Disaster Action Team Management...including managing challenges, creating opportunities for professional development, conducting after-action reviews, and coaching members. • Describe

Disaster Action Team Management Participant Guide Copyright ©The American Red Cross

Disaster Action Team Management

Participant Guide

July 2019

Disaster Action Team Management Participant Guide July 2019

The American Red Cross Mission

The American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of

volunteers and the generosity of donors.

Disaster Action Team Management Participant Guide July 2019

Contents Introductions and Overview ........................................................................................ 1

Expectations .................................................................................................................... 1

Purpose ............................................................................................................................ 2

Learning Objectives ......................................................................................................... 2

Agenda ............................................................................................................................. 2

Module 1 ............................................................................................................................ 3

Chapter/Territory Steady-State Leadership ................................................................... 3

Best Practices ................................................................................................................... 5

Best Practices (Continued) .............................................................................................. 6

Supervising and Supporting Volunteers ......................................................................... 7

What advice would you give DAT leaders to improve their DAT meetings? .................. 8

Tips for Better Meetings .................................................................................................. 9

Worker Satisfaction ......................................................................................................... 9

Recognizing Team Members ......................................................................................... 10

Ideas on how to engage local and remote teams ........................................................... 10

Background Information about Justin’s Team .............................................................. 11

Characteristics of a Well-Formed Team........................................................................ 12

Recognition Channels .................................................................................................... 13

Challenges ...................................................................................................................... 14

Challenges (Continued) ................................................................................................. 15

Three-Step Problem Solving Method ............................................................................ 16

Volunteer Management ................................................................................................. 18

Career Path Conversation Case Study ........................................................................... 19

Post Response Monitoring Plan .................................................................................... 23

Relationships with Other Disaster Programs ............................................................... 24

Module 2.......................................................................................................................... 25

Chapter/Territory Steady-State Leadership ................................................................. 25

Elements of Successful Relationship ............................................................................. 28

What are your strengths and challenges from the list above? ...................................... 28

Relationship Elements on a DAT Response Operation ................................................ 29

Successful Teams ........................................................................................................... 29

Tips to Help Make Your Team More Successful ........................................................... 30

Best Way to Assign Tasks .............................................................................................. 30

Introductions and Overview

Benefits of Delegating Work .......................................................................................... 30

Coaching Model ............................................................................................................. 31

Steps ............................................................................................................................... 31

Coaching in Action ......................................................................................................... 32

Benefits of Giving Feedback .......................................................................................... 33

Types of Feedback ......................................................................................................... 34

Guidelines for Giving Positive Feedback....................................................................... 34

Examples of Feedback ................................................................................................... 34

How Other DAT Leaders Give Feedback ...................................................................... 35

Tips for Giving Constructive Feedback ......................................................................... 35

On-Scene Safety ............................................................................................................. 36

Module 3 .......................................................................................................................... 37

Responsibilities .............................................................................................................. 37

DAT Response Process .................................................................................................. 39

Indicators of Complexity ............................................................................................... 40

Indicators of Complexity ............................................................................................... 41

Changing Roles .............................................................................................................. 42

Situation Reports ........................................................................................................... 42

Relationships With Other Programs and Processes ..................................................... 43

DAT Resource List ........................................................................................................ 44


Disaster Action Team Management Participant Guide 1 July 2019


Expectations

One thing I hope to learn from the class is:



Purpose The purpose of this course is to prepare participants to fulfill key leadership roles in the Disaster Action Team Program during both DAT response operations and steady-state program support.

Learning Objectives

Upon completion of this course, you will be able to:

• Describe the roles, responsibilities, and authorities for Disaster Action Team leadership in steady-state and operations.

• Describe the duties and tasks to build and lead a successful Disaster Action Team, including managing challenges, creating opportunities for professional development, conducting after-action reviews, and coaching members.

• Describe how the Concept of Operations assists leadership on a Disaster Action Team response.

• Identify some of the factors and operational considerations involved with managing a complex DAT response.

• Appreciate the importance of coordinating with other American Red Cross programs and processes.

• Know where to find and how to use valuable tools and resources.

