EOC Trainees Manual - Updated

EMERGENCY
EOC OPERATIONS CENTER

TRAINING COURSE
TRAINEE’S MANUAL
Contents
Course Overview ...................................................................................................... 1
Self-Paced Learning Sessions ................................................................................ 8
Introduction to Emergency Operations Center ........................................................... 8
Introduction to Incident Command System............................................................... 13
Video Teleconferencing Modules ......................................................................... 22
Module 1: EOC Operations ...................................................................................... 22
Module 2: EOC Organization and Staffing ............................................................... 30
Module 3: EOC Facility Design and Requirements .................................................. 36
Module 4: Determining EOC Communication Requirements ................................... 43
Module 5: EOC Information Management Requirements ....................................... 477
Module 6: EOC Planning Process ............................................................................ 50
Module 7: EOC Readiness ..................................................................................... 522

Course Overview:
Emergency Operations Center
Background
As provided for in the Republic Act (RA) 10121, the Office of Civil Defense (OCD), as
the Executive Arm and Secretariat of the National Disaster Risk Reduction and
Management Council (NDRRMC), is mandated to establish standard operating
procedures (SOPs) for coordination across all phases of disaster. Under the thematic
area of Disaster Response, one of the coordinating mechanisms established is the
Incident Command System (ICS). Introduced in the country by the United States
Forest Service (USFS), ICS is a standard, on-scene, all-hazard incident management
concept that can be used by all response groups. It helped to enhance the operations
of responders particularly in ensuring accountability, facilitating proper resource
management, and promoting safety.
Aside from ICS, another significant disaster response program of the NDRRMC is the
Cluster Approach. As stipulated in the National Disaster Response Plan, the
Response Clusters shall serve as the operating mechanisms to provide widespread
support in terms of resources pooling and mobilization for massive humanitarian
assistance and disaster response services.
The ICS and the Cluster Approach are two distinct yet complementary systems. As
evidenced by past major operations for disasters and planned events in the country,
both systems effectively complement each other by using the “force-provider” and
“force-employer” relationship. ICS, as the “force employer”, is used to manage on-
scene response while the Response Clusters, as the “force providers”, act as
supporters to the Incident Management Teams (IMTs).
To facilitate the interoperability of these two (2) important entities, the Emergency
Operations Center (EOC) has been underscored. The EOC is the facility equipped
with personnel and resources that serves as repository of information and main hub
for coordination to support the management of an incident or planned event. In this
context, the EOC acts as the link between the IMTs and the Response Clusters.
While R.A. No. 10121 clearly requires the establishment of operation centers across
all the DRRMC levels, there have been no clear guidelines and training as to how to
properly manage and operate an EOC. Evidently, establishing an EOC as physical
facility complete with monitoring tools and communications equipment is not enough
given all the complexities of providing linkages between the IMTs and the Response
Clusters. While there are some well-maintained and sophisticated EOCs established
Emergency Operations Center 1

in some parts of the countries, there has been no common operating procedure as to
how inter-agency and multi-level coordination of response shall be facilitated.
In this regard, the EOC training course is hereby prepared.
Course Objectives
General Objective
At the end of the training, the participants will be able to obtain the knowledge and
skills required in the effective operationalization and management of an EOC.
Specific Objectives
Upon completion of the training, the participants will be able to
1. Discuss the concept of the EOC, its legal mandate, and role in the broader
spectrum of the Philippine DRRM system
2. Discuss the approaches for the EOC operations
3. Describe the considerations for staffing and organizing an EOC
4. Determine the physical requirements for establishing an EOC
5. Explain the communication essentials of an EOC
6. Discuss the considerations for information management as applied in an EOC
7. Explain the importance of the EOC planning process
8. Describe the approaches in ensuring the readiness of an EOC.
Teaching-Learning Methodologies
As we had transitioned into the “new normal,” the OCD-CBTS ushers its participants
into a variety of online tools designed to fit the course and accommodate its learners.
The course utilizes the following teaching-learning methods:
• Self-Paced Learning is a method in which the learners can control the amount
of material content they consume, as well as the duration of time needed to
learn the new information properly. Note however, each self-paced session is
given a corresponding technical training time credit.
• Video teleconferencing (VTC) is a learning technology that facilitates the
communication and interaction of two or more users through a combination of
high-quality audio and video over the internet. As face-to-face learning is
currently adjourned, VTC is used for lectures and other interaction.

