Emergency Operations Center

Functions and Responsibilities

July 2021
Agenda (4 hours or so)
 What is and why do we need an EOC
 Multi-Agency Coordination
 Government EOCs and the ICS
 (break)
 EOC Functions
 EOC Decision Making
 (break)
 EOC interface with normal operations
 Making our EOC an effective tool

07/15/2021 2
Emergency Operations Center
 Primary high-level incident management
 Strategic perspective
 Reflective of organization and partners
 COORDINATION rather than COMMAND
 Resources
 Documentation

 Other names, same function:

 Coordination Center, War Room

07/15/2021 3
Emergency Operations Center

07/15/2021 4
Not IF, but WHEN…

07/15/2021 5
EOC: A critical link
 Supporting Emergency Management
 Preparing for Incidents
 During Incident Response
 Throughout Recovery
 Mitigating Future Impacts

07/15/2021 6
Preparing for Incidents
 Activate
 Recall critical staff / establish connectivity
 Review policies and procedures
 Prepare technology needs for EOC ops
 Offer guidance
 Communicate throughout the organization

07/15/2021 7
During Incident Response
 Support Incident Commander(s)
 Support Partner Organizations
 Coordinate Resources
 Develop Situational Awareness
 Communicate throughout the organization
 Inform the Public

07/15/2021 8
Throughout Recovery
 Transition from response to recovery
 Coordinate damage assessment
 Develop and maintain incident documentation
 Share information with others
 Communicate throughout the organization
 Inform the Public

07/15/2021 9
Mitigating Future Impacts
 Identify gaps and opportunities
 Include those responsible for implementation
 Mitigation can be in several forms
 Policy/Procedure
 Training
 Technology
 Facility
 Relationships
07/15/2021 10
Benefits of an Effective EOC (1)
 Preparing for foreseeable incidents
 Allows Incident Commanders to focus on the
incident and not the support
 Promotes problem resolution at lowest
practical level
 Helps establish situational awareness and a
common operating picture
 Coordinates long-term operations
07/15/2021 11
Benefits of an Effective EOC (2)
 Consolidates resource identification,
acquisition, and tracking
 Sets organization response priorities
 Provides legal and financial support
 Critical conduit between Incident
Commanders
 Provides timely, coordinated, and
consolidated information
07/15/2021 12
 Strategic vs Tactical

Determines and Conducts or directs

coordinates what is on-scene operations
to be done during an itself or with first
incident responders

07/15/2021 13
EOC Authority / Policy Group
 EOC established by policy
 Expectations, limits, authority
 Participation and roles
 General priorities
 Organization-specific priorities
 Organization-specific restrictions
 Options during a catastrophe
 Partner participation

07/15/2021 14
The Policy Group
 Senior / Elected Officials
 Senior Decisionmakers
 Senior Public Safety Officials
 High-Level Subject Matter Experts
 Legal Representation
 Additional Personnel as needed / requested

07/15/2021 15
The Policy Group
 Issues initial policy statement for EOC
 Determines EOC reporting requirements
 Policy Group Decisionmaking Process
 Identifies tangential issues (finance,
regulatory, public image, etc.)

07/15/2021 16
 EOC vs Incident Command

Coordination Tactical
Support Operation-based
Information First Responders
Recovery Life Safety
Mitigation Incident Stabilization
Property Preservation
07/15/2021 17
Multi-agency Coordination

 Process that involves multiple levels

 Occurs across different disciplines
 Crosses traditional jurisdictional boundaries

 Occurs more often than you might think

07/15/2021 18
Multi-agency Coordination

 Situation Assessment
 Priority Determination
 Critical Resource Allocation
 Interagency needs and issues

07/15/2021 19
NIMS

The National Incident Management System

07/15/2021 20
NIMS
 Established by HSPD-5 February 28, 2003
 Homeland Security Presidential Directive
 Secretary of DHS develop / implement NIMS

 Federal entities must adopt and use NIMS

 State and Local governments required to use

NIMS in order to receive DHS funding
07/15/2021 21
NIMS
 Provides a balance between
 Flexibility and
 Standardization

07/15/2021 22
NIMS
 NIMS integrates existing best-practices into a
consistent, nationwide approach to domestic
incident management that is applicable at all
jurisdictional levels and across functional
disciplines in an all-hazards context.

