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Initial Response to Emergency Operations Center on Campus
“A Concept of Operations”

The Florida Association of Community Colleges
Council of Student Affairs

Critical Incident Management
AGENDA

•   NIMS and HSPD-5
•   Critical Incident Stages
•   Concept of Operations
•   Critical Incident Management System
•   Exercise
•   Roles Defined
                    www.Margolis-Healy.com   2
Int’l Assn of Campus Law Enforcement Administrators
Incident Command System Video




                    www.Margolis-Healy.com
Case Study: Cal State Northridge

• Executive Challenges


• Policy


• Liability



               www.Margolis-Healy.com   4
HS Presidential Directive 5

•   Calls for the creation of a National Response Plan
    (NRP)
•   Under the NRP, a National Incident Management
    System (NIMS) will be developed
•   The system will ensure a consistent nationwide
    framework for local, state, and federal agencies to
    work effectively together
•   An integral part of the framework will be the use of
    the Incident Command System (ICS)
                        www.Margolis-Healy.com
Critical Incident Stages
• Prevention & Preparedness
• Response Framework
    • Crisis Phase
    • Scene Management Phase
    • Executive Management Phase
     ▪ Size
     ▪ Scope
     ▪ Seriousness
•   Recovery & Mitigation
                     www.Margolis-Healy.com
Concept of Operations Defined

• Provides an “All Hazards” Campus Wide
  Operational Plan
• Provides Effective and Efficient Incident
  Management, From Pre-Planning & Initial
  Response Through Recovery
• Provides Effective Communications Internal &
  External
• System for Incident Management while Providing
  Critical Campus Operations
                   www.Margolis-Healy.com
Campus Concept of Operations

• Initial Response
  • Scene Isolation & Stabilization


• Command Post Operations
  • Scene Management & Resolution




                       www.Margolis-Healy.com
Campus Concept of Operations

• Emergency Operations Center (EOC)
  •   Focus on Impact of the Incident on the Operation of the
      Institution
  •   Provide Coordination and Networking with Scene(s)
  •   Major Logistics, Maintenance of Routine Operations

• Executive Policy Group - Provides Overall
  Guidance
  •   Focus on Impact to the Institution
  •   Policy Direction
  •   Politics
  •   Message to the Public
                         www.Margolis-Healy.com
The Challenge
• Confusion and/or delays in response can cause
  further exposure to danger and increased property
  damage
• You don’t need to be an expert in chemical,
  biological, health or emergency management!
  (information will come from the experts)
• You do need a system that will allow you to put
  expert advice to work rapidly
• Can you organize quickly enough to carry out
  requests from Public Safety/Health Department/
  Haz Mat?
                     www.Margolis-Healy.com
EMERGENCY

                                                                                 EXECUTIVE
POLICY
                                             OPERATIONS
                                                                                     GROUP
                                               
CENTER
                                                                                      CEO's
                                           Emergency
Manager


                             Scribe
                                                                  Public
Info


                             Safety
                                                                 Liaison




      Resource
               Operations
           Community
          Info
&
Intel           Finance
&
     Coordination            Coordination            Planning          Coordination           Administration

                                                    &
Analysis
       Multi
Agency
Coordination


           COMMAND
POST-B                      COMMAND
POST-A                   COMMAND
POST-C
               (Unified)                           (Unified)                        (Unified)


             Area
Command                                           Staff



      Logistics
              Operations           Planning             Information
&           
Finance
&
      Section                  Section             Section               Intelligence          Administration
                                                                       Section
(optional)
Initial
Response

                    Police             IT         Fire            Facilities            EMS
© BowMac

                                                    www.Margolis-Healy.com
CIMS CHART
PREVENTION PREPAREDNESS

TYPICAL DURATION                Pre-Planning Activities

CHARACTERISTICS                Preplanning can be Stressful if Event is Imminent
                               Usually a Long Term Process
                               Ongoing, Continuous Improvement Process


                               Meet NIMS Requirements
                               Involve all Levels of the Campus/Community Partners
GOAL                           Reduce Potential for Casualties/Damage

