ASTM E2915-2013 Standard Guide for Emergency Operations Center (EOC) Management《紧急行动中心 (EOC) 管理的标准指南》.pdf

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1、Designation: E2915 13Standard Guide forEmergency Operations Center (EOC) Management1This standard is issued under the fixed designation E2915; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revision, the year of last revision. A number in p

2、arentheses indicates the year of last reapproval. Asuperscript epsilon () indicates an editorial change since the last revision or reapproval.1. Scope1.1 This guide provides general guidelines for the manage-ment of an emergency operations center (EOC) prior to,during, and after activation for emerg

3、ency or disaster support.1.2 An EOC is where the coordination of response andrecovery support is performed, but the EOC is also a physicallocation that generates its own demands. For the EOC team toperform effectively, the physical and organizational demandsof the EOC as a facility must be met. EOC

4、management isdistinct from the operational management of the incident.1.3 This guide may also serve as a foundation for manage-ment of a smaller facility such as a department operationscenter (DOC), larger facilities such as a regional operationscenter (ROC), or state operations center (SOC) with a

5、broaderarea of responsibility and more extensive need to communicateand coordinate with others.1.4 This guide applies to fixed facilities and does notspecifically address portable or field-deployable EOCs attemporary locations, virtual EOCs using communications tech-nology to link geographically sep

6、arated participants, or EOCrelocation under a Continuity of Operations Plan (COOP).However, elements within this document will apply to thesesituations.1.5 This guide is the second in a series regarding the EOC.For the Standard Guide for EOC Development, see GuideE2668.1.6 This document includes som

7、e references and terminol-ogy specific to the United States of America but may beadapted for use elsewhere.1.7 This standard does not purport to address all of thesafety concerns, if any, associated with its use. It is theresponsibility of the user of this standard to establish appro-priate safety a

8、nd health practices and determine the applica-bility of regulatory limitations prior to use.2. Referenced Documents2.1 ASTM Standards:2E2668 Guide for Emergency Operations Center (EOC) De-velopment2.2 NFPA Standard:3NFPA 1600 Standard on Disaster/Emergency Managementand Business Continuity ProgramsN

9、FPA 1561 Standard of Emergency Services Incident Man-agement System3. Terminology3.1 Definitions of Terms Specific to This Standard:3.1.1 authority having jurisdiction (AHJ), ntheorganization, office, or individual responsible for approvingequipment, materials, an installation, or a procedure. NFPA1

10、5613.1.2 EOC Coordinator, nindividual with responsibilityfor managing the EOC facility, systems, and procedures duringactivation of the EOC.3.1.3 EOC Planner, nindividual with responsibility formanaging and developing the EOC facility, systems, andprocedures prior to activation of the EOC (that is,

11、duringday-to-day operations).3.1.4 EOC team, nthe staff occupying the EOC for thepurpose of coordinating response and recovery operations.3.1.5 established EOC, nfacility temporarily created tomanage or coordinate emergency operations or like functions.3.1.6 standing EOC, nexisting fixed facility th

12、at serves asa location for entities to manage or coordinate emergencyoperations or like functions.3.2 Acronyms:3.2.1 AHJAuthority Having Jurisdiction3.2.2 COOPContinuity of Operations Plan3.2.3 DOCDepartment Operations Center3.2.4 EOCEmergency Operations Center1This guide is under the jurisdiction o

13、f ASTM Committee E54 on HomelandSecurity Applications and is the direct responsibility of Subcommittee E54.02 onEmergency Preparedness, Training, and Procedures.Current edition approved Nov. 15, 2013. Published December 2013. DOI:10.1520/E2915-132For referenced ASTM standards, visit the ASTM website

14、, www.astm.org, orcontact ASTM Customer Service at serviceastm.org. For Annual Book of ASTMStandards volume information, refer to the standards Document Summary page onthe ASTM website.3Available from National Fire Protection Association (NFPA), 1 BatterymarchPark, Quincy, MA 02169-7471, http:/www.n

15、fpa.org.Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States13.2.5 EOPEmergency Operations Plan3.2.6 NFPANational Fire Protection Agency3.2.7 ROCRegional Operations Center3.2.8 SOCState Operations Center3.2.9 SOGStandard Operating Guide3.2

