Concept of Operations Workshop

Transcription

1 Concept of Operations Workshop Disaster Cycle Services January, 2016 For the most recent version of this Workshop, please visit: Housekeeping Workshop Logistics Emergency Exits and Meeting Place, Restrooms, Smoking, Breaks Parking Lot Ground Rules Be respectful, open, and participative Please place your devices on mute Introduction of facilitator and participants 2 Agenda Introduction Workshop Logistics Purpose Learning Objectives Section I: Foundations of the CONOPS Key Operational Concepts Definitions Roles and Responsibilities CONOPS Components Section II: Scope and Type of Operations Chapter/Regional/Divisional/National Operational Scaling Preparedness/Response/Recovery Section III: Supporting Elements of the CONOPS Incident Reporting Operations Planning Conclusion 3 1

2 Workshop Purpose The purpose of Concept of Operations Workshop is to accomplish the following: Familiarize the Red Cross workforce with the key ideas from the Concept of Operations and achieve a baseline understanding of the doctrine; Increase reach and penetration of existing doctrine, tools, and other CONOPS resources; Provide more in-depth discussion and engagement as a follow-up to the existing Concept of Operations video; Build nationwide consistency in the implementation of the Concept of Operations. 4 Learning Objectives Upon completion of this workshop, participants will be able to: Explain key operational concepts and components of the Concept of Operations; Describe the Operational Structure and Key Elements of an operation; Explain the types of Red Cross operations; Explain the importance of the Concept of Operations to the success of an operation. 5 Learning Objectives (Continued) Upon completion of this workshop, participants will be able to: Identify the importance of Incident Reporting and its role within an operation; Identify the importance of Operations Planning and its role within an operation. 6 2

3 Section I Foundations of the Concept of Operations Learning Objectives Covered in this Section: Explain key operational concepts and components of the Concept of Operations; Describe the Operational Structure and Key Elements of an operation; Explain the importance of the Concept of Operations to the success of an operation. 7 What is the Concept of Operations? To deliver effective preparedness, response, and recovery services, the Concept of Operations is: Focused on service to clients and communities; Based in local knowledge of communities, volunteers, and relationships; Grounded in collaboration with partners and community mobilization; Aligned with partners at every level of government; Supplemented with nationally available human, material, technological, managerial and subject matter resources. 8 Purpose of the Concept of Operations Builds out the framework for managing disaster operations within the context of chapter, regional, divisional and national disaster operations; Identifies accountability and responsibility for individuals engaged in Disaster Cycle Services operations; Defines types of operations and their associated fiscal authorities and accountabilities; Describes the central components of Disaster Cycle Services functions and operations; Articulates critical principles for how we operate. 9 3

4 Key Operational Concepts Regions as the Leading Edge of Disaster Cycle Services Operations Integration of Regional Volunteers and Employees in Operations Balancing Constituent Interests Metrics and Continuous Improvement 10 Definitions Accountability Chapter Direct Services Disaster Action Team Disaster Operations Coordination Center Districts Division Response Management Team Division Capability Work Group Financial Authority Disaster Operation (or Financial Levels DRO) Operational Operation Responsibility Headquarters Oversight and Management Programmatic Support Resource Mobilization Unit Service Delivery Plan Support Services Steady State 11 Roles and Responsibilities (Examples) Steady State Roles (including volunteer partners and leadership) Disaster Program Manager/Specialist Division Disaster Executive Regional Disaster Officer Division Vice President Regional Executive Executive Dir., Recovery Operations Division Disaster State Relations Dir. VP, Disaster Operations and Logistics Division Disaster Director SVP, Disaster Cycle Services Operational Roles Director Deputy Director Assistant Dir. of External Relations Assistant Dir. of Finance and Admin. Assistant Dir. of Info and Planning Assistant Dir. of Logistics Assistant Dir. of Operations District Director Red Cross Coordinating Officer Chief of Staff 12 4

5 Concept of Operations Components A structure based on six key operational functions, Alignment of workforce structures with the concept of operations; Incident Command System (ICS) principles adapted to the Disaster Cycle Services environment; Operational financial levels based on anticipated level of commitment; Operational types based on geography, scope, and complexity of events; Specific decision drivers for scaling operations; Operations across the Disaster Cycle. 13 Operational Functions Standardizes Disaster Relief Operations structure to ensure consistency for every event and scalability from chapter to national level operations; Adaptation of the principles of Incident Command System ensures close alignment with partners; Table of Organization is standard, repeatable, and predictable, and consistently grows based on requirements of the incident. 14 Operational Functions Operational Leadership External Relations Finance and Administration Information and Planning Logistics Operations 15 5

