Wawa, Inc. In this role, he is responsible for architecting a new business continuity program for Wawa’s expanding footprint of over 1,100 stores with over 47,000 associates across Pennsylvania, New Jersey, Delaware, Maryland, Virginia, North Carolina, Alabama, Florida, Georgia, Ohio, Indiana, Kentucky, Tennessee, West Virginia, and Washington D.C. Before Wawa, Justin served 17 years in government, most recently in the City of Somerville, MA as their Director of Emergency Management & Communications. In Somerville, he was responsible for implementing the City’s inaugural comprehensive emergency management program and initiating the integration of their citywide 911 and dispatch operations. Additionally, Justin served over a decade as Director of Emergency Management for two Mayoral senior leadership teams in the City of Nashua, NH, and as a homeland security consultant for the State of Delaware. He is a Master Business Continuity Professional (MBCP) affiliated with the Disaster Recovery Institute (DRI) International, an Associate in Risk Management (ARM) with American Institute for Chartered Property Casualty Underwriters (The Institutes), and is a Certified Emergency Manager (CEM) affiliated with the International Association of Emergency Managers (IAEM). Justin attained a Bachelor of Arts concentrated in Emergency Management and Public Administration from the University of Delaware and a Master of Arts in Security Studies from the Naval Postgraduate School's Center for Homeland Defense and Security. From 2021 to 2024, Justin served in succession as the 2nd Vice President, 1st Vice President, and President of IAEM USA Council. He also served as a member of the FEMA National Advisory Council in 2023 and 2024.LinksLinkedInhttps://www.linkedin.com/in/kb3juv/ The Walls are Closing In: AI and the Future of Emergency Management https://youtu.be/p6ePZ2Rg2B4?si=F2JtM4OpYnHzxqp9The Future of Emergency Managementhttps://www.youtube.com/watch?v=38MW74IJkYU Keeping Humans in the Loophttps://domesticpreparedness.com/articles/keeping-humans-in-the-loop-the-future-of-emergency-managementA World Without Work: Technology, Automation, and How We Should Respondhttps://www.danielsusskind.com/a-world-without-work

SummaryI spoke with Dr. Charles Jennings, founder of John Jay College’s emergency management program, about the new FEMA reform blueprint calling for a roughly 50% workforce reduction, shifting responsibility to states, tribes, territories, and localities, simplifying individual assistance, and using parametric funding triggers. Dr. Jennings argues the moment reflects broader ideological federal bureaucracy reforms, with limited attention to concrete legislative and regulatory changes. He warns staffing cuts would directly reduce FEMA service delivery while public expectations remain high, and notes growing reliance on contractors to help jurisdictions navigate FEMA’s complex rules. He doubts parametric aid can avoid equity and accountability problems and says mitigation is slow due to heavy regulation and uneven local capacity. The conversation broadens to land use, insurance, climate-driven migration, and concludes with practical advice: know local risks, build interagency relationships, and train officials in fundamentals like NIMS.Time Stamps01:13 Introduction02:55 Why FEMA Reform Now08:30 Workforce Cuts And Local Risk12:50 Disaster Industrial Complex18:51 Parametric Aid And Equity22:54 Why Mitigation Moves Slow29:30 Climate Migration And Land Use36:31 Advice For Local Emergency ManagersAboutDr. Charles Jennings, Principal, Public Safety/Homeland Security and Urban Planning at Manitou, Inc., Prof. Emeritus at John Jay College, is a highly accomplished expert in emergency response, fire protection, and urban planning with extensive academic and practical experience. He has consulted actively across the US and Canada. He holds a Ph.D. in City and Regional Planning from Cornell University, complemented by an advanced degrees in fire protection management. Dr. Jennings has served in prominent roles, including Director of the Christian Regenhard Center for Emergency Response Studies and Associate Professor at John Jay College of Criminal Justice, where he developed and led programs in emergency management and public safety. He transitioned to Emeritus status in 2026. His applied experience includes leadership as First Deputy Commissioner of Public Safety in White Plains, NY, where