• Online Evaluation, in the forms of pre-training and post-training tests, is
administered to assess the effectiveness of the training course. Likewise, self-
paced quizzes and assignments are given during for the course duration.
Duration
Five (5) days with a total of 25 training hours (13.5 hours self-paced and 11.5 hours
VTC).
Category: Leadership/ Management Course
Completing this course will credit 25 leadership/management training hours.
Guidelines for Participants
Requirements for course completion

• Take the Pre-test
• Complete all VTC Modules/ Sessions
• Complete all Self-paced readings and quizzes
• Accomplish Evaluation Forms
• Pass the Post-Test (60% passing grade)
• Submit all Assignments on time. Each assignment gets a corresponding score
▪ Complete and very satisfactory- 5/5
▪ Complete and satisfactory- 4/5
▪ Incomplete submission- 3/5
▪ No submission- 2/5
Video-teleconferencing rules
• Reflect NAME and OCD ID Number in your account name.
• Open your video camera.
• Dress appropriately.
• Choose a suitable background.
Online discussion rules

• All participants are muted by default.
• Strictly no interruption during the lecture. There will be an open-forum
afterwards.
• Put your questions in the chat box (or ask them during the open-forum)
• Wait to be acknowledged before you unmute.
Certification
The issuance of certificates shall adhere to the requirements pursuant to OCD Office
Order 182, s. 2017: Guidelines on the Implementation of OCD Disaster Risk Reduction
and Management (DRRM) Training Courses. Per item 8.8.3.1, “Certificate of
Completion shall be awarded to trainees who attended all sessions and successfully
satisfied the requirements of the training course.” This includes the active participation
in the activities and the completion of Level 2: Learning Level Evaluation with a passing
grade (50% + 1). Per item 8.8.4 of the said OCD Office Order, “Certificate of
Participation shall be given if the trainee missed a maximum of 5% of the required
training hours and/or was not able to satisfactorily perform based on the set objectives
of the training course.”
Further, pursuant to OCD Office Order No. 196, s. 2019: Revised Guidelines on the
Implementation of Levels 1 and 2 Evaluation for DRRM Training, in item 9.2, it is
specified that a participant shall be required to take the pre-test and post-test under
the following conditions to receive Certificate of Completion:
• Pre-test: must accomplish the pre-test but no passing grade required

• Post-test: must earn a passing grade (60% of the total test items) or higher
Gender Sensitivity and Responsiveness
The OCD upholds the principles of gender and development in the implementation of
all its training programs. Hence, it is important for all attendees to maintain gender
sensitivity and responsiveness throughout the course.
Training Team Assistance

Please feel free to contact or approach any of the OCD Secretariat for assistance on
any training-related concern.
For further inquiries, you may contact:

Capacity Building and Training Service
Office of Civil Defense Central Office
8912 - 4832 / 8421-1926
cbts@ocd.gov.ph

Course Modules
Self-paced Modules
Introduction to Introduction to the concept of the EOC, its legal
Emergency mandate, and role in the broader spectrum of the
Operations Center Philippine DRRM system.
Introduction to Introduction to the concept of ICS, highlighting its

background and development as well as its key
ICS
features and principles.
VTC Modules
Highlights how to operationalize an EOC, including

Module 1:
the relationship between EOC staff, including clusters,
EOC Operations
and IMTs.
Discusses the considerations for staffing and

Module 2:
organizing an EOC in accordance with the principles
EOC Organization
of ICS, and considerations for EOC staffing and stress
and Staffing
management.
Module 3: EOC
Highlights the essentials in establishing the EOC as
Facility Design and
a facility as well as other building requirements.
Requirements
Module 4:
Covers the primary requirements for EOC
Determining EOC
communications and common communication
Communication
technologies.
Requirements
Module 5: EOC
Highlights how to determine EOC information needs,
Information
the importance of information management systems,
Management
and meeting public information demands.
Requirement
Module 6: EOC Underscores the importance of action planning to
Planning Process achieve EOC priorities.
Highlights key recommendations on ensuring the
Module 7: EOC
capability readiness of an EOC as part of the ways
Readiness
ahead.