07/15/2021 23
Command and Management
 The Incident Command System (ICS)

 ICS History

 ICS Structure and Concepts

07/15/2021 24
Incident Command (ICS)
 IS-100a through ICS-400, through FEMA

 A Defined incident management structure

 Can expand and contract as needs change
 Maintains appropriate span of control
 Maintains unity of command

07/15/2021 25
ICS History
 Wildfires in Western US before 1970’s
 National Wildfire Coordination Center
 National Interagency Incident Management
System (NIIMS)
 National Fire Academy Incident Command
System (NFA ICS)
 Mostly from California FIRESCOPE 1972
07/15/2021 26
ICS: The Problem
 Too many people report to one supervisor
 Different agency organizational structures
 Lack of reliable incident information
 Incompatible communication systems
 Lack of coordinated planning
 Unclear lines of authority
 Terminology differences
 Unclear or unspecified incident objectives

07/15/2021 27
FIRESCOPE (1972)
 FIrefighting REsources of Southern California
Organized for Potential Emergencies
 Four Requirements:
 Organizational flexibility: small or large incidents
 Agency familiarity: Use for routine incidents
 Standardized to allow disparate partnerships
 Cost Effective
 Wildfires are like many other emergencies

07/15/2021 28
Key ICS concepts:
 Flexibility
 System can expand or contract as needed
 Standardization
 Applied to all-disciplines, all-hazards
 Same titles and functions in different places
 Chain of Command
 Clear lines of authority, up and down

07/15/2021 29
Key ICS concepts:
 Unity of Command
 Each person (resource) reports to only one
specific person or position

 Span of Control
 A person supervises 3-7 people,
 Five is the optimal number supervised

07/15/2021 30
An incident happens…
 Somebody reacts or responds

 The first person there is “in charge” until

others arrive

 The person in charge is called Command, the

Incident Commander, or the IC.

07/15/2021 31
Incident Commander (IC)
 Prioritizes incident needs Incident Commander
 Makes sure we’re safe Safety Officer
 Provides information Info Officer
 Coordinates with others Liaison Officer
 Takes appropriate actions Operations Section
 Plans what to do next Planning Section
 Meets needs of responders Logistics Section
 Keeps track of what it costs Finance Section

07/15/2021 32
Expanding Structure
 Incident Commander (IC)
Performs roles until assigning Incident
them to others Commander

Safety Information
Officer Officer

 Operations usually first Liaison

Officer

 Safety next
OPS PLANS LOGS FINANCE

 Others as needed

07/15/2021 33
ICS Structure

Incident
Command Staff Commander

Safety Information
Officer Officer

Liaison
Officer

General Staff OPS PLANS LOGS FINANCE

07/15/2021 34
Expandable
 Expand based on the INCIDENT NEED

 Span of Control
 Specialty Functions
 Grouping and Work Processes

07/15/2021 35
Divide by Function
Command

Safety Information

Liaison

OPS PLANS LOGS Finance

Medical Security Traffic

GROUP GROUP GROUP
07/15/2021 36
Divide by Geography
Command

Safety Information

Liaison

OPS PLANS LOGS Finance

Libertyville Bannockburn Deerfield

DIVISION DIVISION DIVISION
07/15/2021 37
Divide due to SIZE of Structure
OPS

Search Medical North

BRANCH BRANCH BRANCH

Perimeter Mounted East West Assessment

GROUP GROUP DIVISION DIVISION GROUP

Aerial Water Treatment Transport Treatment Transport Human Svc

GROUP GROUP GROUP GROUP GROUP GROUP GROUP

K-9 Investigation
GROUP GROUP

07/15/2021 38
Transfer of Command
 From one individual to another
 From one individual to a group (unified)

 Based on incident timeline

 Based on incident need
 Based on personnel experience

07/15/2021 39
Operational Period
 May be very short up to a day
 Defined by IC and Planning
 Used to determine objectives

07/15/2021 40
Incident Action Plan (IAP)
 SMART objectives
Specific
Measurable
Action-oriented
Realistic
Time-sensitive
 Communications, medical, organizational
 Reporting relationships
07/15/2021 41
Complex Incident IAP

07/15/2021 42
Public Sector – ICS use
 NOT for every incident
 For larger incidents
 For longer-duration incidents

 Build the structure as needed

 May start with IC or with Ops Sec Chief

07/15/2021 43
ICS and Public – Private Interface
 Initially, Company likely has Liaison to Public ICS
 Internal Security Member acts as Liaison
 Security Officers / Supervisors
 Provide accurate directions and information
 Support Internal Security Team
 Maintain perimeter security

 Situation may dictate Unified Command

 Appropriate Company official joins public IC
 Joint decision making

07/15/2021 44
Unified Command (UC)
Fire Mayor
Public
 More Complex ICS Police Works
Corporate

 Multiple commanders
???
act as one Unified
Unified
Command
Command
 Priorities set as team Safety Information
Officer Officer
 Work still done by IAP
Liaison
 Other roles the same Officer

OPS PLANS LOGS FINANCE

07/15/2021 45
ICS and EOC
 EOC may be activated to support the ICS
 Resources
 Information
 Coordination

 EOC does NOT act as COMMAND

 EOC isn’t used for every incident

07/15/2021 46
Government EOCs
 Hosted at any level (city / county / state)
 Mandated by State and Federal laws and rules
 Often Public-Safety driven

