Att_6j_Exhibit_E_EOC_POI.pdf

Course on organization and operation of Emergency Operations Centres

Review May 2009 PL 1-2

CONTENT NOTES

I. INTRODUCTION

a. Present Facilitator.

b. Present assistant.

c. Present lesson.

d. Present characteristics of the lesson.

e. Present objectives of the subject. Read them from the TM along with trainees.

II. DEVELOPMENT

GETTING TO KNOW TRAINEES AND FACILITATORS

Use an icebreaker for trainees to know each other and to generate trust among them. Some interesting aspects are name, position within institution, and time they have worked in the institution.

Introduction of trainees

Option A: Each person introduces himself/herself, using one minute and a half to say his/her name, hierarchy, profession, job, position, and reasons to participate in the course.

Option B: Introducing each other, In 5 minutes each trainee introduces himself/herself to a table partner, then for one minute and a half, they introduce each other to the rest of the class. The information will be the same as option A, additional to other details they may want to share about family, nicknames, preferences, hobbies.

TRAINEE’S EXPECTATIONS

Ask trainees to separate into four random groups and to write their expectations of the workshop on a large sheet of paper (no more than five). You may use an icebreaker to integrate the groups.

These papers are exhibited on the walls until the end of the workshop to verify compliance with expectations.

1. PURPOSE AND OBJECTIVES

1.1. Purpose

Provide trainees the knowledge and necessary skills to organize Emergency Operations Centres in the context of capacity-building processes for emergency and disasters response.

Introduce yourself and introduce your assistant

Use TR 1-2. Present objectives

Objective Nº 1

Ask for trainee’s personal introductions and control the use of time.

Option B. Give 5 minutes for interaction and one minute and half for each trainee.

Provide large paper sheets and markers.

On the large paper sheets, write down trainees expectations and read them at the plenary.

Ask one or more trainees to help in reading.

Use TR 1-3.

Review May 2009 PL 1-3

1.2. Objective of performance

Given a simulation of an adverse event and using the work material and equipment provided, trainees organized in work teams must, in a period no longer than six hours:

Organize and form an Emergency Operations Centre according to the acquired knowledge.

Establish proper information management and decision-making to solve problems outlined in the simulation.

Evaluate the organization of EOC and their procedures according to the simulation.

1.3. Training Objectives

By the end of the course, trainees will be able to:

1- Explain what a Management and Control of Emergency Operations System (MACEO) is.

2- Establish the existing relationship between the MACEO and Management Science.

3- Explain the three-area model of an Emergency Operations Centre EOC.

4- Explain the typical functions of an Emergency Operations Centre EOC.

5- Describe the methodology to organize the EOC.

2. LOGISTIC ASPECTS

RULES OF THE GAME

Brainstorm ideas with trainees to define the commitments to comply with in the workshop. They must be stated in a visible flipchart inside the hall.

Emphasize the following rules Attend 100 % of the activities Ask, express an opinion, contribute During the development of the lessons, keep mobile phones off, as well as pagers and communication radios.

Proper behaviour during the lessons Punctuality Out of respect for those who do not smoke, it is recommended not to smoke inside the classroom and rooms

Ask one or more trainees to

Use TR 1-4, 1-5.

Use TR 1-6, 1-7

This content is not in the TR. It must be developed based on

TM.

Review May 2009 PL 1-4

Practical considerations

Food and Snack schedules Services provided by the workshop Telephone calls and visits Personal costs: Laundry, additional consumption Transport and mobilization

Introduce the responsible logistics person appointed by the course coordinator that will take care of the trainee’s and facilitator’s needs regarding food schedules, especial needs and others.

3. COURSE AGENDA

Ask trainees to locate the agenda in TM to review the same.

Go over starting schedules and emphasize programmed evaluations, as well as special activities (such as simulation).

The course takes 35 hours including evaluations.

NOTE: The agenda will be modified when the purpose of the course is to draft a real plan, without using the study case, variables are:

1- Presentation of the Emergency Plan to the government and laws related to the management of emergencies and disasters.

4. INTERACTIVE TEACHING METHOD (ITM)

This method promotes active and permanent participation of the persons who need knowledge and skills to achieve a certain performance. That is why we use trainee instead of apprentice in this interactive method.

The ITM contains the following elements: Objectives, Content, Interaction, Feedback and Evaluation, which are closely related.

All instructors are part of the team and may participate in all presentations as a support.

5. MATERIALS THAT WILL BE USED DURING THE WORKSHOP

Materials that will be used during the course are:

Trainee’s Manual TM

Inform trainees that the material is of their own property and it will be useful only if they complement it with their notes.

Check if one or more trainee’s require a special diet

Use DM 1-1

Review May 2009 PL 1-5

Distribution material DM Supplementary information or evaluations

Previous work PW Supplementary information and questionnaire

Evaluations EV It includes previous reading quizzes and group presentations.

