Emergency Operations Center : Emergency Operation Center

evacuation, making emergency repairs to the levees, and providing food and law and order in an unprepared shelter). These measures, born of necessity, may be quite different from or exceed in scale anything responders have done before. They must be creative and extremely adaptable to execute improvised tactics. Equipping organizations to recognize the novelty in a crisis and improvise skillfully is thus a far different (and far more difficult) matter from preparing mainly to implement preset emergency plans. Scalability and Surge Capacity In many disasters, as Katrina well illustrated, responders must cope with far greater numbers of endangered people or more extensive damage than usual. To scale up operations to handle this surge of demand, emergency agencies require access to resources in larger quantities than normal and frequently to specialized equipment or

Establishment of a chain of command in a situation such as a severe storm or other disaster is essential. Because there may be a disruption to commonly used manners of communication, such as television, telephones, and the internet, it is important to have a clear outline of where and to whom to report, how to find answers, and who will perform necessary tasks. In the simulation, the Public Health Department is both a link in the larger, county-wide chain of command and has its own hierarchy structure. Within the scope of the county, the Public Health Department reports to the Medical/Health Branch Director who is directly under the Operations Chief. The Operations Chief, who is in charge of managing and monitoring the actions of each department, reports to the Emergency Operations Commander. The Emergency Operations commander is the highest link in the chain, not only overseeing the operations of the various governmental departments, but also the officers in charge of Safety, Public Information, and Legal.

In the Disaster in Franklin County simulation (Regents of the University of Minnesota [UMN], 2006), there were several key personnel in the incident command team. This concept is utilized in real disasters when the Public

To better understand the effectiveness of the EOC during and after the response to 9/11 one must first understand the intended purpose of an EOC. EOC’s have been found to have six identifiable duties during a major incident. These duties or functions include coordination,

Many times the local framework for support and response breaks down after major incidences (Caruson, MacManus, September 2008). The loss of electricity to some, if not all the area, for extended amount of time should be expected. This can also mean loss of communication in the form of cell phone connection, internet and land lines. Hence, MACS establishing an Emergency Operation Center (EOC) is the lynchpin in maintaining the command and control that would otherwise be lost (Walsh, Christen, Callsen, Miller, Maniscalco, Lord, & Dolan,

This paper analyzes Chicago Universities Emergency Operations Plan (EOP) (Chicago State University Emergency Operations Plan, 2011). The paper found that the EOP was a comprehensive crisis management plan and is in line with FEMA's NIMS. The paper specifically found the following features about Chicago's EOP:

However, we must do so in a chaotic and constantly changing world. As an emergency manager it is important to incorporate the latest technology in all phases and to constantly develop scenarios into your full scale exercises that may not have been seen before or are carried out in a slightly different manner. Specifically, trying to prepare for the worse and to stress your staff functions through chaotic and realistic training; while incorporating the use of “war gaming” through innovative

It is vital for officials from all levels of emergency management to collaborate and communicate effectively as they strive to deliver timely response services and effective disaster relief efforts. Otherwise, delays can occur from any number of agencies when responding to disasters. In addition, it is vital to maintain updated contact information for each organization that will be part of the emergency management planning and hold regular meetings with the representatives of each organization (Margaris,

As a new (OES) Office of Emergency Service Leader I think that my first agenda should be to effectively understand the relationships between the community, the organization and the stakeholders. Why? Because being able to understand how the system works will enable of our organization meet the challenges of the OES changes. While it is important for my leadership style, which is Servant style I need to remember to open the doors of communication with OES employment staff. This is necessary if we plan to accomplish OES agency objectives. But to do this we will have to discuss how our organization will work effectively with “the local government, businesses, social, federal agencies, and with state and economic influential and hazards practitioners.

The City of Virginia Beach upholds an Emergency Operations Plan (EOP) that defines all roles carried out during an emergency. Procedures are utilized throughout each stage of the disaster by all involved agencies, in order to decrease any adverse effects on the community. The state of Virginia utilizes the Incident Command System for all large emergency response efforts. This system is a structured system that coordinates local, regional, and federal organizations to efficiently work together during mass casualties. Preparing for an emergency is a collaborative effort between all members of the community and follows a mushroom tier system during a disaster. All operations start at the local level of the population and can possibly spread to regional and/or national resources. The level of resources utilized depends on the level of destruction and demands that each event necessitates. (City of Virginia Beach, 2011)

An EOP is the “scope of preparedness and emergency management activities necessary format jurisdictions (FEMA, 2010).” There are three EOP formats such as the Traditional functional format, The Emergency Support function format, and Agency-Department focused format. There is a lot that goes into an EOP; there is “the purpose of the plan; the situation; assumptions; CONOPS; organization and assignment of responsibilities; administration and logistics; plan development and maintenance; and authorities and references (FEMA, 2010).” However, in order for a emergency to be successfully handled so that less damage is caused and lives are saved it is important to have communication; the entire time. Without the line of communication everything else

Emergency management faces many challenges in today’s modern society. In the years prior to 9/11 emergency management was primarily focused on natural disasters. That has since changed; we now face a diverse variety of risks and hazards on a constant basis. As we continue to grow in population current and newer have compounded into more problems that emergency planner must face and find solutions for.

Anytown, Minnesota currently has an Emergency Operations Center (EOC) located in a back room of the City Hall. The designated room is 650 square feet and has not been updated for over ten years. Huder (2012), states that an Emergency Operations Center (EOC) is where decision-making and problem solving occurs when there is a disaster. An EOC can be activated for disasters as well as for large-scale planned events (Fairfax, 2015 p. 1). ASTM International identify that an EOC needs to be developed and maintained based on the risks, vulnerabilities, capabilities, and the needs of the community (Standard Guide, p.2). The Federal Emergency Management Agency has provided a checklist that assists with assessing the capability of the infrastructure of an EOC (United States, n.d,). Based on this assessment, it is recommended that the current EOC undergo restructuring and renovations to include; increasing the square footage of the current EOC and upgrading offices to be

The Emergency Operations Center (EOC) handles consistent calls for all emergencies. The Emergency Operations Center (EOC) should be easily located and accessible location. The Emergency Operations Center (EOC) should be exercised on a regular basis and have a predetermined staff. The Emergency Operations Center (EOC) should be prepared to manage the immediate aftermath when called upon.

Having a well-oiled ERP strike team will ensure that more lives are saved during the processes of disaster mitigation (A. Jehn & Techakesari, 2014). Incident Commanders who believe they know it all will only reduce the effectiveness of their team. Elite ERP Incident Commanders will supply all their subordinates with respect, always offering each member a chance to speak their opinion. In the disaster mitigation world, no one has all the answers regardless of one’s experience; therefore, every member must be allowed to speak, a collaborative team effort will also ensure the saving of more lives as well (Beaton, Johnson, Maida, Houston, & Pfefferbaum,