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Building and Exercising Your Command Center

Building and Exercising Your Command Center. Steven C. Davis Principal, All Hands Consulting. Contents. Organizing Your Emergency Team Using the Incident Command System (ICS) Establishing a Command Center (or EOC) Implementing Information Management Managing Resources

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Building and Exercising Your Command Center

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  1. Building and Exercising Your Command Center Steven C. DavisPrincipal, All Hands Consulting

  2. Contents • Organizing Your Emergency Team • Using the Incident Command System (ICS) • Establishing a Command Center (or EOC) • Implementing Information Management • Managing Resources • Managing Public Information • Developing Emergency Scenarios • Testing and Exercising Contingency Plan

  3. The Purpose of the EOC • Information • Resources • Communication

  4. The Purpose of the EOC The EOC’s purpose is to coordinate incident information and resources for management.  • The EOC must receive, analyze, and display information about the incident to enable CEO decision-making.  • The EOC must find, prioritize, deploy, and track critical resources.  • The EOC must enhance decision making, communication, collaboration, and coordination.

  5. The Purpose of the EOC The EOC is really a place where: • Uncomfortable people • Meet in cramped conditions • To play unfamiliar roles • Making unpopular decisions • Based on inadequate information • In much too little time

  6. What Makes the EOC Work? • A Good Concept of Operations • Good Space • Good Teams • Good Staff • Good Communications • Good Technology

  7. What Makes the EOC Work? • Basic Management Functions • Objective Based • Incident Action Planning • Unified Command • Delegation • Span of Control • Support Staff

  8. Activation ModesHow an EOC is used • Level 1 - Full Scale Activation – all primary and support functions are implemented • Level 2 - Partial Activation - This is a "limited" activation. All primary, or lead, Emergency Support Functions are notified. • Level 3 - Monitoring Activation -involves those agencies and Emergency Support Functions that would need to take action as part of their everyday responsibilities.

  9. Organizing the Emergency Management Team

  10. Key EOC Organization Elements • Common information structure • Communication efficiency • Coordination efficiency • Private versus public decision space • Data distribution • Efficiency of interface

  11. Command Center Organization Emergency Response and Recovery Teams

  12. Cisco’s EOC Organization Based on the Incident Command System

  13. Organizational Issues • Based on the Incident Command System (ICS) • Maximize the team, minimize the plan • Cross-training is essential • Succession planning important • Include all functional units

  14. Using the Incident Command Structure

  15. Background on the ICS • The Incident Command System in use today is an outgrowth of California’s FIRESCOPE program developed in the 1970s to improve management of large wildfires. • It was designed to provide a commonly accepted management structure that would result in better decisions and more effective use of available resources. • It was specifically designed for incidents that involve many local, state, and federal agencies and multiple political jurisdictions.

  16. Incident Command SystemBasic Management Concepts • Common Terminology • Modular Organization • Unified Command Structure • Consolidated Action Plan • Manageable Span-of-Control • Pre-designated Incident Facilities • Comprehensive Resource Management • Integrated Communications

  17. Common ICS Terminology • Organizational Functions: • Operations, Intelligence, Logistics, and Finance. • Functions pre-designated and named for the ICS. • Resources: • Refers to the combination of personnel and equipment used in response and recovery. • Facilities: • Common identifiers used for those facilities in and around the incident area which will be used during the course of the incident. These facilities include the command center, staging areas, etc.

  18. Modular Organization • ICS's organizational structure is modular. • As needed, five functional areas are developed. • Within each of the five functional areas, several branches may be established. • The organizational structure is based upon the management needs of the incident. • If one individual can manage all major functional areas, no further organization is required. • If more areas require independent management, someone must be responsible for that area.

  19. Unified Command Structure • Many incidents, such as riots, fires, floods, and earthquakes, impact many organizations. • Unified Command simply means, that all agencies which have a jurisdictional responsibility, at a multi-jurisdictional incident, contribute to the process of: • Determining the overall incident objectives. • Selection of strategies and tactical operations. • Integrating appropriate tactical operations. • Making maximum use of all assigned resources.

  20. Incident Commander • The Incident Commander • Will establish goals and determine strategies for the incident based upon the requirements of the jurisdiction. • In the case of a Unified Command, the incident objectives must adequately reflect the policy needs of all jurisdictional agencies. • The action plan for the incident should cover all tactical and support activities for the operational period.

