Joint Field Office Activation and Operations - Federal Emergency ...

UNCLASSIFIEDpriorities: it is also a substantive analysis (and correction) of gaps, seams, andoverlaps in objectives and priorities to produce the best and most agile and effectivenational response possible.• Continuity of Operations, Transition of Responsibilities, and “Exit Strategy.”The safety, security, continuity of operations, and (eventual) transition ofresponsibilities and demobilization of the JFO should be an immediate concern ofthe JFO Coordination Group. During massive response operations, such prioritieswill often appear to be secondary, but excessive delay in tasking the Section Chiefswith specific objectives in these areas may place the continuity of the nationalresponse in jeopardy and/or unnecessarily tax national resources with inefficientoperations.• Interagency Information Management. Nongovernmental, private-sector, andregional and international organizations may possess considerable information thatmay be essential to the success of the coordination and support operation. Reliefworkers have a comprehensive understanding of the needs of the population andcan offer effective assistance to disabled, non-English speaking, and “specialneeds” individuals. Working closely with local communities, they understand localculture and political organizations. As a consequence, nongovernmental andprivate-sector organizations are an important source of information regarding thefollowing:• Historical perspective and insights into factors contributing to the situation athand.• Local political structure, political aims of various parties, and the role of keyleaders.• Security situation.Handled properly, nongovernmental and private-sector organizations will be activeparticipants in the interagency team seeking to resolve the crisis. Handledimproperly, these organizations can be alienated by a perception that, contrary totheir organization’s mission, they are considered no more than an informationsource by the Federal Government.2.2.2 Prepare for the Strategy MeetingThis period of time allows the staff to create and evaluate a series of strategy options(courses of action) for strategic deployment, operations, and support during the nextcoordination period. It is not a meeting. In preparation for the Strategy Meeting, the JFOPlanning Section Chief and JFO Operations Section Chief review the unified JFOCoordination Group coordination and support objectives, the first stage of coordinationand support operations and/or the current Coordination Plan situation status informationas provided by the Situation Unit to assess work progress against the current coordinationperiod’s objectives. At the strategic level (where the JFO functions), strategies will beimplemented by being translated first into coordinated plans and then into tactical action.The translation into tactical action plans occurs at the IC level, and the JFO Coordination33Version 8.3Interim Approval April 28, 2006