This TERT Team Leader training course was designed to provide the training and skills to be an effective TERT Team Leader.

Objectives: At the end of this course, you will be able to:

• Describe the TERT deployment process
• Describe the TERT team leader’s role in the pre-deployment process
• Describe the TERT team leader’s role in the deployment departure process
• Describe the TERT team leader’s roles and responsibilities while deployed
• Describe the TERT team leader’s roles and responsibilities in demobilizing

This course is not designed to replace or substitute any established policy/procedure for your particular agency. At a minimum, participants should review and follow their individual agency’s policy/procedure.

Disaster preparation has been a primary focus at all levels of government in the wake of hurricane seasons and the terrorist attacks of 9/11. A significant focus of the preparation has concentrated on providing field responders (i.e., fire, police, and medical services) with the training and equipment to provide a timely and effective response, consistent with the tenets of the National Incident Management System (NIMS).

Participants taking this course are assumed to have met several prerequisites. These include having completed the TERT awareness course, having been selected by your agency and/or state TERT coordinator, and, preferably, having previous deployment experience as a TERT member or team leader. In addition to these prerequisites, participants are strongly encouraged to contact their agency, regional, or state directors for specific deployment information and other policy/procedure mandates. Finally, participants should have reviewed and become familiar the APCO / NENA ANS 1.105.2-2015 Standard for Telecommunicator Emergency Response Taskforce (TERT) Deployment.

This lesson will present a review of the different phases of the TERT deployment process and the Model Recommendations for TERT Deployment (APCO/NENA TERT Standards).

Objectives: At the end of this lesson, you should be able to:

• Outline the events in each phase of the deployment process.
• Discuss the role of the team leader during each phase.
• Explain the purpose of the APCO/NENA ANS. TERT Deployment Standards.
• Locate several TERT deployment issues and recommended actions in the APCO/NENA ANS. TERT Deployment Standards.

This course is not designed to replace or substitute any established policy/procedure for your particular agency. At a minimum, participants should review and follow their individual agency’s policy/procedure.

During the course of organizing a major deployment for TERT teams, both at the local mutual aid level, as well as out-of-state support in large disasters (both natural and man-made), the National Joint TERT Initiative (NJTI) developed a guidance document called the APCO/NENA ANSI 1.105.2-2015 Standard for TERT Deployment.

It is highly recommended that every TERT team facilitator become thoroughly familiar with the material contained in this guidance document.

Click this link to access the APCO/NENA TERT Standard Document. (https://cdn.ymaws.com/www.nena.org/resource/resmgr/Standards/APCO-NENA_ANS_1_105_2-2015_T.pdf)

Somebody...

• Who understands local, state, regional and national mutual aid processes and procedures 
• Whose considered for appointment as Team Leader
• Who is able to coordinate work tasks and human resources in adverse and changing environments with minimal direction
• Who possesses knowledge to identify, locate and obtain logistical support for the team
• Who has strong administrative skills, like scheduling, time keeping, cost tracking, etc.

Click this link to access the APCO/NENA TERT Standard Document. (https://cdn.ymaws.com/www.nena.org/resource/resmgr/Standards/APCO-NENA_ANS_1_105_2-2015_T.pdf)

Somebody...

• Who possesses the ability to effectively interface with the Incident Command Structure, OEM, TERT coordinator from the deploying entity (entities)
• Successful completion of all relevant and current DHS requirements and NIMS training courses
• EMD Certification should be obtained for out-of-state deployment
• Properly certified by the AHJ that the individual has the requisite training and skills of a Supervisor
• All Team Leaders should have adequate interpersonal conflict resolution training /experience as determined by agency having jurisdiction
• And successful completion of THIS course.

(See Section 5.4 in the APCO/NENA TERT Standard Document)

Click this link to access the APCO/NENA TERT Standard Document. (https://cdn.ymaws.com/www.nena.org/resource/resmgr/Standards/APCO-NENA_ANS_1_105_2-2015_T.pdf)

• The TERT deployment process depends on effective and direct communication between multiple local, state, and federal agencies.
• When a disaster strikes and a PSAP determines outside assistance is necessary, the PSAP will identify the specific needs and make a formal request through established local and state channels.
• These needs will be coordinated between various states and at a federal level. Telecommunicators in the assisting state will be identified and teams will be created to deploy and assist the requesting PSAP in the disaster area.
• During each TERT deployment, a team leader will be designated. The team leader is responsible for all team members, as well as all documentation requirements related to deployment.
• The telecommunicators within the team must follow the directives of the team leader and recognize the team leader as the first person in their chain-of-command. The establishment of a team leader facilitates efficient and effective communication and management in the disaster area.