                               Intelligence Sharing
                               Tactical Operations to Disrupt a Threat
RESPONSE STRATEGY              Includes Monitoring, Testing, Isolation & Immunization
                               Activities
                               Plume Modeling and Air Monitoring Activities
                               Sandbagging and Diking Activities
                               Multi-Disciplinary Training
                               Joint Exercising
OUTCOMES                       Deter Threat
                               Agencies Prepared for any Eventuality
                               Compliance with NIMS Standards




                    www.Margolis-Healy.com
CRISIS PHASE

TYPICAL DURATION                                   0 to 60 minutes

                                                  Confusion
CHARACTERISTICS                                   Panic
                                                  Rush to the Scene
                                                  Gridlock

                                                  Stabilize the scene
                                                  Limit Acceleration & Growth of Incident
GOAL                                              Ensure Citizen /Responding Personnel Safety

                                                  Initiate “Tactical Management Style”
RESPONSE STRATEGY                                 First Responding Supervisor Initiates “7 Critical Tasks”
                                                  Identify initial ICS Functions Needed
                                                  Evaluate Resource Requirements
                                                  Evaluate Evacuation and/or Sheltering in Place
                                                  Requirements

                                                  Safety of Citizens & Responding Personnel Provided
OUTCOMES                                          Scene Stabilized
                                                  Proactive Management of Scene to Move Ahead of
 IF NOT RESOLVED: Move to next phase
                                                  Incident Acceleration
 IF RESOLVED: Move to TERMINATION
              PHASE



                                       www.Margolis-Healy.com
SCENE MANAGEMENT PHASE

TYPICAL DURATION                                Hours to Several Days
                                                 Potential for Danger Continues
CHARACTERISTICS                                  Continuation of Incident for Longer Duration
                                                 Arrival of Crowds, Resources, and Media Requires
                                                 Increased Management

                                                 Establish Organized “Decision Making Team” with ICS to
GOAL                                             Bring About the Safe and Successful Resolution of the
                                                 Event

                                                 Select Site for Scene/Field Command Post
RESPONSE STRATEGY                                Transition leadership style
                                                 Staff required ICS Functions
                                                 Develop & Implement Incident Action Plan
                                                 Evaluate Resource Requirements
                                                 Assess Communications Requirements
                                                 Initiate Evacuation Plan (If Required)
                                                 Deploy “Specialists” to Bring About Resolution
                                                 A Unified Command Structure is Established if more than
OUTCOMES                                         one discipline/jurisdiction has jurisdictional responsibility
 IF NOT RESOLVED: Move to next phase             for the incident
                                                 An Organized “Decision Making Team” with ICS is
 IF RESOLVED: Move to TERMINATION                Established
              PHASE




                                       www.Margolis-Healy.com
Incident Commander                               Deputy
                              (Unified Command)                        Incident Commander


                Liaison Officer                          Safety Officer
    Agency
     Reps
                                                         Public
                                                   Information Officer



Logistics       Operations            Planning                 Information &         Finance &
Section          Section               Section                   Intelligence          Admin
                                                                   Section            Section
                                                                  (optional)


                                                                                  Facilities,
       Police                  Fire                       EMS
                                                                                 Information
                                                                                 Technology,
                                                                                Health & Safety


                                      www.Margolis-Healy.com
Command Post Design
                          Map                 Section   Finance &
   Ops                                         Chief     Admin.
Dispatcher
           Section
Operations                                    Section
            Chief                                       Logistics
 Section                                       Chief
                                                         Section
  Safety

                                                      Information/
                                              Section Intelligence
 Liaison                                       Chief     Section
                                                         (optional)
 Agency
  Reps                   DIC                  Section   Planning
   PIO                                         Chief     Section
                       IC / UC
                     www.Margolis-Healy.com
Pre‐Planning Exercise

• Objectives
• Set up and Directions




                 www.Margolis-Healy.com
EXECUTIVE MANAGEMENT PHASE

TYPICAL DURATION                           Several Hours to a Week or More
                                           Size
CHARACTERISTICS                            Scope
                                           Seriousness
                                           Of The Event is beyond the Ability of the Scene/ Field
                                           Command Post to Manage

GOAL                                       To Establish a Fully Expanded Incident Command System to Bring
                                           About the Safe and Successful Resolution of the Event

