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1 INCIDENT MANAGEMENT TEAM EVALUATION Incident Management Team Performance Evaluation Team IC Incident Type Harvey, Rich Type I Incident Incident Number Name Waldo Canyon CO-PSF -636 Assignment Total Dates 6/25/212-7/7/212 TOC (6) 7 1 h of July Acres 18,27 Host Evaluation Date Agency USDA Forest Service 7/7/212 Administrative Sub-Unit Unit Pike/San Isabel NF & Cimarron/Comanche NGs Pikes Peak Ranger District At the conclusion of each incident management team (IMT) assignment, the agency administrator or representative should complete this initial performance evaluation (sections I - 5). This evaluation should be discussed directly with the incident commander. The initial performance evaluation should be delivered by the agency administrator without delay to the incident commander, the state/regional fire management officer, and the chair of the IMT's home geographic area multi-agency coordination group to ensure prompt follow-up to any issues of concern. Complete the follow evaluation narratives and rating for each question did not achieve expectations, 3 - met expectations, 5 - excelled 1. How well did the Team accomplish the objectives described in the Wildland Fire Decision Support System (WFDSS) the Delegation of Authority, and the Agency Administrator Briefmg? 5 l I I I 2 I 3.I I Rich Harvey's IMT performed well in meeting all objectives that were identified in the WFDSS, Delegation, and Agency Briefing. Although several hundred homes were lost this was a result of fire behavior that was beyond the control of the team. The IMT and local resources response to engage the fire within the city limits was proper and executed safely. The political nature of the frre drove some tactical and strategic decisions that had a direct effect on cost of the incident (MAFFS). 2. How well did the Team manage the cost of the incident? Did the team follow agency incident operating guidelines? Were follow-up issues identified and documented for the Agency Administrator i.e.; invoices, OWCP and vendor issues? I J 1 I 2 I 3 I The IMT excelled in the management of the incident cost as identified in the Delegation of Authority and WFDSS. Costs were consistent with other fires of like size and complexity. The IMT was diligent in releasing resources at the earliest appropriate time to trim costs. At the same time, no shortcuts were observed concerning fire fighter or public safety.

2 INCIDENT MANAGEMENT TEAM EVALUATION APPENDIX J Release Date: January 2 II APPENDIX J-2 3. How did the Team demonstrate sensitivity to resource limits/constraints and environmental concerns? I I I 2 I 3 I The IMT met all expectations in demonstrating sensitivity to resource concerns. The IMT thought through and took extra care with all resources involved. The IMT seemed to take personal ownership of private and National Forest values. The team showed true concern in protecting watershed values, private lands and National Forest System lands. There was a report of a retardant drop that was within the buffer zone identified in the National Retardant Application EIS. We commend the IMT for their response to this reported incident, their involvement of the Forest Resource Advisor, and meeting all required monitoring and post-mishap reporting.. How well did the Team deal with sensitive political and social concerns? I o I 1 I 2 I 3 I The ITM exceeded expectations concerning political and social concerns. The Fire Information Team did a great job setting up and facilitating meetings. Through public meetings and media information, accurate and timely information was disseminated through the IMT and Joint Information Center. The discussion and establishment of public meeting agendas were well thought out and executed. The IMT did an outstanding job through media and public meetings. There was excellent coordination with Colorado State Forest Service, El Paso County Sheriffs Office, Teller County Sheriff's Office, City of Colorado Springs, City Of Manitou Springs, Colorado Springs Utilities, and PSICC Public Affairs. The entire team was very receptive to Agency representatives' concerns regarding adapting information presented at public meetings. Topic information was condensed so as not to overwhelm or un-necessarily alarm the general public. The IMT established and coordinated a Cooperators meeting daily at 1 7. The team updated and briefed all local representatives on current and expected fire conditions and changes that were occurring. Sensitive issues concerning fatalities, water usage, and damage to private property were handled professionally, with courtesy and respect. Due to the nature of this incident several high level dignitaries were visiting throughout the duration of the incident. This IMT was very receptive, provided timely briefings, and managed these visits very well. All visits were well coordinated and fluid throughout.

3 5. Was the Team professional in the manner in which they assumed management of the incident and how they managed the total incident? How did the Team handle transition either to another IMT or in returning the incident the hosting agency? I I I 2 I 3 I The IMT excelled in their professionalism. The entire team was respectful to the Agency Administrators and their representatives. The IMT was very receptive to suggestions and concerns voiced by the Agency Administrators and representatives. Changes in strategy and tactics were readily made using a collaborative approach. Transitions went smoothly. Both transitions were smooth; up from Type Ill, and back down to Type III. The Type III IC & Type III JC (t) had time to shadow the IMT before transition. Also, each functional area of the IMT spent ample time briefmg each Unit Leader of the Type III IMT. Safety: IMT Safety was quick to respond to all incidents and provided appropriate response to each significant accident. The IMT was receptive of Agency Administrators' thoughts and concerns regarding both the 215A and the risk assessment. The Forest Service Agency Administrator was pleased with IMT's receptive response to working with the Forest Safety Manager, Sandy Bearden, at the onset of this incident. Logistics, Communication, Planning: All seemed to run very smoothly. Operations: All Ops personnel were a pleasure to work with and professional in all aspects of their work. They actively listened to Agency Administrators' input and kept key personnel informed of pertinent incident strategies and actions. Agency Administrators felt that the IAP was lacking in some portions. The Agency Administrators were very pleased that comments and concerns were reflected in the following plans and concerns were mitigated immediately. Finance/Claims: Finance personnel provided everything that was asked for by the Agency Administrator. Claims personnel prepared very timely letters and claim infonnation to private individuals' inquiries. Also concerning the Fire Closure Order, claims helped the Forest Representative determine the course of action for allowing private landowners into their respective inholdings. 6. How well did the Team anticipate and respond to changing conditions, was the response timely and effective? I I I 2 I 3 I The IMT was very proficient in anticipating and responding to changing conditions. For example, once it became apparent that the eastern flank of the fire was going to impact the City of Colorado Springs a local and IMT response was initiated. This response contributed significantly to saving of an undetermined amount of private land and structures. Fire fighter safety was a top priority for the Agency Administrators and the IMT. The IMT met expectations identified as witnessed by the exemplary safety record of all fire line personnel. The IMT's emphasis on safety is commendable and reflected in the safety record for this incident. Any concerns or ideas voiced by the Agency Administrators or their representatives were immediately acted upon by the IMT and appropriate actions shifted to modify strategies and tactics. The IMT is commended for suppression tactics implemented to more actively protect the west side of Colorado Springs, United States Air Force Academy, Woodland Park, and the smaller communities of Cascade, Chipita Park, Green Mountain Falls, and Manitou Springs.