 “All Hazards” approach

 Diverse staffing and organizational structures

07/15/2021 47
Lake County IL EMA and EOC

Dan Eder, Manager

Lake County Illinois
Emergency Management Agency

07/15/2021 48
 E
M
A

Lake County Emergency Operations Center

(EOC)
Purpose and Organization

Prevention … Protection … Mitigation … Response … Recovery

 E
EOC Purpose and Functions M
A
 PURPOSE:
 Coordination
 Decision making

 FUNCTIONS:
 Acquire, allocate, and track resources
 Manage and share information
 Establish response priorities among incidents
 Provide legal and financial support
 Liaison with other jurisdictions and other levels of government

Source: FEMA IS775 EOC Management and Operations

Prevention … Protection … Mitigation … Response … Recovery

 E
EOC Purpose and Functions (cont.) M
A
 An effective EOC:
 Helps establish a common operating picture
 Facilitates long-term operations
 Improves continuity
 Provides ready access to all available information
 Simplifies information analysis and verification
 Promotes resource identification and assignment

Source: FEMA IS775 EOC Management and Operations

Prevention … Protection … Mitigation … Response … Recovery

 Incident Command and Unified Area E
M
Command Roles and Responsibilities
A
DIRECT RESPONSE FORCE ACTIONS ON SCENE

 Responsible for all decisions and actions on scene

 Incident Command (IC) for each incident
 Unified Area Command (UAC) for multiple incidents

 Develop and execute Incident Action Plans (IAP) detailing

response specifics

 Request resource support through Emergency Operations Centers

LCEOP Ref:
B02.06.03.4. & 5. Prevention … Protection … Mitigation … Response … Recovery
 Lake County Emergency Operations E
M
Center Roles and Responsibilities
A
COORDINATE SUPPORT TO INCIDENT COMMAND & LOCALS

 Support Incident Commander (IC) in unincorporated areas and

county-appointed Unified Area Command (UAC)

 Coordinate with State and local Emergency Operations Centers

(EOC) to provide or request support

 Coordinate delivery of County department support through

Department Operations Centers (DOC)

 Request mutual aid support

 Develop and provide situational awareness to all stakeholders and

communicate up, down, and laterally

LCEOP Ref:
B02.06.03.4. & 5. Prevention … Protection … Mitigation … Response … Recovery
Minor Incident in E
M
Municipality (Type 4)
A
Outside Lake County Lake County Municipality

LC Muni
DOC
EOC EOC

Mutual Mutual
IC
Aid Aid

Incident

ACRONYMS
• DOC - Department Operations Center
• EOC - Emergency Operations Center
• IC - Incident Command
Prevention … Protection … Mitigation … Response … Recovery
Major Incident Affecting County E
M
Regardless of Jurisdiction (Type 1)
A
Outside Lake County Lake County Municipalities

Policy Muni Muni

Fed State
Group Policy Policy

LC Muni Muni
DOC UAC
EOC EOC EOC
Mutual Mutual
Aid Aid

Mutual IC IC IC IC IC
Aid
ACRONYMS
• DOC - Department
Operations Center
• EOC - Emergency
Incident
Operations Center
• IC - Incident Command
• UAC - Unified Area Command

Prevention … Protection … Mitigation … Response … Recovery

 E
LCEOC Organization Chart M
A
MAJOR MANAGEMENT ACTIVITIES

Policy Group

Command
& Staff

Support
Group

Assessment Operations Resources

Group Group Group

LCEOP Ref:
C01.A01.05. Prevention … Protection … Mitigation … Response … Recovery
Major Management Activities E
M
Roles and Responsibilities
A

Command Make LCEOC work to support Incident Command,

and Staff Unified Area Command, and municipalities

Assessment Know the challenges and share that knowledge

Group (a.k.a. maintain situational awareness)

Operations Support the execution of response and recovery in

Group the field

Resources
Get things to the organizations that need them
Group

Support Provide critical services within the LCEOC

Group (call center, IT support, security)

Prevention … Protection … Mitigation … Response … Recovery

 E
LCEOC Organization Chart M
A
Policy Group

Command
& Staff

Public Info Municipal

Officer Liaison

Assessment Operations Resources Support

Group Group Group Staff

** Damage ** Law * Public ** Trans- * Finance & IT-Tech

Assessment Enforcement Works portation Procurement Support

* Climate & Fire Public Health Volunteer Security/

Mass Care Entry Control
Environment Protection & Medical Management

Needs Communi- Customer

Coroner Energy
Assessment cations Service

Resource ** Primary Coordinator

IT-GIS Tracking * Alternate Coordinator
LCEOP Ref:
C01.A01.05. Prevention … Protection … Mitigation … Response … Recovery
 E
Spectrum of Communications M
A
NOTIFICATION FROM ADVISING EMERGENCY
SOURCE LEADERSHIP AND OPERATIONS CENTER
PIO ACTIVATION

LCEMA
notified by LCEMA notifies LCEMT
phone or through Veoci EMERGENCY
text LCEMA OPERATIONS
notifies U-EMA (VIRTUAL OR
and PIO by
text group
ACTUAL)

