National Communications System Briefing Template

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National Communications System Briefing Template
Emergency Communications Team (ECT) Process
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Process

• Why do we need a team organizational process? We
  know our jobs
• Will have new team members during an actual event
• The stress in crisis situations impairs thought
  processes
• Substitute leaders - a likelihood
• Without a process, we are simply reacting
• Effective way to build a team
• Establishes the method of operation
• Having a process provides control, and more
  importantly a feeling of control, during a crisis

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Process

• Process - Why not flow charts or check lists?
• Process A system of operations in the production
  of something
• May be many flow charts and check lists in a
  process
• Need people to have the flexibility to think
• Difficult to keep flows or lists current
• When flow charts or check lists are wrong or out
  dated they are ignored
• If you can't describe what you are doing as a
  process, you don't know what you're doing.
• W. Edwards Deming

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Processes
Little League Game
Identify the Players Inspect and Transport the
Team Assemble the Team - Play the
Game Celebrate the Defeat Assemble and
Transport the Team Scotch and Asprin
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ECT Process

• We enter the JFO and find the ESF 2/ Emergency
  Communications Team
• We know our jobs
• We know the overall mission and objectives
• We know what we are supposed to do within the
  team
• We expect demands to be made of us
• We are waiting for work to do
• What we dont know is the how in how we
  organize to get the team working and the work
  flowing NOLA

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Five ECT Processes
Administrative Alignment Determine
Expectations Input and Track
Issues Develop Solutions Recommendations
Manage and Close Solutions
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Five ECT Processes
The following processes are shown linearly for
discussion purposes only. The processes may
overlap, or based on team experience and
familiarity be done simultaneously. Experienced
and well trained teams may only need minutes in
some processes. But all must be done.
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ECT Process

• Need Not be Sequential Processes
• May Overlap
• But all must be done

Time
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ECT Process

• Need Not be Sequential Processes
• May Overlap
• But all must be done

Time
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ECT Communication Team Level 0 Process
Notify Team Industry
Activation
Administrative Alignment (Leadership)
Viable Team
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Administrative Alignment
DHS
DCO
Team and Industry Notification
Assemble Team
Establish Work Flow

• FECC/Deputy FECC
• Action Officer
• Administrative/Staff Support
• Assign administrative team members to the work
  processes (who administers HSIN, MSL, Spread
  Sheets, etc.)
• Establish work rules flow determine JFO
  flow/systems
• All problems (MAs, RFIs, ARFs, Queries, etc.)
  must be documented and input to the management
  system with Date, Time, From Contact Name and
  Number, Problem Statement, Addresses Involved.
• Establish an Issue tracking method (spread sheet
  if a System is not established)
• All problems must be entered into the management
  system first
• Every problem or issue must have an audit trail
• Any verbal request must be documented in writing
• Email is the preferred means of communication for
  requests confirm verbals with email recap
  (audit trail)
• Establish when MSL log entries must be made, HSIN
  responsibilities (when/what to check or post)

• FECC/Deputy FECC
• Administrative/Staff Support
• Gathers team and performs introductions, exchange
  of contact information, ensures schedules and
  lodging arrangements are known, gets emergency
  contact information.
• Provide an overview of the Emergency
  Communication Team (ECT) responsibilities (Each
  position has a Job Aid reference the Job Aid
  and provide copies)
• Provide logistical information JFO Leadership
  team , EOC contacts, COOP site location,
  emergency communication plan (how to re-establish
  team communication if necessary)
• Establish Shift Schedules, Conference Bridges,
  and Shift Change Handoff Procedures
• Ensure members are checked-in and accounted for
  using the JFO Process

Viable Team
ESF 2 Activation
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ECT Communication Team Level 0 Process
Notify Team Industry
Activation
Administrative Alignment (Leadership)
Viable Team
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ECT Communication Team Level 0 Process
Notify Team Industry
Meeting Out-Report Requirements
Activation
Determine Requirements Manage
Expectations (Leadership)
Administrative Alignment (Leadership)
Viable Team
Reports
ESF 2 Structure, Contacts, and Sitreps
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Determine Requirements Manage Expectations
DCO
Reports
Meeting Out-Report Requirements
Manage Expectations
Determine Requirements

• FECC
• Deputy FECC
• Determine from FCO the deliverable requirements (
  time, format, and expectations)
• SitRep Schedule
• SpotRep expectations
• Report format
• More than Battle Rhythm
• Ascertain immediate needs
• Determine from FCO the daily meeting schedule and
  expectations
• Determine from JFO ESFs their meeting
  requirements
• Determine State/Local EOC Requirements
• Query other ESF for communication gaps

• Action Officer
• Administrative/Staff Support
• Establish schedules with ECT members to ensure
  SitReps and other reports are submitted on time
• Assign owners to each deliverable
• Manage other ECT members as necessary to meet
  requirements
• Post SitReps and other reports in MSL, HSIN, and
  ECT Tracking System
• Update SitReps and reports in MSL, HSIN, and ECT
  Tracking System
• Verify that expectations are meeting current
  needs of the FCO close gaps
• Remain in contact with other ESFs in order to
  manage their expectations

ESF 2 Structure, Contacts, and Sitreps
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ECT Communication Team Level 0 Process
Problems Priorities
Problems Priorities
Notify Team Industry
Meeting Out-Report Requirements
Activation
Input and Track Issues (Administrative)
Determine Requirements Manage
Expectations (Leadership)
Administrative Alignment (Leadership)
Viable Team
Accurate Problem Statements
Reports
ESF 2 Structure, Contacts, and Sitreps
Input of Problems
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ECT Communication Team Level 0 Process
Problem Priorities
Problems Priorities
Notify Team Industry
Meeting Out-Report Requirements
Activation
Input and Track Issues (Administrative)
Determine Requirements Manage
Expectations (Leadership)
Administrative Alignment (Leadership)
Viable Team
Accurate Problem Statements
Reports
ESF 2 Structure, Contacts, and Sitreps
Input of Problems
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Screen and Input Problems Track Progress
Problems Priorities
Input and Track Issues

