ASTM E2915-13(2020)
(Guide)Standard Guide for Emergency Operations Center (EOC) Management
Standard Guide for Emergency Operations Center (EOC) Management
SIGNIFICANCE AND USE
5.1 Coordination of response and recovery support cannot be performed well if the EOC team lacks an appropriate operating environment. An operating environment that increases stress in staff or hinders the ability to perform basic tasks will ultimately degrade the effectiveness of the EOC team. EOC management must be accomplished in parallel with incident management support and should be transparent to the EOC team. EOC management must also be consistent with and support the incident management system used by the EOC team (for example, the Incident Command System mandated for use in the United States under the National Incident Management System). Effective EOC management can be attributed to good preplanning and related training. This guide provides the emergency management community with practical concepts and approaches for effective EOC management.
SCOPE
1.1 This guide provides general guidelines for the management of an emergency operations center (EOC) prior to, during, and after activation for emergency or disaster support.
1.2 An EOC is where the coordination of response and recovery support is performed, but the EOC is also a physical location that generates its own demands. For the EOC team to perform effectively, the physical and organizational demands of the EOC as a facility must be met. EOC management is distinct from the operational management of the incident.
1.3 This guide may also serve as a foundation for management of a smaller facility such as a department operations center (DOC), larger facilities such as a regional operations center (ROC), or state operations center (SOC) with a broader area of responsibility and more extensive need to communicate and coordinate with others.
1.4 This guide applies to fixed facilities and does not specifically address portable or field-deployable EOCs at temporary locations, virtual EOCs using communications technology to link geographically separated participants, or EOC relocation under a Continuity of Operations Plan (COOP). However, elements within this document will apply to these situations.
1.5 This guide is the second in a series regarding the EOC. For the Standard Guide for EOC Development, see Guide E2668.
1.6 This document includes some references and terminology specific to the United States of America but may be adapted for use elsewhere.
1.7 This standard does not purport to address all of the safety concerns, if any, associated with its use. It is the responsibility of the user of this standard to establish appropriate safety, health, and environmental practices and determine the applicability of regulatory limitations prior to use.
1.8 This international standard was developed in accordance with internationally recognized principles on standardization established in the Decision on Principles for the Development of International Standards, Guides and Recommendations issued by the World Trade Organization Technical Barriers to Trade (TBT) Committee.
General Information
Relations
Standards Content (Sample)
This international standard was developed in accordance with internationally recognized principles on standardization established in the Decision on Principles for the
Development of International Standards, Guides and Recommendations issued by the World Trade Organization Technical Barriers to Trade (TBT) Committee.
Designation: E2915 − 13 (Reapproved 2020)
Standard Guide for
Emergency Operations Center (EOC) Management
This standard is issued under the fixed designation E2915; the number immediately following the designation indicates the year of
original adoption or, in the case of revision, the year of last revision. A number in parentheses indicates the year of last reapproval. A
superscript epsilon (´) indicates an editorial change since the last revision or reapproval.
1. Scope ization established in the Decision on Principles for the
Development of International Standards, Guides and Recom-
1.1 This guide provides general guidelines for the manage-
mendations issued by the World Trade Organization Technical
ment of an emergency operations center (EOC) prior to,
Barriers to Trade (TBT) Committee.
during, and after activation for emergency or disaster support.
1.2 An EOC is where the coordination of response and 2. Referenced Documents
recovery support is performed, but the EOC is also a physical 2
2.1 ASTM Standards:
location that generates its own demands. For the EOC team to
E2668 Guide for Emergency Operations Center (EOC) De-
perform effectively, the physical and organizational demands 3
velopment (Withdrawn 2019)
of the EOC as a facility must be met. EOC management is 4
2.2 NFPA Standard:
distinct from the operational management of the incident.
NFPA 1600 Standard on Disaster/Emergency Management
1.3 This guide may also serve as a foundation for manage- and Business Continuity Programs
ment of a smaller facility such as a department operations
NFPA 1561 Standard of Emergency Services Incident Man-
center (DOC), larger facilities such as a regional operations agement System
center (ROC), or state operations center (SOC) with a broader
3. Terminology
area of responsibility and more extensive need to communicate
and coordinate with others.
3.1 Definitions of Terms Specific to This Standard:
3.1.1 authority having jurisdiction (AHJ), n—the
1.4 This guide applies to fixed facilities and does not
organization, office, or individual responsible for approving
specifically address portable or field-deployable EOCs at
equipment, materials, an installation, or a procedure.
temporary locations, virtual EOCs using communications tech-
NFPA 1561
nology to link geographically separated participants, or EOC
relocation under a Continuity of Operations Plan (COOP). 3.1.2 EOC Coordinator, n—individual with responsibility
However, elements within this document will apply to these for managing the EOC facility, systems, and procedures during
situations.
activation of the EOC.
