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Prof. David [email protected]
Prof. David [email protected]
The EmergencyOperations CentreThe EmergencyOperations Centre
The emergencyenvironment
Emergencyco-ordination
plans
Contingencyplanning inreal time
Spontaneousimprovisation
Emergencyprocedures
ResultsResults Operations Operations
Procedures Procedures
Plans Plans
Policies Policies
Command systems• operations centres• task forces• communications• chains of command
Command systems• operations centres• task forces• communications• chains of command
Local event Local response A
Threshold of local (municipal) capacity
Small regional event
Co-ordinated local response
B
Threshold of intermunicipal capacity
Large regional event
Intermunicipal and regional response
B
Threshold of regional capacity
National event
Intermunicipal, regional and national response
C
Threshold of national capacity
International event
As above, with international assistance
C
Two models of organisationof civil protection services
Two models of organisationof civil protection services
Command function principle: allocatingtasks according to level and objectivesof decision-making (strategic, tactical, operational).
Command function principle: allocatingtasks according to level and objectivesof decision-making (strategic, tactical, operational).
Support function principle: allocatingtasks according to functional sector(e.g. communications, logistics, utilities).
Support function principle: allocatingtasks according to functional sector(e.g. communications, logistics, utilities).
PESTOR
Policies/Ethics
Strategies
Tactics
Operations
Results
Generalpublic
Administratorsand politicians
Technicalemergency services
The command function (PESTOR)
• based on command and control
• a clear division of responsibilities
• a residual component of authoritarianism
• hierarchical decision-making processes
• possibly not compatible with collaborative models.
The support function principle
• non hierarchical and based on networks
• encourages fllows and cascades of information
• it is easy to identify the manager of a particular function in a different unit
• difficult to apply the principle of command, which is poorly articulated
• difficult or impossible to integrate with command function-based systems.
Strategic commandoperations centreconference room
Tactical commandoperations centreoperations room
Tactical commandoperations centreoperations room
Operations commandcommand post
Ops commandcommand post
Operations commandcommand post
Task forcesite of incident
Task forcesite of incident
Task forcesite of incident
Mutualassistance
agreements
Communications protocols
Communications protocols
Communications protocols
Managementsystem
Mobile command structuresMobile command structures
Exter
nal
cord
on
Main cordon
INCIDENTWITH VICTIMS
INCIDENTWITH VICTIMS
Helicopter
Secondaryassembly
area
Minorinjuries
treatment
Massmediapost
Incidentcommand
post
Mortuaryarea
Road blockAmbulanceloading area
Triagearea
First aid
med
ical po
st
Primaryassembly
area
Medical postfor rescuers
Rescueloop
EmergencyOperationsCentre (EOC)
EmergencyOperationsCentre (EOC)
"When disasterstrikes, thebest protectionis to knowwhat to do."- FEMA
"When disasterstrikes, thebest protectionis to knowwhat to do."- FEMA
Definition:-Definition:-
"A central structure of command andcontrol which exercises the principles of
planning and management of major eventsat the strategic level in crisis situationsor other emergencies with the objective
of ensuring continuity of operationsfor public and private organisations."
"A central structure of command andcontrol which exercises the principles of
planning and management of major eventsat the strategic level in crisis situationsor other emergencies with the objective
of ensuring continuity of operationsfor public and private organisations."
"A physical locality housing elementsof the organisation that
co-ordinates emergency responses,allocates resources and
conducts recovery actions."
"A physical locality housing elementsof the organisation that
co-ordinates emergency responses,allocates resources and
conducts recovery actions."
Definition:-Definition:-
Operations centres are of two types:always open (24hr) or to be
activated in the case of an emergency.
Operations centres are of two types:always open (24hr) or to be
activated in the case of an emergency.
In an emergency or crisis it is importantto activate the EOC as soon as possiblesuch as to initiate the decision-making
process promptly.
Conferenceand decisions
room("situation
room")
Conferenceand decisions
room("situation
room")
Emergency Operation CentreEmergency Operation Centre
Emergencyoperations
room
Emergencyoperations
room
Rest andrecreation room
Rest andrecreation room
Arc
hit
ectu
re o
f an
op
era
tion
s c
en
tre
Conference room, DPC, Rome, Italy
The location of theEmergency Operations Centre (EOC):-
The location of theEmergency Operations Centre (EOC):-
• in a congestion-free area• in a congestion-free area
• usually outside the city centre (?)• usually outside the city centre (?)
• at a communications node• at a communications node
• where telecommunications are good• where telecommunications are good
• in a building that is not at risk.• in a building that is not at risk.
The operations centre is responsible forthe strategic management of the event- the "big picture": usually, it does nothave direct command of operations at
the site. Thus it is not an incidentcommand post.
The operations centre is responsible forthe strategic management of the event- the "big picture": usually, it does nothave direct command of operations at
the site. Thus it is not an incidentcommand post.
A well-designed operations centre thatis well run will be a major asset
in the management and co-ordinationof emergency operations.