LCEMA posts updates in

Veoci Daily Operations Room

LCEOC manages response and

recovery in dedicated Veoci room
and Starcom radio system

Prevention … Protection … Mitigation … Response … Recovery

 E
LCEOC Activation Decision Matrix M
A

Prevention … Protection … Mitigation … Response … Recovery

Items of Interest – Response by the E
M
Numbers at LCEOC
A
 Veoci room/LCEOC active for pandemic for over 485 days
 Assisting the Lake County Health Department in mass
vaccination efforts
 200+ Requests for Information (RFIs) or Requests for
Resources (RFRs)
 180+ Requests to State for Personal Protective
Equipment; over 3.5 million items distributed to partners;
over 425K items donated from 37 donors
 50+ formal objectives completed in the LCEOC (long-term)
 Over 125 Department Head Meetings and EOC
Coordination Calls
 Over 70 Relief and Recovery Committee Calls
 Over 1000+ Situation Reports completed by Departments
 1 Additional LCEOC activation during the pandemic for
Civil Unrest; minor response activities to both flooding
and high heat
 1000’s of staff hours spent on COVID-19 response
 Millions in relief dollars out to the community

Prevention … Protection … Mitigation … Response … Recovery 61

BREAK

Ten minutes
Making the EOC Functional
 Foundational Concepts

 Organizational Structures

 EOC Functions

07/15/2021 63
EOC Foundations
 Understand your organization
 Threats, risks, hazards
 Resources, policies, relationships

 Internal and External

07/15/2021 64
Understand YOUR Organization
 By the numbers
 Values and Mission
 Geographic Range

 Management Structure

07/15/2021 65
Threats, Risks, Hazards
 Natural Hazards
 Technological Hazards
 Intentional Threats
 Physical
 Organizational
 Continuity

07/15/2021 66
Resources, Polices, Relationships
 Hard Resources - Things
 Soft Resources – People and Ideas
 Polices, and policies about changing them

 Internal and External Partners

07/15/2021 67
Situational Awareness
The ability to identify, process, and comprehend the
critical information about an incident.

Knowing what is going on around you.

Continuous monitoring of relevant sources of

information regarding actual incidents and developing
hazards

07/15/2021 68
Situational Awareness - sources
 First Responders
 Dispatch, Security, and Command Centers
 Employees, Contractors, Visitors
 Media
 Social Media
 Partner Organizations

07/15/2021 69
Common Operating Picture

Formal system of making sure information is SHARED

Based on Situational Awareness

Current Situation
Needed Resources
Expected Changes

07/15/2021 70
Common Operating Picture

EOC Situation Reports

Outside Data Sources
“Bottom Line Up Front” – Dashboard Displays

Information, Intelligence, and Investigation

07/15/2021 71
SA / COP Examples
 Lake County SKYWARN Public Dashboard
(veoci.com)

 COVID-19 - Dashboard (veoci.com)

 Lake County PASSAGE Live Traffic

07/15/2021 72
Effective Organizations
 Acquire, analyze, and act on information
 Remain flexible in rapidly changing
conditions
 Anticipate change
 Maintain public confidence
 Maintain reliability

07/15/2021 73
EOC Organizational Structures
 Incident Command System (ICS)
 Emergency Support Function (ESF)
 Hybrid ICS-ESF
 Functional Management

 Others

07/15/2021 74
ICS Structure in the EOC

 Typical in smaller organizations

 Tactical instead of Strategic (usually)

 Focus on Operations

07/15/2021 75
ICS Structure in the EOC

07/15/2021 76
ICS Structure in the EOC
 Not Recommended
 Role Confusion with Incident Command
 Duplicate Position Titles
 Reporting Relationships are inaccurate

07/15/2021 77
ESF structure in the EOC
 Emergency Support Functions
 Developed by FEMA in late 1980s
 Consolidate units with similar functions into a
single, cohesive team
 Effective for geographically large incidents
 Hurricanes
 Earthquakes

07/15/2021 78
ESF descriptions

07/15/2021 79
07/15/2021 80
ESF structure challenges
 Private Sector has different needs
 Most units do multiple functions, so assigning
them to one specific function is limiting
 Can create a top-heavy organization

07/15/2021 81
Hybrid ICS-ESF structure in EOC
 Emergency Support Function teams
 Incident Command oversight

 Most common at the State or Large County

level

 Support multiple incidents and partners

07/15/2021 82
07/15/2021 83
Hybrid ICS-ESF drawbacks
 “Worst of Both”

 Incident Command confusion

 Personnel-intensive structure

 Units may be limited in function

07/15/2021 84
Functional Management Structure
 Flexible structure based on incident needs
 Units grouped by common function
 Some Incident Command System concepts
 Span of control
 Flexibility
 NO ICS TITLES