16、.10 SOPStandard Operating Procedures4. Summary of Guide4.1 EOC management falls into two general areas: manage-ment of the physical facility and management of the systemsand procedures that support EOC functions. Facility manage-ment focuses on the physical plant, technology systems, andsupport serv

17、ices needed to maintain these systems. Operationalsupport management addresses the procedures for performingcommon tasks and operating EOC systems during activation.These two management areas work together to provide anenvironment that allows the EOC team to focus on the incidentwith minimal disrupt

18、ion.4.2 Further complicating EOC management is that the EOCoperates differently during activation for an incident than itdoes on a day-to-day basis. The normal day-to-day operation ofthe EOC is much like any other office building. Many EOCsare mutli-use facilities used for other purposes on a routin

19、ebasis and converted to an EOC when necessary. However,EOCs must also be capable of sustained 24-h operation, whichsignificantly alters the delivery of support services and placeshigh demands on the facilities.4.3 This guide provides guidance for facility and opera-tional support management of an EO

20、C under daily andactivated conditions.5. Significance and Use5.1 Coordination of response and recovery support cannotbe performed well if the EOC team lacks an appropriateoperating environment. An operating environment that in-creases stress in staff or hinders the ability to perform basictasks will

21、 ultimately degrade the effectiveness of the EOCteam. EOC management must be accomplished in parallel withincident management support and should be transparent to theEOC team. EOC management must also be consistent with andsupport the incident management system used by the EOCteam (for example, the

22、Incident Command System mandatedfor use in the United States under the National IncidentManagement System). Effecitve EOC management can beattributed to good preplanning and related training. This guideprovides the emergency management community with practi-cal concepts and approaches for effective

23、EOC management.6. Roles6.1 EOC management can be divided into three basicphases: pre-activation, activation, and post-activation. Tasksperformed during the pre-activation phase maintain the EOCfacility and systems and prepare them to support activation.Tasks in the activation phase support the EOC t

24、eam inconducting response and recovery coordination. The tasksperformed during the post-activation phase restore the EOC toa condition to support activation.6.2 Part of the complexity of EOC management is that thesetasks fall into a number of different areas of expertise and canrequire different ski

25、ll sets. Consequently, it is easy for criticaltasks to be overlooked or not considered if there is no centralpoint of coordination. It is essential, therefore, to designate alead for each phase of EOC management. Depending on theorganization, this could be a single individual or a separateindividual

26、 could be assigned for each phase.6.3 For clarity, this document uses the term “EOC Planner”to identify the individual overseeing the pre- and post-activation phases and the title “EOC Coordinator” for theindividual overseeing the activation phase. The actual dutiesand title for these positions will

27、 be determined by the authorityhaving jurisdiction (AHJ).6.4 These roles could be performed by the same individual,that is, a person could be responsible for day-to-day EOCmanagement during the pre-activation phase and then assumethe operational position of EOC Coordinator upon activation.The roles

28、could also be split among multiple personnel. Forexample, in addition to having a planner for the EOC facility,the entity could assign the responsibility for development ofEOC procedures and EOC activation to a watch officer or usean on-call duty officer to activate the EOC. EOC managementroles shou

29、ld be adapted as needed to meet operational needs.For example, a large EOC may have a weekday EOC Planner,multiple EOC Coordinators during operational periods, and24-h EOC support staff. A small EOC operation may have apart time EOC Planner who activates as EOC Coordinator forthe day operational per

30、iod, and a trained volunteer as EOCCoordinator for the night operational period.6.5 The EOC Planner and Coordinator do not necessarilyneed to perform or directly oversee the various tasks related toEOC management. These tasks may require other technicaldisciplines or be the responsibility of other s

31、upporting depart-ments or agencies. Instead the EOC Planner/Coordinator en-sures that these responsibilities are performed and integratedwith each other.6.6 The EOC Planner is an administrative position withresponsibility for preparing the EOC facility, systems, and stafffor activation. The position

32、 may be either a dedicated full orpart-time position, or assigned as an additional duty. The EOCPlanner ensures the EOC facility is ready for activation,complete with the emergency plans, technology,documentation, standard operating procedures (SOP) or guide-lines (SOG) and other tools needed to sup

33、port EOC operations.6.6.1 This role may vary greatly from one EOC to another,and should be clearly defined by the authority having jurisdic-tion (AHJ).6.6.2 The EOC Planner should be familiar with best prac-tices for EOC site selection, design, construction, and otherissues related to the developmen