Agenda

Agenda 3 Hours

Opening 15 minutes

Module 1 95 minutes

Module 2 65 minutes

Module 3 35 minutes

Wrap-Up 5 minutes

Module 1


Module 1

Chapter/Territory Steady-State Leadership

DAT Regional Program Lead

DAT Regional Program Lead is a required role that supports Disaster Program Managers/Disaster Program Specialists and DAT Coordinators. Key responsibilities include:

• Define and articulate the overall strategy for the Disaster Action Team Program across the entire region and the ongoing, day-to-day delivery of immediate disaster-related services.

• Work closely with DAT Coordinators and Disaster Program Managers/Disaster Program Specialists in each chapter or territory and report to the Regional Disaster Officer or designee and report to the Direct Services Program Lead, Regional Disaster Officer, or designee.

• Coordinate with the regional program leads to ensure that the DAT Programs have the resources and guidance to respond to local disasters and maintain a healthy, capable Disaster Action Team Program.

DPM/DPS

Disaster Program Manager and Disaster Program Specialists is a required role who supports and collaborates with the DAT Coordinator and DAT Regional Program Lead. Key responsibilities include:

• Responsible for service delivery in their assigned geography throughout the disaster cycle.

• Responsible for the continued engagement and success of assigned personnel in all levels of the Disaster Action Team Program within their assigned chapter or geographic territory, as well as compliance with program standards and procedures.

• Oversee the DAT Coordinators in the chapters/territories and help ensure collaboration between the Disaster Action Team Program and support functions.

Module 1


DAT Coordinator

DAT Coordinator is a required position and reports to Disaster Program Manager and Disaster Program Specialist and supports DAT Leader(s) and DAT Members. Key responsibilities include:

• Leads the chapter/territory Disaster Action Team Program management and administration and support the Disaster Action Team workforce. Works closely with other chapter or territory and regional leadership to define and articulate the overall strategy for the chapter/territory DAT Program.

• Responsible for overseeing the onboarding, training, and scheduling of DAT responders, as well as ongoing engagement.

• May oversee more than one territory, in some cases. This structure may be appropriate in a large, geographical area with a low frequency of responses.

DAT Leader

DAT Leader is an optional position and reports to DAT Coordinator and supports DAT Member(s). Key responsibilities include:

• Supports the DAT Coordinator (who may delegate responsibilities to the Leader) with the implementation of DAT strategy and assists with the implementation of overall Disaster Action Team Program strategy within a chapter or territory.

• May assume responsibility for activities such as onboarding, training, and scheduling responders.

• Provides program support and leadership for the Disaster Action Team Program within an assigned Disaster Action Team response area(s).

Module 1


Best Practices

Program Planning Volunteer Readiness

• Your ideas

• Your ideas

Module 1


Best Practices (Continued)

Program Planning Volunteer Readiness

• There is a regional plan is in place

to deliver services.

• There are clearly stated program

goals that support program

direction.

• There is active support from

regional leadership.

• There is interdepartmental support

within the region.

• Policies and standard operating

procedures are in writing and are

followed.

• There is active collaboration with

government and community

partners, shared planning and

service delivery roles.

• There is adequate funding,

regional support for disaster

fundraising, current disaster

fundraising plan.

• There is a training plan and a

trained workforce is in place.

• There are adequate resources

available to deliver service.

• A volunteer recruitment plan in

cooperation with Volunteer

Services team is in place.

• There is an implemented structure

and timeline for engaging,

training, and promoting new and

existing volunteers.

• There is a succession plan for

identifying and developing the

next wave of volunteer leaders.

• Volunteer leaders and workers are

fully engaged in disaster service

planning and delivery.

• The volunteer workforce mirrors

community demographics.

• There is an active, engaged,

recognized DAT membership.

• Leadership effectively uses

Volunteer Connection and

associated resources.

• Leadership engenders passion and

enthusiasm among the Red Cross

Disaster Services workforce.

Module 1


Supervising and Supporting Volunteers

Module 1


What advice would you give DAT leaders to improve their DAT meetings?

Module 1


Tips for Better Meetings

• Address appropriate issues in a timely manner.

• Include information relevant to everyone who attends the meeting.

• For face-to-face meetings, include time for team-building and social activities. Food is always good.

• Hold meetings when participants are least tired and/or most alert.

• Offer a conference call or Skype option.

• Identify common problems, frequently asked questions, concerns of supervisors and managers.