                                           Establish EOC and/or Pre-designated Command Post
RESPONSE STRATEGY                          Unified Command Structure Established (if required)
                                           In the EOC the Appointment of the Operations Coordinator is
                                           Determined by the Nature of Incident, Type of Resources
                                           Required, and through Policy and/or Legal Authority
                                           Evaluate Current Incident Action Plan and Update as Appropriate
                                           Support Field Operations
                                           Executive Policy Group may Formally Convene

                                           A Fully Expanded Incident Command System Brings About an
OUTCOMES                                   Organized Team Approach for the Safe and Successful Resolution
WHEN RESOLVED: Move to TERMINATION         of the Event
             PHASE




                                      www.Margolis-Healy.com
RECOVERY & MITIGATION STAGES
TYPICAL DURATION           Accomplished Over Several Days or Weeks
                           Incident Resolved
CHARACTERISTICS            Order Restored

                           Ensure scene integrity
GOAL                       To Bring About a Smooth Transition to Normal Operations
                           To Improve Oranizational Response to the Next Critical Incident
                           To Maintain Emotional and Physical Well-Being of the Responders
                           and Others Involved in the Incident
RESPONSE STRATEGY          Implement Plan for Returning to Normal Operations
                           •Account for Personnel
                           •Assess Damage and /or Injuries
                           •Reassign Personnel
                           •Re-establish Evacuated Areas (If Required)
                           •Conduct Tactical Review, Stress Debrief-Provide Counseling
                           •Prepare After-Action Reports
                           •Policy & Training Assessment
                                   -What happened?
                                    -What was the response?
                                    -What would we do differently “The Next Time”
                           Event Activity and Agency Response-Properly Documented
OUTCOMES                   Provide Information that Will Benefit the Profession
                           Provide Opportunities for All Personnel to Receive Assistance
                           with any Emotional and/or Physical Needs
                           Target Hardened Community

                     www.Margolis-Healy.com
EMERGENCY

                                                                                 EXECUTIVE
POLICY
                                             OPERATIONS
                                                                                     GROUP
                                               
CENTER
                                                                                      CEO's
                                           Emergency
Manager


                             Scribe
                                                                  Public
Info


                             Safety
                                                                 Liaison




      Resource
               Operations
           Community
          Info
&
Intel           Finance
&
     Coordination            Coordination            Planning          Coordination           Administration

                                                    &
Analysis
       Multi
Agency
Coordination


           COMMAND
POST-B                      COMMAND
POST-A                   COMMAND
POST-C
               (Unified)                           (Unified)                        (Unified)


             Area
Command                                           Staff



      Logistics
              Operations           Planning             Information
&           
Finance
&
      Section                  Section             Section               Intelligence          Administration
                                                                       Section
(optional)
Initial
Response

                    Police             IT         Fire            Facilities            EMS
© BowMac

                                                    www.Margolis-Healy.com
Executive Policy Group ‐ Mission

•   Organize and direct the Executive Policy
    Group (EPG)
•   Insulate EOC from distractions caused by
    political inquiries
•   Keep “need-to-know” VIP’s informed and
    up-to-date regarding the impact of the
    incident on the community
•   In collaboration with legal advisors and
    jurisdictional leaders, make policy decisions
    related to business continuity
                       www.Margolis-Healy.com
Executive Policy Group ‐ Mission

• Collaborate with the Emergency Manager on the
  current status of the event, declaring an incident
  level, and declaring a “state of emergency” if
  applicable
• Request periodic updates from the EOC Public
  Information Officer
• Field inquiries from politicians and VIP’s to
  protect against direct inquiries and distractions for
  the EOC
• At the incident termination point, address the
  community through the media
                     www.Margolis-Healy.com
EOC Emergency Manager ‐ Mission

•   To organize, direct and coordinate an EOC
•   Offer support to scene command
•   Provide/seek policy advice from EPG and ensure
    PIO provides periodic updates to EPG
•   Manage consequences caused by the incident
•   Oversee continuity of operations and recovery
•   Maintains the focus of the EOC away from “Scene
    Resolution”
                      www.Margolis-Healy.com
EOC Emergency Manager ‐ Mission