A well-designed operations centre thatis well run will be a major asset
in the management and co-ordinationof emergency operations.
As it is the focal pointof civil protection, theemergency operations
centre is used as alaboratory for all
activities in the field.
Things to know in the EOC:-Things to know in the EOC:-• the local emergency plan• local cartography and topography• the services infrastructure• hazards and vulnerability of the local area under surveillance• monitoring networks• procedures and protocols to be followed in the case of emergencies• communications systems.
• the local emergency plan• local cartography and topography• the services infrastructure• hazards and vulnerability of the local area under surveillance• monitoring networks• procedures and protocols to be followed in the case of emergencies• communications systems.
Functions of the EOC:-• management - direction of operations• monitoring and direction - of situations - of the safety of operations• communication - directly (bilateral) - through networks• co-operation and co-ordination• registration - of decisions - of actions.
Functions of the EOC:-• management - direction of operations• monitoring and direction - of situations - of the safety of operations• communication - directly (bilateral) - through networks• co-operation and co-ordination• registration - of decisions - of actions.
Some functions of the EOC:-Some functions of the EOC:-
• collect and evaluate information on developing situations• collect and evaluate information on developing situations
• determine the responsibilities in various sectors, including private sector• determine the responsibilities in various sectors, including private sector
• maintain constant contact with other operations centres• maintain constant contact with other operations centres
• understand and update procedures.• understand and update procedures.
Some functions of the EOC:-
• compile a daily report on events as they take place
• update the registration of damage to people and things
• produce press briefings and reports
• compile a daily situation report.
Communications systems:-Communications systems:-
• used to collect information on the developing situation and relay instructions and strategic orders
• used to collect information on the developing situation and relay instructions and strategic orders
• should be equipped with a good measure of redundancy• should be equipped with a good measure of redundancy
• should be robust regarding the risk of deterioration of its capacity: saturation of networks, damage to equipment, incompatible frequencies, etc.
• should be robust regarding the risk of deterioration of its capacity: saturation of networks, damage to equipment, incompatible frequencies, etc.
Decision-making andmonitoring processes should:-
Decision-making andmonitoring processes should:-
• be easy to use and efficient• be easy to use and efficient
• collect information on breakdowns, inefficiencies and failures in order to respond rapidly to contingencies
• collect information on breakdowns, inefficiencies and failures in order to respond rapidly to contingencies
• track multiple incidents and resources• track multiple incidents and resources
• comunicate over a wide geographical area• comunicate over a wide geographical area
• document everything.• document everything.
Software for emergency managementshould offer support to the following
functions:-
Software for emergency managementshould offer support to the following
functions:-
• operate a network of alerts• operate a network of alerts
• evaluate events and determine priorities for action• evaluate events and determine priorities for action
• register events and decisions• register events and decisions
• assign tasks to operational units• assign tasks to operational units
• assign resources and monitor their use.• assign resources and monitor their use.
• snapshop of state of operations• snapshop of state of operations
• executive briefing• executive briefing
• documentation of emergency response actions• documentation of emergency response actions
• a "virtual operations centre" for distance collaboration and co-ordination• a "virtual operations centre" for distance collaboration and co-ordination
• sharing of data through Internet and other networks.• sharing of data through Internet and other networks.
Software for emergency managementshould offer support to the following
functions:-
Software for emergency managementshould offer support to the following
functions:-
The information managementsystem should be able to provide:-
The information managementsystem should be able to provide:-
• bidirectional communications• bidirectional communications
• a well-structured mechanism to send and receive information• a well-structured mechanism to send and receive information
• some automatic responses• some automatic responses
• responses that conform to management protocols• responses that conform to management protocols
• a system for alerting personnel.• a system for alerting personnel.
Both the event and the emergencyresponses need to be followed in
real time: resources will be scarce whenrequests for help are accumulating
rapidly.
Both the event and the emergencyresponses need to be followed in
real time: resources will be scarce whenrequests for help are accumulating
rapidly.
A register of decisions and operationsis essential to document, follow and
manage the response to a great numberof simultaneous events. It is preferable
to have this in digital form, which isflexible and easily shared.
A register of decisions and operationsis essential to document, follow and
manage the response to a great numberof simultaneous events. It is preferable
to have this in digital form, which isflexible and easily shared.
Essential elements of the EOCEssential elements of the EOC
Management structure:Management structure:
• scope and objectives for the management of emergencies• scope and objectives for the management of emergencies
• order of priority of actions• order of priority of actions
• documents and reference instruments for management (emergency plan and protocols).
• documents and reference instruments for management (emergency plan and protocols).
Responsibilities:-Responsibilities:-
• executive commission or committee• executive commission or committee
• group or task force for emergency management• group or task force for emergency management
• operations management (support functions or sectors).• operations management (support functions or sectors).
Processes of activating the EOCor starting an emergency phase:-Processes of activating the EOC
or starting an emergency phase:-
• criteria for emergency activation• criteria for emergency activation
• how to estimate damage and harm to people and things• how to estimate damage and harm to people and things
• priorities in recovery• priorities in recovery
• allocation of resources• allocation of resources
• progress report on operations and the status of the emergency.• progress report on operations and the status of the emergency.