34、t of an EOC. There may beopportunity to propose and implement some of the informationpresented in Guide E2668.6.6.3 The EOC Planner should be familiar with best prac-tices for continuity of operations and incorporate these prac-tices into EOC planning.E2915 1326.6.4 The EOC Planner should be familia

35、r with the entitysemergency operations plans and the organizational structureused by the EOC team.6.7 The EOC Coordinator is activated as part of the EOCteam, usually as part of the EOCs Managers staff, withresponsibility for coordinating support to the EOC team andmanaging the facility during activ

36、ation of the EOC.6.7.1 The responsibility granted to the EOC Coordinatorposition may vary greatly from one EOC to another, and shouldbe clearly defined by the authority having jurisdiction anddocumented appropriately (for example, plans, policies, del-egation authority, etc.).6.7.2 The EOC coordinat

37、or should be familiar with theentitys emergency operations plans and the organizationalstructure used by the EOC team.6.7.3 The EOC Coordinator should have access to thevarious plans, documents, records, supplies, communications,and other tools used by the EOC team during activation.6.8 The EOC Plan

38、ner or the EOC Coordinator, or both, mayneed additional staff to support their activities. Sources forsuch support staff may include trained volunteers. The type,complexity, and length of the incident will help determineincreases and decreases in the need for EOC staff.7. Pre-Activation Responsibili

39、tiesNOTE 1The following are the primary responsibilities of the EOCPlanner. The EOC Planner does not necessarily need to perform or directlyoversee these responsibilities. He or she should ensure that these respon-sibilities are performed and integrated with each other.7.1 Operational PlanningOperat

40、ional planning for theEOC team may or may not be part of the direct duties of theEOC Planner. However, it is critical that the layout and systemsof the EOC be configured to support the incident managementsystem used by the team. Consequently, the EOC Planner mustbe familiar with the incident managem

41、ent system and therelationships between various organizational elements underthe system.7.2 Financial AuthoritiesThe EOC Planner should iden-tify any legal authorities that allow for access to emergencyfunding or waive normal business requirements such as theelimination of the need for competitive b

42、idding. There mayalso be the need to establish special financial accounts or costcodes, or both, at the time of activation to track operationalcosts. The EOC Planner should ensure that mechanisms toimplement these authorities and track costs have beenestablished, coordinated with operational planner

43、s, and areavailable to the EOC Coordinator upon activation.7.3 Technical PlanningWhile most of this function isperformed during development of the EOC, there is a continu-ing need to upgrade, integrate, replace, or add new equipmentand systems. New systems have the potential to cause technicalproble

44、ms within the EOC if not properly planned for andintegrated. This is particularly true of information technologyand communications systems. New systems may also have animpact on related inventory, such as different printer cartridgesbeing needed for new printers or updates being performed oncache co

45、mputers. There may also be a need for new ormodified service and maintenance agreements.7.4 Maintenance and Repair ProgramMany EOC sys-tems require regular testing and maintenance to remain missioncapable. There should be a formal program to address theseneeds and any equipment in inventory. This pr

46、ogram shouldinclude 24-h emergency contact information for those whoprovide these services. Some equipment, such as amateurradio, require specialized licenses for testing.7.5 Facility ServicesThe EOC requires support servicessuch as utilities, janitorial and security. For example, janitorsusually cl

47、ean in the evening after hours. In a 24-h operation,this one-time cleaning may not be sufficient and standardcleaning may be disruptive to operations. EOC contractsshould have provisions specifying how service is to be pro-vided during activation. These services should be capable ofbeing modified du

48、ring activation of the EOC. Modifications toEOC contracts can be preplanned as emergency clauses incontracts or may be setup as standby contracts.7.6 Facility Use SchedulingWhen an EOC is activated ina multi-use facility, specific areas will be re-designated fromtheir normal use for EOC operations o

49、r support functions.Daily schedules must be able to be rapidly changed toaccommodate EOC activation. Schedules should be accessibleand provide 24-h contact information to cancel or relocatepre-planned events.7.7 Supplies ManagementWhile initial stocked suppliesshould be available for 72 h or more, a surge of personnel mayuse supplies faster than anticipated. A plan should be in placeto inventory and coordinate resupply during activation and torestock in the post-activation phase. This would include itemssuch as stored water and rations, equipment and parts,