• Prepare documents prior to an in-person or remote meeting.

• List the purpose of the meeting and topics to be discussed.

• Inform participants in advance (when possible) what items are on the agenda. Allow enough time to discuss all items.

Worker Satisfaction

Module 1


Recognizing Team Members

• Say “thank you.”

• Write a personal note.

• Ask for input and opinions.

• Evaluate their work

• Assign work with increasing responsibility.

• Offer opportunities to train beyond the unit.

• Praise them publicly.

• Provide recognition items.

Ideas on How to Engage Local and Remote Teams

Local Remote

Conduct regularly-scheduled DAT meetings at chapter or region office.

Use a communication platform, like Skype, to include remote team members in the meeting.

Distribute hard copies of guidelines at a DAT meeting.

Provide digital versions to the remote team before the DAT meeting.

Conduct a classroom-based DAT training. Ensure that the remote team has access to the web-based version.

Provide and seek regular feedback from your team in a face-to-face meeting.

Provide and seek regular feedback from your team in a remote team meeting via distance communication software (e.g. Microsoft Teams, Skype, WebEx, or GoToMeeting).

Conduct on-boarding activities for new volunteers at chapter headquarters.

Conduct on-boarding activities for new volunteers via Microsoft Teams, Skype or WebEx.

Schedule regular, in-person one-on-one meetings with those you supervise.

Schedule regular phone or video meetings with those you supervise. Consider increasing the frequency of your remote one-on-ones to compensate for the infrequent face-time.

Rotate meeting locations. Consider holding some meetings at partner venues; for example, a fire station.

Rotate meeting locations. Consider holding some meetings at partner venues; for example, a fire station.

Module 1


Background Information about Justin’s Team

Justin is convening his team of volunteers and staff members who work in steady-state roles. They reflect the demographics of his community. Some are new, and some are experienced DAT members. During new member orientation and DAT meetings, he has reviewed roles, responsibilities, and procedures. He uses new member orientations and DAT meetings to review roles, responsibilities, and procedures. He also uses this time to emphasize that the purpose of the Disaster Action Team program, in both steady-state and operations, if to provide compassionate assistance to individuals who have been impacted by local disasters. Two of the veteran members have an on-going feud related to a work experience. Justin has not confronted them, hoping the feud would resolve itself. Over the past few months, Justin assessed his team members’ individual skills and interests and encouraged specific training. He describes his management style as “command and control,” an approach he says worked well when he led emergency response teams. The team notices Justin’s tendency to get “in the trenches” and work alongside them.

Module 1


Characteristics of a Well-Formed Team

Below is a list of characteristics of a well-formed team. Which characteristics apply in Justin’s case?

Module 1


Recognition Channels

Module 1


Challenges

Program Team Member Performance

• Your ideas

• Your ideas

Module 1


Challenges (Continued)

Program Team Member Performance

• Team members have complained

that they don’t have the tools they

need to do their job.

• Not enough volunteers are

available for a response.

• Staff are not delegating

responsibilities to volunteer

leaders.

• Team members are lacking

professional development plans.

• A volunteer doesn’t understand

roles and responsibilities.

• A volunteer performs tasks poorly

• A volunteer has an uncooperative

work style.

• A volunteer is not engaged in DAT

activities.

Module 1


Three-Step Problem Solving Method

PROBLEM: Not enough volunteers are available for a response.

Analyze the Situation

• Who is involved? DAT Coordinator, DAT Leader, Disaster Workforce Engagement Team, Volunteer Services

• What have I observed? Recruits sign up, enter information into Volunteer Connection, get oriented and trained, but then when it’s time to put together a roster, few have indicated availability.

• Where does this occur? It is prevalent across my territory.

• When does this occur? About 6-9 months ago.

• Why is this an issue? DAT members go on responses alone, or with those who are convenient but untrained.

Identify Possible Solutions

• Remind DAT Members more frequently to update their availability; remind them of the requirements and urge them to volunteer more.

• Make DAT member availability an agenda item at regularly scheduled DAT meetings.

• Because availability drops off after orientation, explore ways to keep volunteers engaged in program tasks in steady-state.

• Ensure volunteers who are responding are acknowledged and recognized publicly at meetings, in newsletters, etc.

Module 1


Choose Solution and Follow-Up

• Remind DAT Members more frequently to update their availability; urge them to volunteer more.