6 Operational Functions Table of Organization 16 Alignment of Workforce Structure Operational Leadership: Operations Management (OM): DIR, AD, MD, SD External Relations: External Relations (ER): LG, CPS, PA, FR Operations: Mass Care (MC): SH, BD, FF, SWL Individual Client Services (CLS): CC, RPA, DHS, DMH, Spiritual Care Current G/A/P and titles will remain in place until Workforce Typing is complete 17 Alignment of Workforce Structure Logistics: Logistics (LOG): FAC, IKD, WHS, TRA, LSAP, PRO, SUP Staff Services (SS): LCV, SPS, SR, TR Disaster Services Technology (DST): RCO, RCM, RNT, RCS Finance/Admin: Finance: FIN Information and Planning: Information and Planning (IP): DA, ID, FSI Current G/A/P and titles will remain in place until Workforce Typing is complete 18 6

7 Adapted ICS Principles Common Terminology Flexible, Scalable Organization Management by Objectives Incident Action Planning Span of Control Establishment and Transfer of Leadership Chain of Command Accountability, Responsibility and Authority Clear Communication (Formal and Informal) 19 Financial Levels Indication of the expected size or cost of the Red Cross effort within the context of an operation Internal administrative reference used to express a level of commitment Level designation determined by estimating principal cost drivers Levels are designated: Level I: expected field operations budget less than $10k Level II: expected field operations budget $10k-$50k Level III: expected field operations budget $50k-$250k Level IV: expected field operations budget $250k-$2.5mil Level V: expected field operations budget $2.5mil-$5mil Level VI: expected field operations budget $5mil-$10mil Level VII: expected field operations budget exceeding $10mil 20 Pop Quiz! 21 7

8 Question 1 22 Question 2 23 Question 3 Remember to phrase your response in the form of a question! 24 8

9 Section II Scope and Type of Operations Learning Objectives Covered in this Section: Explain the types of Red Cross operations Explain the importance of the Concept of Operations to the success of an operation 25 Operation Type and Structure Operations are designated by type, based on the size, scope and complexity of the operation Each type of operation includes specific financial authorities and operational responsibilities. Types of operations are: Chapter Regional Divisional National Role of Districts in disaster operations 26 Chapter Operations Definition: Local operation contained within a chapter Financial Level: Typically do not exceed Level II, larger metro chapters may have events that are above Level II but still managed as chapter operations No shift in structure or authority, handled within steady state roles DPM has Operational Responsibility; RDO has Oversight and Management Usually staffed by local responders (DAT), team members can perform multiple operational functions 27 9

10 Chapter Operations Table of Organization 28 Regional Operations Definition: multiple chapters affected but operation is contained and resourced within regional jurisdiction Financial Level: Typically do not exceed Level II, larger metro chapters may have events that are above Level II but still managed as regional operations No shift in structure or authority, handled within steady state roles RDO has Operational Responsibility; DDD has Oversight and Management Operations expand within six operational functions 29 Regional Operations Table of Organization 30 10

11 Divisional Operations Definition: Events that cross regional boundaries and/or beyond scope of a single region Initially resourced within Division but can also be augmented with human/material resources outside Division Financial Level: Typically a Level III or above. Unique events that may be a Level II may still scale to a divisional operation Overall management and authority shift from RCE to DDE, still under DVP accountability DDD or DRMT Director has Operational Responsibility; DDE or VP has Oversight and Management Often Divisional Operations will use a DRMT, which would support and supplement many of the operational functions. 31 Divisional Operations Table of Organization 32 National Operations Definition: Multiple regions and/or divisions affected; require movement of human and material resources; create national impact and/or risk for the organization. Financial Level: Will almost always be Level III or above. Unique Level II may result in a shift to a national operation. Division Disaster Executive (or his or her designee) will assume operational command of the event as the Red Cross Coordinating Officer, while overall authority and accountability shifts from the division to the Vice President, Operations and Logistics at national headquarters