07/15/2021 85
 Policy Group

EOC
Management

Director /
Manager PIO / Legal

Assessment Operations Resources Support

Group Group Group Group

Damage Facilities / Trans- Finance & IT-Tech

Security
Assessment Pub Works portation Procurement Support

Fire Health & Volunteer Security/ Entry

Impact Mass Care
Protection Medical Management Control
Assessment

Needs Utilities & Communi- Customer

Assessment Energy cations Service

Climate & Resource

Environment Tracking

Information
Systems

07/15/2021 86
Functional Management Structure

 Most common for Private Sector

 Most effective for mid-size governments

 Good balance between tactical and strategic

07/15/2021 87
Other Structures
 “Department Heads as Equals”

 “Same as daily operations”

 “We don’t need an EOC”

07/15/2021 88
Virtual EOCs
 Becoming much more common
 Tech-reliant
 Quick to establish, with limitations
 Suitable for many incident types

 WebEOC, Veoci, ePlan, etc…

07/15/2021 89
Question

 What is YOUR EOC structure?

07/15/2021 90
IC Roles and Responsibilities
 Responsible for decisions and actions on scene
 Develop and execute Incident Action Plans
(IAP) detailing response specifics
 Request resource support through Emergency
Operations Center(s)

07/15/2021 91
EOC Roles and Responsibilities
 Support Incident Command
 Coordinate with internally and externally
 Acquire mutual aid support when needed
 Develop and provide situational awareness
 Communicate up, down, and laterally
07/15/2021 92
EOC Functions
 Policy Group
 EOC Management
 Support
 Assessment
 Operations
 Resources

07/15/2021 93
Policy Group Responsibilities
 Determine top-level objectives and priorities
 Approve exceptions to policy
 Identify fiscal issues and parameters
 Determine EOC reporting requirements
 Liaise with Partner Organizations
 Led by highest executive available

07/15/2021 94
Policy Group
Sets overall direction
Makes big policy decisions
 Roles and Responsibilities
 Determine top-level objectives and priorities
 Approve exceptions policy and regulations or seek
Board approval
 Identify fiscal issues and parameters
 Determine LCEOC reporting requirements
 Liaise with State and local elected and executive
officials
 Determine their composition and decision-making
process
07/15/2021 95
Setting Objectives
 Policy Group sets prioritized objectives to guide overall
Organization response and recovery actions
 Initial objectives at the start of an incident
 Reviewed and updated for each operating period
 EOC should be advising

 EOC uses Policy Group objectives to develop and prioritize

specific response actions and detailed objectives

07/15/2021 96
Policy Group Objectives - Questions
 What are the greatest concerns?
 What actions will have the greatest impact on
success?
 Who needs to be involved now?
 What future concerns should we be planning for
now?

07/15/2021 97
Policy Group Objectives
 SMART objectives
 Specific Details exactly what needs to be done
 Measurable Achievement or progress can be
measured
 Achievable Acceptable to those responsible for
achieving
 Relevant Possible to attain (realistic)
 Time-bound Time to achieve is clearly stated
07/15/2021 98
EOC Functions
 Policy
 EOC Management
 Support
 Assessment
 Operations
 Resources

07/15/2021 99
EOC Management Responsibilities
 Coordinate priorities with Policy Group
 Assign support to IC
 Prioritize specific actions and resources
 Request regulation or policy exceptions
 Coordinate messaging strategies and official
communications
 Direct all other EOC groups
07/15/2021 100
EOC Director
 Coordinate objectives and top-level priorities with Policy Group and approves
detailed priorities for LCEOC
 Consult with supported IC(s) to ensure they are receiving their requested support
 Determine the EOC operating period based on the situation and staff needs
 Direct or approve mission assignments for response, recovery, and demobilization
actions, including the disbursement, distribution, resupply, collection, and disposal of
Organization resources
 Approve requests for mutual aid and for Government assistance
 Approve release of situation reports
 Represent the EOC during press inquiries and interviews with the PIO, as needed
 Ensure compliance with Organization regulations and policies and recommend
exceptions or changes to the Policy Group as needed
 Approve EOC contributions to the after-action report
07/15/2021 101
EOC Manager
 Establish and enforce the operating rhythm (or battle rhythm), with concurrence of
the EOC Director
 Coordinate and present staff recommendations on response, recovery, and
demobilization priorities and keep the EOC staff focused on accomplishing approved
priorities
 Direct the EOC staffing process to ensure the staff properly coordinates requests for
support and resources and prepares them for approval
 Coordinate preparation of situation reports for approval and briefings for presentation
 Ensure the COP is kept up to date and information is accessible to appropriate
audiences
 Prepare the EOC staff for transition to the next personnel shift and conduct shift
change situational updates and briefings
 Direct the EOC staff’s demobilization process