he oversaw police, fire, EMS, and emergency management services, and implemented innovative safety and communication systems.With a diverse background in research, policy, and consulting, Dr. Jennings has contributed to national safety initiatives, fire prevention strategies, and first responder coordination at large-scale events. His work has been supported by numerous grants from agencies such as FEMA, NIST, NSF, and the U.S. Department of Justice, reflecting his influence in advancing public safety, emergency response systems, and urban resilience. Overall, he combines academic rigor with practical leadership to enhance safety protocols, improve emergency preparedness, and foster community resilience. Among his publications is the most recent edition of Managing Fire and Emergency Services, published by the International City/County Management Association.LinksContact [email protected] LinkedIn Pagehttps://www.linkedin.com/in/charles-jennings-9b8b735/ Manitou Inc., Consulting Co.https://www.manitouinc.com/ Thiel, A. K., & Jennings, C. R. (Eds.). Managing Fire and Emergency Services. ICMA Publishing.https://icma.org/publications/managing-fire-and-emergency-services

SummaryThis episode features logistics leader LN Lurie about “burning issues” in emergency management. She makes the case that logistics is often underestimated, but determines whether operations succeed. Using examples from wildland fire, festivals, and hurricanes, she emphasizes the need for a deep contacts “Rolodex”, tested service-and-support playbooks, and clear contracting knowledge to rapidly source essentials like porta potties, showers, water, and food. Lurie contrasts structured wildland systems (preseason contracts, staged resources, ICS sections and span of control) with more improvisational hurricane logistics, and notes both the benefits and risks of relying on technologies like Starlink. She describes large base-camp deployments and discusses warehouse management systems, including common gaps, required reporting, the effectiveness of paper-based tracking on fires, and tailoring WMS to real needs, including reverse logistics.Time Stamps01:55 Logistics Is Everything02:59 Contacts And Pro Tips06:58 Supply Chains And Disasters12:53 Inside Fire Base Camp23:12 Logistics Coordination Roles25:42 Build A Logistics Playbook29:45 Warehouse Systems Reality34:57 Why Choose LogisticsAboutLN Lurie is a logistics and operations leader known for turning complex, labor-intensive operations into efficient, scalable systems. With experience managing wildland fire crews, fire camp and festival facilities, large-scale demobilizations, supply distribution, inventory tracking, warehouse layouts, WMS systems, and volunteer logistics, LN brings both field-tested execution and systems-level problem solving. She has led automation and process improvements that saved thousands of labor hours and significant costs, including work supporting COVID-19 field hospital demobilization in Colorado. Currently serving as Logistics Director for ITDRC, LN manages logistics teams, coordinates operational movements, and trains volunteers to deliver reliable support in demanding environments.LinksLN Lurie’s LI pagehttps://www.linkedin.com/in/lnlurie/Personal Website- travel logs, logs resources, and many other interesting musingshttps://lnlurie.com/

SummaryJonathan Spector, Founder & Principal Advisor at Converge Strategic Partners, joins the podcast to unpack how emergency managers — especially solo practitioners and multi-hatters — can adopt AI deliberately and safely. Drawing on his recent All Hazards Consortium (AHC) webinar, Jonathan walks through the minimum governance decisions needed before touching AI, how to verify outputs when the clock is running, how to build a lightweight audit trail, and how to avoid the trap of passive AI dependency. The conversation closes with a sharp look at "trendslop" — AI's tendency to serve up crowd-pleasing answers over the hard, operationally necessary choices that real emergencies demand.Timestamps1:37 Go Slow to Go Fast: Minimum governance decisions, the stoplight model, and building your lightweight review circle8:00 Verify Before Trust: Consequence-driven verification workflows, no-go outputs, and two-person integrity for solo shops13:31 Follow the Audit Trail: Where logging lives operationally, keeping it lightweight, and the unintended learning loop16:08 AI Dependency & Human