3.1.3 EOC Planner, n—individual with responsibility for
1.5 This guide is the second in a series regarding the EOC.
managing and developing the EOC facility, systems, and
For the Standard Guide for EOC Development, see Guide
procedures prior to activation of the EOC (that is, during
E2668.
day-to-day operations).
1.6 This document includes some references and terminol-
3.1.4 EOC team, n—the staff occupying the EOC for the
ogy specific to the United States of America but may be
purpose of coordinating response and recovery operations.
adapted for use elsewhere.
3.1.5 established EOC, n—facility temporarily created to
1.7 This standard does not purport to address all of the
manage or coordinate emergency operations or like functions.
safety concerns, if any, associated with its use. It is the
responsibility of the user of this standard to establish appro-
3.1.6 standing EOC, n—existing fixed facility that serves as
priate safety, health, and environmental practices and deter-
a location for entities to manage or coordinate emergency
mine the applicability of regulatory limitations prior to use.
operations or like functions.
1.8 This international standard was developed in accor-
dance with internationally recognized principles on standard-
For referenced ASTM standards, visit the ASTM website, www.astm.org, or
contact ASTM Customer Service at service@astm.org. For Annual Book of ASTM
This guide is under the jurisdiction of ASTM Committee E54 on Homeland Standards volume information, refer to the standard’s Document Summary page on
Security Applications and is the direct responsibility of Subcommittee E54.02 on the ASTM website.
Emergency Preparedness, Training, and Procedures. The last approved version of this historical standard is referenced on
Current edition approved Nov. 1, 2020. Published November 2020. Originally www.astm.org.
approved in 2013. Last previous edition approved in 2013 as E2915 – 13. DOI: Available from National Fire Protection Association (NFPA), 1 Batterymarch
10.1520/E2915-13R20. Park, Quincy, MA 02169-7471, http://www.nfpa.org.
Copyright © ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States
E2915 − 13 (2020)
3.2 Acronyms: performed during the pre-activation phase maintain the EOC
3.2.1 AHJ—Authority Having Jurisdiction facility and systems and prepare them to support activation.
Tasks in the activation phase support the EOC team in
3.2.2 COOP—Continuity of Operations Plan
conducting response and recovery coordination. The tasks
3.2.3 DOC—Department Operations Center
performed during the post-activation phase restore the EOC to
3.2.4 EOC—Emergency Operations Center
a condition to support activation.
3.2.5 EOP—Emergency Operations Plan
6.2 Part of the complexity of EOC management is that these
3.2.6 NFPA—National Fire Protection Agency
tasks fall into a number of different areas of expertise and can
require different skill sets. Consequently, it is easy for critical
3.2.7 ROC—Regional Operations Center
tasks to be overlooked or not considered if there is no central
3.2.8 SOC—State Operations Center
point of coordination. It is essential, therefore, to designate a
3.2.9 SOG—Standard Operating Guide
lead for each phase of EOC management. Depending on the
3.2.10 SOP—Standard Operating Procedures organization, this could be a single individual or a separate
individual could be assigned for each phase.
4. Summary of Guide
6.3 For clarity, this document uses the term “EOC Planner”
4.1 EOC management falls into two general areas: manage-
to identify the individual overseeing the pre- and post-
ment of the physical facility and management of the systems
activation phases and the title “EOC Coordinator” for the
and procedures that support EOC functions. Facility manage-
individual overseeing the activation phase. The actual duties
ment focuses on the physical plant, technology systems, and
and title for these positions will be determined by the AHJ.
support services needed to maintain these systems. Operational
6.4 These roles could be performed by the same individual,
support management addresses the procedures for performing
that is, a person could be responsible for day-to-day EOC
common tasks and operating EOC systems during activation.
management during the pre-activation phase and then assume
These two management areas work together to provide an
the operational position of EOC Coordinator upon activation.
environment that allows the EOC team to focus on the incident
The roles could also be split among multiple personnel. For
with minimal disruption.
example, in addition to having a planner for the EOC facility,
4.2 Further complicating EOC management is that the EOC
the entity could assign the responsibility for development of
operates differently during activation for an incident than it
EOC procedures and EOC activation to a watch officer or use
doesonaday-to-daybasis.Thenormalday-to-dayoperationof
an on-call duty officer to activate the EOC. EOC management
the EOC is much like any other office building. Many EOCs
roles should be adapted as needed to meet operational needs.
are multi-use facilities used for other purposes on a routine
For example, a large EOC may have a weekday EOC Planner,
basis and converted to an EOC when necessary. However,
multiple EOC Coordinators during operational periods, and
EOCs must also be capable of sustained 24-h operation, which
24-h EOC support staff. A small EOC operation may have a
significantly alters the delivery of support services and places
part time EOC Planner who activates as EOC Coordinator for
high demands on the facilities.
the day operational period, and a trained volunteer as EOC
4.3 This guide provides guidance for facility and opera-
Coordinator for the night operational period.
tional support management of an EOC under daily and
6.5 The EOC Planner and Coordinator do not necessarily
activated conditions.
