Transcript Building and Exercising the EOC

Building and Exercising
Your Command Center
Steven C. Davis
Principal, All Hands Consulting
Contents
 Organizing Your Emergency Team
 Using the Incident Command System (ICS)
 Establishing a Command Center (or EOC)
 Implementing Information Management
 Managing Resources
 Managing Public Information
 Developing Emergency Scenarios
 Testing and Exercising Contingency Plan
The Purpose of the EOC
Information
Resources
Communication
The Purpose of the EOC
The EOC’s purpose is to coordinate incident
information and resources for
management.
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The EOC must receive, analyze, and display
information about the incident to enable CEO
decision-making.
The EOC must find, prioritize, deploy, and track
critical resources.
The EOC must enhance decision making,
communication, collaboration, and coordination.
The Purpose of the EOC
The EOC is really a place where:
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Uncomfortable people
Meet in cramped conditions
To play unfamiliar roles
Making unpopular decisions
Based on inadequate information
In much too little time
What Makes the EOC Work?
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A Good Concept of Operations
Good Space
Good Teams
Good Staff
Good Communications
Good Technology
What Makes the EOC Work?
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Basic Management Functions
Objective Based
Incident Action Planning
Unified Command
Delegation
Span of Control
Support Staff
Activation Modes
How an EOC is used
 Level 1 - Full Scale Activation – all primary and
support functions are implemented
 Level 2 - Partial Activation - This is a "limited"
activation. All primary, or lead, Emergency
Support Functions are notified.
 Level 3 - Monitoring Activation - involves those
agencies and Emergency Support Functions
that would need to take action as part of their
everyday responsibilities.
Organizing the Emergency
Management Team
Key EOC Organization Elements
Common information structure
Communication efficiency
Coordination efficiency
Private versus public decision space
Data distribution
Efficiency of interface
Command Center Organization
Chief Executive
Emergency Manager
Public Information
External Relations
Information Technology
Analysis
Planning
Admin/Finance
Logistics
Operations
Vulnerability and
Threat Assessment
Contingency Plans
Cost
Tracking
Policies
Supplies
Resources
Infrastructre
Processes
Line-of-Bus.
Life Safety
Emergency Response and Recovery Teams
Cisco’s EOC
Organization
Incident Commander
SA FETY
Liaison
Public
Relations
FINA NCE
LOGISTICS
OPERTATIONS
TIME
FA CILITIES
SECURITY
COST
FOOD
MEDICA L
UNIT
COMMUNICAT IONS
SUPPORT
SERV ICES
PLA NNING
DOCUMNETATION
Based on the Incident
Command System
Organizational Issues
 Based on the Incident Command
System (ICS)
 Maximize the team, minimize the
plan
 Cross-training is essential
 Succession planning important
 Include all functional units
Using the Incident Command
Structure
Background on the ICS
 The Incident Command System in use today
is an outgrowth of California’s FIRESCOPE
program developed in the 1970s to improve
management of large wildfires.
 It was designed to provide a commonly
accepted management structure that would
result in better decisions and more effective
use of available resources.
 It was specifically designed for incidents that
involve many local, state, and federal
agencies and multiple political jurisdictions.
Incident Command System
Basic Management Concepts
Common Terminology
Modular Organization
Unified Command Structure
Consolidated Action Plan
Manageable Span-of-Control
Pre-designated Incident Facilities
Comprehensive Resource Management
Integrated Communications
Common ICS Terminology
 Organizational Functions:
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Operations, Intelligence, Logistics, and Finance.
Functions pre-designated and named for the ICS.
 Resources:
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Refers to the combination of personnel and
equipment used in response and recovery.
 Facilities:
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Common identifiers used for those facilities in and
around the incident area which will be used during
the course of the incident. These facilities include
the command center, staging areas, etc.
Modular Organization
 ICS's organizational structure is modular.
 As needed, five functional areas are developed.
 Within each of the five functional areas, several
branches may be established.
 The organizational structure is based upon the
management needs of the incident.
 If one individual can manage all major functional
areas, no further organization is required.
 If more areas require independent management,
someone must be responsible for that area.
Unified Command Structure
 Many incidents, such as riots, fires, floods, and
earthquakes, impact many organizations.
 Unified Command simply means, that all
agencies which have a jurisdictional
responsibility, at a multi-jurisdictional incident,
contribute to the process of:
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Determining the overall incident objectives.
Selection of strategies and tactical operations.
Integrating appropriate tactical operations.
Making maximum use of all assigned resources.
Incident Commander
 The Incident Commander
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Will establish goals and determine strategies for
the incident based upon the requirements of the
jurisdiction.
In the case of a Unified Command, the incident
objectives must adequately reflect the policy
needs of all jurisdictional agencies.
 The action plan for the incident should cover
all tactical and support activities for the
operational period.
EOC Manager
 Manages the EOC - not the incident
 Makes sure everything is working
 Maintains a safe environment
 Optimizes efficiency
 Facilitates and coordinates
 Solves problems
EOC Staff Members
1. Check-in with the EOC Manager.
2. Review the situation report (sit reps) and
incident logs.
3. Make sure that your name is listed on the
current EOC organization chart.