The TERT deployment process can be separated into five different phases: Pre-Deployment preparation, Departure and enroute, Deployment, Departure Planning, and Post-Deployment.

Click on each phase to learn more about these important topics:

• Pre-Deployment Preparation
• Departure and Enroute
• Deployment
• Departure Planning
• Post-Departure

These charts only represent a summary of team leader roles and responsibilities. Each phase of deployment contains a significant amount of sub-roles/responsibilities that are quite dependent on the nature of the deployment. While the roles and responsibilities of team members may vary, the APCO/NENA TERT Standards guidelines were designed to assist team leaders in the deployment process by providing a standardized set of recommendations in the deployment process.

This lesson presented information reviewing the TERT deployment process, noting the five phases that must be followed. This lesson also provided a link to the APCO/NENA ANS. TERT standards.

This lesson also discussed the role of the team leader during each phase of deployment.

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This lesson will discuss the preparation responsibilities of TERT team leaders prior to departing to a deployment area. Essential planning and correct authorization for deployment is the cornerstone of a successful deployment. The consequences for poor preparation include not being permitted into the deployment area, safety risks, possible failure to obtain reimbursement and personal, as well as agency liability.

Objectives: At the end of this lesson, you should be able to:

• Recognize the importance of a deployment resource number and proper authorization for deployment.
• List the essential information topics of the deployment that must be discussed with the TERT state coordinator.
• Discuss how to prepare team members for deployment.
• Identify what should be initially communicated to team members.
• Explain the purpose of meeting with the entire team at the assembly area.
• Review the transportation logistics necessary for deployment.

As mentioned in the Basic TERT course, authorization for deployment is not "red-tape"; authorization is a critical component in the coordination of resources to a disaster. Remember, each State TERT organization will have a specific, well-defined deployment process, which must be strictly followed. Self-deployment is not permitted. There are several consequences for entering a disaster area without proper authorization:

• Unnecessarily complicating a response effort
• Ineligibility for worker's compensation or financial reimbursement
• Prohibited access to communication centers

As a consequence the TERT Leader must understand and appreciate:

• The authorization for deployment is one of the most important elements in preparing for deployment.
• As mentioned in the TERT Awareness course, there are significant consequences for failing to have the proper authorization to deploy.
• TERT team leaders, as a result, must ensure they and each team member has a resource number issued from your own State Emergency Management Agency.
• Under no circumstances should any TERT team member, including a team leader, depart to a deployment area without a resource number. Previous Screen 3 of 10 Next

The first step in the preparation process for the TERT team leader must be to gather as much information as possible concerning the nature of the deployment and members. Generally, the information about the deployment circumstances should come from the TERT State Coordinator. The topics that should be discussed include, but are not limited to:

• Purpose of the deployment, to include role, scope, and specific needs
• Anticipated duration of the deployment
• Weather conditions or other environmental factors potentially influencing the deployment

• Deployment site point of contact and contact information (name, position, cellular/agency phone, email, and address)
• Transportation logistics (how, when, and where) to the deployment area
• While advanced knowledge of these topics is certainly preferred, the amount of available information may be quite limited and may change. As a result, it is very important that the team leader continually keep in contact with the TERT state coordinator to ensure the information is accurate and updated.

TERT team leaders should begin coordination and communication with all team members as soon as they have been identified and again when all of the members have assembled.

• Members may or may not be in the same agency, city, or county as the team leader. Regardless of where the team member is coming from, the team leader should communicate the following with each team member:
• Ensure the team members bring all necessary equipment and supplies (refer to the TERT awareness course)
• Identify any specific agency (particularly for members in different agencies) documentation, such as time sheets, reports, or expectations of the member while on deployment
• Review, briefly, the expectations of the member prior to, during, and after deployment
• Review the nature of the deployment (as best as possible or known), purpose, conditions, duration, and any other information that would be beneficial.