Solution: it is easy to implement an automated monthly reminder to DAT members, reminding them to update their availability.

• Make DAT member availability an agenda item at regularly scheduled DAT meetings.

Solution: Add item to regularly scheduled meetings so availability issues can be addressed before they result in too few volunteers.

• Because availability drops off after orientation, explore ways to keep volunteers engaged in program tasks in steady-state.

Solution: Have a list of steady-state tasks for volunteers to sign up for at the end of orientation.

• Follow-Up/Documentation: DAT Coordinators and Leaders work with Disaster Workforce Engagement to implement and document above changes consistently for six months. Document volunteer availability consistently for six months. At the end of six months check to see if volunteer availability has improved.

Module 1


Volunteer Management

What are some actions you can take to prevent volunteer management issues?

Module 1


Career Path Conversation Case Study

Read the case study and then check the boxes that have been completed by Gina in the worksheet on the next page. Gina, the Disaster Workforce Engagement Leadership Development Regional Program Lead conducted a career path conversation with Miguel over the Thanksgiving holiday. Miguel is currently a DAT Service Associate, having completed that training last June.

As Gina reviewed the pre-conversation tasks, she noticed that the only hours in Miguel’s profile were for DAT On Call. He has never been on a DAT response. Gina asked what else Miguel had participated in this past year, and he said that he has participated in Sound the Alarm, the monthly DAT meetings (he only missed one!), the airport drill and the volunteer recognition event. While complimenting Miguel on his participation level…she pointed out that that great level of participation should be noted in his Volunteer Connection hours.

In discussing his goals, Miguel said that he wants to work on the next level to Supervisor because he eventually wants to be DAT Regional Program Lead. The Disaster Program Manager and his supervisor have identified Miguel as having leadership potential, which is great as the DAT Regional Program Lead position has been difficult to fill. But Miguel doesn’t want to jump in before he’s ready or has the time needed to do a good job. He is also interested in becoming a shelter manager to gain some experience beyond DAT.

They agree he needs a shelter experience, and he has also taken the required courses for becoming a Sheltering Service Associate. Gina would like to see him with some leadership experience. They review upcoming regional opportunities. Miguel is available to attend the June Disaster Institute. Gina puts him on the list to work in the shelter, suggests he attend supervisor courses, and work with volunteers. Miguel also agrees to lead one of the teams updating the region’s shelter surveys.

Gina circles back to Miguel entering his hours in Volunteer Connection as she reviews the experiences required for him to move into his desired positions. She points out that working in a shelter and the leadership experiences will add to his meeting the qualifications needed to attain his goals. He needs to be sure he adds his hours in Volunteer Connection on a regular basis.

Gina thanks Miguel and lets him know she’ll complete the Career Path Job Tool goals form, add it to his Volunteer Connection profile, email him and his supervisor a copy, and update his profile.

Module 1


Module 1


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Module 1


Page 3 of 3

Module 1


Post Response Monitoring Plan

What are some activities and personal behaviors you should look for to help the operation run smoothly?

DAT Response Activity and Behavior Monitoring Need Resolution Need Recognition

Module 1


After-Action Reviews

Relationships with Other Disaster Programs

• Prepare: Participate in the Sound the Alarm campaign. For more information,

refer to Sound the Alarm in the Home Fire Campaign Toolkit on The Exchange.

• Respond: Disaster Mental Health, Disaster Health Services, and Disaster Spiritual Care are often called on scene to an event or will follow up with the clients remotely. Logistics and Mass Care may step in as DAT response operations scale up to larger responses to assure a smooth transition.

• Recover: Since Recovery is involved in the follow-up to every DAT response, it is very important that information flows both directions. For example, the narratives that DAT responders provide will assist in better recovery planning. DATs “paint a picture” for the caseworker. On the other hand, if information is missing from the case, the caseworker needs to communicate with DAT responders to help improve the DAT’s knowledge of the process. It is the role of the DAT leadership to assure this communication is taking place.

What are some other ways DAT interfaces with other programs?

Module 2


Module 2

DAT Response Operations Leadership

DAT Supervisor

• Required role, reports to DAT Manager (when assigned to response) and supports the DAT Service Associate and DAT Trainee.