4. Review the Staff Operating Guide (SOG) and
set up your work station.
5. Start an incident log which details your
actions (chronologically.)
Span of Control
Safety factors, as well as sound
management planning, will dictate spanof-control considerations.
In general, the span-of-control of any
individual with emergency management
responsibility, should range from three to
seven subordinates, with an optimal
span-of-control being five.
Pre-designated Facilities
 There are many facilities or areas which can
be established in and around the incident
area. (Remember safe distance considerations.)
EOC
 Alternate EOC
 Staging Areas
 Triage Areas
 Mass Care Centers
 Forward Command
Post
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Evacuation Center
 Joint Information
Center
 Communications
Room
 Executive
Management
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C4I
Command, Control, Communications,
Computers, and Intelligence.
Good communications systems require
advance planning, which will coordinate
tactical and support resources
throughout the use of an Emergency
Operations Center.
Establishing a Command
Center or EOC
Management Strategies
Lead a top-notch team
Update risk/threat assessments
Assess all hazards and risks
Complete and test contingency plans
Design a robust Command Center
Implement a system for command,
control, communication, and intelligence
Drill the Command Center
EOC Design Considerations
Functional
• How the
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Operational
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Status
Indicators of concern
Early Warning
Estimates of assistance
required/return to service
function/industry
operates
Key variables
Normal business
actions/response
Remediation actions (should be near real-time)
accomplished
Contingency plans
Design Issues
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Technology
Joint Information
Data Links
Physical Proximity
Information Priority
Filtering Capability
Communication Links
Control Over
Resources
• Ergonomics
• Shared Displays
• Multiple Displays
• Push and Pull
Capabilities
• Zoom-in / Zoom-out
Capabilities
• Optimizing
Information Space
• Keeping Information
Load Manageable
Space, the Final Frontier
What do You See?
How Much?
How is it Arranged?
How Will You Use it?
Form Follows Function – Not Money
Picking Space
Room to Adjust?
Shared Space or
Dedicated Space?
Technology?
Location?
Vulnerable?
Space Problems
Arranging Space:
Noise
Distraction
Clutter
Sharing Space:
Noise
Distraction
Clutter
Conflicts
Set up time
Arranging Space
 Decision Making
Space
 Operational
Coordination
Space
 Collaboration
Space
 Communications
Centers
Survival Techniques
Plan your Concept of Operations First
Form Follows Function - Practical Not
Impressive
Dual Use Design (Training Room)
Use it or Lose It (Activations)
Keep it Usable
Be Flexible
Have Contingency Plans (AEOC)
Other Space Demands
Food Services and Eating Space
Sleeping Quarters
Press Briefing and Work Areas
Executive Decision Space
Public Meeting Space
Humanitarian Assistance Operations
Family Assistance
Quite Room (CISM)
EOC Design Principles
• Organization
• Design
• Team
• Affordability
• Practice
Command Center Layouts
EOC seating
arrangements should
maximize communication
and eye contact between
decision-makers. There
are four basic EOC
layouts:
Two more:
Boardroom
Marketplace
Hybrid
Mission Control
Bull's-Eye
Virtual
The Board Room
New York City Mayor’s Emergency Board Room
Mission Control
Mission Control
Cisco’s IT Command Center
Marketplace
(4964)
OPERATIONS ROOM
(253) 912-49XX
(4963)
(DOH)
Many smaller
tables
(4961)
(4962)
(IAP)
(IAP)
Each
represents a
function
(4959)
(4943)
(4938)
(4940)
(IAP)
(ECOL)
(DNR)
(4956)
(4955)
(4957)
(4983)
(4969)
(4937)
(4939)
(WNG)
(4988)
(PIO)
(PIO)
Lots of getting
up and walking
around
(4944)
(4931)
(4932)
(DOT)
(PIO)
(WSP)
(4952)
(4949)
(4971)
(4950)
(4922)
(4951)
(FIN)
(4933)
(4923)
(4917)
(4918)
(EOC
SUPV)
(ADMIN)
Source: Washington State
(4920)
(4934)
(4927)
(4926)
(OPS)
(LOG)
(4929)
(OPERATOR)
(4921)
(4916)
(4915)
(4925)
(4928)
Bull's-Eye
• Approximates
concentric circles
• Staff sit behind primary
officials who turn around
to consult as needed
• Requires large floor
space
• Not seen very often
Hybrid
Newport News Virginia EOC
Vancouver,
B.C. EOC
Space is Important
Command centers have a way of
growing over time – everyone wants into
the act.
This usually results in crowded, shoehorned rooms that become ineffective.
Make sure you plan space based on full
implementation.
Control access and scope creep.
EOC Facility Considerations
 Back-up Power
 Potable Water
 HVAC
 Weather
 Seating
 Computers
 Break Out Rooms
 Air Quality
Concerns
 Telephones
 Alternate
Communications
 Video
 Large Screen
Display
 Meeting Space
 Food
 “Chill-Out” Space
Communications Room
Use separate
but adjacent
space to
keep noise
pollution and
interference
in check.