•   Announce the Activation of the EOC; indicate location
•   Determine initial EOC positions and assign appropriate
    staff
•   Obtain update from scene command; establish
    communications link with Incident Commander
•   Present policy options and recommended actions to EPG
•   Provide overall direction for scene support, incident
    consequence management, continuity of operations, and
    recovery
•   Final authority on EOC action plans and media releases

                        www.Margolis-Healy.com
EOC Deputy Emergency Manager ‐ 
Mission
•   Assist Emergency Manager by monitoring and
    mentoring EOC staff and Section Chief positions

•   Ensure EOC staff and Section Chiefs stay on task and
    don’t freelance

•   Assume Emergency Manager position when he/she is
    temporarily unavailable

•   Comply with directives of the Emergency Manager

•   Help maintain EOC focus on issues outside the Inner
    Perimeter

                        www.Margolis-Healy.com
EOC Deputy Emergency Manager ‐ 
Mission
•   Collaborate with Emergency Manager and EOC Section
    Chiefs on execution of Action Plans and Section
    responsibilities
•   Fill in for Emergency Manager during absences
•   Provide direction to EOC staff and Section Chiefs when
    need is evident
•   Stay in tune with Section Chiefs, re-assign personnel
    within the EOC or request additional personnel for
    Sections when they become overwhelmed
•   Participate in the incident after-action meeting to offer
    comments and to gather “lessons learned”

                          www.Margolis-Healy.com
EOC Operations Coordination
•   Responsible for direct management of all consequence-
    related operational activities, such as scene support,
    consequence management, continuity of operations,
    and restoration of normal operations

•   Obtain resources through the Resource Coordination
    Section

•   Obtain information, intelligence, and action plans from
    the Planning Coordination & Intelligence Sections


                        www.Margolis-Healy.com
EOC Operations Coordination

•   Establish contact with Operations Section at scene
    and offer support
•   Establish/expand a subordinate operational
    structure based on functional considerations (scene
    support, consequence management, continuity of
    operations, etc.)
•   Maintain a focus on Operations outside the Inner
    Perimeter


                      www.Margolis-Healy.com
EOC Planning & Analysis Coordination

•   Oversee the development of continuity of
    operations and recovery plans

•   Create action plans as directed, predict long-term
    needs, and monitor on-going conditions

•   Anticipate contingencies asking, “What If?” and
    plan for them

•   Maintain safety awareness for Non Responders

                       www.Margolis-Healy.com
EOC Planning & Analysis Coordination

•   Contact scene Planning and Analysis Section and offer
    assistance on planning issues beyond scene resolution

•   Maintain focus on needs outside of the Inner Perimeter

•   Assess safety issues that could impact the community
    (non responder safety) share with Emergency Mgr. and
    PIO for possible public notification

•   Execute change of command process when your
    operational period is complete

                        www.Margolis-Healy.com
EOC Intelligence Coordination
•   Perform an ongoing assessment of information and
    intelligence critical to the incident

•   Collect, coordinate, and disseminate relevant
    national and local information to the scene
    Intelligence Section and EOC staff as appropriate

•   Provide operational and strategic information to
    the Emergency Manager and the scene Planning
    Coordination Section to guide the development of
    action plans
                      www.Margolis-Healy.com
EOC Intelligence Coordination
•   Gather operational information such as risk
    assessments, medical intelligence, weather
    information, geospatial data, structural designs, toxic
    contaminant levels, and utilities and public works data
•   Utilize technical tools such as satellite imagery and
    plume modeling to assist with task
•   Establish a communication link with the scene
    Intelligence Section and offer support at a high level
•   Safeguard sensitive information of all types

                         www.Margolis-Healy.com
EOC Finance & Administration 
Coordination

•   During major incidents requiring consequence
    management and/or continuity of operations,
    record incident costs for reimbursement

•   Record personnel time records

•   Record incident related compensation claim
    requests

•   Approve and process emergency purchase orders


                      www.Margolis-Healy.com
EOC Finance & Administration 
Coordination

•   Coordinate with the Resource Coordination and
    Operations Sections to obtain information on personnel
    involved in consequence management of the incident,
    and in continuity of operations activities
•   Authorize emergency purchases and direct
    procurement operations
•   Coordinate with (or assign someone to) the scene
    Command Post to track costs
•   Establish contact with insurance representatives, risk
    management personnel, and on-site reimbursement
    personnel
                        www.Margolis-Healy.com
EOC Resource Coordination ‐ Mission

