Emergency Operations Centers

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Emergency Operations Centers Incident Action
Planning Process

• John Lindsay and Ann Stangby

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Session Objectives

• Explain the purpose and major functions of the
  Emergency Operations Center (EOC).
• Describe the process of information flow within
  the EOC.
• Discuss the operational hierarchy within the
  emergency management system.
• Explain the Incident Action Planning process.

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Types of events

• Immediate threats to life and property.
• Loss of facility operating status.
• Facility support to other facilities or national
  problems.

EOC Required?
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Definition of an EOC

• An unfamiliar place
• where leaders of an organization go
• to make decisions
• in little or no time
• based on little or no information
• Snowshoe Thompson, 1856

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Why Is an EOC Needed?

• Centralized direction and control
• Single point for collection, evaluation, display
  and dissemination of information
• Facilitates verification of information
• Provides a repository of data
• Makes maximum use of existing communications

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Why an EOC is Needed (cont)

• Facilitates coordination
• Provides continuity and facilitates shift changes
• Provides for the identification of all available
  resources
• Provides a ready reference on the current
  situation

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Major Functions of an EOC

• Information gathering and management
• collection, evaluation, display, documentation
• Emergency policy-making
• Operations management / action planning
• Communications and warning
• Coordination / support of resources
• Public information
• Hosting Visitors
• After Perry, R. in T. Drabek, and G. Hoetmer
  (eds.) 1991. Emergency Management Principles and
  Practice for Local Government. Washington ICMA

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Basic EOC Capabilities

• Activated quickly (within an hour ?).
• Remain operational.
• Afford space for other agencies.
• Offer communications per work space.
• Perform information processing, coordination and
  documentation functions.

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EOC Staffing Management
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EOC Staff

• Agency administrator
• EOC Director
• Public Information Officer, Liaison Officer
• General staff sections from ICS
• Operations, Plans, Logistics, Finance
• Support (security, communications, etc.)
• Clerical

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Management Principles

• Management by objectives.
• Clear management responsibilities (unity of
  command) and delegation of authority.
• Span of Control.
• Action Planning.

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EOC Standard Operating Procedures (SOPs)

• Use of information processing systems.
• Communications with external entities.
• Managing resource requests.
• Preparing coordinated public information.
• Activation and establishing the EOC.

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General EOCActivation Criteria

• Resources required beyond local capabilities
• The emergency is of long duration
• Multiple agency/jurisdictional involvement
• Unique or emerging problem(s) may require policy
  decisions
• A local state of emergency declared

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ICS Management Functions
Operations Section
Plans Section
Logistics Section
Finance Section
Activities
Situation Reports Travel Orders Resource
Activation Mission Assignments Computer
Problems Work Environment Shift
Schedules Conference Calls Inter-agency
Liaison Incident Status Resource Status Office
Supplies Briefings Shift Action
Plan Parking/Bldg. Access Procurement/Budget
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Managing Time

• Establishing the operational period
• Cycle of activities
• First operational period
• Remaining operational periods
• Shift change meetings
• Situation briefing
• Action planning meeting
• Brief supervisors on plan
• Track, coordinate incident progress
• Situation updates

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• Set Priorities
• Status briefing
• Establish/modify priorities

• Develop objectives
• Support priorities
• Resolve conflicts

• Implement plans
• Coordinate execute
• Report accomplishments

Develop plans Based on priorities and assigned
objectives
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EOC Communications

• Purpose
• Communication / Coordination / Direction
• Information sharing
• Decision making
• Emergency activities
• Demands
• High volume of information
• Requirement for good communication between all
  parties

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Communication Considerations

• Flexibility - able to fit different situations
• Redundancy - works when you need it
• Universality - in common with others
• Capacity - able to handle the volume
• Distribution of loads between alternatives
• Speed - how long will it take to get there?
• Priority - how long will it take to be acted on?

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Types of Messages

• 4 types of messages
• Inquiries asking for information
• Advisories providing information
• Requests asking for resources or decisions
• Orders directing resources or activities

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Information Management
Historical Records
Telephone
Log
Radio
Visual Displays
Verify
FAX
Situation Briefings
Source(s)
Analyze
E-Mail
Action Plans
Synthesize
Mass Media
Situation Reports
Distribute
Rumor
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Displays

• Situation Status (SITSTAT)
• Incident history
• Current status
• Patients, facilities, weather
• Current objectives and assignments
• Resource Status
• Assigned resources
• Available (staged) resources

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Common Mistakes

• Unworkable Emergency Operations Plan
• No knowledge of disaster resources
• Lack of visible leadership
• Not controlling information flow
• Untrained staff
• Key people leave
• Not focusing on what happens next !

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Operational Hierarchy
DHSs National EOC
ESF Lead Agency EOC(s)
DHSs Regional EOC
Network EOC(s)
State EOC(s)
DHSs Disaster Field Office
HCF EOC(s)
Local Govt / County EOC(s)
Incident Site(s)
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Incident Action PlanningProcess
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Action Planning Process
Overall Objectives Priorities
Mgmt
Plans
Situation
Operations
Finalize Action Plan
Mgmt
Business Continuity
Equip, Plant Util
Plans
Approve, Implement Action Plan
Safety Security
Health Medical
Cost
Tactical Objectives, Resource Needs
Capability Capacity
Logistics
Finance
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Operational Period

• The period of time scheduled for execution of a
  given set of actions specified in an IAP.
• Can be of any length, although rarely longer than
  24 hours.
• Not necessarily related to shift length.

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Briefing Topics

• Date/time of start of incident
• Type of incident
• Services involved
• Current incident status
• Current resource status
• Current strategy/objectives
• Communications systems being used
• Special problems/issues

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Incident Action Planning Steps...

• Brief on current situation and resource status
• Set incident objectives
• Determine areas of operation
• Specify objectives and tactics for each group
• Specify resources needed by each group

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IAP Steps (cont)

• Specify operating facilities and reporting
  locations
• Place resource and personnel orders
• Consider communications, medical, safety and
  traffic requirements
• Finalize, approve and implement

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IAP ResponsibilitiesManagement

• Provide general control objectives and strategy
• Establish policy for resource orders
• Approve completed IAP

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IAP ResponsibilitiesPlanning Chief

• Prepare for the Planning Meeting
• Conduct the Planning Meeting
• Coordinate preparation of the IAP

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IAP ResponsibilitiesOperations Chief

• Determine area(s) of operation
• Determine tactics
• Determine work assignments
• Determine resource requirements

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IAP ResponsibilitiesLogistics Chief

• Ensure resource ordering procedures are developed
• Ensure the IAP can be supported

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IAP ResponsibilitiesFinance Chief

• Provide cost implications of control objectives,
  as required
• Ensure the IAP is within the cost limitations
  established by Management.

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Elements of an IAP

• Name of event and operational period.
• Summary of the current situation.
• Statement of policy(s), overall objectives and
  priorities.
• Statements of operational period objectives for
  each major section.
• Action items to carry out the objectives.
• Current organizational chart/listing.

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Questions?
For more info see SEMS _at_ www.oes.ca.gov