Visual aids VA PPT presentations

Final Exercise FE Group simulation exercise at the end of the course that includes setting up an emergency operations centre under a hypothetical disaster scenario.

6. BASKET

This is a sheet of paper available at sight to make notes during lesson presentations; they may be questions which response is postponed because they will be answered in another lesson or because the instructor does not have the information at the time.

7. DAILY EVALUATION

Upon the end of daily activities, trainees are asked about the positive aspects and what they would improve about the workshop; this should take around two to three minutes and includes materials, comfort, and method.

The input is written on sheets of paper, in other words, they should not be addressed immediately, every opinion is accepted even though they are different regarding the same topic.

8. COURSE EVALUATION

The course includes three written evaluations, a reading quiz (previous work) and two workgroups that will be weighted as follows:

Nº Content to evaluate Weigh 1- Reading quiz: Manual on organization and operation of

Emergency Operations Centres.

10%

2- Three theoretical evaluations (15% each) 45 % 3- Organization of an Emergency Operations Centre 15 % 4- Performance during simulation 30%

The trainee must have seven as a minimum grade (70%) for the certification.

9. IMPORTANCE OF PREVIOUS WORK

Emphasize that reading is of utmost importance to enable the development of the lessons as well as the acquisition of knowledge.

Use TR 1-8

Review May 2009 PL 1-6

Ask from trainees the reading quiz of the previous work, check whether they wrote down their full name.

10. OTHER ASPECTS OF THE COURSE

Evaluation form of the course Inform about the evaluation forms to be completed during the course.

The format consists of parts that must be filled out by the end of each lesson and another one that is completed at the end of the course;

both formats are included in the trainee’s manual.

Registration form of the course

It must be filled out when the course starts, this will be the only document used to enter trainees data.

Ask trainees to complete the inscription form and collect it

Review of Trainee’s Manual

Along with trainees, review lesson by lesson of the TM to verify it is complete, if dividers are available, this is the opportunity to put them in the binder.

III. CLOSURE

To finish: verify the objectives attainment, offer bibliography references, final recommendations, distribute pending material, refer to the next lesson and say goodbye.

Coordinate individual and group photos (digital camera).

Use DM 1-2

Use DM 1-3

Review with trainees the number of pages per lesson.

This is an informative presentation and therefore it does not have an evaluation.

Remember to check the next activity according to the agenda and make a brief presentation of the next topic and instructor.

Review May 2009 PL 3-2

CONTENT NOTES

I. INTRODUCTION

a. Present Facilitator.

b. Present assistant.

c. Present lesson.

d. Present characteristics of the lesson.

e. Present objectives of the subject. Read them from the TM along with trainees.

II. DEVELOPMENT

Management and Control of Emergency Operations System

Start the lesson by making a brief consideration on the backgrounds of the system.

Hurricanes Mitch y George in 1998 changed the way of seeing disasters.

The first attempts to develop the system took place in 1998 Current development of the system

General considerations of a typical management and control of operations system

Explain that complexity in the management of emergencies along with the demand to provide a better response to crisis situations has increased the need of a controlled and flexible system, capable of managing information from different scenarios with the purpose of improving the decision-making processes.

MACEO constitutes an effective system that:

Provides inter-sector and inter-agency coordination Unifies criteria

Establishes common objectives that will become joint, combined and sustained actions; principles from the administrative process are helpful in this case.

(Tell trainees that the next lesson will be on this last item)

Introduce yourself and your assistant

Use TR 3-2 objective presentation

Introduction aspects to the lesson.

Use TR 3-3

Make sure trainees understand this.

Course on organization and operation of Emergency Operations Centres

Review May 2009 PL 3-3

1. Management and Control of Emergency Operations (MACEO)

CONCEPT

The MACEO system is an organic group with a series of articles regarding inter-sector, inter-agency and regional (national, departmental, municipal) structures, functional relations, methods, procedures and protocols. The purpose is to effectively control emergency operations according to the jurisdiction.

Explain that:

The MACEO system is an organic group with a series of articles since all its elements are interdependent and belong to a coordination process within different fields.

Since relations are functional, hierarchic relation is discarded.

The systems works best when work methods, procedures and protocols in terms of previous decisions made are used.

All the system has the purpose of controlling operation actions depending on the jurisdiction involved.

Next, explain that:

The EOC is a component of the National System that interacts with other tools of control such as situation rooms, command posts, and Operation Centres from other regional levels; all of them applying a coordinated decision-making process according to the jurisdiction.

2. Advantages in a MACEO system

Enables the creation of common objectives for emergencies Adopts a group approach to achieve such objectives Improves information flow Improves the inter-sector and inter-agency coordination.

Establishes priorities in a coordinated fashion Respect to institutional expertise

Guarantees knowledge of the information to all persons involved Eliminates duplicity of efforts Coherence with other systems

Objective Nº 1

Use TR 3-4

Ask trainees to express their doubts and questions

Use TR 3-5

Ask trainees to examine the graph and request them a brief explanation on what they understand

Objective Nº 2 Use TR 3-6;3-7

Remember, text in bold and italics must be completed in the TM by trainees

Course on organization and operation of Emergency Operations Centres

Review May 2009 PL 3-4

3. Basic principles of a MACEO system Explain trainees that these principles are based in the SCI

Common terms: Terms of the system are standardized and are consistent with all the organizations involved.