• Oversees and directs a team of DAT responders by providing on-scene leadership and delivery of services. The DAT Supervisor ensures coordination with other on-scene agencies and has a solid understanding of the concept of operations.

• Primarily focuses on services to the clients but may also provide mentoring to DAT Service Associates and DAT Trainees during and after responses.

• Must have an active CAS 2.0 account, be able to log in and open a case, and must always carry client assistance cards.

• May be on call to supervise remotely.

DAT Manager

• Optional role, reports to DAT Duty Officer and supports DAT Supervisor.

• Assumes overall leadership and command for the response, ensuring that clients’ immediate needs are met in coordination with other agencies and in compliance with Red Cross standards and procedures.

• Has proven Disaster Action Team experience and must have a solid knowledge of the principles of:

o Operating a single/multi-family disaster response.

o Opening and operating a shelter.

o Providing feeding.

o Performing general mass care functions.

Module 2


• May be assigned for larger, more complex events in which he/she:

o Assesses the disaster scene to determine the need for Red Cross services that are beyond the team’s capability.

o Notifies the DAT Duty Officer of situation and needs.

o Supports rapid decision-making and service delivery during complex response operations.

o Provides leadership and technical guidance to DAT responders.

o Ensures positive mentoring and coaching opportunities for the on-scene Disaster Action Team as appropriate.

• Serves as a Disaster Action Team and mass care subject matter expert, with sound knowledge of the Concept of Operations and escalation triggers.

DAT Duty Officer

• Required role, reports to the Regional Leadership On Call and supports the DAT Manager and DAT Supervisor.

• Provides remote support to the Disaster Action Team that includes:

o Receiving disaster notifications from a dispatcher, fire department, or other agency or individual.

o Assessing the response needs.

o Activating and deploying a Disaster Action Team to an event when needed.

• Is the primary point of contact for Red Cross for the DAT responders while they are deployed.

• Supports the team throughout the response until the event is closed, allowing the responders to fully focus on assessing the needs of the client.

• Provides technical guidance.

• Verifies and documents event information in RC View or other event management system.

• Supports clients’ needs by deploying appropriate Red Cross resources such as Disaster Mental Health or Disaster Health Services.

• Ensures the safety and well-being of all deployed responders.

Module 2


Regional Leadership On Call

• Required role, supports the DAT Duty Officer.

• Role is determined by the Regional Disaster Officer.

• Role may be carried out by the Disaster Program Manager/Disaster Program Specialist, Senior Disaster Program Manager, Regional Disaster Officer him/herself, or volunteer leadership.

• Role can delegate responsibilities, which allows flexibility to account for days off or volunteer authority, or to schedule rotations based on regional need and structure.

Module 2


Elements of Successful Relationship

• Empathy

• Engagement

• Adaptability

• Perspective

• Conviction

• Collaboration

• Selflessness

• Accountability

• Candor

• Flexibility

• Patience

What are your strengths and challenges from the list above?

List them in the table. You won’t be asked to share your answer. Strengths Challenges

Module 2


Relationship Elements on a DAT Response Operation

Circle the letter of the successful relationship element that matches each DAT Leaders’ behavior.

Successful Teams

What are some tips you can give that could help make your team successful?

Module 2


Tips to Help Make Your Team More Successful

• Encourage workers to collaborate, to support each other, and to help solve problems.

• Gauge team experience and make assignments so that all understand who does what.

• Use terms like “we” and “us.” Inclusive language helps members start thinking of themselves as part of a team.

• Introduce team members to each other so they have some basic knowledge of each other’s background. This helps produce an environment where they feel comfortable asking for help, making mistakes, and helping each other.

• Monitor how the team is functioning and adjust as needed.

Best Way to Assign Tasks

What should Kayla do as she assigns tasks to Jerry? Circle the correct answers.

• Nothing. It’s busy and she needs to get her own work done.

• Clearly state time frames and deadlines.

• Guide Jerry through tasks that help him work toward promotion.

• Assign less important tasks to him.

• Assign him one or two tasks with DAT Supervisor authorization to give him experience.

• Observe Jerry closely and provide feedback.

Benefits of Delegating Work

• Maximizes skills and resources within the group.

• Serves clients quickly and effectively.

• Distributes the workload and helps avoid worker burnout.

• Allows you to focus on priorities.