Once all of the team members have arrived at the assembly location, the team leader should meet with the team as a group. The meeting should be a starting point for the members to be introduced to each other, but should also serve a critical logistical review for the following checkpoints:

• Ensure each team member as a resource number and personal/agency identification that sufficiently meets the deployment area requirements
• Record/review the list of each member name, agency, phone number, and agency contact information for accuracy
• Review the supplies and equipment of each member

Click here to see recommended member supply lists

• Review the expectations for the members
• Update the members on any changes in the nature of the deployment and transportation details
• Ensure all team members are fully committed to the deployment for the entire duration and are aware of the difficulty of returning during the deployment

The team leader must ensure all of the team members are sufficiently mentally and physically prepared for the deployment. After the team departs for the deployment area, the return of any team member may be difficult, if not impossible, or have significant consequences on the effectiveness of the team’s effectiveness during the deployment.

The final preparation task is to ensure all of the logistics to travel to the deployment area are in order. Four essential components are involved:

• Means of transportation – The mode(s) of transportation are the first consideration. The point(s) of contact, agencies, and contact information should be identified
• Stopping/Check points – Longer trips may have one or more stopping points. When possible stopping points should be identified and the finances associated with meals and lodging settled. The check point for entry into the deployment area should also be identified.
• Supplies for the trip – Supplies, such as water and food, should be sufficient to avoid unnecessary stops.
• Establishment of a buddy system – Each team member should be paired with another team member.

These member pairs are to remain together until the entire team arrives at the deployment area. It is assumed that each state TERT program will have done pre-deployment planning for such contingencies.

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This lesson will discuss the responsibilities and events occurring while traveling to the deployment area. The two main events occurring while traveling to the deployment area include team building and a review of team member responsibilities and expectations.

Objectives: At the end of this lesson, you should be able to:

• Understand different team building exercises.
• Review the purpose of team building.
• The range of team building exercises.
• Review the team member considerations in developing a preliminary work plan.
• Discuss the final review of team member expectations, responsibilities, and deployment information.
• Logistics necessary for deployment.

Many team leaders may have previously participated in or even led team building exercises. This previous experience, if applicable, should be used to further refine the skills involved in team building.

The Unwritten Contract

The first component of any successful team building is for the entire team to trust each other and respect each other’s opinions, beliefs, and experience. This may be considered an open “contract” between all team members. This contract is not written. Instead, it is a verbal agreement that each member will respect and trust each other, as well as work together toward a common goal (successful deployment).

Click here to go to the Contract Exercise

Team building exercises provide the single best opportunity to identify the strengths and preferences of each member, as well as start to develop a trust system that will enable the entire team to provide the most effective support in the deployment area.

Click here to read more about team building exercises

The development of a preliminary work plan should be based on team member strengths and preferences when possible. While this approach is preferable, circumstances in the deployment area and personnel demands may require a completely different work plan. When this occurs, the team leader should still draw upon this information in working with the deployment on-site team leader to deploy members in the most efficient manner possible. The work plan should consider:

1. The shifts the member typically works – It would be advantageous for a person on the 3rd shift or nights to be assigned to nights, rather than placing a person that typically works days on nights and a person that works nights on days. Again, the team leader may have limitations on assignments.
2. The work experience of the member - A person that has done primarily dispatching may not be the best choice and a person that has just become a dispatcher may not be well suited for dispatching.
3. The preferences of the members - This may include the shift, length of shift, duties, or other assignments.

Prior to arriving in the deployment area, the team leader should conduct a final review of several different topics. These include, but are not limited to:

1. A reminder of why the team members are being deployed: to assist fellow telecommunicators in a disaster area that need their assistance
2. The need for professionalism during the entire deployment
3. The importance to follow a “chain-of-command” with the team leader being the first person in the chain
4. The importance of reporting problems during deployment related to assignment, co-workers, family, or other issues
5. The need to have the resource number and proper identification with them at all times

6. The need to follow all rules, policies, and other regulations established in the deployment area
7. The need to always use a buddy system (traveling in pairs) in the deployment area
8. Completing any required agency paperwork, such as time sheets or logs
9. Ensuring the team manifest is accurate (member names, agency, and contact information)
10. Updates in deployment area conditions, security, and potential member roles

The final review may seem unnecessary, but the team leader should realize this may be the only opportunity prior to entering the deployment area to communicate with the group as a whole. Members may be separated by different shifts, assignments, and roles once deployed. The final review is also for the members’ safety.