Modular organization: The structure of the system may be increased in several levels to attend the emergency complexity and extension.

Integrated communications: The system requires a common communication plan, standardized operation procedures, clear text, common frequencies, and common terms.

Consolidated action plans for emergencies: Action plans describe objectives, strategies, resources and organization; as well as the response goals and support activities.

Manageable control space: A “manageable scope” is defined as the number of persons or functions that a person may handle with efficiency.

Facilities designed for emergencies: These facilities must have appropriate means for an efficient management and control.

Shared management of resources: Total resources that are managed by all institutions within the system and that are implemented during an emergency.

4. MACEO and levels of organization

The organizational development of the Management and Control of Emergency Operations System proposes three coordination levels.

Levels 3 and 2 apply to emergency operations centres or situation halls. Level 1 applies to the Command post level.

Objective Nº 3

Use TR 3-8;3-9

Make sure trainees understand this principles

Remember, text in bold and italics must be completed in the TM by trainees

Objective Nº 4

Review May 2009 PL 3-5

Level 3: Department, state, province, or national level

Component: Emergency Operations Centre

Functions: Consolidated report.

Coordination and/or support of EOC level 2.

Policy decisions.

Type of decisions: Inter-sector, inter-institution and inter-agency coordination.

Policy decisions.

Component: Situation hall

Functions: Coordination and/or support of level 2.

Type of decisions: Coordination and monitoring to support level 2.

Policy decisions.

Level 2: Municipality, Canton or other local level of the government

Component: Emergency Operations Centre

Functions: Coordination of SCI in the territorial scope and link with the next level.

Type of decisions: Inter-institutional coordination in support of the SCI active in the field Policy decisions

Component: Situation hall

Functions:

Type of decisions:

Coordination of SCI within the scope of a sector.

Link with a higher level.

Operations for sector coordination.

Policy decisions

Use TR-10

Use TR-11

Course on organization and operation of Emergency Operations Centres

Review May 2009 PL 3-6

Level 1: Operations field or scenario

Component: Command post

Functions: Coordination in the field

Type of decisions: Operations and tactics

Conclusion:

The Management and Control of Emergency Operations system is a mechanism to coordinate inter-sectors and inter-agencies’ efforts, with the purpose of reducing ad-libbing and uncertainty arising from the crisis of an inadequate coordination.

III. REVIEW

Quick review of the subjects that were covered, relating them with the objectives. Make a review interacting with trainees and verify the knowledge acquired (summarize, do not repeat the lesson)

MACEO system Advantages of the MACEO system Basic principles of a MACEO system Three levels of coordination proposed by MACEO

IV. EVALUATION

Distribute the lesson evaluation sheet; give 5 to 10 minutes for answers; after 5 minutes, solve it with the group.

V. CLOSURE

Verify the attainment of objectives, Offer bibliography references and final recommendations, Distribute pending material, Refer to the next lesson and say goodbye.

Use TR-12

Use TR-13

EV 3-1

Review May 2009

PL 4-2

I. INTRODUCTION

a. Present Facilitator.

b. Present assistant.

c. Present lesson.

d. Present characteristics of the lesson.

e. Present objectives of the subject. Read them from the TM along with trainees.

The management process and its relation to the management and control of emergency operations system (MACEO).

The contribution management makes to the MACEO system comprises a consistent organization with risk scenarios.

The use of management is the main tool that establishes the difference between effectiveness and ineffectiveness in the emergency operations management.

The success attained upon positive results in the operations control depends mostly in the use of management tools by their members; such tools are: Procedures, progress charts, reports, maps.

EOC at different levels is composed of groups that represent institutions seeking the benefits of an articulated and cooperative work, with the purpose of carrying out agreed inter-sector actions in aid of affected persons.

1- Definition of management

The process of Planning, Organizing, Leading and Controlling activities performed to determine and achieve the objectives proposed with the help of individuals and other resources.

Therefore, management is the process of planning, organizing, leading and controlling activities of the members of an organization and the use of all other organizational resources with the purpose of reaching the goals established by the organization.

Introduce yourself and your assistant

Use TR 4-2 presentation of

Induction aspects of the lesson.

Use TR 4-3

Remember, text in bold and italics must be completed in the TM 4-2 by trainees

PL 4-3

Management Process

Management is usually defined in terms of four specific functions (phases)

Management Process

Stage:

Mechanic

Stage:

Dinamic

Planning What to do?

Organizing How to do it?

Leading Get it done!

Controlling How was it done?