• Develops new leaders and builds new skills within the group.

• Allows everyone to feel a part of the effort and its success.

• Allows workers to grow and develop confidence in their abilities.

Module 2


Coaching Model

Steps

Explain: Explain what to do and why it is important. Assess what the worker already knows. Barriers to effective coaching include the worker's fear of change or of appearing incompetent and thus the worker might appear to be defensive. Help the worker relax by exhibiting a considerate and mindful attitude.

Demonstrate: The demonstration should be done during or after the explanation. The demonstration should show what was explained and give the worker a clear understanding of what is expected.

Practice: Ensure the worker practices the task. When setting up the practice, give encouragement to motivate the worker. Be tolerant and patient when you coach because not everyone learns at the same pace. Allow the worker to practice the task independently.

Give Feedback: Feedback can be given during or after the practice and may be positive or constructive to correct the performance. When giving feedback, you need to be clear and specific, so the worker understands what is being said. Sometimes, it may be necessary to repeat the practice and the demonstration. Ensure the worker is comfortable performing the task. Follow up to evaluate how the worker has carried out the tasks and learn if there are any new issues. Allow time for questions and answers.

Module 2


Coaching in Action

Following are some concerns you had about Jerry’s initial client interview:

• He addressed the clients by first name.

• He assumes family composition; doesn’t verify.

1. Which is the best way for Kayla to start the conversation:

a. Jerry, two things that are not consistent with Standards and Procedures: One,

you called the clients by their first names. And, two, you didn’t verify family

composition. Try to remember for next time.

b. Jerry, I thought you did a great job with the client interview. Were there any

areas where you think you might need some improvement?

Jerry says: I used the clients’ first names when I talked with them. 2. Which is the next thing Kayla should say?

a. Right, Jerry. Remember that it’s important to use titles like Mr. or Ms. to

communicate respect to the clients. It’s also important to learn the family

composition so you know how many cases to create.

b. Right, Jerry, you forgot to address the clients using Mr. or Ms.

Jerry says: Thanks, Kayla. That was really helpful. 3. What is the next thing Kayla should say?

a. Thanks, Jerry. Go ahead and complete your End of Response activities.

b. You’re welcome, Jerry. Next time, instead of assuming you know the family

composition, you might ask, “Did all of you live together before the fire? Do

you plan to live together after the fire?” If the answer is “no” to either

question, there is more than one primary client.

4. After Kayla demonstrates the questions he should be asking to determine family composition, what should she do?

a. Role play the client as Jerry role plays learning about family composition.

b. Tell Jerry to complete his End of Response activities.

5. After Kayla watches Jerry what should she say?

a. Jerry, great job on that role play. I noticed that you asked if the family had

lived together before the fire, and about their plans after the fire. These are

important questions for recovery planning.

b. Thanks, Jerry. Go ahead and complete your End of Response activities.

Module 2


Benefits of Giving Feedback

• Allows workers to know how they are performing.

• Lets workers understand their effect.

• Keeps performance on target.

• Encourages information exchange.

• Avoids surprises at evaluation time.

Module 2


Types of Feedback

Guidelines for Giving Positive Feedback

• Provide feedback about behavior over which the receiver has control.

• If the feedback is of a personal nature, be sensitive to the time and place of delivery.

Examples of Feedback

Do the examples below follow the guidelines of giving positive feedback? Circle yes or no.

Module 2


How Other DAT Leaders Give Feedback

Character 1, Anthony, Remote DAT Supervisor

Since I’m remote, I make sure I make time to give constructive feedback after the response via phone. I ask them if there were any tasks they might have performed better. I listen for the area of improvement I need to discuss with them. If they mention it, I ask them for suggestions on how they might improve next time. If they don’t mention it, I bring it up myself and we discuss. Character 2, Liz, DAT Supervisor, On-Scene

On the ride home from a DAT response, I discuss performance issues with the volunteer. Together we brainstorm ways in which they can improve on the next response. Character 3, Marco, DAT Manager

During steady-state I schedule meetings with DAT Supervisors to discuss areas where their performance needs improvement. Together we create a detailed action plan for improvement and make plans for following up.

Tips for Giving Constructive Feedback

• Meet privately.

• State the current job expectations and their importance.

