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:

• A complete and accurate IAP will be prepared for our first shift briefing.

• A hot meal will be served for incident personnel.

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.