•   Order, document, and stage all resources needed to
    facilitate incident consequence management,
    continuity of operations, and scene support. Provide
    alternate facilities, supplies, communications, food
    services, and information technology support
•   Obtain incident updates from the Emergency Manager
•   Distribute resource request forms to Section Chiefs
•   Obtain copies of all Action Plans
•   Contact scene Logistics Officers to offer support

                        www.Margolis-Healy.com
EOC Resource Coordination

•   Maintain focus on needs outside of the Inner
    Perimeter
•   Identify, post and maintain wall charts showing
    resource suppliers, staging areas, assets, and personnel
    status information

•   Provide periodic resource status situation updates to
    the Emergency Manager and other Section Chiefs
•   Execute change of command process when operational
    period is complete

                        www.Margolis-Healy.com
Contact Information

         Dr. Gary J. Margolis
   Margolis, Healy & Associates, LLC

            1-866-817-5817
         1-802-373-1977 (cell)

      Gary@Margolis-Healy.com
      www.Margolis-Healy.com
               www.Margolis-Healy.com
THE END

NOTE: Concept of Operations and CIMS information re-
printed with permission from our educational partner,
BowMac Educational Services (www.BowMac.com)
                                     www.Margolis-Healy.com   39

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Florida Association of Community Colleges, Council of Student Affairs Presentation, Margolis Healy & Associates, LLC