• Describe the performance or behavior needing improvement in specific terms:

• Use examples of job-related behaviors.

• Be direct and respectful.

• Remain focused on performance issues.

• Ask the volunteer for feedback of what might be the cause or rationale contributing to the performance challenge.

• Discuss ideas and solutions for correcting performance:

o Involve the volunteer.

o Brainstorm ideas together.

• Close the discussion on a positive note. Express support and confidence in the volunteer’s ability to meet the action plan.

• Follow up and tell the volunteer how he or she is doing. If it is going well, let the volunteer know you noticed.

Module 2


On-Scene Safety

Which issues need to be reported to the Duty Officer? Read the issue and then circle Yes or No.

Module 3


Module 3

DAT Management Responsibilities on a Response Operation

The DAT Supervisor:

• Acts as a mentor for new DAT members.

• Ensures the team responds to disasters within established timelines.

• Is responsible for the Client Assistance Cards (CACs) used for the delivery of client services.

• Identifies and liaises with the on-scene incident commander and other appropriate authorities to coordinate Red Cross activity.

• As the on-scene leader, works with the team to determine the appropriate immediate assistance for individuals and families.

• Assesses and communicates the need for additional support and resources (Public Affairs, Disaster Mental Health, Health Services, and Disaster Spiritual Care) to the Duty Officer and/or DAT Manager as appropriate.

• Ensures adequate DAT supplies, such as comfort kits and casework forms, are available to DAT members.

• Maintains access to and ability to use the Client Assistance System (CAS) to enter case data and load CACs.

• Fulfills other responsibilities as assigned by DAT leadership.

• Attends regularly scheduled team/DAT meetings as required by Chapter/Region.

Module 3


The DAT Manager:

• Provides mentoring and technical guidance to DAT members.

• Assesses and communicates the need for additional support and resources (Public Affairs, Disaster Mental Health, Health Services, and Disaster Spiritual Care) when applicable.

• Maintains a climate of learning and engagement for all DAT members.

• Liaises with on-scene authorities to coordinate Red Cross disaster response, when applicable

• Determines which services are appropriate, based on the scope of the disaster in accordance with DAT and other appropriate standards and procedures.

• Fulfills other responsibilities as assigned by DAT leadership.

• Where appropriate and within doctrine, maintains access to and ability to use the Client Assistance System (CAS) to enter case data and load Client Assistance Cards (CACs).

• Ensures regional and national guidance is widely communicated and observed.

• Although the DAT Manager is an operational position, there are some steady-state activities that he or she is responsible for accomplishing, as well:

o Collaborates with DAT Coordinator and DAT Regional Program Lead to build DAT capacity and onboard/train new DAT members.

▪ Attends or leads regularly scheduled volunteer/DAT meetings as required by Chapter/Region.

Module 3


DAT Response Process

• Initial Response

DAT Duty Officer is on call; receives and confirms disaster notification details and promptly assembles Disaster Action Team to respond.

Disaster Action Teams arrive on scene within two hours of receiving notification. Disaster Action Teams make initial contact with client(s) within two hours of receiving notification.

A minimum of two DAT responders, to include at least one DAT Supervisor, are available for each Disaster Action Team response.

Disaster Action Teams respond to 100 percent of events when Red Cross action is requested, when it is appropriate, and when it is safe for workers to respond.

• On-Scene Assessment

Safety of DAT responders is the first priority when arriving on scene.

Disaster Action Team conducts on-scene assessment for safety and initial needs and checks in with the incident commander.

Casework and Recovery Planning Standards and Procedures are followed.

• Service Delivery

Minimum services include provision of water, comfort kits, snacks, blankets, disaster mental health and disaster health services, and accessible information.

DAT responders interview the client(s), collect information, determine if the home is livable, and provide appropriate assistance in alignment with the Casework and Recovery Planning Standards and Procedures.

• End of Response

DAT responders have met with a primary client from each family affected by the disaster.

Client information is entered in CAS 2.0.

Disaster Action Team notifies DAT Duty Officer at completion of response or when transition is taking place.

Module 3


Indicators of Complexity

What indicators of complexity can you recall from your knowledge and experience? Write your answers below.

