|













|
|
Operating Policy
GENERAL
GUIDELINES
Introduction:
Always
project a “We are here to help” attitude. Remember -- We might not
be as good as we think we are, but we CAN and will contribute to the
successful conclusion of the emergency. We will use local expertise
to help us succeed. We will listen to the locals, incorporate them
into the incident wherever possible, use their suggestions, and
assist them in any way we can. We will NOT tolerate an arrogant
attitude.
Team 6
“First Shift Priorities”:
Our first shift
priorities are:
Personal
Responsibilities:
-
On call status:
Notify Section Chief/PSC of your availability well ahead of time.
No surprises! Make every attempt to find your own qualified
substitute. Make every effort to schedule vacations around the
team’s on-call schedule.
-
Activations: Your ECC and/or IC must have a
contact method for you--whatever works for each person, as long as
it works! Knowledge of unavailability to IC as soon as you can
and ahead of time.
-
Ability to be on the road within 30 minutes of
contact is highly desirable.
-
No out-of-unit assignments the week you are
“on-call.” It is your duty to advise your ECC when they attempt
to assign you to a non-team assignment.
-
Bring equipment necessary (your decision) to
start-up your section (personal stuff to survive -- we’ve all done
this before).
-
Travel: It could be necessary to fly you to the
incident and have your vehicle driven by others (we will try to
avoid when possible).
-
Punch list: Once activated, the
Deputy IC and Logs chief will ensure the team punch list / orders
are initiated through the requesting unit / department.
-
Phone tree: The IC will activate
the phone tree to ensure all team members are notified of
activation. The IC will notify the Deputy IC, Safety, Liaison,
and Information Officers, and appropriate Command Staff trainees.
The Deputy IC will notify Ops, Plans, Logs, and Finance Section
Chiefs, who will in turn notify their team subordinates, including
appropriate trainee.
Incident
Briefings with Agency Administrator (line officer):
Negotiated by
IC, not controlled by team on all occasions. Attempt to schedule at
a time that all members can attend. IC could be required to meet
“one on one” prior to Team meeting.
-
This is the first
opportunity for us to demonstrate Team 6’s professional attitude.
Receive briefing that administrator feels appropriate -- not all
of them will be “good.” Team portion: questions/answers --
facilitated by PSC following standard briefing format.
-
Explanations
affecting your section are your responsibility. If you don’t
understand, ask again.
-
Assume time for
assuming command of the incident with which we can all live with
-- if not, say so.
-
What to do with
local folks on the incident and in what capacity? OSC may not
attend -- reconning.
-
PSC to get copies
of resource orders/pertinent maps (five copies each).
-
Remember, obtain
information and build bridges at the same time. Try not to leave
“that interrogated feeling” with the person(s). We want to leave
a positive relationship; incorporate local talent in our
processes.
Incident
Briefing with IA Incident Commander (the person we are to “help”:
Be sensitive to the plight of “not picking it
up”/”not having a good day,” how good/timely is the information (be
careful)? Operations-based information will be the most prevalent.
PSC to facilitate -- keep questions in briefing format, one section
at a time. PSC, LSC, etc., are to get what is there and move on,
realize there may be informational gaps.
Staffing:
Each section will order staff according to needs as
dictated by incident’s complexity. Remember, smaller is better. If
staffs grow beyond what is considered reasonable, approval could
become needed from IC. Consider YOUR relief -- IC must know
of “name” requests beforehand if you want the system to work.
Training:
The team can become entangled in training of
personnel -- be careful of overload. Technical Specialist-Training
can aid in this area. We will strive to incorporate trainees into
all aspects of the incident.
MEETINGS
General:
-
Meetings start at
announced time -- regardless of who is missing. This is where we
set the tone.
-
PSC facilitates and has all
meetings documented.
-
No interruptions tolerated -- get
the word out without alienating people we need for success.
-
PSC will ALWAYS
announce that radios, pagers and cell phones are to be turned
off/side meetings, etc., don’t exist. -- Get all necessary input
and move on.
Planning
Meetings:
-
PSC to post time
and required attendees
-
PSC / OSC’s / SOFR
/ IC to brief prior as needed.
-
Review Draft
ICS-215/215A and LCES. These will be prepared prior to the
meeting.
-
Other agencies
MUST have their input via LOFR -- limit rabbit chasing.
-
LOFR and/or IOFR
may have attendees as PR move (Quietly -- no input
at this stage!
-
Keep it short!
(Target is 30 minutes)
Operational
Briefings:
-
PSC will post time
and required attendees.
-
OSC’s
will keep their part short. Our first one could be a
little rough/sparse.
-
Roll call --
important folks recognized in appropriate manner -- everyone gets
one pass, then replaced if not present a second time.
-
Consider utilizing
branch/division locations -- individual gatherings.
-
THIS IS NOT A
MEDIA BRIEFING
-- quiet attendance OK
Command &
General Staff Meetings:
Assigned C & G team members and substitutes will have
a daily meeting (time set by the IC / DPIC). Attendance is NOT
optional. These will be short, round-robin-type meetings,
facilitated by PSC. The intent is to check pulse as a group -- not
strategy/tactics -- bad baggage unloaded/team synergism, growth, and
alertness to opportunities.
Special
Meetings:
(Area Command, Agency Administrator, VIP, Media
Conferences, etc.) -- Usually will be IC buffering incident. All
effort will be expended to NOT (if humanly possible) distract from
the operation. Other team members will be involved, as needed.
Debriefing with
Administrator/Agency:
-
Team to debrief
(hand back the incident). This is NOT a critique but rather the
“passing back” to the locals.
-
PSC or designee
(Deputy IC) to facilitate.
-
Follow briefing
format of one section at a time. Give your section status and
projections. Tie-up the loose ends of your part. Assure the
locals are comfortable assuming each issue in your section.
-
Be THOROUGH --
anything you would like to be advised of if you were receiving
back the incident -- what to do with the Documentation Package,
etc. Be especially aware of FSC issues and that “tie-in” has
occurred with the Unit Administrative Officer (include status of
FC-40).
Critiques:
As required, Team will participate in
CONSTRUCTIVE reviews of incident actions. This is to be a
learning experience for others and us. When desired, we will
pre-meet to coordinate Team presentation. We will appear
professional with our portions. Copies of operational narratives
and/or ICS-214'’ can be helpful. Identify positives as well as
negatives encountered. We don’t do “whitewash,” but we are
sensitive to the manner of information presentation and terminology.
Post-Incident Team Appraisal:
We
will plan to gather as a Team, as needed, to review our activities
in depth. TEAM MEMBERS ONLY -- after incident .
Experience
now indicates a month after the incident can be very valuable.
-
This meeting will
be facilitated by PSC.
-
Remain
constructive toward building a better mousetrap for the next
incident.
-
Reinforce
professionalism; any laundry not yet cleaned is to be brought out
for airing. Material items, which can be of assistance on the
next activation, are to be identified. Any systems/procedures
outside of the Team, which hindered proper actions, are to be
identified.
-
Each
section will submit a written narrative at the end of the incident
to the Planning Section Chief.
|