12 National Operations Table of Organization 34 Districts Tactical operational team in a temporary geographic area within the Disaster Relief Operation Established to ensure the needs of locally impacted communities can be met effectively and efficiently while maintaining an appropriate span of control Structured to determine needs, develop tactics and execute timely service delivery Client facing group comprised of direct and support services as well as virtual support teams Focused on providing direct services to clients and communities. Operates under the priorities outlined in the DRO Incident Action Plan 35 Role of DRO HQ and Districts Role of DRO HQ Ensure clients are served vs Role of District Serve clients Ensure the workforce is cared for Ensure relationships are built and sustained through empowering local decision making and resourcing districts Resource the Districts Establish strategy, priorities and objectives for entire operation vs vs vs vs Care for workforce Build and sustain relationships in assigned jurisdiction consistent with the goals and objectives of the DRO Provide services to clients and communities Execute tactics to achieve objectives 36 12

13 District Reporting Relationships District Directors report directly to the Assistant Director of Operations at Disaster Relief Operation Headquarters Disaster Relief Operation Headquarters assigns support functions staff to districts as needed to ensure that districts are sufficiently resourced to provide services to clients Support staff report directly to their functional lead at the Disaster Relief Operation Headquarters 37 Operation Structure for Districts* DRO Director AD Operations DRO AD Logistics DRO AD Information and Planning DRO AD Finance DRO AD External Relations DRO DRO Support Functions DRO HQ District District Director Mass Care Disaster Mental Health Logistics Information and Planning Finance External Relations District Support Functions Health Services Disaster Spiritual Care *Still in Development Casework and Recovery Planning 38 Operational Scaling Consistent structure that scales based on size, scope and complexity Additional personnel added to complete tasks; core operational structure does not change Can scale up or down Triggers for scaling: Scope / scale of the event Families affected Geographic area Cultural sensitivity Type of event Capacity of the operating unit Evolving incidents Rapidly changing conditions Volume of information Complexities Political or special interest Events with national impact Events with organizational risk 39 13

14 Scaling Transition of Leadership The continuum from a Chapter to National operation is non-linear and can move at anytime to a level that is appropriate for the size/scale/scope of the event Discussions and concurrent acknowledgment of accountability and authority as event escalates (RCE/DDE/DVP/VP,Ops and Log) Transition Briefings and use of Disaster Operations Summary Form Operational leadership will facilitate effective transitions 40 Scaling Roles and Responsibilities Operational Responsibility Oversight and Management Programmatic Support Chapter Operation DPM RDO Regional Support Functions Regional Operation RDO DDD Divisional Operation DDD, DRMT Director DDE -or- VP, Ops &Log National Operation RCCO VP, Ops & Log - or SVP, DSC Division DOCC/CWG DOCC Financial Authority RCE RCE DDE -or-dvp VP, Ops & Log 41 Operations Across the Disaster Cycle Concept of Operations applies across whole cycle of Preparedness, Response, and Recovery Provides common organizational principles regardless of phase of Disaster Cycle Ensures consistency of Red Cross services across the disaster cycle 42 14

15 Pop Quiz! 43 Question 1 44 Question

16 Question 3 46 Section III Supporting Elements of the Concept of Operations Incident Reporting & Operations Planning Learning Objectives Covered in this Section: Identify the importance of Incident Reporting and its role within an operation. Identify the importance of Operations Planning and its role within an operation. 47 Information and Planning Together, Incident Reporting and Operations Planning make up the Information and Planning function within the Concept of Operations Both have Standards & Procedures and training courses to support The following is an overview not a howto 48 16

17 Incident Reporting Enables Disaster Cycle Services operations staff to capture notification of an incident and report on that incident through its entirety Ensures timely, structured, predictable, and complete methods Key components: Initial Incident Report Situation Reporting Statistical Reporting 49 Initial Incident Report Notifies chain of command that an incident is occurring Increases situational awareness around an incident Creates a historical record of initial actions Enhances organizational visibility Standardized and predictable information 50 Situation Report Unstructured data Covers four areas: Actions from today Sustainable, local capacity building Concerns Suggestions Each operational function (External Relations, Finance and Administration, Information and Planning, Operations, and Logistics) is responsible for filling out all of the four Situation Report questions

18 Statistical Reporting Structured data consolidated in Disaster Operations Control (Form 5266) Certain activity leads in Operations, Logistics, and External Relations are responsible for capturing information for the Disaster Operations Control Disaster Operations Control data is entered into Disaster Services Automated Reporting System (DSARS) 52 Pop Quiz! 53 Question

19 Question 2 Remember to phrase your response in the form of a question! 55 Question 3 56 Operations Planning Provides a predictable, consistent and standardized approach to providing services on every operation at the chapter, regional, divisional and national levels Enables operation leaders to set clear priorities and objectives that bring focus and purpose to an operation Brings alignment and unity of mission to all of the participants Key components: Service Delivery Planning and Budgeting Incident Action Planning 57 19

