Geoscience Reference
In-Depth Information
The same is true for communications and information technology systems.
EOCs require multiple parallel systems, each with unique requirements. In some
cases, these systems cannot operate simultaneously.
In addition to technical support, the EOC also places demands on support ser-
vices. For example, 24-hour operation will increase the need for janitorial service
and garbage pickup. Additional materials may need to be ordered and delivered.
Contractors may be brought in to provide food for EOC staff.
One critical service that must be coordinated is that of security. A fully acti-
vated EOC is a focal point for the media and members of the public and could be
viewed as a potential target. Although day-to-day security may be adequate, dur-
ing activation there will be a need for additional security to control access, provide
escorts, and conduct patrols. Security responsibilities may include controlling and
protecting parking areas or adjacent staging areas.
Unfortunately, facility management is a multidiscipline task performed by many
different individuals. The typical jurisdiction will have the physical plant serviced
by one department whereas another oversees information technology systems. Radio
systems may be handled by a separate communications department, whereas vendor
services are overseen by still another department and security by another. It is rare
to find a single person charged with looking at the EOC facility systematically. This
creates problems during day-to-day operations, but it can prove devastating during
actual EOC activation. With no go-to guy for facility issues, problems begin to
accumulate and distract the EOC team from its operational responsibilities.
For this reason, emergency managers should consider creating an EOC coordi-
nator position that serves as the central point of coordination for the vendors and
teams supporting the EOC facility. This team approach is consistent with how the
EOC team routinely operates; the difference is that this team is focused on internal
support to the EOC rather than support to the overall operation.
Operational Management
There is often an assumption that when staff report to the EOC, the only thing they
really need to function efficiently is the emergency operations plan (EOP). After all,
the EOP contains a substantial amount of information, policies, and procedures
focused on coordinating disaster operations. Coupled with internal department
plans and standard operating procedures (SOPs), the EOP should be sufficient to
guide operations.
This may be true in terms of the disaster operations, but is not true for the EOC
as a facility. Consultant Art Botterell's Third Law of Emergency Management states
that “no matter who you train, someone else will show up.” EOC planners need to
assume that a significant percentage of the EOC team will be coming to the EOC
for the first time. Other members of the team may not have been in the EOC for
some time and forgotten how things work.