Mision, vision, objectives, values, strategies, programs, budgets, policies and procedures

Organizing departments, distribution of work, description of positions

Integration of resources, decision-making, supervision, motivation, communication and leadership

Setting standards, measuring, correcting and feedback

Managing an emergency consists of a systematic process of directing inter-institutional efforts towards improving the situation of the affected people and their subsequent recovery.

In emergencies, management is referred to as a process to emphasise the fact that all persons involved perform certain interrelated activities with the purpose of reaching positive results.

When an emergency or disaster occurs, one may either control the situation or become a part of its effects, the difference lies in whether the management process is applied timely or not. It must be agreed and validated during the preparation period.

Consider below how the stages of management process are related to managing emergencies or disasters.

2- Stages of the management process and their relation with managing emergencies or disasters.

Support on TR 4-4. The image represented as management integrates a coordinated and efficient system.

The terms Planeamiento and planeación are used in Hispanic countries. Their translation is planning.

For the purposes of this course, the term planificación will be used.

PL 4-4

2.1 Planning

“Planning is telling in advance what, how, when, and with whom to do it”. “Anticipating the course of action to be taken with the purpose of achieving a desired situation (BID, 1985).”

Planning is an intellectually demanding process; it requires determining the courses of action and setting the grounds for decisions, within reasonable ends, knowledge, and estimations.

The task of planning is exactly: minimizing the risk and taking advantage of opportunities.

Establishes a coordinated and leading effort for administrators and those who are not; reduces the impact of change, minimizes wasting, redundancy and sets forth standards to facilitate control.

During the planning stage for emergencies, objectives are designed and appropriate procedures are established to achieve them; this consists in designing plans according to current risk level, meaning: Response, Emergency, and Contingency Plans.

2.2 Organization

It is the process of organizing and distributing work, authority, and resources among the members of an organization in such manner that the desired results are achieved.

In disaster management terms, different objectives require different structures, for instance, strategic objectives require the organization of emergency committees formed by decision makers from institutions, and more tactic objectives require the organization of attention brigades in different fields.

Structures of an organization must adapt and serve the outlined objective. Relations and time are fundamental for the activities of an organization.

2.3 Leading

It is the ability to influence people so they may contribute to the goals of the organization and the group; it includes leading and motivating to perform essential tasks. Leading includes motivation, leadership focus, resources, teamwork, and communication.

Use TR 4-5

Request trainees to complete their TM 4-3.

Explain the relationship between the planning stage and management of emergencies.

Use TR 4-6

Request support of one or more trainees for reading.

between the organization stage and management of

Use TR 4-7

PL 4-5

Within emergency planning, leading implicates authority, influencing and motivating people to perform some tasks scheduled in the response plan.

“Coordination” is a highly important action that must be practiced as an activity of the preparing stage, so it may be developed without delay.

Inter-institutional relations must be horizontal in order to have correspondence and reciprocity. Therefore, the person who coordinates the processes takes into account that his/her authority is technical and functional, but not hierarchical.

During the process of managing an emergency, leading/coordination does not fall on one individual but on several, of different level and range, i.e., decisions are not an independent activity, but a decentralized process in all the organization. “The specialist decides on its specialty”.

2.1 Control

It consists of measuring and correcting individual and organizational performance to ensure that the facts are adjusted to the plans and objectives. It implicates to measure performance against goals and plans, showing where it deviates from standards and helps to correct them.

The purpose and nature of control is mainly to guarantee the success of plans when detecting deviations thereof; it offers a basis to take actions in order to correct unnecessary deviations whether they are real or potential.

3- Advantages of applying management process to the organization of EOC.

It offers a conceptual framework based on processes oriented to meet goals and objectives such as mitigating the needs of affected people.

It provides grounds for organized work and promotes understanding, cooperation, and group work.

It ensures the performance desired.

It enables to compare real performance (actions in terms of response in favour of victims) against what is planned (courses of action).

It enables to identify deviations in the courses of action planned and performed by means of the adjustment of the situation.

between the leading stage

Use TR 4-8

Highlight that EOC is a tool of the Management and Control of Emergency Operations, and it is placed in the stage of control of the management process.

between the control stage

Objective Nº 2 Use TR 4-9;

4-10

PL 4-6

It enables to make an analysis of the causes of deviations and to take timely corrective measures.

It enables to measure and evaluate the process to provide feedback for the decision making process.

Flexibility is obtained, even though a variety of situations occur in an emergency situation; the process provides the members of the EOC the necessary margin to adapt to a particular group of situations.

The use of management in the EOC provides area and sector coordinators with tools to analyze and understand any problems arising from the emergency that may lead them to determine the objectives and the means to attain them.

4- Management principles related to EOC

Work distribution: This is the necessary specialization to achieve efficiency in the use during the decision making process. For instance: in the EOC, grouping of operating sectors where all of the institutions specialized in an operation are located.

Command unit: This means that orders should only be taken from a superior. For example: in the EOC the director supervises sector coordinators, and sector coordinators supervise sector members.

Leading unit: According to this principle, each group of activities with the same objective should have a head and a plan. For example: each sector has a coordinator and the sector has a set of procedures by which decisions are made.