Module 3


Indicators of Complexity

• Community and responder safety

• Service delivery strategy and tactics

• Area involved

• Impacts to life, property, and the economy

• Values at risk, especially Fundamental Principles of the Global Red Cross Network

• Political sensitivities, external influences, and media relations

• Historical influences

• Mass casualty incident

• Jurisdictional boundaries

• Weather and other environmental influences

• Likelihood of cascading events

• State of the infrastructure within the disaster-affected area

• Availability of resources

• Risk of adverse physical or psychological health effects of the workforce

• Organization and staffing

• Time required for completion of service delivery

• Number of external organizations and partners engaged

• Projected costs

Module 3


Changing Roles

DAT roles might change in larger regional operations. The:

• DAT Supervisor: May become a Shelter Supervisor or Manager, depending on their G/A/P; or they could stay on-call to lead local disaster responses such as fires.

• DAT Manager: May become Operations Management, like Director, Assistant Director, or Site Director, depending on event size

• DAT Duty Officer: May continue their duties as the Duty Officer; they may receive an influx of calls from the community regarding assistance.

Situation Reports

• Actions from today: This section should detail the activity teams performed in the field.

• Sustainable, local capacity building: This section should focus on how the operation is engaging the local workforce. This includes leveraging Event Based Volunteers, especially training and empowering local volunteers to build out their skillsets and leadership abilities. This section should also cover any specific community mobilization efforts in which each activity may have been engaged.

• Concerns: This section should be documented purposefully and should inform operational objectives as part of the incident planning process. Concerns from a Situation Report should be addressed in the following day’s operational leadership meeting.

• Suggestions: This section should be documented purposefully and should inform operational strategies and tactics as part of the incident planning process. Suggestions from a Situation Report should be addressed in advance of the following day’s tactics meeting.

Remember, the regional leadership on call role is responsible for creating the Situation Report.

Module 3


Relationships With Other Programs and Processes

• Scenario 1: DAT responds to a multi-family fire. Direct Client Assistance is provided. It turns out that one of the families has a military member who is currently deployed.

Interaction: The on-scene DAT Supervisor or Manager would notify Service to Armed Forces of the service member’s family being affected by the fire.

• Scenario 2: DAT responds to a multi-family fire with a fatality. A DAT trainee is distraught.

Interaction: DAT Supervisor would notify the Duty Officer of the fatality and other on-scene needs. The Duty Officer may initiate an IIR and engage with Disaster Spiritual Care, Disaster Mental Health and or Disaster Health Services and Recovery caseworker to ensure follow-up. The DAT Supervisor would ensure that DAT Trainee knows they can speak to a Disaster Mental Health worker.

• Scenario 3: DAT responds to a multi-family fire that has scaled up to include shelter and mass care operations.

Interaction: Depending on the size of the event, DAT leaders would scale up multiple other functions according to the Concept of Operation. They include Planning, Operations, Logistics, Finance, and External Relations.

Module 3


DAT Resource List

Topic Additional Information (Search DAT Toolkit)

Course (Search EDGE)

Roles and Responsibilities

• Disaster Action Team Program Standards and Procedures

• Volunteer Position Descriptions Index

DAT Program Standards

• Disaster Action Team Program Standards and Procedures

• Casework and Recovery Planning Standards and Procedures

Foundations of Program Management

Disaster Program Management Fundamentals

Supervising and Supporting Volunteers

Volunteer Supervisor Checklist

Leading Your Team Supervising the Disaster Workforce

Recognizing Volunteers

Volunteer Recognition Guidance

Managing Challenges

Volunteer Issue Resolution Standards and Procedures

Supervising the Disaster Workforce

Professional Development

Career Path Job Tool

FEMA professional development series https://training.fema.gov Search for: “pds”

Building Relationships

Relationship Management

Operational Considerations

• Concept of Operations: Program Essentials

• Disaster Action Team and Regional Response Operational Profile and Decision-Making Authority Job Tool

• Regional Response Operational Checklist (in development)

Incident Reporting Incident Reporting Standards and Procedures On-Scene Assessment Job Tool

Red Cross Systems • Volunteer Connection training

• EDGE Administrator training

• The Exchange

• RCView

• Client Assistance System (SAS 2.0)

• National Shelter system (NSS)

Module 3


Disaster Action Team Management...including managing challenges, creating opportunities for professional development, conducting after-action reviews, and coaching members. • Describe

Documents