20 Service Delivery Plan Describes the strategies, tactics, and resources needed for the activities of a relief operation Describes the clients, their needs, and how to meet their needs Focuses on collaboration between all functions to ensure that clients are provided with the right assistance at the right time, and using the right methods 58 Field Operations Budget Internal management tool that quantifies those costs of the Service Delivery Plan for which operations leaders have reasonable control Auto-generated from worksheets in the operation s Service Delivery Plan Focuses on costs such as, but not limited to, staffing and mass care Not shared beyond the core leadership team 59 Serves as the short-term, operational plan (usually for a 24-hour operational period) Documents incident objectives, directs tactics and provides information on communications, resource assignments and work activities that drive the operation Shared with all workforce on operation and external partners Incident Action Plan 60 20

21 Incident Action Plans Contain multiple parts: Contact Roster 203 Org Chart 207 Incident Map Work Assignments 204 Work Sites Incident Objectives 202 Safety Message 208 Incident Briefing 201 Action Tracker 233 Cover Page IAP Daily Schedule Incident Action Plan Procedures An Incident Action Plan is developed and executed over a five-phased process, and coordinated through a series of meetings and planning efforts. The five phases are: 1. Understanding the situation; 2. Establishing incident priorities and objectives; 3. Developing the plan; 4. Preparing and disseminating the plan; 5. Executing, evaluating, and revising the plan. These five phases are visually represented by the Planning P 62 1:00 PM Phase 3: Developing the Plan 12:30 PM Phase 2: 8:00 AM Establishing Incident Priorities and Objectives 7:30 AM Operations Tactics Meeting Complete Strategies and Tactics Operation Leadership Meeting/Briefing Review/Revise Incident Priorities and Objectives Evaluate Proposed Tactics against Available Resources Operational Period Begins Evaluate and Assess Operational Results Planning Meeting Incident Action Plan Preparation, Approval and Dissemination Operations Briefing 4:00 PM 5:30 PM 6:00 PM Phase 4: Preparing and Disseminating the Plan Initial Operational Leadership Meeting The Planning P Phase 1: Understanding the Situation (Does not repeat) Initial Incident Briefing Initial Response and Assessment Notification Phase 5: Executing, Evaluating, and Revising the Plan Event 63 21

22 Attendees Purpose 1/15/2016 Overview of Coordination Meetings The following Coordination Meetings correspond with the four operational phases and are repeated in every operational period: Operational Leadership Meeting Operations Tactics Meeting Planning Meeting Operations Briefing Situation Review and Priorities/Objectives Development Finalize Operational Planning Worksheets to Set Strategies and Work Assignments Plan Review, Approve Work Assignments, and Approve Incident Action Plan Execution of Incident Action Plan and Start of Operational Period DRO Director, Deputy Director, Assistant Director of Operations, Assistant Director of Information and Planning, Assistant Director of Finance and Administration, Assistant Director of External Relations, Assistant Director of Logistics, and District Directors Deputy Director, Assistant Director of Operations, Assistant Director of Information and Planning, Assistant Director of Logistics, and District Directors. Others may join at the discretion of the Assistant Director of Operations. Deputy Director, Assistant Director of Operations, Assistant Director of Information and Planning. Others may join at the discretion of the Assistant Director of Information and Planning. DRO Director, Deputy Director, Assistant Director of Operations, Assistant Director of Information and Planning, Assistant Director of Finance and Administration, Assistant Director of External Relations, Assistant Director of Logistics, and District Directors. Others may join at the discretion of the Assistant Director of Information and Planning64 Pop Quiz! 65 Question

23 Question 2 Remember to phrase your response in the form of a question! 67 Question 3 68 Conclusion Are you able to: Explain key operational concepts and components of the Concept of Operations Describe the Operational Structure and Key Elements of an operation Explain the types of Red Cross operations Explain the importance of the Concept of Operations to the success of an operation Identify the importance of Incident Reporting and its role within an operation Identify the importance of Operations Planning and its role within an operation 69 23

24 Conclusion Any additional questions? For more information: DCS Operations Toolkit vices/disaster-cycle-services/dcs-management/dcs-operationstoolkit.html For more questions: Division Leadership Clayton Kolb, Senior Director, Disaster Resource Support and Coordination 70 Thank you! 71 24