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This lesson will discuss the responsibilities of the team leader during the deployment. These responsibilities compose a significant portion of the remainder of the course and include the initial communication with the receiving TERT coordinator, briefing the team members, other team leader responsibilities, and departure planning.

Objectives: At the end of this lesson, you should be able to:

• Discuss the initial responsibilities of the team leader upon arrival in the deployment area.
• Identify the communication points that should be discussed with the receiving TERT coordinator.
• Review the purpose and scope of the team member briefing.
• Describe the responsibilities of the team leader during deployment.
• List the logistical responsibilities of the team leader.
• Review the operational responsibilities of the team leader.
• Develop a strategy to solve a hypothetical team member personnel problem.
• List the potential signs of stress or emotional issues in team members. Discuss the planning required to return from a deployment area.

The first responsibility of the team leader after having entered the deployment area is to make contact with the receiving agency TERT representative. This person should have been identified previously and will serve as the source of information for the team leader.

This discussion should include, at a minimum, the following topics:

TERT Package Information – The team leader should provide the point of contact with a personnel list and resource tracking numbers.

Establishment of Team Boundaries of Responsibilities – The boundaries of member responsibilities should be established as well as possible as soon as possible. The team should be assigned to a telecommunication support role. Other assignments, such as cleaning, filing, and other tasks, should not be the primary duty of deployed team members. Depending on the nature of the deployment, these boundaries may vary considerably.

Outline of Team Needs/Resources – The needs of the team in terms of sleeping quarters, meals, restrooms, and personal communications should be identified. Any available resources for the team should also be discussed.

The team leader may be placed in awkward situations. On one hand, they are there to provide support to the receiving agency, while at the same time the receiving agency may feel as if the deploying team is taking over. The team leader will need to employ assertive leadership (not aggressive) as appropriate to continually send a message of “how can we help” while ensuring the team is not overwhelmed.

The team leader should ensure open communication with the receiving agency in order to build relationships and promote success for both the agency receiving help and the TERT members as well.

From the beginning of the deployment, it is important to manage the expectations of the receiving agency.

Expectations

• The expectations of the receiving agency should be discussed, as well as the expectations of the deploying team.
• These may range from common professionalism to specific expectations related to the type of deployment.
• For example, one expectation may be to check the postings on a bulletin board at the beginning of every shift for updates and changes in protocol.
• These expectations should respect the needs and abilities of both the deployed team and the receiving agency.

• The team leader should work in concert with the receiving agency to deploy team members in the most efficient and effective manner based on the needs of the receiving agency and the experience, strengths, and preferences of the team members.
• The final work plan may vary considerably from the preliminary work plan.
• The plan should identify who will work what shifts, what days they will work, their position, direct supervisors (this may or may not be the team leader) and any administrative documentation that should be completed by the member.

• The process by which the deploying team members will assume the telecommunicator role must be discussed.
• This may be as simple as the deploying team members observing the receiving members, switching roles and having the receiving member observe the deploying team members for a short period of time, then allowing the deploying member to work unobserved.
• While a telecommunicator may be forced to immediately assume duties, this is really undesirable due to the complex nature of calls, dispatching, and other duties.

Communication Plan

• The manner in which information is disseminated to all personnel and policies should be discussed.
• These range from the use of bulletin boards to shift briefings at the beginning and end of every shift.

Updates

• Any new information or information that has changed since the team's departure should be discussed.
• Security measures, restricted zones, sleeping arrangements, length of shifts, etc. should all be considered.

The team leader should disseminate the information obtained in meeting with the receiving agency TERT representative to all of the team members. The briefing should touch on all of the previous topics. Specific attention should be given to two areas: safety/security and work plans.

• Select here for more information on Safety and Security
• Select here for more information on Work Plans
• Select here for more information on Team Leader Work Plans

The team leader will be responsible for many continuing activities well after the initial briefing. These include logistical and operational needs, personnel management, recognizing stress and emotional issues in team members, and preparing for the return home.