• information flows• information flows
Key information:-Key information:-
• contact numbers and addresses (internal and external) of key personnel• contact numbers and addresses (internal and external) of key personnel
• information to contact materials suppliers, with alternative sources• information to contact materials suppliers, with alternative sources
• roles and responsibilities for transport, data management, communications, etc.• roles and responsibilities for transport, data management, communications, etc.
• warehousing, retrieval and use of equipment• warehousing, retrieval and use of equipment
• computer modules and programs.• computer modules and programs.
While some parts of the EOC may benoisy and full of activity, a principal
function is to wait and watch(i.e. to monitor the situation).
While some parts of the EOC may benoisy and full of activity, a principal
function is to wait and watch(i.e. to monitor the situation).
The physical form of the EOCshould reflect the organisational
processes going on within it.There are five or six possible models.
The physical form of the EOCshould reflect the organisational
processes going on within it.There are five or six possible models.
Physical layout of the operations centrePhysical layout of the operations centre
"Direction room": the staff of the centreare grouped around a single table or afew tables with an oval or horseshoe
form that faces the centre.
"Direction room": the staff of the centreare grouped around a single table or afew tables with an oval or horseshoe
form that faces the centre.
"Direction room""Direction room"
• emphasises interaction and collaboration• emphasises interaction and collaboration
• good for groups that are not too large• good for groups that are not too large
• the focal point is the end of the table• the focal point is the end of the table
• the bigger the group, the more important is the head at end of table• the bigger the group, the more important is the head at end of table
• a very popular form of layout.• a very popular form of layout.
• screens, blackboards and pinboards at end of table behind chairman's seat or opposite so that he or she can see it
• screens, blackboards and pinboards at end of table behind chairman's seat or opposite so that he or she can see it
"Mission Control""Mission Control"
"Mission control""Mission control"
• a military model used in the management of space missions• a military model used in the management of space missions
• each participant sits next to another, with screens, etc., on the wall in front• each participant sits next to another, with screens, etc., on the wall in front
• human interactions are mediated through information technology.• human interactions are mediated through information technology.
"Mission control""Mission control"
• interaction processes are dominated by electronic communication methods• interaction processes are dominated by electronic communication methods
• facilitates technical tasks but is a poor set up for human interactions.• facilitates technical tasks but is a poor set up for human interactions.
• inspired by the classroom layout• inspired by the classroom layout
"Market place": various tablesdistributed in a large space
"Market place": various tablesdistributed in a large space
• each desk has a particular function• each desk has a particular function• co-ordination occurs through physical movements (walking from one table to another)
• co-ordination occurs through physical movements (walking from one table to another)• emphasises strict collaboration between specialists sitting at each group of tables, with flexible interaction between groups
• emphasises strict collaboration between specialists sitting at each group of tables, with flexible interaction between groups
• helps to maintain the autonomy of groups and needs management by moving between the tables.
• helps to maintain the autonomy of groups and needs management by moving between the tables.
"Market place""Market place"
"Bull's eye": the desks of variousunits are organised in a concentric
form around a central table.
"Bull's eye""Bull's eye"
• the head of each section sits behind a representative at the central table
• the head of each section sits behind a representative at the central table
• appropriate to the centralised management of a series of large organisations with many participants
• appropriate to the centralised management of a series of large organisations with many participants
• facilitates consultation between organisations with the participation of each one's suppoer staff
• facilitates consultation between organisations with the participation of each one's suppoer staff
• requires large phsyical spaces.• requires large phsyical spaces.
"Virtual": some participants are notphysically present and are thus
integrated into the structure of theoperations centre by telephone,video-conference or computer.
The "anchor desk"
"Virtual": some participants are notphysically present and are thus
integrated into the structure of theoperations centre by telephone,video-conference or computer.
The "anchor desk"
"Virtual""Virtual"
• very rarely an alternative to a normal operations centre• very rarely an alternative to a normal operations centre
• adds an element of flexibility in the composition of task forces• adds an element of flexibility in the composition of task forces
• comanders at the site can be included directly in discussions• comanders at the site can be included directly in discussions
• participants can be added to the group one at a time.• participants can be added to the group one at a time.
"Tin of sardines": too many peoplein too small a physical space.
"Tin of sardines""Tin of sardines"
• desks and chairs at maximum density• desks and chairs at maximum density
• wires everywhere, likewise documents• wires everywhere, likewise documents
• once set up, it is difficult to change.• once set up, it is difficult to change.
Some challenges for EOCs:Some challenges for EOCs:
• concerns about the reliability and security of support technologies• concerns about the reliability and security of support technologies
• limits on the availability of connections• limits on the availability of connections
• loss of the human factor of communication as a result of the use of electronic means
• loss of the human factor of communication as a result of the use of electronic means
• it is not easy to manage groups on line.• it is not easy to manage groups on line.
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