Subordination of individual interest to general interest:

This explains itself; when both differ, management must conciliate them. For instance: in the EOC, the selection of courses of action must produce what is called " joint operation" which occasionally becomes combined with other support sectors, as when health sector requires the support of the infrastructure sector or another.

Team spirit: This principle is: "unity is strength", as well as an extension of the command unit principle which highlights the need for teamwork and the importance of communication in order to attain it. For instance:

the results produced by the EOC do not belong to a sole sector, but to all of the sectors which contributed in its area of responsibility.

Objective Nº 3 Use TR 4-11;4-12;4-13.

Use TR 4-14

PL 4-7

Stages of management process and its relation to emergencies or disasters management

Management process applied to the management of emergencies and disasters is important to emphasize:

Each stage of the management process applied to emergencies and disasters has interdependent and complementary tools.

MACEO system tools (EOC, situation halls, and command posts) are part of the controlling stage.

III. REVIEW

Quick review of the subjects that were covered, relating them with the objectives. Make a review interacting with trainees and verify the knowledge acquired (summarize, do not repeat the lesson)

IV. EVALUATION

Distribute the lesson evaluation sheet; give 5 to 10 minutes for answers;

after 5 minutes, solve it with the group.

V. CLOSURE

Verify the attainment of objectives, offer bibliography references and final recommendations, distribute pending material, refer to the next lesson and say goodbye.

Highlight trainees that MACEO is placed in the stage of control.

Emergency operations control cannot be established without having plans, procedures.

EV 4-1

Response Plans Organization

Structure

Command MACEO

Planning

Organizing

Leading

Controlling

Course on Organization and Operation of Emergency Operations Centres

Review May 2009 PL 5-2

I. INTRODUCTION

a. Present Facilitator.

b. Present assistant.

c. Present lesson.

d. Present characteristics of the lesson.

e. Present objectives of the subject. Read them from the TM along with trainees.

Introduction

Background Overview

Start the presentation explaining the common elements in different countries regarding the organization of an EOC. A suitable facility is acquired, with efficient communication systems and support services that may give comfort to those in charge of decision-making in case of emergencies or disasters.

EOC is a group of elements that interact at operational level within the emergency area up to a higher political-decision level.

This may exceed EOC traditional concepts. However, the careful analysis of EOC processes will show that they may spread to any physical facility and includes technical and political levels.

Therefore, EOC is an additional element of a national system for emergencies; thus, the following definition will be taken as a start point of analysis:

It is common that situation halls, command posts and Unified Command posts are confused with an EOC.

The situation hall and the command post are subjects that must be studied separately, emphasizing the procedures and the specialized are therein. Its creation may have scope variations from one country to another and from one situation to another.

Introduce yourself and your assistant

Use TR 5-2 italics must be completed in the TM 4-2 by trainees

Review May 2009 PL 5-3

1. Emergency Operations Centre

EOC definition also includes the institutional and jurisdictional areas.

This involves specific considerations for public, independent and private institutions, or representations of International Organizations, that have already defined response processes. Likewise, the definition includes an EOC at national level and EOCs at department, provincial, municipal level or as the political-administrative divisions of each country are named.

General Abilities Promote proper identification of problems, and an adequate prioritization of actions.

Analyze the situation to recommend inter-institutional course of action.

Make reports that describe the situation and the development of response operations from the information of the institutions in the National System.

2. Conceptual organization of the EOC

A model developed from the work of E. Quarentelli (1978) and

Request trainees to take notes on their TM Use TR 5-3

Use TR 5-4

Use TR 5-5

Make clear that each area clusters persons, decision-making processes and physical supplies.

Emergency Operations Centre Component of the national system for emergencies and disasters, it is responsible for promoting, planning and keeping the coordination and joint operation between different levels, jurisdictions and duties of the institutions involved in the response for emergencies and disasters.

Review May 2009 PL 5-4 adapted from the experience of several persons that develop models in Central America, South America and some Caribbean countries is as follows.

Since the initial efforts made in Central, the model has suffered some significant changes due to its implementation in more than 10 countries in Latin America. This implementation proved feasibility, reliability and adaptation change.

Currently, the model areas are identified in each country where the MACEO project is developed; therefore, the regional reader may frequently recognize similar elements to his/her reality. The possibility of enhancing the analysis and application area of such proposal is not overlooked, especially to other Latin-American regions. Nevertheless, the project was created based on the Central American region.

The model has three areas:

1. Communication or Information and analysis

2. Operational Decisions

3. Political Decisions

2.1 Communication area or information and analysis area

Collects and processes data related to the event, from its occurrence, in order to provide and send useful information for decision-making.

This area collects data from the field to deliver reliable and timely information to different instances of the EOC functional organization.

It also keeps an updated registry of all the information it collects.

The information and analysis area must have enough and trained personnel to manage data in large volumes and turn them into input materials to make operational-decisions.