  21. EOC Manager • Manages the EOC - not the incident • Makes sure everything is working • Maintains a safe environment • Optimizes efficiency • Facilitates and coordinates • Solves problems

  22. EOC Staff Members • Check-in with the EOC Manager. • Review the situation report (sit reps) and incident logs. • Make sure that your name is listed on the current EOC organization chart. • Review the Staff Operating Guide (SOG) and set up your work station. • Start an incident log which details your actions (chronologically.)

  23. Span of Control • Safety factors, as well as sound management planning, will dictate span-of-control considerations. • In general, the span-of-control of any individual with emergency management responsibility, should range from three to seven subordinates, with an optimal span-of-control being five.

  24. Pre-designated Facilities • There are many facilities or areas which can be established in and around the incident area. (Remember safe distance considerations.) • EOC • Alternate EOC • Staging Areas • Triage Areas • Mass Care Centers • Forward Command Post • Evacuation Center • Joint Information Center • Communications Room • Executive Management

  25. C4I • Command, Control, Communications, Computers, and Intelligence. • Good communications systems require advance planning, which will coordinate tactical and support resources throughout the use of an Emergency Operations Center.

  26. Establishing a Command Center or EOC

  27. Management Strategies • Lead a top-notch team • Update risk/threat assessments • Assess all hazards and risks • Complete and test contingency plans • Design a robust Command Center • Implement a system for command, control, communication, and intelligence • Drill the Command Center

  28. EOC Design Considerations Functional • How the function/industry operates • Key variables • Normal business actions/response • Remediation actions accomplished • Contingency plans • Operational • Status • Indicators of concern • Early Warning • Estimates of assistance required/return to service • (should be near real-time)

  29. Design Issues • Technology • Joint Information • Data Links • Physical Proximity • Information Priority • Filtering Capability • Communication Links • Control Over Resources • Ergonomics • Shared Displays • Multiple Displays • Push and Pull Capabilities • Zoom-in / Zoom-out Capabilities • Optimizing Information Space • Keeping Information Load Manageable

  30. Space, the Final Frontier • What do You See? • How Much? • How is it Arranged? • How Will You Use it? Form Follows Function – Not Money

  31. Picking Space • Room to Adjust? • Shared Space or Dedicated Space? • Technology? • Location? • Vulnerable?

  32. Space Problems Arranging Space: • Noise • Distraction • Clutter Sharing Space: • Noise • Distraction • Clutter • Conflicts • Set up time

  33. Arranging Space • Decision Making Space • Operational Coordination Space • Collaboration Space • Communications Centers

  34. Survival Techniques • Plan your Concept of Operations First • Form Follows Function - Practical Not Impressive • Dual Use Design (Training Room) • Use it or Lose It (Activations) • Keep it Usable • Be Flexible • Have Contingency Plans (AEOC)

  35. Other SpaceDemands • Food Services and Eating Space • Sleeping Quarters • Press Briefing and Work Areas • Executive Decision Space • Public Meeting Space • Humanitarian Assistance Operations • Family Assistance • Quite Room (CISM)

  36. EOC DesignPrinciples • Organization • Design • Team • Affordability • Practice

  37. Command Center Layouts EOC seating arrangements should maximize communication and eye contact between decision-makers. There are four basic EOC layouts: Two more: Hybrid Virtual Boardroom Mission Control Marketplace Bull's-Eye

  38. The Board Room New York City Mayor’s Emergency Board Room

  39. Mission Control

  40. Mission Control Cisco’s IT Command Center

  41. Marketplace Many smaller tables Each represents a function Lots of getting up and walking around Source: Washington State

  42. Bull's-Eye • Approximates concentric circles • Staff sit behind primary officials who turn around to consult as needed • Requires large floor space • Not seen very often

  43. HybridNewport News Virginia EOC

  44. Vancouver, B.C. EOC

  45. Space is Important • Command centers have a way of growing over time – everyone wants into the act. • This usually results in crowded, shoe-horned rooms that become ineffective. • Make sure you plan space based on full implementation. • Control access and scope creep.

  46. EOC Facility Considerations • Back-up Power • Potable Water • HVAC • Weather • Seating • Computers • Break Out Rooms • Air Quality Concerns • Telephones • Alternate Communications • Video • Large Screen Display • Meeting Space • Food • “Chill-Out” Space

  47. Communications Room Use separate but adjacent space to keep noise pollution and interference in check.

  48. Consider Ergonomics

  49. Remember… • Form Follows Function • People Make Space • Bad Space is a Handicap • Use It • Your Needs will Change • Be Flexible

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