# Presentation: 016096

## Emergency Communications Team (ECT)

**Emergency Communications Team (ECT)**
**Process**

## 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*

## 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*

## Processes

- 	Inspect and Transport the Team
- 		 Assemble the Team - Play the Game
- 			Celebrate the Defeat
- 				Assemble and Transport the Team
- 					Scotch and Asprin

**Processes**

- Little League Game

## ECT Process

-  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 don’t know is the “how” in how we organize to get the team working and the work flowing...  NOLA...*

**ECT Process**

## Five ECT Processes

- 	Determine Expectations
- 		Input and Track Issues
- 			Develop Solutions & Recommendations
- 				Manage and Close Solutions

**Five ECT Processes**

## Five ECT Processes

- 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.***

**Five ECT Processes**

## ECT Process

- Time

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

## ECT Process

- Time

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

## ECT Communication Team Level 0 Process

-  Activation

**Administrative Alignment**
*(Leadership)*

- Viable Team

- Notify Team & Industry

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## Administrative Alignment

- ESF 2 Activation

**Administrative Alignment**

**Assemble Team**

***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

**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)

- Team and Industry Notification

**DHS **

**DCO**

- Viable Team

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## ECT Communication Team Level 0 Process

-  Activation

- Viable Team

- Notify Team & Industry

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**Administrative Alignment**
*(Leadership)*

## ECT Communication Team Level 0 Process

-  Activation

- Viable Team

- Notify Team & Industry

**Determine Requirements & Manage Expectations**
*(Leadership)*

- Meeting & Out-Report Requirements

- ESF 2 Structure, Contacts, and Sitreps

- Reports

- 11

**Administrative Alignment**
*(Leadership)*

## Determine Requirements & Manage Expectations

**Determine Requirements & Manage Expectations**

**Determine Requirements**

**Manage Expectations**

**DCO**

***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

- Reports

- Meeting & Out-Report Requirements

- ESF 2 Structure, Contacts, and Sitreps

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## ECT Communication Team Level 0 Process

**ECT Communication Team Level 0 Process**

-  Activation

- Viable Team

- Notify Team & Industry

**Determine Requirements & Manage Expectations**
*(Leadership)*

- Meeting & Out-Report Requirements

- ESF 2 Structure, Contacts, and Sitreps

- Reports

**Input and Track Issues**
*(Administrative)*

- Accurate Problem Statements

- Problems & Priorities

- Problems & Priorities

- Input of Problems

- 13

**Administrative Alignment**
*(Leadership)*

## ECT Communication Team Level 0 Process

**ECT Communication Team Level 0 Process**

-  Activation

- Viable Team

- Notify Team & Industry

**Determine Requirements & Manage Expectations**
*(Leadership)*

- Meeting & Out-Report Requirements

- ESF 2 Structure, Contacts, and Sitreps

- Reports

- Accurate Problem Statements

- Problem & Priorities

- Problems & Priorities

- Input of Problems

- 13

**Administrative Alignment**
*(Leadership)*

**Input and Track Issues**
*(Administrative)*

## Screen and Input Problems & Track Progress

**Screen and Input Problems & Track Progress**

**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

- Problems & Priorities

- Accurate Problem Statements

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- Input of Problems

## ECT Communication Team Level 0 Process

**ECT Communication Team Level 0 Process**

-  Activation

- Viable Team

- Notify Team & Industry

**Determine Requirements & Manage Expectations**
*(Leadership)*

- Meeting & Out-Report Requirements

- ESF 2 Structure, Contacts, and Sitreps

- Reports

- Accurate Problem Statements

- Problems & Priorities

- Problems & Priorities

- Input of Problems

- 15

**Administrative Alignment**
*(Leadership)*

**Input and Track Issues**
*(Administrative)*

***"The urgent problems are seldom the important ones.*****" **
- - Former President Dwight D. Eisenhower

## ECT Communication Team Level 0 Process

**ECT Communication Team Level 0 Process**

-  Activation

- Viable Team

- Notify Team & Industry

**Assess Situation, Develop Solutions, and Make Recommendations**
*(Team)*

- Solutions

**Determine Requirements & Manage Expectations**
*(Leadership)*

- Meeting & Out-Report Requirements

- ESF 2 Structure, Contacts, and Sitreps

- Reports

- Accurate Problem Statements

- Problems & Priorities

- Problems & Priorities

- Input of Problems

- Recommendations

- 15

**Administrative Alignment**
*(Leadership)*

**Input and Track Issues**
*(Administrative)*

## Assess Situation, Develop Solutions, and Make Recommendations

**Assess Situation, Develop Solutions, and Make Recommendations**

- 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 team’s 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

**Assess Situation and Make Recommendations**

***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)

- Solutions

- Accurate Problem Statements

- 16

## ECT Communication Team Level 0 Process

**ECT Communication Team Level 0 Process**

-  Activation

- Viable Team

- Notify Team & Industry

**Assess Situation, Develop Solutions, and Make Recommendations**
*(Team)*

- Solutions

- Failed Solution

- Status, Close Out of Solutions

**Determine Requirements & Manage Expectations**
*(Leadership)*

- Meeting & Out-Report Requirements

- ESF 2 Structure, Contacts, and Sitreps

- Reports

- Accurate Problem Statements

- Problems & Priorities

- Problems & Priorities

**Manage & Close Solutions**
*(Management)*

- Manage and Close Out Solutions

- Recommendations

- 17

**Administrative Alignment**
*(Leadership)*

**Input and Track Issues**
*(Administrative)*

## Manage & Close Solutions

**Manage & Close Solutions**

- Solutions

- Manage & Close Out Solutions

- Status and Close Out of Solutions

- SYSTEMS

**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

- Failed Solutions

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## ECT Communication Team Level 0 Process

**ECT Communication Team Level 0 Process**

-  Activation

- Viable Team

- Notify Team & Industry

**Assess Situation, Develop Solutions, and Make Recommendations**
*(Team)*

- Solutions

- Failed Solution

- Status, Close Out of Solutions

**Determine Requirements & Manage Expectations**
*(Leadership)*

- Meeting & Out-Report Requirements

- ESF 2 Structure, Contacts, and Sitreps

- Reports

- Accurate Problem Statements

- Problems & Priorities

- Problems & Priorities

**Manage & Close Solutions**
*(Management)*

- Manage & Close Out  Solutions

- Input of Problems

- Recommendations

- 19

**Administrative Alignment**
*(Leadership)*

**Input and Track Issues**
*(Administrative)*

## Process

***Process Does Not Replace Leadership***
***Knowing The Process is Power***
***Don’t be Afraid to Change the Process ***
***Use the Process to Build the Team***
***And... ***
***	******Don’t Hesitate to Communicate the Process – Post It - Having One is Better than Having None***

## Thank you. 

**Thank you. **

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