  • 2. AGENDA • NIMS and HSPD-5 • Critical Incident Stages • Concept of Operations • Critical Incident Management System • Exercise • Roles Defined www.Margolis-Healy.com 2
  • 4. Case Study: Cal State Northridge • Executive Challenges • Policy • Liability www.Margolis-Healy.com 4
  • 5. HS Presidential Directive 5 • Calls for the creation of a National Response Plan (NRP) • Under the NRP, a National Incident Management System (NIMS) will be developed • The system will ensure a consistent nationwide framework for local, state, and federal agencies to work effectively together • An integral part of the framework will be the use of the Incident Command System (ICS) www.Margolis-Healy.com
  • 6. Critical Incident Stages • Prevention & Preparedness • Response Framework • Crisis Phase • Scene Management Phase • Executive Management Phase ▪ Size ▪ Scope ▪ Seriousness • Recovery & Mitigation www.Margolis-Healy.com
  • 7. Concept of Operations Defined • Provides an “All Hazards” Campus Wide Operational Plan • Provides Effective and Efficient Incident Management, From Pre-Planning & Initial Response Through Recovery • Provides Effective Communications Internal & External • System for Incident Management while Providing Critical Campus Operations www.Margolis-Healy.com
  • 8. Campus Concept of Operations • Initial Response • Scene Isolation & Stabilization • Command Post Operations • Scene Management & Resolution www.Margolis-Healy.com
  • 9. Campus Concept of Operations • Emergency Operations Center (EOC) • Focus on Impact of the Incident on the Operation of the Institution • Provide Coordination and Networking with Scene(s) • Major Logistics, Maintenance of Routine Operations • Executive Policy Group - Provides Overall Guidance • Focus on Impact to the Institution • Policy Direction • Politics • Message to the Public www.Margolis-Healy.com
  • 10. The Challenge • Confusion and/or delays in response can cause further exposure to danger and increased property damage • You don’t need to be an expert in chemical, biological, health or emergency management! (information will come from the experts) • You do need a system that will allow you to put expert advice to work rapidly • Can you organize quickly enough to carry out requests from Public Safety/Health Department/ Haz Mat? www.Margolis-Healy.com
  • 11. EMERGENCY
 EXECUTIVE
POLICY OPERATIONS GROUP 
CENTER CEO's Emergency
Manager Scribe Public
Info Safety Liaison Resource
 Operations
 Community
 Info
&
Intel Finance
& Coordination Coordination Planning Coordination Administration
 &
Analysis Multi
Agency
Coordination COMMAND
POST-B COMMAND
POST-A COMMAND
POST-C (Unified) (Unified) (Unified) Area
Command Staff Logistics
 Operations Planning Information
& 
Finance
& Section Section Section Intelligence Administration Section
(optional) Initial
Response Police IT Fire Facilities EMS © BowMac www.Margolis-Healy.com
  • 13. PREVENTION PREPAREDNESS TYPICAL DURATION Pre-Planning Activities CHARACTERISTICS Preplanning can be Stressful if Event is Imminent Usually a Long Term Process Ongoing, Continuous Improvement Process Meet NIMS Requirements Involve all Levels of the Campus/Community Partners GOAL Reduce Potential for Casualties/Damage Intelligence Sharing Tactical Operations to Disrupt a Threat RESPONSE STRATEGY Includes Monitoring, Testing, Isolation & Immunization Activities Plume Modeling and Air Monitoring Activities Sandbagging and Diking Activities Multi-Disciplinary Training Joint Exercising OUTCOMES Deter Threat Agencies Prepared for any Eventuality Compliance with NIMS Standards www.Margolis-Healy.com
  • 14. CRISIS PHASE TYPICAL DURATION 0 to 60 minutes Confusion CHARACTERISTICS Panic Rush to the Scene Gridlock Stabilize the scene Limit Acceleration & Growth of Incident GOAL Ensure Citizen /Responding Personnel Safety Initiate “Tactical Management Style” RESPONSE STRATEGY First Responding Supervisor Initiates “7 Critical Tasks” Identify initial ICS Functions Needed Evaluate Resource Requirements Evaluate Evacuation and/or Sheltering in Place Requirements Safety of Citizens & Responding Personnel Provided OUTCOMES Scene Stabilized Proactive Management of Scene to Move Ahead of IF NOT RESOLVED: Move to next phase Incident Acceleration IF RESOLVED: Move to TERMINATION PHASE www.Margolis-Healy.com
  • 15. SCENE MANAGEMENT PHASE TYPICAL DURATION Hours to Several Days Potential for Danger Continues CHARACTERISTICS Continuation of Incident for Longer Duration Arrival of Crowds, Resources, and Media Requires Increased Management Establish Organized “Decision Making Team” with ICS to GOAL Bring About the Safe and Successful Resolution of the Event Select Site for Scene/Field Command Post RESPONSE STRATEGY Transition leadership style Staff required ICS Functions Develop & Implement Incident Action Plan Evaluate Resource Requirements Assess Communications Requirements Initiate Evacuation Plan (If Required) Deploy “Specialists” to Bring About Resolution A Unified Command Structure is Established if more than OUTCOMES one discipline/jurisdiction has jurisdictional responsibility IF NOT RESOLVED: Move to next phase for the incident An Organized “Decision Making Team” with ICS is IF RESOLVED: Move to TERMINATION Established PHASE www.Margolis-Healy.com