Deskilling: Preserving expert judgment, designing active human-AI workflows, and what to demand from vendors27:27 Trendslop: Why AI favors consensus over context, and how to force trade-offs instead of buzzword-driven incrementalismAboutJonathan Spector is Founder & Principal Advisor at Converge Strategic Partners and a leadership and strategy advisor with more than 20 years of experience helping public-sector, emergency management, homeland security, and cross-sector leaders align priorities, strengthen coordination, and move from strategy to execution. He has worked with government and regional leadership teams on planning, stakeholder alignment, governance, and complex coordination challenges, especially in high-stakes environments where trust, clarity, and execution matter. His current work includes helping leaders navigate AI in practical terms, focusing on governance, guardrails, adoption, and the human side of change.Links:Converge Strategic Partnershttps://www.convergesp.com/Jonathan’s LI profile:https://www.linkedin.com/in/jospector/Leading Through AI for Emergency Management Leaders Executive Reference Guidehttps://www.convergesp.com/ai-executive-reference-guide Research:Harvard Business Review. (2026, March). Researchers asked LLMs for strategic advice. They got “trendslop” in return.https://hbr.org/2026/03/researchers-asked-llms-for-strategic-advice-they-got-trendslop-in-returnLee, E.H., Yin, Y., Jia, N. et al. Relying on AI at work reduces self-efficacy, ownership, and meaning while active collaboration mitigates the effects. Sci Rep (2026). https://doi.org/10.1038/s41598-026-42312-6Snair, J. (2026, March 28). 10 questions (and 7 buzzwords) to ask any AI vendor before you sign. Preppr.ai On the Edge.https://preppr.ai/blog/10-questions-(and-7-buzzwords)-to-ask-any-ai-vendor-before-you-signTank, A. (2026, March 3). Why the next phase of ChatGPT will be specialized. Forbes. https://www.forbes.com/sites/aytekintank/2026/03/03/why-the-next-phase-of-chatgpt-will-be-specialized/

This episode features Tom Sivak, Chief Emergency Manager at EM1, where we discuss why artificial intelligence is no longer optional for the emergency management community — it's a matter of survival. We explore how underfunded, understaffed EM agencies can leverage AI as a force multiplier across strategic, operational, and tactical levels. Tom shares his vision of turning static emergency plans into living, role-based decision support tools, moving from project-based to program-based AI integration, and protecting decision-making from misinformation and AI hallucinations. The conversation underscores that while AI accelerates information synthesis and planning, humans remain firmly in control. Either we adopt and control the technology or it winds up controlling us.Time Stamps2:20 — AI as a Force Multiplier: Why It's Survival, Not Just Innovation, for the One-Person EM Shop9:21 — Hesitancy & Fear: "AI Will Take Our Jobs" vs. Humans Still Controlling the Levers11:39 — From AI-Curious to AI-Enabled: Operationalizing AI on Blue-Sky and Gray-Sky Days15:04 — "Plans Should Come to Us": Turning Static PDFs into Living Decision Support22:39 — Velocity of Crisis & Information Overload: Protecting Decision-Making from Bad Inputs and OutputsAboutTom Sivak is the Chief Emergency Manager at EM1, where he’s focused on putting AI to work for real-world preparedness, response, and operational planning. He previously served as FEMA Region 5 Administrator, leading federal emergency management support across the Great Lakes region—including dozens of tribal nations—and has also held senior local roles in Chicago and Cook County emergency management. Sivak is a certified emergency manager (CEM®) with a practitioner-first track record building capability, sharpening coordination, and pushing readiness that actually holds up under pressure.Links:https://em1.comhttps://www.linkedin.com/in/thomas-sivak-ms-cem/