4 7. How well did the Team place the proqer em_p_hasis on safety? I I I I 2 I 3 I The IMT excelled in regards to safety. Their safety record speaks for itself; one ground vehicle accident (proven to be driver error) and seven minor reportable accidents. The IMT is commended for not wavering on changing suppression tactics throughout the incident. The Forest Service Agency Administrator commends the IMT Safety Section for their willingness to incorporate the Forest Safety Officer into incident processes early-on during this incident. This allowed the Forest to more fully engage the incident relative to safety. 8. Did the Team activate and manage the mobilization/demobilization in a timely and cost effective manner? I I I I 2 I 3 I The IMT excelled in meeting the Agency Administrators' expectations in mobilization and demobilization. Crews and support personnel were released after Agency Administrators (AA) or their representative's requests were met. Necessary personnel were retained as requested by the AA to meet specific tactical and strategic objectives, especially as it relates to the increased suppression protection in Colorado Springs and on County, State, and Federal Lands, including all suppression rehabilitation. 9. How well did the Team use local resources, trainees, and closest available forces? I I 1 I 2 I 3 I The IMT excelled in the use of local resources. District personnel were utilized for their local knowledge and for protection of valuable local resources. Local engine support was well utilized throughout the incident. The IMT did an excellent job of utilizing trainees within and outside oftheir own organization without reducing efficiency (i.e. information, safety, City of Boise, etc.). Numerous trainees successfully fulfilled their task books requirements. The IMT seemed to achieve this with little effort due to their overall experience and expertise level. Also, the IC set the tone for productive experience of his team and welcomed the trainees, making them feel a valued part of the overall team. 1. How did the Team notify the incident agency regarding triggers for initiating a cost share agreement or large fire cost review? How were those recommendations implemented? I I I I 2 I 3 J The IC encouraged all parties to initiate and complete all cost share negotiations. The Finance Section provided data for development of the Cost Share Agreement.

5 11. Was the IC engaged and in charge of the Team and the Incident? How well did the IC function and operate as a leader? I I 1 I 2 I 3 I The Incident Commander (IC) handled most external issues and concerns, meanwhile the Deputy IC handled the Command & General Staff on day to day duties and requirements. This partitioning of responsibilities worked extremely well on this incident with unusual public/community engagement and extreme fire behavior. The Incident Commander(IC) and Deputy Incident Commander (DIC) excelled in their leadership and engagement. The IC and DIC were thoroughly engaged and in charge. They are natural leaders with very easy going and approachable management styles. They were eager to help, regardless of the issue. Even with all the disruptions that encountered throughout each day, they always seemed calm, in control, and confident that everything would work out well. These attitudes resonated through the rest of the Team and fire fighters. They had a great rapport with the IMT and built quick and strong relations with federal and state agency representatives. It appeared that the IC and the DIC communicated and worked well together. 12. How timely was the IC in assuming responsibility for the incident and initiating action? _I J 1 J 2 I 3 I The IC excelled in assuming responsibility. He assumed responsibility immediately and made the transition go smoother than expected. 13. How did the IC show sincere concern and empathy for the hosting unit and local conditions? J I 1 I 2 I 3 I The IC excelled in showing concern and empathy. He appeared to be concerned about every facet that his team was responsible for, regardless if it was operational or administrative. He showed great concern over the private water usage issue. Daily the IC/DIC engaged local Agency Administrators and included them in both formal and informal operational dialogues. 1. Was the agency administrator or designee made aware that the Time Unit closed out/transitioned per unit operating guidelines? Example: AD time complete per payment center and agency requirements, cooperators. given appropriate documents per agreements, OF 288's complete and returned. I I 1 I 2 I 3 I The Finance/Time Unit section will provide a final Finance packet and closeout to both hosting agencies the following morning of official TOC. 15. Other comments: Although it was not identified in the Delegation of Authority or in WFDSS, the team bas an opportunity to recycle plastic. There were pallets of used water and Gatorade bottles that were probably thrown away. In future Delegation of Authorities, the PSICC will include recycling in the specific management considerations. Date: ~,~oc R9>co"ntative: y Incident Com;mtffi')er: //r c J Date: 7/7/tL '77 1' I ff2. 717/rz_