The 7 enablers and constraints of itsm 2011 v1 final
Eoc Operations And Management Training Mod 1
1. Emergency Operations Center (EOC) Operations and Management Course Developed and Prepared by Curt Rasmussen Course Developed for Interview with CRA, Inc. 31 July 2009
2. Scope This course provides a brief overview of Emergency Operations Center (EOC) Operations and Management with an emphasis basic use of the Observe-Orientate-Decide- Act Loop during emergency operations. This course is not meant as a substitute for FEMA course IS775 or G775, although it is suggested that either or both of the aforementioned course be taken prior to participating in this course.
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4. Emergency Operations Center What is an Emergency Operations Center ? An Emergency Operations Center acts as a central focal point for government agencies, as well as others in support of disaster operations including response and recovery. As a central focal point, the EOC allows for inter-agency coordination and executive decision making in the support of the incident response. However, it is important to remember that the EOC does not command or control the on-scene response or tactics. Tactical decisions are made by the Incident Commander. The EOC provides strategic support including policy guidance, logistics and information.
9. EOC Management: OODA Loop The following are a few tenants of the OODA Loop... Action: Observe – Orientate – Decide – Act more quickly to keep or gain initiative. Support: Superior mobile communications. Only essential logistics. Command: Decentralize, in a tactical sense, to encourage lower-level commanders to shape, direct, and take the sudden/sharp actions necessary to quickly exploit opportunities as they present themselves. Centralize, in a strategic sense, to establish aims, match ambitions with means/talent, sketch flexible plans, allocate resources, and shape focus of overall effort.
10. Emergency Operations Center: Critical Elements When organizing an Emergency Operations Center the following elements need to be taken into consideration: Facilities Staffing Communications Training Information Organizational Structure
13. Critical Elements: Facilities What does the OODA Loop have to do with EOC facilities? Survivability – If the facility is not able to withstand the most likely disasters then the OODA Loop will be disrupted as operations have to either move to an alternate or Continuity of Operations (COOP) Site. Accessibility – If the facility is not easily accessed then the very real likelihood exists that a significant portion of staff members will not be able to respond in a timely manner or even at all. That leads to fewer personnel to deal with the influx of information and requests. This leads to a situation in which the inertia can be lost and the EOC can quickly “fall behind the power curve.”
14. Critical Elements: Facilities What are the 3 status conditions of an EOC? Cold: Not equipped, utilities not working... longest start-up period required... this is also the cheapest in day-to-day costs. Warm: Some systems and/or equipment in place... moderate start-up period required. Hot: Fully equipped, utilities working... shortest start-up period... this is the most expensive condition for a facility.
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23. Critical Elements: Information It goes without saying that information is king, without it things would not function as they should, but what is information? Information is a compilation of data, which in itself is bits of knowledge about single things (Green, p. 179). It is absolutely critical that data is made into usable information from which decisions can be made. A system for assembling data should be in place and exercised and evaluated to ensure that is provides information quickly and accurately. This in-turn speeds up the Act – Act cycle of the OODA Loop.
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28. Critical Elements: Organizational Model Traditional EOC Model Incident Command System (ICS) Emergency Support Function (ESF) Multi-Agency Coordination System (MACS) Policy Group Incident Commander Senior Executive Senior Executive Disaster Analysis & Coordination Group Planning ESF-5 Planning Department Operations Group Operations ESF-3, ESF-4, ESF-6, ESF-8, ESF-9, ESF-10 Police Dept, Fire Dept, Emergency Medical Services, Public Works Resources Group Logistics ESF-1, ESF-2, ESF-7, ESF-11, ESF-12 Transportation General Services, Utilities Finance & Administration Finance, Administration Green, Walter G. Command and Control of Disaster Operations. P. 160 Table 8-3.
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34. In Summation Describe the basic Orientate – Observe – Decide – Act Loop (OODA Loop) in the management of an EOC during emergency operations. Describe how the OODA Loop applies to the EOC.
The Observation stage of the Loop is associated with several direct inputs from both outside and inside the operational environment. The Orientation Stage, information and knowledge gathered during the Observation segment of the Loop are subject to final analysis (von Lubitz, p. 12, 13). Orientation is nothing but the act of “getting one’s bearings” in the post-disaster chaos by cognitive grouping of the disorganized structure of the disaster environment into cohesive and easily recognizable blocks, then realigning these blocks into even larger and better organized mental assemblies (cognitive maps of the disaster environment) (von Lubitz, p. 12, 13). The third stage of the Loop defines the nature and characteristics of the action(s) to be taken, and at the Action stage the planned activity is fully implemented (von Lubitz, p. 12, 13). The efficiency in the execution of processes comprising each stage of the Loop reduces the time needed for the completion of the entire “Observation” – “Act” cycle. The quicker the cycle the quicker response to evolving situation thereby effectively keeping or gaining initiative.
ESF #5 – Emergency Management Coordination of incident management and response efforts, Issuance of mission assignments, Resource and human capital , Incident action planning, Financial management ESF #6 – Mass Care, Emergency Assistance, Housing, and Human Services Mass care, Emergency assistance, Disaster housing, Human services ESF #7 – Logistics Management and Resource Support Comprehensive, national incident logistics planning, management, and sustainment capability, Resource support (facility space, office equipment and supplies, contracting services, etc.) ESF #8 – Public Health and Medical Services Public health, Medical, Mental health services, Mass fatality management ESF #9 – Search and Rescue Life-saving assistance, Search and rescue operations ESF #10 – Oil and Hazardous Materials Response Oil and hazardous materials (chemical, biological, radiological, etc.) response, Environmental short- and long-term cleanup ESF #11 – Agriculture and Natural Resources Nutrition assistance, Animal and plant disease and pest response, Food safety and security, Natural and cultural resources and historic properties protection and restoration, Safety and well-being of household pets ESF #12 – Energy Energy infrastructure assessment, repair, and restoration, Energy industry utilities coordination, Energy forecast ESF #13 – Public Safety and Security Facility and resource security, Security planning and technical resource assistance, Public safety and security support, Support to access, traffic, and crowd control ESF #14 – Long-Term Community Recovery Social and economic community impact assessment, Long-term community recovery assistance to States, local governments, and the private sector, Analysis and review of mitigation program implementation ESF #15 – External Affairs Emergency public information and protective action guidance, Media and community relations, Congressional and international affairs, Tribal and insular affairs