Data processing to produce useful information for decision-making takes place in this area. This process usually includes:

Data entry from all sources.

Analysis and verification of the reliability of information.

Entry and record in the system (update), by hand or computer.

Follow-up and update the information to establish a situation state.

2.2 Area of operational decisions

Use TR 5-6

First cross-sectional exercise.

MD 5-1

Review May 2009 PL 5-5

It is in charge of joint operation and decision-making in accordance with the established plans, using standard operation procedures.

This area is in charge of developing planning and coordinating inter-institutional operations that guarantee an effective response to the effects arising from the event. Likewise, it is in charge of coordinating the plan and execution of inter-institutional action courses to respond to the needs of the event through a proper identification of problems and prioritization of response actions; moreover, it complies with the decisions made in the political-strategic level.

The operations area is divided in sectors; the following are some examples taken from the Federal Emergency Management Agency

(FEMA).

a) Sector No 1 Logistics

b) Sector No 2 Emergency Services.

c) Sector No 3 Infrastructure and basic services.

d) Sector No 4 Population Care

These sectors are integrated by support duties that respond to the administrative principle of work division.

Support Duties

1. Transportation

2. Communications

3. Public Works and Engineering

4. Fire Fighting

5. Information and Planning

6. Assistance to people

7. Resources

8. Health Care Services

9. Urban Search and Rescue

10. Dangerous Materials

11. Food

12. Energy

13. Management of Volunteers and Donations

Use TR 5-7 Second cross-sectional exercise MD 5-1

Use TR 5-8 on their TM 5-3

Use TR 5-9 on their TM 5-4

Review May 2009 PL 5-6

1) Transportation It helps all institutions and organizations that may need transportation for response missions after a disaster or an emergency.

2) Communications

It provides telecommunications support to all response efforts after a disaster or an emergency.

3) Public Works and Engineering It provides technical consultancy and evaluation, engineering services, supervision and management of public works, emergency repairs for:

water and sewage treatment plants, potable water, and emergency electrical power generation.

4) Fire Fighting

It detects and eliminates forest and structure fires, rural or urban, that may result or arise simultaneously from disasters or emergencies.

5) Information and Planning It gathers, analyses, processes and distributes information regarding a current or potential disaster or emergency in order to facilitate the activities from institutions and organizations that provide assistance. It is a support for decision-making on the field and in the Emergency Operations Centres.

6) Assistance to People It coordinates help to cover the needs of the victims in a disaster.

7) Resources It provides operational assistance in disasters or emergencies.

8) Health Care Services

It provides a response to the public health and medical care needs of a population after a disaster or emergency during a health care situation.

9) Urban Search and Rescue Operational activities that include finding, extrication and health care for victims seized in collapsed structures.

10) Dangerous Materials It supports the response in case of a current or potential leakage or discharge of dangerous materials.

11) Food

Guarantees and coordinates transportation for food supplies in those areas affected by a disaster, emergency or any other event.

12) Energy It helps to restore energy systems of the country after a disaster, emergency or event.

13) Management of Volunteers and Donations

Description of each duty.

(Exclusive reading for facilitator; this is not included in the TM; development of the exercise is a priority)

Review May 2009 PL 5-7

Coordinates all efforts to obtain and distribute donations and volunteers’ work.

Sectors and support duties

a) Sector No 1 Logistics: Information and planning, resources.

b) Sector No 2 Emergency services: Urban search and rescue, dangerous materials and fire fighting.

c) Sector No 3 Infrastructure and basic services:

Transportation, communications, public works and energy.

d) Sector No 4 Assistance to people: Assistance to people, health care services, food, management of volunteers and donations.

2.3 Area of political decisions

This area may be physically located or not in EOC facilities, but it is related therein, i.e., a direct relationship between political decision-makers and operational decision-makers must be present.

Emergencies and disasters are handled as political crisis and politicians feel compromised with that fact, therefore, it is highly important that political decision levels are part of the decision chain during disasters.

During a disaster, there are some decisions that are not “strictly technical”, for instance: a declaration of national emergency is the typical political decision that although it must have a technical basis, it is their political power to decide its relevance.

The model states a work methodology, not a physical distribution

3. Typical functions of an EOC

These functions are considered strategic and must be present in the activities of an EOC; inexistence of such functions will create gaps within the functional structure of EOC. These functions should not be mistaken with support duties that will be explained below.

In an EOC, needs that are often supplied by the following functions may be noticed:

a) Political-strategic planning.

b) Inter-institutional coordination.

c) Control of operations (basic processes of decision).

d) Communication and computer.

Use TR 5-10, 5-11

Use TR 5-12

Third cross-sectional exercise

MD 5-1

Objective 3 Use TR 5-13

Review May 2009 PL 5-8

e) Public information.

f) Assistance to visitors.

g) Logistics and other support tasks.

h) Evaluation.

Duties may be stated in other terms or groups. What is important is to cover all the needs of a particular matter.