07/15/2021 102
Incident Tracking
 Monitor the COP for critical events and requests and ensure that information is
relayed to the EOC Director, Manager, and staff
 Inform the EOC Director and Manager on the status of critical tasks and requests
 Report on available and expended resources tracked by all EOC positions, in
cooperation with Resource Tracking
 Assist in the preparation of situation reports and briefings
 Ensure the log of significant events is kept current
 Manage the EOC staffing process in the information management system to ensure
requests and reports continue to move to completion
 Assist the EOC staff and other users on where to find information in the COP and
other information management tools and on the general use of these same tools
 Collect records for reporting and archiving as part of demobilization

07/15/2021 103
Public Information Officer
 Monitor media sources, including social media, for information, issues, requests, etc.
related to the incident or emergency
 Coordinate with partner PIOs and communications organizations to provide enough
staff for the EOC and JIC if one is established
 Develop and deliver emergency information and protective action guidance with the
assistance of the entire EOC staff
 Direct media and community relations in coordination with the JIC/JIS, when
activated
 Coordinate with Government Affairs, as required

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Legal Advisor
 Ensure the Organization’s actions in response to the incident or emergency are
consistent with governing the laws, regulations, and policies, including directly
advising the Policy Group and EOC Director

 Coordinate on recommended exceptions or changes to the Organization’s regulations

and policies for presentation to the Policy Group

07/15/2021 105
EOC Functions
 Policy
 EOC Management
 Support Group
 Assessment
 Operations
 Resources

07/15/2021 106
Support Group Responsibilities
 Provide critical support services including security,
information technology technical support, and
customer service

 Assist with essential support services, such as trash

collection, food preparation and cleanup,
administrative tasks, and facility maintenance

 Reports to the EOC Management Group

07/15/2021 107
Security and Entry Control
 Provide security for the EOC when activated and validate entry using Entry
Authorization Lists or after consultation with the EOC Director or Manager

 Coordinate the evacuation of the EOC during an incident or emergency directly

impacting the facility or staff

07/15/2021 108
IT Technical Support
 Provide technical support to EOC staff for computer, printer, network, and other
information technology issues

 Coordinate with Central IT and Venders on network, storage, connectivity, and patch
and upgrade scheduling issues to ensure the EOC can continue to operate with
minimal interruption

 Assist with audio/visual equipment operation and technical issues

 Assist with remote worker connectivity and Virtual EOC tools

07/15/2021 109
Customer Service
 Take phone calls from employees, contractors, organizations, and partners providing
information to or requesting assistance from the LCEOC

 Provide information and messages coordinated by the EOC Director, EOC Manager,
and PIO to callers when needed and authorized

 Assist PIO with social media monitoring when call volume is reduced

 Record and route information in the COP for action

07/15/2021 110
EOC Functions
 Policy
 EOC Management
 Support
 Assessment Group
 Operations
 Resources

07/15/2021 111
Assessment Group Responsibilities
 Collect and analyze data, including:
 Damage data and Impact data
 Organization, Community, and Human needs
 Direct assessment teams
 Ensure most accurate Situational Awareness
 Support EOC Resources Group

07/15/2021 112
Damage Assessment
 Direct Damage Assessment Teams (DAT) and coordinate submission of reports

 Identify the recommended staff position in the EOC to act on reported damage and
then route those requests for action

 Develop and coordinate consolidated assessment reports, including damage, for

presentation to the whole EOC, the Policy Group, partner organizations, and
government EOCs

 As the Primary Coordinator of the Assessment Group, coordinate the actions of all
Assessment Group positions, including reporting, shift changes, and demobilization

07/15/2021 113
Impact Assessment
 Direct Impact Assessment Team (IAT) and coordinate submission of reports

 Evaluate and document both internal and external impacts

 Identify the recommended staff position in the EOC to act on reported impacts and
then route those requests for action

 Submit information for the impact portion of the overall assessment report for
presentation to the whole EOC, the Policy Group, partner organizations, and
government EOCs

07/15/2021 114
Needs Assessment
 Assess, prioritize, and track the submission of reports on organization needs,
including sheltering, transportation, access, other human services, and other resources

 Identify the recommended staff position in the EOC to act on the reported needs and
then route those requests for action

 Submit information for the needs assessment portion of the overall assessment report
for presentation to the whole EOC, the Policy Group, partner organizations, and
government EOCs

 Support Mass Care / Human Assistance with information and anticipated needs

07/15/2021 115
Climate and Environment
 Monitor and report on predicted weather and associated impact

 Monitor and report on hydrologic impacts, including flooding, soil saturation,

erosion, etc.