Additional Team Leader Responsibilities: Logistical Needs

There are several logistical needs that a team leader will need to continually ensure are met for the team members on a daily basis. These include the following:

• Lodging - sleeping areas, showers, restrooms, and distractions
• Meals - frequency, type, and quality
• Shift length - too long or short, sufficient break or rest periods, and relationship to other people performing the same job
• Resources to perform the assigned job - policies, directives, equipment, and any other reasonable need
• Resources for emotional support (when possible) - telephones and other personal communication tools, rest areas separated from work settings, etc.

Other proactive assessment of logistical needs include reviewing the incident action plans and any subsequent changes, as well as any potentially evolving problems, such as weather or environmental conditions. When possible, the team leader should attend EOC meetings and briefings and identify emergency service functions (ESFs) personnel to obtain additional information.

Similar to logistical needs, operational needs must be continually evaluated to ensure the team is able to perform their assigned job. The team leader must pay particular attention to the working environment and listen to the members of the team to ensure the operational needs are met. Click on each box below and read about the important function: Evaluating, planning and adapting; Meeting with team members; Communicating with home state TERT coordinator; and, asking for assistance.

• Continually evaluating, planning, and adapting
• The work plan may change depending on the nature of the deployment, changes in resources, or other factors.
• The team leader must proactively ensure the work plan is updated.
• Meet with the team members
• The team members may have the best sense of what is occurring (or not occurring) to support the mission of the deployment.
• Listen to their concerns and/or suggestions. This time should also be used to disseminate information concerning changes to the work plan, responsibilities, or other mission critical issues.
• The "minutes" outlining needs, both operationally and logistically, should be documented.
• Communicating with home state TERT Coordinator
• As necessary and appropriate, the team leader should keep in continual contact with the home state TERT coordinator to provide updates on the deployment.
• Ask for assistance
• The team leader must know who to go to for assistance with logistical and operational issues.
• Assistance may come from the receiving agency TERT representative or other assigned individuals.

The management of the TERT team is one of the most important responsibilities of the team leader.

There are two main areas of responsibilities and these include on-going documentation and dealing with personnel issues. Click on the boxes below to learn more about each important topic:

• Documentation
  On-going documentation may involve a number of different documents:
• ICS 214
• Agency-specific time sheets
• Preparation of after-action reports, or logging best practices in the future
• Personnel Issues
• The management of the TERT team is one of the most important responsibilities of the team leader.
• There are two main areas of responsibilities and these include on-going documentation and dealing with personnel issues.
• On-going documentation, as previously mentioned, may involve a number of different documents (ICS 214, agency specific time sheets, preparation of after-action reports or logging best practices in the future).
• Dealing with personnel issues
• These will often require the team leader to use diplomatic and assertive leadership skills to resolve problems; particularly if the issue originates from incidents between the TERT team and on-site personnel or personality issues.
• Other personnel issues may involve a team member experiencing difficulties with being deployed, problems at home, family emergencies, stress overload, or other issues.
• Personnel issues may include a team member that has broken a criminal law or PSAP policy mandate.

Specific examples may include:

• A team member\'s spouse was involved in a vehicle collision and was admitted to the hospital.
• A team member exhibiting unprofessional behavior on or off-duty.
• A team member that, because of a personal issue at home, can no longer focus on his/her telecommunicator role at the PSAP. •A team member appears to be singled out by the entire on-site communications staff because of a non-performance or personality issue.

The identification of stress and emotional issues in team members was separated from personnel management because this single issue has the potential to jeopardize not only the mission, but the health, safety, and welfare of team members.

Team leaders should look for the specific characteristic changes in team members as a sign of potential stress and/or emotional issues. Please click on the important topics below to learn more:

• A Change in attitude
  The change in attitude is significantly negative or has changed from positive to indifferent or aggressive, this may be a sign of trouble.
• Withdrawal from others
  Some people have a desire to withdraw from others as a form of stress relief, but if the withdrawal is from everyone including family and friends and/or continual, problems may exist.
• Wide range of other issues
• Substance abuse
• Loss of appetite
• Over desire to sleep or rest
• Fear of making a mistake
• Disgust
• Feeling overwhelmed
• Many emotions all at once.

