Building and Exercising Your Command Center

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

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The Purpose of the EOC

• Information
• Resources
• Communication

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The Purpose of the EOC

• The EOCs 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.

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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

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What Makes the EOC Work?

• A Good Concept of Operations
• Good Space
• Good Teams
• Good Staff
• Good Communications
• Good Technology

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What Makes the EOC Work?

• Basic Management Functions
• Objective Based
• Incident Action Planning
• Unified Command
• Delegation
• Span of Control
• Support Staff

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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.

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Organizing the Emergency Management Team
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Key EOC Organization Elements

• Common information structure
• Communication efficiency
• Coordination efficiency
• Private versus public decision space
• Data distribution
• Efficiency of interface

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Command Center Organization
Emergency Response and Recovery Teams
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Ciscos EOC Organization
Based on the Incident Command System
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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

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Using the Incident Command Structure
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Background on the ICS

• The Incident Command System in use today is an
  outgrowth of Californias 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.

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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

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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.

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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.

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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.

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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.

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EOC Manager

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

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EOC Staff Members

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

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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.

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Pre-designated Facilities

• There are many facilities or areas which can be
  established in and around the incident area.
  (Remember safe distance considerations.)

• Evacuation Center
• Joint Information Center
• Communications Room
• Executive Management

• EOC
• Alternate EOC
• Staging Areas
• Triage Areas
• Mass Care Centers
• Forward Command Post

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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.

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Establishing a Command Center or EOC
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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

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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)

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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

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Space, the Final Frontier

• What do You See?
• How Much?
• How is it Arranged?
• How Will You Use it?

• Form Follows Function Not Money

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Picking Space

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

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Space Problems

• Arranging Space
• Noise
• Distraction
• Clutter

• Sharing Space
• Noise
• Distraction
• Clutter
• Conflicts
• Set up time

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Arranging Space

• Decision Making Space
• Operational Coordination Space
• Collaboration Space
• Communications Centers

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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)

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Other Space Demands

• 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)

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EOC Design Principles

• Organization
• Design
• Team
• Affordability
• Practice

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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
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The Board Room
New York City Mayors Emergency Board Room
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(No Transcript)
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Mission Control
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Mission Control Ciscos IT Command Center
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Marketplace
Many smaller tables Each represents a
function Lots of getting up and walking
around Source Washington State
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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

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HybridNewport News Virginia EOC
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Vancouver, B.C. EOC
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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.

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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

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

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

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Implementing Information Management
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Information Management

• Emergency Managers need a robust command,
  control, and monitoring function that will
• Be easy and efficient to use
• Collect information rapidly
• Coordinate activities and resources
• Track multiple incidents and resources
• Communicate activities across the enterprise
• Provide documentation

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Event Information Tracking

• 1. Stakeholder notices possible disruption
• 2. Alert message sent to the Command Center
• 3. Alert message evaluated by response managers
• 4. Incident Log opened to track each event
• 5. SOPs implemented using checklists
• 6. Tasks assigned according to plan
• 7. Resource allocation tracked in log
• 8. Task performance tracked in log
• 9. Status briefings and updates to stakeholders

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Command Center Information Flow
Your Organization
External
Employee
Customer
Contractor
Call Center
ERT
State/Fed Govt.
Emergency Input
CommandCenter Organization
ExecutiveGroup
IncidentEstablished
Stake-holders
Local Govt.
Post toOperations Log
Supplier
ExecutiveBriefing
IncidentResponse Mgmt
ContingencyPlan Activated
SOP Checklist Activated
Other Businesses
PublicRelations
Public
Plan ResponseTasking
TaskTracking
Vendor
Emergency Response Teams
Task Assigned
ProceduresImplemented
PerformanceTracked
TeamsDeployed
Personnel
ResourcesAssigned
Resources
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The EOC Should

• Be Internet-based to provide
• Flexibility
• Economy and Convenience
• Live Current Information
• Interactive Collaborative Information