 Recommend preparation, response, and recovery actions in response to the weather

and hydrologic events, and as required identify the recommended position in the EOC
to act on those recommendations

 Submit information for the Climate and Environment portion of the overall
assessment report for presentation to the whole EOC, the Policy Group, partner
organizations, and government EOCs

07/15/2021 116
Information Systems
 Collect information and details to add to electronic SA and COP systems

 Ensure the COP maps are accurate and updated as needed

 Develop and coordinate consolidated reports, maps, and lists as requested by the
Policy Group, the EOC staff, and supported Incident Command structures

07/15/2021 117
EOC Functions
 Policy
 EOC Management
 Support
 Assessment
 Operations Group
 Resources

07/15/2021 118
Operations Group Responsibilities
 Report on response and recovery actions
 Monitor and maintain contact with Incident Command
Operations Section(s)
 Help make resource requests for Incident Commanders
 Collect mutual aid requests and process them
 Support EOC Resources Group
 Reports to EOC Management Group

07/15/2021 119
Security
 Support public safety and security

 Coordinate and support facility and resource security

 Assist with security planning and providing technical resources

 Support access, traffic, and crowd control

 Support Fire Protection as necessary

 Monitor communications between law enforcement agencies, ICs, local EOCs, and
partner organizations to identify developing issues and plan for support

07/15/2021 120
Facilities / Public Works
 Coordinate infrastructure protection, emergency repair, and restoration

 Coordinate engineering services and construction management

 Coordinate emergency contracting support for life-saving and life-sustaining services,

with the assistance of Finance and Procurement

 Support Utilities & Energy as necessary

07/15/2021 121
Fire Protection
 Support lifesaving assistance and search and rescue operations

 Coordinate with responding mutual aid firefighting activities

 Monitor communications between fire protection and emergency medical services

agencies, ICs, local EOCs, and partner organizations to identify developing issues
and plan for support

 Coordinate the response to oil and hazardous materials (chemical, biological,

radiological, etc.) spill prevention and response

 Coordinate environmental short- and long-term cleanup

07/15/2021 122
Health & Medical Services
 Coordinate health, medical, and mental health services

 Coordinate food safety and security

 Support safety and well-being of employees, contractors, responders, and families

07/15/2021 123
EOC Functions
 Policy
 EOC Management
 Support
 Assessment
 Operations
 Resources Group

07/15/2021 124
Resources Group Responsibilities
 Coordinate requests for incident-related resources
 Coordinate delivery of requested resources to the requesting
Incident Commander, department, or group
 Recommend prioritization of resource requests and allocation of
resources, particularly limited resources
 Monitor and maintain contact with Incident Command Logistics
and Finance Section(s)
 Reports to the EOC Management Group

07/15/2021 125
Transportation
 Monitor and coordinate transportation and safety issues
 Coordinate and communicate movement restrictions
 Coordinate Restoration and recovery of transportation infrastructure
 Coordinate movement and distribution of hard and soft resources
 Coordinate aviation and airspace management and control with the appropriate
aviation organizations

07/15/2021 126
Finance and Procurement
 Advise the EOC staff and in turn the rest of the Organization on how to collect and
report resource expenditures, including labor hours, equipment hours, supplies
expended, and other financial costs

 Advise and assist ICs, departments, and partner organizations on similar collection
and reporting

 Collect and evaluate requirements for procurement for the Organization and work
with appropriate units to arrange for contracting and procurement, as appropriate

 Collect long-term recovery requirements for prioritization and inclusion in future

Organization budget submissions

07/15/2021 127
Mass Care / Human Assistance
 Coordinate the location, opening, and operation of immediate sheltering, feeding,
transportation, and basic first aid for affected individuals

 Coordinate family reunification services

 Coordinate the delivery of immediate health, emotional and spiritual health services

 Arrange access to information for displaced and impacted individuals and families

 Assist in planning for and coordinating long-term organization and community

recovery assistance with local jurisdictions and partner organizations

07/15/2021 128
Volunteer Management
 Arrange for the registration of volunteer groups and individuals requesting to support
the incident or emergency

 Assess, prioritize, and track volunteer opportunities with the assistance of the
Assessment and Operations Groups

 Coordinate and track the assignment of volunteer groups and individuals to specific
tasks

 Working with partner organizations, assist in the logistics support necessary to locate,
activate, and deactivate a Volunteer Registration Center or Volunteer Staging Area

07/15/2021 129
Utilities / Energy
 Coordinate assessment, repair, and restoration of energy and utility infrastructure with
facility and local energy service providers

 Forecast energy and utility requirements and impacts

 Coordinate with utility provider operation centers on requests for the company’s
support and resources

07/15/2021 130
 Communications
 Coordinate with telecommunications and information technology industries on
delivery of communications services

 Coordinate the restoration and repair of telecommunications infrastructure

 With the assistance of the Enterprise Information Technology unit, advise on the
protection, restoration, and sustainment of cyber and information technology
resources

LCEOP 07/15/2021
Ref: 131
C01.A01.05.4.b.6
Resource Tracking
 Monitor the COP for resource requirements and assignments and ensure that
information is relayed to the Resource Group staff

 Inform the Primary and Alternate Coordinators of the Resources Group on the status
of critical resource requests

 Report on available and expended resources tracked by all EOC positions, in

cooperation with Incident Tracking

 Assist the Resources Group staff on where to find information in the COP and other
information management tools and on the general use of these same tools

07/15/2021 132
EOC Functions
 Policy
 EOC Management
 Support
 Assessment
 Operations
 Resources

07/15/2021 133
EOC Staff Core Responsibilities
 Think both in terms of normal and EOC responsibilities
 Inform EOC Director and Manager of all significant actions
 Coordinate with internal and external functional peers
 Contribute to situational awareness COP tools
 Recommend support priorities
 Track expended resources (personnel time, materials, money)
 Record lessons learned for after action reporting

07/15/2021 134
BREAK

Ten minutes
Integration with Normal Operations

07/15/2021 136
Regular operations continue…

 What functions MUST go on?