Course Program
Day 1: Pre-Work (Around 7 hours and 30 minutes)

(VTC: 1 hour and 30 minutes; Self-paced 6 hours)
Time Particulars Duration Methodology
0830H – 0930H Training Orientation 1 hour VTC
0930H –1000H Course Overview 30 minutes VTC
N/A Pre-Test 1 hour Self-paced
Introduction to Emergency
N/A 2 hours Self-paced
Operations Center
Introduction to Incident
Command System
N/A Assignment 1: Situation Analysis 1 hour Self-paced
Day 2: Around 5 hours and 30 minutes

(VTC: 3 hours and 30 minutes; Self-paced: 2 hours)
0800H – 0830H Recap 30 minutes VTC
1 hour and
0830H – 1000H Module 1: EOC Operations VTC
30 minutes
1000H – 1015H Open Forum 15 minutes VTC
Module 2: EOC Organization
1015H – 1115H 1 hour VTC
and Staffing
Assignment 2: Stakeholders
Identification

(VTC: 3 hours and 30 minutes; Self-paced: 1 hour)
Module 3: EOC Facility
0830H – 0930H 1 hour VTC
Design and Requirements
Module 4: Determining EOC
0945H – 1030H 45 minutes VTC
Communication Requirements

Module 5: EOC Information
1030H – 1115H 45 minutes VTC
Management Requirements
Assignment 3: Essential
N/A 1 hour Self-paced
Elements of Information

(VTC: 3 hours; Self-paced: 2 hours and 30 minutes)
Module 6: EOC Planning
0830H – 0930H 1 hour VTC
Process
1000H – 1100H Module 7: EOC Readiness 1 hour VTC
Assignment 4: EOC Action 2 hours and 30
N/A Self-paced
Planning minutes
Day 5 Post-Training: Around 2 hours Self-paced

N/A Post-Test 1 hour Self-paced
N/A Training Evaluation 1 hour Self-paced

Self-Paced Learning Sessions
INTRODUCTION TO EMERGENCY OPERATIONS
CENTER
Module Objectives
Upon completion of the module, you will be able to
1. Describe the overview of Emergency Operations Center (EOC)
2. Determine the concepts and principles associated with the EOC.
Overview of Emergency Operations Center
EOC exists to support incident operations by performing various coordination

functions.
Definition of EOC
Emergency Operations Center (EOC) is a designated facility that is staffed and
equipped with resources to undertake multi-stakeholder coordination, manage
information, and facilitate resource mobilization.
From the name itself, an EOC operates during an emergency situation. Its main role
is to support incident operations.
Common EOC Functions

Disseminate public warnings
Among the main functions of an EOC is dissemination of public warnings. Advisories
from scientific and warning agencies are made known to the people through various
means such as text blast, calls and online dissemination through websites and social
media.
Collect, analyze, manage, and disseminate information

EOC serves as the repository of all incident information. It collects, collates,
validates, analyzes data by teams working on the ground, generates reports and
undertakes coordination.
EOC is also a facility used to house the documentation of all past incident operations
to include a review of pre-disaster and post-disaster activities undertaken by all key
actors.
Develop common operating picture

Through multi-stakeholder coordination, the EOC ensures that response systems are
interconnected and complementary, reinforcing interoperability among various
stakeholders.
Response efforts become more efficient and effective by coordinating available
resources and making decisions based on agreements. Such efforts are being
facilitated by the EOC.

Set response and early recovery priorities
EOC works to provide support for the implementation of tactical operations in the
field. It helps to set response and early recovery priorities based on requirements
from the ground and the direction from the emergency managers.
With reference to situation updates, the EOC also initiates and leads the conduct of
a multi-agency damage and needs assessment mission as needed.
Support resource management

EOC makes sure that the resources are available to support tactical response.
Hence, it coordinates with different agencies to acquire resources based on needs,
assigns them to specific areas, and monitors them to make sure that they reach the
teams in need.
Assist in issue-resolution
As the EOC gathers information, people managing EOC are able to think about the
bigger picture of the disaster more strategically than the tactical teams. Should
macro-level response issues arise, the EOC can undertake coordination to
troubleshoot. Among the support services that the EOC can facilitate are policy,
logistical, and even legal support.
Conduct press briefings

An EOC typically conducts press briefings or provides media releases to inform the
public about the status of the situation. The press should be considered a partner of
the EOC. A Public Information Officer (PIO) could be assigned to liaise at the EOC
with the media during emergencies.
Operations Center vs. Emergency Operations Center