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Virtual EOCs

• A Virtual EOC enables managers to
• participate in critical decision-making processes
  regardless of physical location
• effectively direct and control resources
• automate processes and methodologies
• assign and track tasks
• efficiently communicate real-time information
• protect communication and data with needed
  redundancy and flexibility

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Advantages of a Virtual EOC

• Augments physical centers
• Anyone, anywhere can participate
• Lower investment
• Ease of use, flexibility
• Requires shared communications and data
• Data can be hosted off-site using redundant
  servers in hardened sites
• Little or no infrastructure required uses
  readily available Internet technology

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Communications Issues

• Develop a communications plan
• Internal Communications
• External Communications
• Alternative Communications
• Develop a two-way communications network
• Implement redundant systems
• Do not depend on cell phones

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The Ideal Information System

• Easy to use and robust information and decision
  management system
• Central command and control
• Early alert communications function
• Event tracking and logging
• SOP and automated check lists
• Resource management
• Documentation of response actions for due
  diligence

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Managing Resources
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Managing Resources

• Predetermine available human and material
  resources
• Build resources into the command center data base
• Triage problems to maximize utility of resources
• Assign and track utilization of resources through
  the command center

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Managing Public Information
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Public Information Issues

• Public Relations - Construct carefully prepared
  talking points ahead of time (fill-in-the-blank).
• Rumor Control - rumors will be prevalentwatch
  for rumors and take aggressive actions to squash
  them.
• Centralize Information - Have one information
  source so that different stories are not being
  presented.

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Public Information Issues

• Select and thoroughly train a spokesperson and
  alternates
• Consider Joint Information Centers
• Include Counsel legal counsel should be
  included in your planning
• Practice information flow and delivery for
  different scenarios

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Lessons Learned
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Ground Zero

• Command Centers may be impacted by the event.
• Staff may be need to be dispersed.
• Remote sites may need to be involved
• Need to effectively direct and control resources,
  actions, information and communications.

WTC 7 housed the NYC Emergency Operations Center
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Lessons Learned on 9-11

• Communications need to work
• Treat information as data - pencil and paper
  does not cut it
• Need simple status board/reports color codes
• Train, practice, revise, train, practice, etc.
• Appropriate staffing is required
• Clear assignments are a must
• Need a public information strategy

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Lessons Learned on 9-11

• Coordination (esp. with utilities, need for
  recognition codes)
• Notification issues
• Use radio stations earlier
• Security too close to EOC entrance
• Supplement security earlier
• Delay in setting up computers which were shared
  with training facility

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Lessons Learned on 9-11

• Need a plan for evacuated key officials
• Too many people in EOC
• Facility limitations (noise, crowding, security)
• Need staff to support other outside activities
• Plan family support for first responders and EOC
  staff during sustained operations
• Plan for child care/shelters
• CISM needed for children, and seniors

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Lessons Learned on 9-11

• Use threat levels to communicate different levels
  of activation.
• Communicate threat information via Internet
• The Multiple Agency ICS plan will generally take
  effect with large incidents, including
  implementation of Unified Command and deployment
  of position-specific certified personnel in key
  ICS positions.

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Lessons Learned on 9-11

• IT support (data access, info distribution)
• Donations Management (confusion, money and
  materials, blood) - Anticipate receiving
  un-requested resources and have a plan for
  dealing with them.
• Consumer fraud
• Need to update Evacuation Plans, Assembly Areas,
  and Personnel Accountability Plan

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Lessons Learned on 9-11

• Knowing how to request and receive the resources
  required for an incident of this magnitude is
  imperative.
• Everyone may need help some day.
• Specialized resources often have long reflex
  times.
• Receiving these resources can require significant
  oversight from the receiving jurisdiction.

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For More Information

• Steve_at_AllHandsConsulting.com
• www.AllHandsConsulting.com