  • 16. Incident Commander Deputy (Unified Command) Incident Commander Liaison Officer Safety Officer Agency Reps Public Information Officer Logistics Operations Planning Information & Finance & Section Section Section Intelligence Admin Section Section (optional) Facilities, Police Fire EMS Information Technology, Health & Safety www.Margolis-Healy.com
  • 17. Command Post Design Map Section Finance & Ops Chief Admin. Dispatcher Section Operations Section Chief Logistics Section Chief Section Safety Information/ Section Intelligence Liaison Chief Section (optional) Agency Reps DIC Section Planning PIO Chief Section IC / UC www.Margolis-Healy.com
  • 18. Pre‐Planning Exercise • Objectives • Set up and Directions www.Margolis-Healy.com
  • 19. EXECUTIVE MANAGEMENT PHASE TYPICAL DURATION Several Hours to a Week or More Size CHARACTERISTICS Scope Seriousness Of The Event is beyond the Ability of the Scene/ Field Command Post to Manage GOAL To Establish a Fully Expanded Incident Command System to Bring About the Safe and Successful Resolution of the Event Establish EOC and/or Pre-designated Command Post RESPONSE STRATEGY Unified Command Structure Established (if required) In the EOC the Appointment of the Operations Coordinator is Determined by the Nature of Incident, Type of Resources Required, and through Policy and/or Legal Authority Evaluate Current Incident Action Plan and Update as Appropriate Support Field Operations Executive Policy Group may Formally Convene A Fully Expanded Incident Command System Brings About an OUTCOMES Organized Team Approach for the Safe and Successful Resolution WHEN RESOLVED: Move to TERMINATION of the Event PHASE www.Margolis-Healy.com
  • 20. RECOVERY & MITIGATION STAGES TYPICAL DURATION Accomplished Over Several Days or Weeks Incident Resolved CHARACTERISTICS Order Restored Ensure scene integrity GOAL To Bring About a Smooth Transition to Normal Operations To Improve Oranizational Response to the Next Critical Incident To Maintain Emotional and Physical Well-Being of the Responders and Others Involved in the Incident RESPONSE STRATEGY Implement Plan for Returning to Normal Operations •Account for Personnel •Assess Damage and /or Injuries •Reassign Personnel •Re-establish Evacuated Areas (If Required) •Conduct Tactical Review, Stress Debrief-Provide Counseling •Prepare After-Action Reports •Policy & Training Assessment -What happened? -What was the response? -What would we do differently “The Next Time” Event Activity and Agency Response-Properly Documented OUTCOMES Provide Information that Will Benefit the Profession Provide Opportunities for All Personnel to Receive Assistance with any Emotional and/or Physical Needs Target Hardened Community www.Margolis-Healy.com
  • 21. EMERGENCY
 EXECUTIVE
POLICY OPERATIONS GROUP 
CENTER CEO's Emergency
Manager Scribe Public
Info Safety Liaison Resource
 Operations
 Community
 Info
&
Intel Finance
& Coordination Coordination Planning Coordination Administration
 &
Analysis Multi
Agency
Coordination COMMAND
POST-B COMMAND
POST-A COMMAND
POST-C (Unified) (Unified) (Unified) Area
Command Staff Logistics
 Operations Planning Information
& 
Finance
& Section Section Section Intelligence Administration Section
(optional) Initial
Response Police IT Fire Facilities EMS © BowMac www.Margolis-Healy.com
  • 22. Executive Policy Group ‐ Mission • Organize and direct the Executive Policy Group (EPG) • Insulate EOC from distractions caused by political inquiries • Keep “need-to-know” VIP’s informed and up-to-date regarding the impact of the incident on the community • In collaboration with legal advisors and jurisdictional leaders, make policy decisions related to business continuity www.Margolis-Healy.com
  • 23. Executive Policy Group ‐ Mission • Collaborate with the Emergency Manager on the current status of the event, declaring an incident level, and declaring a “state of emergency” if applicable • Request periodic updates from the EOC Public Information Officer • Field inquiries from politicians and VIP’s to protect against direct inquiries and distractions for the EOC • At the incident termination point, address the community through the media www.Margolis-Healy.com
  • 24. EOC Emergency Manager ‐ Mission • To organize, direct and coordinate an EOC • Offer support to scene command • Provide/seek policy advice from EPG and ensure PIO provides periodic updates to EPG • Manage consequences caused by the incident • Oversee continuity of operations and recovery • Maintains the focus of the EOC away from “Scene Resolution” www.Margolis-Healy.com
  • 25. EOC Emergency Manager ‐ Mission • Announce the Activation of the EOC; indicate location • Determine initial EOC positions and assign appropriate staff • Obtain update from scene command; establish communications link with Incident Commander • Present policy options and recommended actions to EPG • Provide overall direction for scene support, incident consequence management, continuity of operations, and recovery • Final authority on EOC action plans and media releases www.Margolis-Healy.com
  • 26. EOC Deputy Emergency Manager ‐  Mission • Assist Emergency Manager by monitoring and mentoring EOC staff and Section Chief positions • Ensure EOC staff and Section Chiefs stay on task and don’t freelance • Assume Emergency Manager position when he/she is temporarily unavailable • Comply with directives of the Emergency Manager • Help maintain EOC focus on issues outside the Inner Perimeter www.Margolis-Healy.com