Operations Center Emergency Operations Center
An Operations Center works When there is an ongoing or

typically on 24-7 basis (especially incoming potential emergency
for government response situation, the Operations Center
agencies and local government is on heightened alert. At this
units) even on normal condition point, the Operations Center is
(without any emergency). activated into an EOC.
Functions • Conducts normal monitoring • Coordinates requirements,

• Produces routine reports and information and resources for
office works a particular response
• Issues day-to-day advisories operation
• Produces situation reports
• Monitors situation
• Informs stakeholders about
the updates
Personnel Requires few personnel only to Requires additional personnel to

render duty render duty because of the
expanded functions

Institutionalization of EOC in the Philippines
Since 2010, various issuances have been released to support the institutionalization
of EOC.
2010→ Enacted on 10 May 2020, Republic Act (RA) 10121 requires the
establishment of operations centers across all levels of governance. Specific
provisions in the law are as follows:
Section 9. Powers and Functions of the OCD
(n) Establish an operating facility to be known as the National Disaster Risk
Reduction and Management Operations Center (NDRRMOC) that shall be
operated and staffed on a twenty-four (24) hour basis;
Section 10. Disaster Risk Reduction and Management Organization at the

Regional Level.
“… The RDRRMCs shall establish an operating facility to be known as the
Regional Disaster Risk Reduction and Management Operations Center
(RDRRMOC) whenever necessary…”
Section 12. Local Disaster Risk Reduction and Management Office

(LDRRMO)
(c) The provincial, city and municipal DRRMOs or BDRRMCs shall perform
the following functions with impartiality given the emerging challenges
brought by disasters of our times
(23) Establish a Provincial/ City/ Municipal/ Barangay Disaster Risk
Reduction and Management Operations Center.
Rule 4, Section 5, Implementing Rules and Regulations

Every member agency of the RDRRMC to establish its EOC and designate
a focal officer for DRRM.
2013→ Issued on 25 March 2013, NDRRMC-DILG-DBM JMC 2013-1 requires for

the development of standard operations manual for disaster operations
centers.
2014→ Issued on 4 April 2014, NDRRMC-DILG-DBM-CSC JMC 2014-1 requires

LDRRMOs to conduct continuous disaster monitoring and mobilize
instrumentalities of LGUs, CSOs, private sector and volunteers to utilize their
facilities and resources. It further requires the establishment of provincial,
city, municipal and barangay DRRM operations center.
2016→ Issued on 18 August 2016, NDRRMC Memorandum No. 43, s. 2016 requires
for the interoperability of Response Clusters and Incident Management
Teams through the EOC.
2018→ Issued on 25 October 2018, NDRRMC Memo No. 131, s. 2018 provides the
guidelines and standards on the establishment operationalization and
management of EOC.

EOC Concepts and Principles
EOC exists to support incident operations by performing various coordination

functions.
Stakeholder EOCs across Levels
The establishment of EOC is not restricted to the DRRMC. Different stakeholders

can establish EOCs across the different levels of governance.
At each level, individual agency/ department/ office EOCs, private sector EOCs and
CSO EOCs are all linked with the DRRMC EOCs, as the central coordinating centers
for emergency response.
Similarities and Differences between Stakeholder EOCs

Similarities Differences
• They maintain situation • They work according to
updates and reports. their mandates and
• They coordinate information policies.
and response requirements. • Their tools and
• They work during an equipment vary.
emergency situation, potential • Their operating teams
or actual. vary.
• They cater to multi-
stakeholders, both internal
and external.
EOC and the Three (3) Elements of Response

EOC plays an important role across the broad disaster response framework, known
as the three (3) Elements of Response, as adopted from the framework of the United
States Federal Emergency Response Authority.