 What functions can be delayed?
 How is that communicated?
 Duplication of resource requests
 Competition for limited resources (people!)

07/15/2021 137
Public Info Systems

 Joint Information System

 Joint Information Center

07/15/2021 138
Joint Info System (JIS)
 Gather Information
 Have it approved
 Distribute appropriately
 Unified Message
 Single Spokesperson
 Media Cooperation
 Rumor Control
 Various Info Customers

07/15/2021 139
Joint Info Center (JIC)
 The PLACE where info
is managed (VIRTUAL?)
 A big office…
 Close to the EOC &
Incident… but separate
 Separate from any media
briefing location(s)
 All about collaboration

07/15/2021 140
Making your EOC effective!

07/15/2021 141
Common EOC points-of-failure
 Communication Capabilities
 Resource Management
 Depth of the EOC Organization
 Training and Exercising
 Situational Awareness / Common Operating Picture
 Not asking for help early enough
 Confusing ICS and EOC responsibilities
07/15/2021 142
Communication Capabilities
 Have and use multiple disparate systems
 Practice with all systems
 Make sure no single point-of-failure is
common to different systems
 KISS

07/15/2021 143
Resource Management
 Document, document, document

 Simple may be better

 Ask early, ask often

 Work as a team

07/15/2021 144
Depth of the EOC Organization
 Cost – Benefit considerations
 Three-deep staffing for every position
 Involve backup people
 Plan for 24-hour staffing

07/15/2021 145
Training and Exercising
 Opportunity to learn, practice, and test
 Continuous cycle
 Capability-based
 Identify weaknesses
 After-action reports and improvement plans
 Exercises should push to breaking points
without leaving staff discouraged
07/15/2021 146
Situational Awareness / COP
 Don’t discount any information
 Validate sources as early as possible
 Identify sources BEFORE an incident
 Use the tools you have
 Share, share, share

 Information is A CRITICAL resource

07/15/2021 147
Not asking for help soon enough

 The EOC is a team environment

 Individual or group help is the GOAL

 Ask for help before you’re desperate

07/15/2021 148
Confusing ICS and EOC roles

 Incident COMMAND System

 COORDINATION

07/15/2021 149
Stress and Exhaustion
 EOC operations place tremendous stress on
staff and leadership

 Tension is inherent in the EOC environment

 Actions can be taken to reduce stress

07/15/2021 150
Signs of Stress and Exhaustion
 Personality changes
 Restlessness, aggression
 Changes in diet or failure to eat at all
 Inability to make decisions
 Reluctance to take breaks

07/15/2021 151
Managing Stress - BEFORE
 Become a team
 Provide EOC staff with information
 What causes stress?
 Short-term anti-stress techniques
 Long-term stress management

07/15/2021 152
Managing Stress - DURING
 Be alert for behavior changes
 Act sooner rather than later
 Protect individuals AND the mission

 Provide and require breaks and meals

 Team check-ins

07/15/2021 153
Managing Stress - AFTER
 Demonstrate appreciation to team
 Conduct stress debriefings
 Follow up over a period of time
 Collect and implement after action
improvement items
 Provide professional help

07/15/2021 154
Applying the information

 Scenarios for Discussion

07/15/2021 155
Discussion

 Severe Weather Event

07/15/2021 156
Discussion

 Severe Weather Event

 Protect People and Property
 Receive and Share information
 Assessment
 Operational Changes

07/15/2021 157
Discussion

 “Gas Leak” and multiple people down

07/15/2021 158
Discussion

 “Gas Leak” and multiple people down

 Protect People and Property
 Evacuation / Shelter in Safety / Rescue
 INFORMATION
 Other causes for symptoms?

07/15/2021 159
Discussion

 Technology Failure (no phones or network)

07/15/2021 160
Discussion

 Technology Failure (no phones or network)

 Check-in w/ Command Center
 INFORMATION
 Redundancies operating as planned?
 Impacts to operations NOW?

07/15/2021 161
Recap (from agenda)
 What is and why do we need an EOC
 Multi-Agency Coordination
 Government EOCs and the ICS
 EOC Functions and Decision Making
 EOC interface with normal operations
 Making our EOC an effective tool

07/15/2021 162
Want more ICS training?
Many free on-line EM classes, including
IS-100 and IS-200 (ICS)
are available at the FEMA / EMI website

http://training.fema.gov/IS/

Online test and email-delivered certificate

07/15/2021 163