1、Designation: E2668 10Standard Guide forEmergency Operations Center (EOC) Development1This standard is issued under the fixed designation E2668; 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
2、parentheses 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 develop-ment of an emergency operations center (EOC).1.2 An EOC may be developed by either the pub
3、lic orprivate sector in response to the demonstrated or predictedneed for a designated facility at which those involved inemergency/disaster management and the coordination of re-sponse and recovery efforts work.1.3 This guide may also serve as a foundation for largerfacilities such as a regional op
4、erations center (ROC) or stateoperations center (SOC) with a broader area of responsibilityand more extensive needs to communicate and coordinate withothers.1.4 This standard does not purport to address all of thesafety concerns, if any, associated with its use. It is theresponsibility of the user o
5、f this standard to establish appro-priate safety and health practices and determine the applica-bility of regulatory limitations prior to use.2. Referenced Documents2.1 NFPA Standards:2NFPA 90A Standard for the Installation of Air Conditioningand Ventilating SystemsNFPA 90B Standard for the Installa
6、tion of Warm Air Heat-ing and Air Conditioning SystemsNFPA 110 Standard for Emergency and Standby PowerSystemsNFPA 220 Standard on Types of Building ConstructionNFPA 1221 Standard for the Installation, Maintenance, andUse of Emergency Services Communication SystemsNFPA1561 Standard on Emergency Serv
7、ices Incident Man-agement SystemNFPA 1600 Standard on Disaster/Emergency Managementand Business Continuity ProgramsNFPA 5000 Building Construction and Safety Code2.2 Other Standards:ASCE/SEI 7-05 Minimum Design Loads for Buildings andOther Structures3CPG-101 March 2009 (Developing and Maintaining St
8、ate,Territorial, Tribal, and Local Government EmergencyPlans)NIMS December 2008 (National Incident ManagementSystem)NRF January 2008 (National Response Framework)3. Terminology3.1 Definitions of Terms Specific to This Standard:3.1.1 authority having jurisdiction (AHJ), nthe organiza-tion, office, or
9、 individual responsible for approving equipment,materials, an installation, or a procedure. NFPA 15613.1.2 entity, ngovernmental agency or jurisdiction, pri-vate or public company, partnership, nonprofit organization, orother organization that has emergency management and conti-nuity of operations r
10、esponsibilities. NFPA 16003.1.3 established EOC, nfacility temporarily created tomanage or coordinate emergency operations or like functions.3.1.4 standing EOC, nexisting fixed facility that serves asa location for entities to manage or coordinate emergencyoperations or like functions.3.2 Acronyms:3
11、.2.1 ADAAmerican with Disabilities Act3.2.2 AHJAuthority Having Jurisdiction3.2.3 ARCAmerican Red Cross3.2.4 BCMBusiness Continuity Management3.2.5 CERTCommunity Emergency Response Team3.2.6 COGContinuity of Government3.2.7 COOPContinuity of Operation3.2.8 COTSCommercial-Off-The-Shelf3.2.9 EOCEmerge
12、ncy Operations Center3.2.10 FEMAFederal Emergency Management Agency3.2.11 HVACHeating, Ventilation, and Air Conditioning3.2.12 ICSIncident Command System3.2.13 ISTIncident Support Team3.2.14 ITInformation Technology3.2.15 JICJoint Information Center3.2.16 JISJoint Information System1This practice is
13、 under the jurisdiction of ASTM Committee E54 on HomelandSecurity Applications and is the direct responsibility of Subcommittee E54.02 onEmergency Preparedness, Training, and Procedures.Current edition approved Sept. 1, 2010. Published November 2010. DOI:10.1520/E2668-10.2Available from National Fir
14、e Protection Association (NFPA), 1 BatterymarchPark, Quincy, MA 02169-7471, http:/www.nfpa.org.3Available from American Society of Civil Engineers (ASCE), 1801 AlexanderBell Dr., Reston, VA 20191, http:/www.asce.org.1Copyright ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken
15、, PA 19428-2959, United States.3.2.17 MRCMedical Reserve Corps3.2.18 NEMANational Emergency Management Agency3.2.19 PCPersonal Computer3.2.20 PIOPublic Information Officer3.2.21 PSAPPublic Safety Answering Point3.2.22 ROCRegional Operations Center3.2.23 SARSearch and Rescue3.2.24 SOCState Operations
16、 Center3.2.25 USARUrban Search and Rescue4. Summary4.1 It is recognized that a “one size” approach will not fit alljurisdictions. EOCs need to be developed and maintainedbased on the risks, vulnerabilities, capabilities, and needs of theentity. For example, some areas do not need to have seismic orh
17、urricane response capability. However, there are commonfunctional elements such as communications and work spacethat every EOC needs. This standard guide addresses processesand procedures for the development of a new EOC facility orthe modification of an existing facility.4.2 With these consideratio