  • 27. EOC Deputy Emergency Manager ‐  Mission • Collaborate with Emergency Manager and EOC Section Chiefs on execution of Action Plans and Section responsibilities • Fill in for Emergency Manager during absences • Provide direction to EOC staff and Section Chiefs when need is evident • Stay in tune with Section Chiefs, re-assign personnel within the EOC or request additional personnel for Sections when they become overwhelmed • Participate in the incident after-action meeting to offer comments and to gather “lessons learned” www.Margolis-Healy.com
  • 28. EOC Operations Coordination • Responsible for direct management of all consequence- related operational activities, such as scene support, consequence management, continuity of operations, and restoration of normal operations • Obtain resources through the Resource Coordination Section • Obtain information, intelligence, and action plans from the Planning Coordination & Intelligence Sections www.Margolis-Healy.com
  • 29. EOC Operations Coordination • Establish contact with Operations Section at scene and offer support • Establish/expand a subordinate operational structure based on functional considerations (scene support, consequence management, continuity of operations, etc.) • Maintain a focus on Operations outside the Inner Perimeter www.Margolis-Healy.com
  • 30. EOC Planning & Analysis Coordination • Oversee the development of continuity of operations and recovery plans • Create action plans as directed, predict long-term needs, and monitor on-going conditions • Anticipate contingencies asking, “What If?” and plan for them • Maintain safety awareness for Non Responders www.Margolis-Healy.com
  • 31. EOC Planning & Analysis Coordination • Contact scene Planning and Analysis Section and offer assistance on planning issues beyond scene resolution • Maintain focus on needs outside of the Inner Perimeter • Assess safety issues that could impact the community (non responder safety) share with Emergency Mgr. and PIO for possible public notification • Execute change of command process when your operational period is complete www.Margolis-Healy.com
  • 32. EOC Intelligence Coordination • Perform an ongoing assessment of information and intelligence critical to the incident • Collect, coordinate, and disseminate relevant national and local information to the scene Intelligence Section and EOC staff as appropriate • Provide operational and strategic information to the Emergency Manager and the scene Planning Coordination Section to guide the development of action plans www.Margolis-Healy.com
  • 33. EOC Intelligence Coordination • Gather operational information such as risk assessments, medical intelligence, weather information, geospatial data, structural designs, toxic contaminant levels, and utilities and public works data • Utilize technical tools such as satellite imagery and plume modeling to assist with task • Establish a communication link with the scene Intelligence Section and offer support at a high level • Safeguard sensitive information of all types www.Margolis-Healy.com
  • 34. EOC Finance & Administration  Coordination • During major incidents requiring consequence management and/or continuity of operations, record incident costs for reimbursement • Record personnel time records • Record incident related compensation claim requests • Approve and process emergency purchase orders www.Margolis-Healy.com
  • 35. EOC Finance & Administration  Coordination • Coordinate with the Resource Coordination and Operations Sections to obtain information on personnel involved in consequence management of the incident, and in continuity of operations activities • Authorize emergency purchases and direct procurement operations • Coordinate with (or assign someone to) the scene Command Post to track costs • Establish contact with insurance representatives, risk management personnel, and on-site reimbursement personnel www.Margolis-Healy.com
  • 36. EOC Resource Coordination ‐ Mission • Order, document, and stage all resources needed to facilitate incident consequence management, continuity of operations, and scene support. Provide alternate facilities, supplies, communications, food services, and information technology support • Obtain incident updates from the Emergency Manager • Distribute resource request forms to Section Chiefs • Obtain copies of all Action Plans • Contact scene Logistics Officers to offer support www.Margolis-Healy.com
  • 37. EOC Resource Coordination • Maintain focus on needs outside of the Inner Perimeter • Identify, post and maintain wall charts showing resource suppliers, staging areas, assets, and personnel status information • Provide periodic resource status situation updates to the Emergency Manager and other Section Chiefs • Execute change of command process when operational period is complete www.Margolis-Healy.com
  • 38. Contact Information Dr. Gary J. Margolis Margolis, Healy & Associates, LLC 1-866-817-5817 1-802-373-1977 (cell) Gary@Margolis-Healy.com www.Margolis-Healy.com www.Margolis-Healy.com
  • 39. THE END NOTE: Concept of Operations and CIMS information re- printed with permission from our educational partner, BowMac Educational Services (www.BowMac.com) www.Margolis-Healy.com 39