This episode features Ashley Morris, EM Coordinator for Gillespie County and Fredericksburg, Texas, about using project management to stop the “whack-a-mole” cycle. She lays out how PM turns emergency management into disciplined, strategic execution across preparedness, response, recovery, and mitigation.What if your biggest preparedness upgrade isn’t a new plan—it’s running your EM program through effective project management? Morris breaks down how establishing priorities, project timelines, and follow-through create partners who actually show up and perform. From building force multipliers in a shop of one to using EMAP as the benchmark, rebooting CERT, testing a Business EOC, and preparing a tourism-driven community, she’s pushing a simple standard: less busywork, more guided and intended results—guided by mandates and leadership direction.Time Stamps00:53 Introduction01:31 Why Project Management Matters03:36 Force Multipliers for Solo EM05:54 Community Outreach Strategy08:39 Defining the EM Role12:03 Rebuilding CERT Volunteers14:27 Tourism and Business Readiness17:55 Bridging Government and Community23:37 Engaging Fire EMS Police25:06 Prioritizing the Project PortfolioAboutAshley Morris, CEM, is the Emergency Management Coordinator (EMC) for Gillespie County, TX and the City of Fredericksburg. She is an emergency management professional dedicated to bridging meteorology and emergency management to strengthen community preparedness and real-time decision-making. With a multidisciplinary background spanning atmospheric science, natural hazards, GIS mapping, social media, and social vulnerability research, she is passionate about translating research into practical strategy that improves how agencies and communities anticipate, communicate, and respond to weather-driven threats. Grounded in the belief that “community is key,” Ashley prioritizes public outreach, trust-building, and two-way crisis communication—leveraging notification systems and social media to ensure information moves effectively from agency to resident and resident to agency. She earned her IAEM Certified Emergency Manager credential in 2022, the Maryland Professional Emergency Management (MDPEMP) credential in 2023, and graduated from the National Emergency Management Advanced Academy (NEMAA) in August 2023; she was also recognized on the 2021 IAEM Region III “40 Professionals Under 40” list. Active on the Maryland IMT and NCR IMT (Type III), she has led weather-focused initiatives including Weather-Ready Nation Ambassador efforts, StormReady, SKYWARN, and Virtual Operations Support Teams (VOST). Ashley is currently pursuing a Ph.D. in Emergency Management Administration at Oklahoma State University and holds an M.S. in Geography (Natural Hazards) from Texas Tech University, where her research examined social vulnerability and storm resource availability for tornado hazards in Lubbock, Texas.

What if the secret to better emergency collaboration isn't another FEMA course—but improv theater techniques?In this episode, Andrew Phelps, COO of AC Disaster Consulting, reveals why emergency management's biggest myth is that "collaboration just happens." Drawing from his unique background as a trained actor and emergency management leader, Andrew shares how principles from improvisational theater can transform how we work together during disasters.From the "Yes, And" principle to making your partners look brilliant, discover practical frameworks for breaking down barriers, building trust, and creating more effective emergency teams—on both blue sky and dark sky days.Time Stamps0:50 - Guest Introduction1:28 - Challenges in Emergency Management4:46 - Andrew's Background in Theater6:09 - Five Principles of Improv11:37 - Overcoming Collaboration Barriers13:31 - Cultural Shifts Needed17:24 - Emergency Management Is Everybody's Job20:10 - Supporting Collaborative Instincts25:21 - Balancing Stakeholder Needs28:16 - Managing Scope Creep34:30 - Closing ThoughtsAbout Andrew Phelps is the Chief Operating Officer with AC Disaster Consulting. Immediately prior to joining ACDC, Andrew served as the Director of the Oregon Department of Emergency Management where he oversaw the state’s comprehensive planning, training, exercise, and community engagement programs to reduce risk across the state and manage the consequences from emergencies and disasters. Andrew also served as the governor’s Homeland Security Advisor and the Governor’s Authorized Representative for nine federal disaster declarations. In 2022, Andrew led the creation of the state’s first cabinet-level Department of Emergency Management replacing the previous office of emergency management that had been a division of the Military Department. He has served as a firefighter, public information officer, planner, search and rescue technician, emergency operations center manager, emergency medical technician, and other roles throughout his career.Andrew