18、ns in mind, a tiered approachshould be taken that allows an entity to develop an EOC basedon the particular needs and constraints of that organization andlocation while considering guidelines necessary for potentialgrowth. It is important to recognize the need for alternative orbackup facilities. Th
19、us, this standard guide provides guidancefor developing redundant resources.5. Significance and Use5.1 A critical part of developing an emergency managementcapability is establishing and preparing to operate an EOC. Awell-designed EOC, coupled with well-trained personnel, willenable the coordination
20、 of response and recovery activities. AnEOC can serve as an effective and efficient facility forcoordinating all emergency response efforts and will optimizeemergency communications and information management.This standard guide is intended to provide the emergencymanagement community with practical
21、 concepts and ap-proaches to develop an effective EOC.6. EOC Development6.1 Needs AssessmentBefore beginning the planning anddevelopment of a new permanent EOC or modification of anexisting EOC, a needs assessment should be conducted thatincludes hazard identification, risk analysis, and capabilitya
22、ssessment. The emergency management requirements of thejurisdiction should be based on the identified hazards and thetypes of incidents that are anticipated for the entity, the severityof the resulting impacts of those incidents, and the possibilityof their occurrence. Other important factors are th
23、e size andtype of the jurisdiction.Ahighly urbanized area, due to its highvolume of commercial and industrial infrastructure, broadspectrum of land uses, and size of potentially-impacted popu-lations, would require greater resources than a small rural area.However, rural areas in which unique indust
24、rial or largeFederal facility operations are located may have specific risksand hazards that would have a direct impact on the size, scope,and need of an EOC facility. Additionally, a capability assess-ment is needed for the entity to determine whether locallyavailable resources can respond adequate
25、ly to the range ofspecific incidents identified in the hazard and risk assessment.It is extremely important for an entity to know the limits of theresources (personnel and equipment) under its jurisdiction.6.2 In determining the need for, planning of, and develop-ment of an EOC, it is important to r
26、eview and incorporate theemergency management and response guidance and require-ments of NFPA 1600, NFPA 1561, the NIMS December 2008,the NRF January 2008, and CPG-101 that are applicable to anEOCs design and development.6.2.1 Hazard/Threat Identification and AssessmentThisreflects a comprehensive a
27、nalysis of the types of hazardsassociated with incidents that the jurisdiction might need tomanage. It reflects not only the most likely events, but alsothose that are less likely to occur but would have significantconsequences if they occurred.6.2.2 Risk AnalysisThis is a process in which the hazar
28、dsidentified in 6.2.1 are ranked based on the likelihood that theymight occur, as well as the significance of the consequenceshould they occur. This can be a numeric rating or qualitativerating, such as likely, very likely, or less likely. The highest-scored hazards are addressed first and the lowes
29、t-scoredaddressed last. The degree of impact (that is, consequence) isincluded in the analysis for each threat.Aless likely threat (lowfrequency of occurrence) may have a higher impact if it wereto happen, and that may affect the urgency of response for thatthreat. The following definitions of likel
30、ihood terms can beused as a guide: An incident or event deemed “likely” to occurhas a greater than 66 % probability of occurring. A “verylikely” result has a greater than 90 % probability. “Extremelylikely” means greater than 95 % probability, and “virtuallycertain” means greater than 99 % probabili
31、ty.6.2.2.1 Vulnerability AssessmentOnce hazards are identi-fied, the vulnerability assessment is applied to determine whichpotential incidents or events need to be considered whenestablishing an EOC. For example, the Authority HavingJurisdiction (AHJ) would not want to place the EOC in an areawhere
32、routine flooding occurs when it has identified flooding asa high risk, unless the facility is specifically needed in thatlocation and sufficiently protected from such risk.6.2.3 Emergency Management OperationsConsider theaspects of emergency management operations that help definean AHJs need for an
33、EOC.6.2.3.1 Consequence ManagementConsider the impact orresult of an incident, which is the primary focus of EOCactivities. Each agency in the jurisdiction determines how eachidentified incident is addressed and determines what is neededin terms of space allocation, equipment needs, facility systems
34、,or other requirements of a supporting EOC.6.2.3.2 Capability AssessmentA capability assessment re-views the ability of a government, individual or company toaddress identified hazards. Such an assessment should reviewtechnical ability, financial resources, legal and institutionalframeworks and poli