Stress and Emotional Issues Identification

• The forms of stress and emotional issues may be dependent upon the nature of the deployment or individual
• Team leaders must engage in constant and effective communication with team members to not only identify stress and emotional issues, but also to develop a successful strategy to rectify the situation.
• Strategies may range from additional time off from working to returning home.
• Depending on the resources in the deployment area, the team member may be able to receive help during the deployment.

The final team leader function during the deployment will include planning to depart the deployment area and to return home. Many of the same responsibilities that applied to the initial departure to the deployment area apply to planning the return trip home. The additional responsibilities include the following planning and operational components:

Brief the replacement team, if there is one

If your team is being replaced, be sure to provide the new team leader with a briefing. The briefing should contain logistical and operational considerations, as well as any other information you would have liked to have upon your arrival.

Review the logistics to return home

The planning to return is no different than the planning required to travel to the deployment area.

Brief the entire team

The team should be briefed on the return trip and a review of general housekeeping policies or rules including the buddy system, professional behavior, and other items as necessary Complete TERT Member Deployment Reviews The team should complete the reviews included in the APCO/NENA TERT Standards.

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Once the deployment has been completed and the team has returned home, there are several additional responsibilities of the team leader. This lesson will discuss the responsibilities of the team leader once the deployment has been completed and the team has returned home. These responsibilities are divided into two sections: ensuring demobilization requirements are met and after-action reporting.

Objectives: At the end of this lesson, you should be able to:

1. Describe TERT response demobilization requirements.
2. Identify the three components of an after-action report.

• The incident commander is the only person who may officially deactivate the TERT response.
• The deactivation notice should flow directly through the TERT State Coordinator, who will in turn issue instructions to deactivate and return home.
• Once the team has returned, the actual check-out process may vary considerably.
• However, team members should not be expected to participate in a lengthy process that further delays their return to their home and families. Additionally, it is always a good practice, when possible, to allow the returning team member to have a reasonable amount of time off work.

• As previously mentioned, each deployment is a learning experience for individual team members, team leaders, and all other personnel involved in the deployment.
• For this reason, the team leader should collect the completed “TERT Member Deployment Review” forms completed by the team members while traveling home and quickly discuss any thoughts the group may have before they are dismissed.
• Again, the team should not be delayed in returning home, but individual members are likely to forget key items if these are not filled out prior to their final dismissal.

• The team leader should compile the TERT Member Deployment Reviews and complete an after action report to summarize the deployment and to identify any areas of potential improvement.
• The format, type, and composition of after action reports may vary considerably. If the team leader is without a specific guideline or template, the following example may be used to facilitate the process.
• After action reports should include three major components: Deployment Description, Deployment Reports, and Opportunities for Improvement.
• Go to the next slide to learn more about each component.

Deployment Description - The deployment description is an outline of the nature of the deployment, the conditions and the tasks that were outlined at the beginning of the deployment. Time required: 25%.

Deployment Reports - This section will provide a description of the deployment. An overview of activities, key events, and challenges faced by the team leader and team should be included. The level of detail will depend on the content of the opportunities for improvement section. Time required: 25%

Opportunities for Improvement – This section should discuss the 2-4 key issues which most affected the teams with an emphasis on (a) why it happened and (b) how to do it better. Additional topics may include the strengths and weaknesses of the team, key leader self-assessments, and other reports. It may be helpful to indicate priorities (low/med/high) for these suggestions so that those without first-hand knowledge of the deployment might better understand the nature and urgency of the recommendation.

A good after-action report, regardless of the format, will have the following characteristics:

• Avoids giving a critique or lecture
• Facilitate the discussion by asking leading questions
• Let participants describe what happened in their own words
• Let participants discuss not only what happened, but how it happened, why it happened, and how it could be done better
• Focus the discussion so that important tactical lessons are made explicit
• Relates tactical events to subsequent results
• Avoids detailed examination of events not directly related to major training objectives
• Cuts off excuses by participants for inappropriate tactical actions

Click here to access After-Action Report forms (https://www.njti-tert.org/)

Click here to read an actual After-Action Report

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This course was designed to provide TERT team leaders with the fundamental skills necessary during a deployment. Participants must remember each deployment is different, as are the individuals that may comprise a responding team. Team leaders should strive to learn from experienced team leaders, to remember the content of this course, and to continually reference the APCO/NENA TERT Standards document. Successful completion of the course requires passing the final exam.

Objectives:

• Link to the final exam.