need to perform or directly oversee the various tasks related to
EOC management. These tasks may require other technical
5. Significance and Use
disciplines or be the responsibility of other supporting depart-
5.1 Coordination of response and recovery support cannot
ments or agencies. Instead the EOC Planner/Coordinator en-
be performed well if the EOC team lacks an appropriate
sures that these responsibilities are performed and integrated
operating environment. An operating environment that in-
with each other.
creases stress in staff or hinders the ability to perform basic
6.6 The EOC Planner is an administrative position with
tasks will ultimately degrade the effectiveness of the EOC
responsibility for preparing the EOC facility, systems, and staff
team. EOC management must be accomplished in parallel with
for activation. The position may be either a dedicated full or
incident management support and should be transparent to the
part-time position, or assigned as an additional duty. The EOC
EOC team. EOC management must also be consistent with and
Planner ensures the EOC facility is ready for activation,
support the incident management system used by the EOC
complete with the emergency plans, technology,
team (for example, the Incident Command System mandated
documentation, standard operating procedures (SOP) or guide-
for use in the United States under the National Incident
lines (SOG) and other tools needed to support EOC operations.
Management System). Effective EOC management can be
6.6.1 This role may vary greatly from one EOC to another,
attributed to good preplanning and related training. This guide
and should be clearly defined by the AHJ.
provides the emergency management community with practi-
6.6.2 The EOC Planner should be familiar with best prac-
cal concepts and approaches for effective EOC management.
tices for EOC site selection, design, construction, and other
6. Roles
issues related to the development of an EOC. There may be
6.1 EOC management can be divided into three basic opportunity to propose and implement some of the information
phases: pre-activation, activation, and post-activation. Tasks presented in Guide E2668.
E2915 − 13 (2020)
6.6.3 The EOC Planner should be familiar with best prac- being needed for new printers or updates being performed on
tices for continuity of operations and incorporate these prac- cache computers. There may also be a need for new or
tices into EOC planning. modified service and maintenance agreements.
6.6.4 The EOC Planner should be familiar with the entity’s
7.4 Maintenance and Repair Program—Many EOC sys-
emergency operations plans and the organizational structure
temsrequireregulartestingandmaintenancetoremainmission
used by the EOC team.
capable. There should be a formal program to address these
6.7 The EOC Coordinator is activated as part of the EOC
needs and any equipment in inventory. This program should
team, usually as part of the EOC’s Managers staff, with
include 24-h emergency contact information for those who
responsibility for coordinating support to the EOC team and
provide these services. Some equipment, such as amateur
managing the facility during activation of the EOC.
radio, require specialized licenses for testing.
6.7.1 The responsibility granted to the EOC Coordinator
7.5 Facility Services—The EOC requires support services
positionmayvarygreatlyfromoneEOCtoanother,andshould
such as utilities, janitorial and security. For example, janitors
be clearly defined by the authority having jurisdiction and
usually clean in the evening after hours. In a 24-h operation,
documented appropriately (for example, plans, policies, del-
this one-time cleaning may not be sufficient and standard
egation authority, etc.).
cleaning may be disruptive to operations. EOC contracts
6.7.2 The EOC coordinator should be familiar with the
should have provisions specifying how service is to be pro-
entity’s emergency operations plans and the organizational
vided during activation. These services should be capable of
structure used by the EOC team.
being modified during activation of the EOC. Modifications to
6.7.3 The EOC Coordinator should have access to the
EOC contracts can be preplanned as emergency clauses in
various plans, documents, records, supplies, communications,
contracts or may be setup as standby contracts.
and other tools used by the EOC team during activation.
7.6 Facility Use Scheduling—When an EOC is activated in
6.8 The EOC Planner or the EOC Coordinator, or both, may
a multi-use facility, specific areas will be re-designated from
need additional staff to support their activities. Sources for
their normal use for EOC operations or support functions.
such support staff may include trained volunteers. The type,
Daily schedules must be able to be rapidly changed to
complexity, and length of the incident will help determine
accommodate EOC activation. Schedules should be accessible
increases and decreases in the need for EOC staff.
and provide 24-h contact information to cancel or relocate
7. Pre-Activation Responsibilities pre-planned events.
NOTE 1—The following are the primary responsibilities of the EOC
7.7 Supplies Management—While initial stocked supplies
Planner.TheEOCPlannerdoesnotnecessarilyneedtoperformordirectly
oversee these responsibilities. He or she should ensure that these respon- should be available for 72 h or more, a surge of personnel may
sibilities are performed and integrated with each other.
use supplies faster than anticipated. A plan should be in place
to inventory and coordinate resupply during activation and to
7.1 Operational Planning—Operational planning for the
restock in the post-activation phase. This would include items
EOC team may or may not be part of the direct duties of the
such as stored water and rations, equipment and parts, and
EOCPlanner.However,itiscriticalthatthelayoutandsystems
sanitary, medical, office, and laundry supplies. Items with a
of the EOC be configured to support the incident management
shelf life
...
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