is an honors graduate from John Jay College in New York City. He received his Master of Arts from the Naval Postgraduate School’s Center for Homeland Defense and Security in Monterey, California. His thesis, Play Well With Others: Improvisational Theater and Collaboration in the Homeland Security Environment was published in 2013. Andrew is also a graduate of the National Preparedness Leadership Initiative at Harvard University and the FEMA Vanguard crisis leadership program. He is currently serving a three-year term on FEMA’s National Advisory Council (NAC) where he leads the Climate Subcommittee.Sources:Phelps, A. J. (2013). Play well with others: Improvisational theater and collaboration in the homeland security environment. (Master's thesis/Paper). Naval Postgraduate School. https://apps.dtic.mil/sti/tr/pdf/ADA589546.pdf Andrew Phelps on LIhttps://www.linkedin.com/in/andrew-phelps-80264311/

This episode features Patrick Beckley, Director of Emergency Management for the Long Island Rail Road and former Suffolk County Fire, Rescue and Emergency Services commissioner and New York State Division of Homeland Security regional director, discussing disaster mental health as a core element of emergency management.Beckley shares his own journey toward better mental health. He talks about his heightened awareness of accumulated trauma among responders and underscores the importance of professional guidance and taking ownership of what is within one’s control. He explains why emergency managers often resist addressing mental health—due to “old school” expectations and a historic focus on victims—and argues that leaders must model vulnerability to build trust and improve retention.He identifies organizational warning signs such as rising cynicism, withdrawal, friction, and avoidance, and stresses that mental health should be integrated into operations and emergency plans—not treated as a post-incident add-on. Beckley highlights practical steps including preparedness training that reduces anxiety, personal “mental health go-kits,” structured rotations and decompression during major incidents like Hurricane Sandy, peer-support models, and accessible mental health services. His message: responders are not an infinite resource, and mental health must be addressed proactively and authentically.Time Stamps:00:50 Meet Patrick Beckley: Emergency Management Leader & Why Mental Health Matters01:42 The Hidden Psychological Toll of Emergency Management (and Retention Risk)02:38 Personal Stories: Secondary Trauma, Panic Attacks, and Getting Help06:05 Breaking the Stigma: Leading With Vulnerability in Emergency Services16:30 Why Mental Health Can’t Be a Post-Disaster Footnote17:22 Building a “Mental Health Go-Kit” for Disasters19:35 Psychological First Aid in Operations + Peer Support & Canine Programs23:54 Staffing, Rotations, and Decompression During Prolonged Incidents (Lessons from Sandy)26:10 The Uncomfortable Truth: Panic Attacks, Coping, and Checking on People Who Go Dark29:19 Resiliency Pack Examples + Final Takeaways: Don’t Ignore It34:00 Wrap-Up and ThanksDocuments/Files shared by our guest:https://drive.google.com/drive/folders/1-u_X3U6qG-4cdHS5mY_hA6hiT4CsL1Oz?usp=drive_linkFor those who may be seeking help, the Code Green Campaign® is a first responder oriented mental health advocacy and education organization: https://www.codegreencampaign.org/about-us/Research:Patel SS, Guevara K, Hollar TL, DeVito RA, Erickson TB. Surveying mental health stressors of emergency management professionals: Factors in recruiting and retaining emergency managers in an era of disasters and pandemics. J Emerg Manag. 2023 Sep-Oct;21(5):375-384. doi: 10.5055/jem.0820. PMID: 37932942.https://pubmed.ncbi.nlm.nih.gov/37932942/Deans C, Carter S. Evidenced Interventions Supporting the Psychological Wellbeing of Disaster Workers: A Rapid Literature Review. Int J Environ Res Public Health. 2025 Sep 19;22(9):1454. doi: 10.3390/ijerph22091454. PMID: 41007597; PMCID: PMC12470247.https://pmc.ncbi.nlm.nih.gov/articles/PMC12470247/#:~:text=Consequently%2C%20disaster%20response%20workers%20have,range%20of%20other%20psychosocial%20risks.Not on EMs but Emergency Mgt. Depts:White SC, Harris CH, Gopaul R, Smyth JM (2025) Stigma and barriers to seeking mental health care among emergency department providers – A mixed methods study. PLOS Mental Health 2(11): e0000489.https://doi.org/10.1371/journal.pmen.0000489