• Action Officer
• Administrative/Staff Support
• Screen problems for necessary information
• Contact name and numbers
• Addresses involved (A and Z end)
• Develop an understandable and accurate problem
  statement
• All relevant technical information
• Develop an Issue/Problem Numbering Scheme (follow
  JFO scheme)
• Correct and input into ECT Tracking System (EOC
  System, Spread Sheet, MSL, HSIN)
• Notify the contact person via email of the
  tracking number and give confirmation the issue
  is being worked
• Correlate new problems with existing issues
• Update contact person regularly with status
• Educate and coach the problem provider to provide
  initial accurate and complete information
• Follow Mission Assignment Job Aid

Accurate Problem Statements
Input of Problems
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ECT Communication Team Level 0 Process
Problems Priorities
Problems Priorities
Notify Team Industry
Meeting Out-Report Requirements
Activation
Input and Track Issues (Administrative)
Determine Requirements Manage
Expectations (Leadership)
Administrative Alignment (Leadership)
Viable Team
Accurate Problem Statements
Reports
ESF 2 Structure, Contacts, and Sitreps
Input of Problems
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• "The urgent problems are seldom the important
  ones."
• - Former President Dwight D. Eisenhower

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ECT Communication Team Level 0 Process
Problems Priorities
Problems Priorities
Notify Team Industry
Meeting Out-Report Requirements
Activation
Recommendations
Input and Track Issues (Administrative)
Determine Requirements Manage
Expectations (Leadership)
Administrative Alignment (Leadership)
Assess Situation, Develop Solutions, and Make
Recommendations (Team)
Solutions
Viable Team
Accurate Problem Statements
Reports
ESF 2 Structure, Contacts, and Sitreps
Input of Problems
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Assess Situation, Develop Solutions, and Make
Recommendations
Recommendations
Assess Situation and Make Recommendations
Develop Solutions

• FECC/Deputy FECC
• Team Supervisors (Tactical Infrastructure)
• Action Officers
• Communications Asset Manager
• Communications Engineer
• Federal Industry Liaisons
• FECC leads brainstorming session with ALL
  specialist and team members regarding specific
  problem statements. This process ensures all
  specialist have input to the solution and are
  kept abreast of all of the teams issues.
• Develop viable options to solve the problem
• Create and document pros and cons for each option
• Assign Owner Team Supervisor of the issue
• Direct the development of the Statements of Work,
  RFIs, MAs, 60-1 Order equipment
• Communicate the solution to all involved

• FECC/Deputy FECC
• Team Supervisors (Tactical Infrastructure)
• Action Officers
• Communications Asset Manager
• Communications Engineer
• Federal Industry Liaisons
• Asses the tactical and infrastructure
  communication networks (field visits, calls to
  EOCs, consult with Industry)
• Assess local (municipal and county) tactical
  needs and close gaps where possible
• Request/Review Analysis of current and future
  conditions
• Create recommendations and alternative solutions
  for current and potential communications issues
• Assess the long term vulnerabilities (cause and
  effect - MTTF) of current time line
  (ramifications of current fuel delivery plan,
  impact of projected network and LMR failures)

Accurate Problem Statements
Solutions
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ECT Communication Team Level 0 Process
Problems Priorities
Problems Priorities
Notify Team Industry
Meeting Out-Report Requirements
Activation
Recommendations
Manage and Close Out Solutions
Manage Close Solutions (Management)
Input and Track Issues (Administrative)
Determine Requirements Manage
Expectations (Leadership)
Administrative Alignment (Leadership)
Assess Situation, Develop Solutions, and Make
Recommendations (Team)
Solutions
Viable Team
Accurate Problem Statements
Reports
Failed Solution
ESF 2 Structure, Contacts, and Sitreps
Status, Close Out of Solutions
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Manage Close Solutions
Manage Close Solutions

• Action Officers
• Communications Asset Manager
• Communications Engineer
• Deliver and manage solutions with industry,
  vendors, and Federal, State, and local agencies.
• Escalate solutions as necessary
• Return failed solutions for redesign
• Gain assistance for solution fulfillment entity
  as required
• Close out all tasks in Systems (HSIN, MSL, and
  Spread Sheets, etc)
• Confirm solution success
• Track time, expense, and resources required
• Close out solution with original requestor

Manage Close Out Solutions
Solutions
Failed Solutions
Status and Close Out of Solutions
SYSTEMS
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ECT Communication Team Level 0 Process
Problems Priorities
Problems Priorities
Notify Team Industry
Meeting Out-Report Requirements
Activation
Recommendations
Manage Close Out Solutions
Manage Close Solutions (Management)
Input and Track Issues (Administrative)
Determine Requirements Manage
Expectations (Leadership)
Administrative Alignment (Leadership)
Assess Situation, Develop Solutions, and Make
Recommendations (Team)
Solutions
Viable Team
Accurate Problem Statements
Reports
Failed Solution
ESF 2 Structure, Contacts, and Sitreps
Input of Problems
Status, Close Out of Solutions
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Process

• Process Does Not Replace Leadership
• Knowing The Process is Power
• Dont be Afraid to Change the Process
• Use the Process to Build the Team
• And
• Dont Hesitate to Communicate the Process Post
  It - Having One is Better than Having None

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National Communications System Briefing Template
Thank you.
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