35、tical will. A capability assessment canreveal gaps in existing capability for hazard response anddevelopment control, as well as highlight currently functioningmitigation activities. This assessment can help identify policyE2668 102and structural changes that must be made to institutionalizemitigati
36、on. Some mitigation options may be eliminated fromconsideration due to barriers to implementation identifiedduring the capability assessment. This is the AHJs determina-tion of its capability to provide actions and resources, and towhat level these needs can be addressed by the AHJ. This willhelp de
37、termine the size and scope of the EOC facility.6.2.3.3 Legal ResponsibilityIncorporates the AHJs re-view of all applicable laws, policies, and procedures that shapethe framework of the AHJs emergency management respon-sibility. This review should specifically identify any legalaspects required of th
38、e jurisdiction, what equipment is re-quired, and any laws that address construction or facilityrequirements.6.2.3.4 VisionThis defines the long-term view of what theAHJ believes needs to occur in an ideal setting. Understandingthat, the AHJ must be willing to make decisions based onissues such as co
39、st/benefit and overall financial capabilities. Atypical EOC organization vision statement addresses topicssuch as direction and control, situational assessment, coordi-nation, priority establishment, and resource management.6.2.3.5 MissionThis defines what the AHJ believes is theoverall purpose of t
40、he EOC organization being established.6.2.3.6 Facility OccupancyOccupancy can vary. The en-titys EOC facility could be a stand-alone building or in ashared facility (that is, jointly with a police or fire departmentor the 911 center) or just a room that has been designated in anexisting facility. It
41、 can be a dedicated EOC facility (perma-nently set up for immediate use) or one that has been modifiedto accept equipment and personnel (for example, prewired foradditional phone lines).6.2.3.7 Facility UseIn many cases, the EOC can bedesigned for multiple uses. This may include a training room,conf
42、erence room, and storage. Some facilities are dedicatedand therefore reserved solely for use as an EOC. The EOC canbe located within a larger facility that may include usage byother organizations or departments. Consider that the EOCdesign plan has the option of converting normal use of spaceinto an
43、other type of use during an incident, or as the incidentrequires more personnel at the facility and more space isneeded. Planned use of sliding room divider walls in facilitydesign may provide more flexibility in facility use. Alternateplanned space usage during an incident can also impact facilityp
44、lanning regarding changes in levels of security for differentareas, space requirements, storage needs, locations and size ofrestroom facilities, power and other utility needs, communica-tions and other technology, vehicle parking, and other suchissues.6.2.3.8 Facility FunctionalityThe key to functio
45、nality isthat it works for the organizations using it. Whether the facilityis dedicated or multi-use, the objective is to be able to meet theneeds of the organization in the role of an EOC. For some, thismight be a compromise between what is seen as ideal and whatis realistically possible. TheAHJ sh
46、ould ensure that all partnerswho use the facility have the opportunity to provide input.6.3 Create an EOC Design TeamThe design team shouldbe inclusive rather then exclusive. The AHJ may want toestablish a core team of key individuals who will do most ofthe groundwork and will have final approval au
47、thority, but theoverall size of the team should not be limited.6.3.1 Identify Team MembersThe team should be com-prised of members who may or will participate in operationswithin the EOC.6.3.1.1 Include the Public SectorInclude the primarypublic sector agencies and departments within the entitysjuri
48、sdiction that would operate in the facility during anemergency. Even if the facility belongs to a private entity, thepublic sector can provide guidance, input, and possibly aliaison to the entitys facility. Some of the most overlookedpublic sector representatives are legal counsel and designprofessi
49、onals.6.3.1.2 Include the Private SectorWith the growing em-phasis on the essential role of the private sector in a disaster/emergency, it is critical to get the private sector involved. TheAHJ may wish to include either a seat for a liaison or, in somecases, a separate room for a private sector operations center(this may be especially important in larger urban or stateEOCs). Participation should be limited to private sector entitieswith mature EOCs and those that can provide needed supportto other response entities such as teleco
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