Consider Ergonomics
Remember…
 Form Follows Function
 People Make Space
 Bad Space is a Handicap
 Use It
 Your Needs will Change
 Be Flexible
Implementing Information
Management
Information Management
Emergency Managers need a robust
command, control, and monitoring
function that will:
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Be easy and efficient to use
Collect information rapidly
Coordinate activities and resources
Track multiple incidents and resources
Communicate activities across the
enterprise
Provide documentation
Event Information Tracking
1. Stakeholder notices possible disruption
2. Alert message sent to the Command Center
3. Alert message evaluated by response managers
4. Incident Log opened to track each event
5. SOPs implemented using checklists
6. Tasks assigned according to plan
7. Resource allocation tracked in log
8. Task performance tracked in log
9. Status briefings and updates to stakeholders
Command Center Information Flow
Your Organization
External
State/Fed
Govt.
Employee
Customer
Contractor
Call Center
ERT
Emergency
Input
Command
Center
Organization
Executive
Group
Incident
Established
Local Govt.
Post to
Operations Log
Supplier
Executive
Briefing
Incident
Response Mgm’t
Contingency
Plan Activated
Other
Businesses
Task
Tracking
SOP Checklist
Activated
Plan Response
Tasking
Vendor
Emergency
Response
Teams
Task Assigned
Performance
Tracked
Personnel
Procedures
Implemented
Teams
Deployed
Stakeholders
Resources
Assigned
Resources
Public
Relations
Public
The EOC Should…
 Be Internet-based to provide:
 Flexibility
 Economy and Convenience
 Live Current Information
 Interactive Collaborative
Information
Virtual EOCs
A “Virtual EOC” enables managers to:
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participate in critical decision-making processes
regardless of physical location
effectively direct and control resources
automate processes and methodologies
assign and track tasks
efficiently communicate real-time information
protect communication and data with needed
redundancy and flexibility
Advantages of a Virtual EOC
Augments physical centers
Anyone, anywhere can participate
Lower investment
Ease of use, flexibility
Requires shared communications and data
Data can be hosted off-site using redundant
servers in hardened sites
 Little or no infrastructure required – uses
readily available Internet technology
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Communications Issues
Develop a communications plan
Internal Communications
 External Communications
 Alternative Communications
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Develop a two-way communications
network
Implement redundant systems
Do not depend on cell phones
The Ideal
Information System
 Easy to use and robust information
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and decision management system
Central command and control
Early alert communications function
Event tracking and logging
SOP and automated check lists
Resource management
Documentation of response actions
for due diligence
Managing Resources
Managing Resources
Predetermine available human and
material resources
Build resources into the command center
data base
Triage problems to maximize utility of
resources
Assign and track utilization of resources
through the command center
Managing Public Information
Public Information Issues
Public Relations - Construct carefully
prepared talking points ahead of time
(fill-in-the-blank).
Rumor Control - rumors will be
prevalent…watch for rumors and take
aggressive actions to squash them.
Centralize Information - Have one
information source so that different
stories are not being presented.
Public Information Issues
Select and thoroughly train a
spokesperson and alternates
Consider Joint Information Centers
Include Counsel – legal counsel should
be included in your planning
Practice information flow and delivery for
different scenarios
Lessons Learned
Ground Zero
 Command Centers may be
impacted by the event.
 Staff may be need to be
dispersed.
 Remote sites may need to
be involved
 Need to effectively direct
and control resources,
actions, information and
communications.
WTC 7 housed the
NYC Emergency
Operations Center
Lessons Learned on 9-11
 Communications need to work
 Treat information as data - pencil and paper
does not cut it
 Need simple status board/reports – color
codes
 Train, practice, revise, train, practice, etc.
 Appropriate staffing is required
 Clear assignments are a must
 Need a public information strategy
Lessons Learned on 9-11
 Coordination (esp. with utilities, need for
recognition codes)
 Notification issues
 Use radio stations earlier
 Security too close to EOC entrance
 Supplement security earlier
 Delay in setting up computers which were
shared with training facility
Lessons Learned on 9-11
 Need a plan for evacuated key officials
 Too many people in EOC
 Facility limitations (noise, crowding, security)
 Need staff to support other outside activities
 Plan family support for first responders and
EOC staff during sustained operations
 Plan for child care/shelters
 CISM needed for children, and seniors
Lessons Learned on 9-11
 Use threat levels to communicate different
levels of activation.
 Communicate threat information via Internet
 The Multiple Agency ICS plan will generally
take effect with large incidents, including
implementation of Unified Command and
deployment of position-specific certified
personnel in key ICS positions.
Lessons Learned on 9-11
IT support (data access, info distribution)
Donations Management (confusion, money
and materials, blood) - Anticipate receiving
un-requested resources and have a plan for
dealing with them.
Consumer fraud
Need to update Evacuation Plans, Assembly
Areas, and Personnel Accountability Plan
Lessons Learned on 9-11
Knowing how to request and receive the
resources required for an incident of this
magnitude is imperative.
Everyone may need help some day.
Specialized resources often have long
reflex times.
Receiving these resources can require
significant oversight from the receiving
jurisdiction.
For More Information
[email protected]
www.AllHandsConsulting.com