3.1 Political-strategic planning

During an emergency or disaster, there are some decisions made by the political level; therefore, this duty consists of the general planning of mechanisms so that political levels receive timely information and relative to the object and make decisions that belong to their jurisdiction. Likewise, mechanisms for the execution and follow-up of these decisions must be established.

Such duty includes establishing policies that may determine the jurisdiction of each EOC area, as well as individual and institutional responsibilities.

Measures corresponding to the legal framework, in which the national system for disasters relies on, are included in this duty.

3.2 Inter-institutional coordination

A duty that consists in the establishment of inter-institutional communication channels, response plans and programs as well as standards, manuals, procedures and other tools that define in advance the mission of each institution, related to the response.

Likewise, action fields must be defined and the highest transparency possible in all actions must be endeavoured.

Coordination is essentially a division of duties between institutions of different levels and different scenarios; it may not be conceptualized outside the framework of national and sector planning for disasters.

However, actions tending to improve must be performed before the integration of a general plan. This is mentioned because in many countries, response needs are enormous and require immediate actions.

In other words, coordination with best results will be that integrated to general planning; furthermore, a good coordination effort sooner or later will turn into some level of integral planning.

3.3 Control of operations (basic processes of decision)

Control of operations, is the main function of the EOC model, its most relevant importance is in the operations area as long as the information coming from the communications area is prompt and

Group exercise to analyze the typical duties. (MD 5-2)

Use MD 5-2

Review May 2009 PL 5-9 trusted, and decisions reaching political level will be less in number but much more important.

Operations controls, is a tactic duty of the EOC, consisting in actions such as:

Activation and deactivation of the EOC Collection and processing of information Decision making by area, sector or other organization units Directing strategic decisions to political decisions levels Control of information flow Result evaluation Regular preparation of reports Identifying problems, priorities and determining inter-institutional courses of action.

This duty must rely on the guidelines obtained through political-strategic planning and previous coordination among institutions.

Previous coordination offers the opportunity to make decisions in advance using structured procedures over what has to be solved during the response.

3.4 Communication and computer

This duty consists of establishing communication to collect information, deliver instructions to operation units, reception of situation reports, and operations control in general.

This duty includes procedures and norms that ensure an appropriate operations control, from activation up to deactivation of the EOC.

Likewise, the information system used should match the communication processes and capacities.

It is convenient to make it clear that it is not necessary a sophisticated computer system for this function to be efficient. Even a manual information system can be properly adapted with the communication function.

Decision-making support systems such as risk maps, geographical information systems must be connected to the communication system.

3.5 Public information

This duty consists of the timely disclosure of information related to an event which required the activation of the EOC.

The information handed to press or interested people must be clear, timely and sufficient to satisfy the demand as well as to trigger determined attitudes and behaviours in the community.

Review May 2009 PL 5-10

It is usual that in some EOC the information handed to press, family members of affected people or interested groups is not updated. This enables higher speculation, uncertainty and negative attitudes towards the EOC and the National System.

On the other hand, from the coordination function a procedure for the dissemination of information to each interested sector must be established. Also, in coordination basis for an appropriate public education is established or what is known as “disaster culture”.

3.6 Assistance to visitors

This duty consists of people interested in the EOC duties which require an explanation about the situation, processes, needs, and other information of their interest.

EOC must have a team committed to receiving, guiding and assisting visitors, cover their needs and direct their interests to the corresponding authorities. Likewise, such visitors are frequently related to solving needs within the jurisdiction of the EOC. Therefore, an appropriate compliance of this function must ensure:

Timely assistance to visitors.

Handing timely information about the situation and needs not covered, mainly to those visitors who represent humanitarian cooperation or assistance agencies.

The non obstruction of EOC activities.

3.7 Logistics and other support tasks

This consists of meeting EOC and its personnel operation needs, for example: food, supplies as well as appropriate areas and furniture so personnel may carry out their duties efficiently.

Logistics and the rest of support tasks will vary from one EOC to another. Its requirements must be planed from the coordination and be made specific for each area hosting EOC personnel.

Support tasks mainly consist of assistance to EOC personnel in order to keep agile communication with their relatives as well as attention to their needs.

This function does not refer to logistic support tasks to humanitarian assistance operations.

3.8 Evaluation

A function that includes comparing the results obtained in each EOC area with the results expected in previous planning. Evaluation will cover quantitative and qualitative components and will focus on the permanent enhancement of processes.

Currently, there is a computer system known as Web-EOC in the countries of the region to manage information.

Review May 2009 PL 5-11

EOC OPERATION OUTLINE

Quick review of the subjects that were covered relating them with the objectives. Make a review interacting with trainees and verify the knowledge acquired (summarize, do not repeat the lesson)

IV. EVALUATION

Distribute the lesson evaluation sheet; give 5 to 10 minutes for answers; after 5 minutes, solve it with the group.

V. CLOSURE

Verify the attainment of objectives, offer bibliography references and

Use TR 5-14

EV 5-1

At the end of this lesson, present the MD 6-2 as a previous reading for lesson 6.

PL 6- 2

I. INTRODUCTION

a. Present Facilitator.

b. Present assistant.

c. Present lesson.

d. Present characteristics of the lesson.

e. Present objectives of the subject. Read them from the TM along with trainees.

II. DEVELOPMENT

Initial development of the project and strategic aspects (Planning)

Start the lesson by saying:

Organizing an Emergency Operations Centre or improving its operation is a task that affects the whole National System; therefore, its development should be framed within an integral planning process that may enable the development of any of the following options:

Develop EOC from the existing National System.

Develop EOC in the context of an amendment of National System.

In the first case, it would take advantage of the organization of the National System and its resources; however, this option is limited, as the current problems within the System would affect de EOC development; on the second one, there would be a chance of developing the EOC starting from the System’s development.

However:

In both cases, it is recommended to perform a first analysis in order to estimate the size of the process and then a strategic planning according to the National System’s needs.

1. Steps prior to the organization of an EOC

1.1 First analysis

1.2 Strategic Planning

1.3 Organization through processes

Use TR 1-2. Present

Introduction aspects of the

Request opinions from trainees about the two options

Use TR 6-3

PL 6- 3

Description of each step

1.1 First analysis

Drafting a plan or enacting a new law is often considered when organizing an EOC. However, it is also very likely that any solutions proposed are not suitable; they could even cause new bigger and more complex problems. Therefore, it is necessary to integrate a team that identifies beforehand:

The problem to solve The possible solution or expected result

In order to carry out the previous step, it is best if the process is in charge of someone qualified in strategic planning and the method to include an analysis of existing risks as well as legal, political and institutional aspects. First analysis must determine if it is necessary to stop the process or move forward to a strategic planning stage.

1.2 Strategic planning

This is a process coming from the development of long-term plans for an EOC to the development of public policies for the whole national system. This planning method is a process that may be supported by different models. In general, one must get at least the following:

Diagnosis of the problem One or more expected results or objectives.

Activities, tasks, goals or other elements describing how to achieve such results or objectives.

Programs (classified activities). A special program for the development of capacities is recommended.

Remind trainees the following:

For an EOC to operate effectively, this must be framed in a “Management and Control of Emergency Operations System”, which in turn should be a part of a National System. Depending on the political-management organization of the country, any national EOC or EOCs organized must be framed within that system.

1.3 Organization through processes

Processes described in the strategic planning section must be developed and establish a realistic creation of departments that enables a transition between the usual organization, and the one integrated when the EOC is activated.

Use TR 6-4

Use TR 6-5

Use TR 6-6

PL 6- 4

It is important to keep the same authority figures during the activation and operation stage of EOC. A change of individuals in positions of responsibility that will be effective during the emergency is not advisable. Therefore, it is suitable for an official with responsibility in planning (preparing) for emergencies, to be the person who undertakes the EOC control in its activation.

Institutions may coordinate the emergencies with different levels of decentralization or deconcentration. In small or centralized countries, a national EOC may be the head of the system in case of disaster or major emergency. In extensive or decentralized countries, a national EOC may be the head, but through provincial, state or municipal EOCs.

Therefore, the authority level, competence or the coordination capacity will depend on the model corresponding to the country.

2. The organization process of an EOC

General conditions:

It is necessary to emphasize the following conditions as essential to the best organization and operation of an EOC.

Existence of a National System based on a national emergency plan.

The plan that supports the EOC (or response plan) must be systematically proven to keep it updated.

The political levels that are involved in case of disaster or emergency must know and support the plan and the technicians.

Have a basic objective to support the response process through operation control mechanisms.

There must be interaction between the institutions working to attain the same objective, based on the organization in departments considering the features of the three areas defined in the previous lesson.

They must comply with a series of logical and functional steps in order to identify input, processing, and output of the system.

Conclude the following:

A methodology must be followed to organize an EOC, in order to guarantee that its organization, operation and development are sustainable through time. Following such methodology will ensure that each EOC component has the support from the actors since it promotes their participation from the first moment.

Use TR 6-7 y 6-8

PL 6- 5

3. Stages of the organization process of an EOC

Indicate the following:

After some years developing EOC organization processes, it has been determined that the stages for such purpose are the following:

I. First approach of the project to the technical-political authorities.

II. Diagnosis to identify the organization and operation needs.

III. Drafting an EOC functional organization.

IV. Validation of the EOC functional organization.

V. Dissemination of the functional organization and training.

Description of the stages:

This part of the lesson is developed using the content on the manual by reading directed by the facilitator according to each item and relevant indications.

3.1 Stage I:

First approach of the project to the technical-political authorities.

Presentation of the methodological proposal to the institutional representatives, both in technical and political levels for them to know the details of the work proposed.

Next, clearly explain the following items:

Stage objectives Stage strategies Stage activities

3.2 Stage II:

Diagnosis to identify the organization and operation needs.

Establish strengths and…