Three (3) Elements of Response
1. Policy
Policy (Strategic) Level
The highest element is the policy level, where overall decisions are made. It is where
the Responsible Official (RO), who is the head of agency or person vested with
decision-making authority, is situated. The RO undertakes the following:
• Making policy decisions
• Establishing priorities
• Resolving critical issues.
During emergencies, the RO usually stays at the EOC to closely monitor the
situation and make immediate decisions.
2. Coordination
Coordination (Operational) Level
Coordination is where the EOC plays a vital role. Based on the priorities and
decisions at the policy level by the RO, the EOC performs the following functions:
• Mobilizing and tracking resources
• Collecting, analyzing, and disseminating situation report/ information.
The EOC serves as the repository of information and main hub for coordination. At
this point, the EOC also works closely with the Response Clusters, or organized
group of agencies that provides support in terms of pooling resources for operations.
3. Command and Control

Command and Control (Tactical)
Command and Control level pertains to the implementation of tactical or ground

response. This is where Incident Command System (ICS) is applied under the
leadership of the Incident Management Team (IMT). Functions performed at this
level by the IMT are
• Commanding responders for on- scene operations
• Controlling and managing the resources deployed tactically on the ground
• The IMT then reports progress and updates on the operations to the EOC
• Based on information obtained, the EOC then facilitates all the resources and
requirements needed.

INTRODUCTION TO INCIDENT COMMAND SYSTEM
Module Objectives
Upon completion of the module, you will be able to
1. Determine lessons from past incidents that led to the development of ICS
2. Explain the overview of ICS
3. Describe the key principles and features of ICS
4. Determine key events in which ICS was applied.
Lessons from Past Incidents
Philippines: a country that is at risk to disasters

Natural hazards abound in the Philippines primarily because of our geographic
location along the Pacific Ring of Fire and Pacific Typhoon Belt. This makes our
country prone to natural hazards such as earthquakes, tsunamis, typhoons and
tropical storms.
Aside from natural hazards, we also have to contend with various human-induced
hazards such as fires, bombing and terrorist attacks.
Common Issues with Disaster Response
1. Lack of reliable incident information

It is unclear who is the assigned public information officer to disseminate official
and legitimate situation update.
2. Inadequate communications
Stakeholders rely on their own communication tools and channels that are not
interoperable and interconnected with the rest.
3. Too many responders

• There are too many rescuers, emergency medical teams, fire fighters, social
workers, etc. in one incident area that compromise efficiency.
• “Span of control” is overwhelming, e.g., 1 supervisor commanding around
10 to 15 responders.
• Various responding agencies and organizations have their own organization
structures, with their respective chain of commands and authorities.

4. Lack of accountability
Some of the responders act as “freelancers” by initiating action on their own without
adhering to the authority of the persons in command or the leaders in the
jurisdiction.
5. Lack of structure for coordinated planning and response

There is no clear mechanism to harmonize multi-stakeholder planning and
response.
6. Unclear lines of authority

There are different “bosses” in one area and too many supervisors. There is no
clarity on who is calling the shots and in charge.
7. Terminology differences
Some personnel are unfamiliar with the terminologies and jargons used by others,
leading to confusion and ineffective communication.
8. Unclear or unspecified incident objectives

Since most of the responders are freelancer during those past incidents, incident
objectives are unclear or not properly disseminated to all involved in the response
effort.
9. Confusion arising from catastrophic events

Due to too many responders, no clear objectives, unclear chain of command, in
addition to the pressures of catering to the overlapping demands of the
communities (e.g., requests for rescue and assistance, instructions of higher
officials, etc) -- all these lead to confusion.
10. Political intervention

Some take advantage of the disaster for political interests. Others even abuse their
authorities.
Overview of ICS
What is ICS?
ICS is a standard, on-scene, all-hazard incident management concept that can be
used by DRRMCs at all levels, particularly response groups.
It is a universally accepted concept, a response mechanism attuned to international

guidelines. ICS is used is on the spot or at the actual scene of the incident. It can be
applied for all types of disasters, whether caused by natural or human-induced
hazards.
ICS is made practically for all stakeholders, whether government or non-government

disaster managers and responders.

Origin of ICS
ICS was brought to the Philippines by the US Forest Service with
funding from USAID through the ASEAN-US Cooperation on
Disaster Management, which started way back in 2003.
Originally referred to as FIRESCOPE, ICS was designed for
managing forest fires in the US and was eventually adopted for use
in managing tactical resources or all forms of emergencies.
ICS around the World
At the ASEAN, the practice of ICS promotes regional cooperation

among the 10 ASEAN Member States, including the Philippines,
as part of the declaration “One ASEAN One Response.”
The use of ICS is widespread in several countries around the world:

• United States • Bhutan
• Canada • India
• Australia • Sri Lanka
• New Zealand • Ethiopia
• Mexico • Ghana
• China • Latin American Countries
• Vanuatu • Many other countries
Harmonized Response
ICS allows users to adopt an integrated organizational structure to match the
complexities and demands of single or multiple incidents without being hindered by
agency or jurisdictional boundaries.
It allows different actors to harmonize their efforts, have a common objective despite
their differences in mandates, functions and priorities.
ICS Legal Bases

2010 → Republic Act 10121
ICS was mandated to be established in the Philippines through Republic Act
10121, particularly in the following provisions:
Section 9 (g): The Office of Civil Defense (OCD) shall "formulate standard
operating procedures for the deployment of rapid assessment teams,
information sharing among different government agencies, and coordination
before and after disasters at all levels."
Rule 7 (h), Implementing Rules and Regulations: The OCD shall “establish an
incident command system (ICS) as part of the country's existing on-scene
disaster response system, to ensure effective consequence management of
disasters or emergencies.”
2012 → NDRRMC Memo No. 4, s. 2012

Issued on 28 March 2012, this provides the guidelines on use of ICS as an
on-scene disaster response and management mechanism under the
Philippine DRRM System.
→ Executive Order No. 82, s. 2012

On 04 September 2012, Executive Order No. 82 was issued. Specifically,
under Section 4D, the Executive Order states that “as soon as an incident is
declared as approaching crisis level, the responding Crisis Manager activates
the Incident Command System (ICS)...”
2014 → OCD Memo 758A

OCD Memo No. 758A, s. 2014
Issued on 23 October 2014, this approves the ICS Field Operations Guide for
use and dissemination by the OCD.
2015 → NDRRMC Memo No. 48, s. 2015

Issued on 12 November 2015, this provides for the localization of ICS forms
in the Philippine context.
2016 → NDRRMC Memo No. 43, s. 2016

Issued on 18 August 2016, this provides the guidelines on the interoperability
of the Incident Management Teams and Response Clusters.
NDRRMC Memo No. 44, s. 2016

Also issued on 18 August 2016, this provides the guidelines on the
→
mobilization of Incident Management Teams.
NDRRMC-NSC JMC No. 1, s. 2016

Issued on 30 August 2016, this Joint Memorandum Circular of the NDRRMC
→ and the National Security Council requires the use of ICS as an integral
component of contingency plan for both natural and human-induced hazards.
2017 → NDRRMC Memo No. 100, s. 2017

Approved on 16 August 2017, this reiterates the training qualifications to
become recognized by the OCD as an ICS Cadre or Master Trainer.
2018 → DILG Memo No. 2018-49

Issued on 06 April 2018, this provides guidelines for the implementation of the
Seal of Good Local Governance. Specifically, ICS training has been required
as one of the assessment criteria that must be satisfied by local government
units to become qualified for the awarding of the Seal of Good Local
Governance.
NDRRMC Memorandum No. 131, s. 2018

→ Issued on 25 October 2018, this provides for the standardization of
Emergency Operations Center (EOC) in terms of establishment,
operationalization and management. It clarifies the application of ICS
principles in EOC. It also highlights how the EOC should work with the Incident
Management Teams during response.
Present Regional and Local Institutionalization

→ With references to the issuances from the national government, regional and
local DRRMCS also formulated their respective policies, guidelines and
ordinances to institutionalize ICS in their areas of jurisdiction.

Purposes of ICS
Safety of responders and others
This is the number one priority: safety of the responders before proceeding to help
others. In ICS, a response operation can be put on hold or even terminated if the site
is not safe for the responders.
Achievement of tactical objectives

Tactical objectives are formulated as bases for the actions of the responders. In other
words, when you are deployed on-scene, you should know what your actual role and
contribution for the operations is.
Efficient use of resources

ICS ensures that resources match the needs of the incident. This is to prevent wastage
and overlapping of functions.
Proof of Effectiveness of ICS
The effectiveness of ICS in the Philippines has been proven academically

through the study conducted by the OCD and the Polytechnic University of the
Philippines (PUP) on the ASEAN 2017 Operations.
Based on findings, ICS is effective in terms of maintaining an integrated management

organization, ensuring agencies’ contribution, management of agency responsibilities,
and implementation of overall command and control.
Another study assessed the reliability and effectiveness of ICS in three (3) criteria:
policy, training and operations. The findings of the study indicate that ICS is reliable
and effective as an on-scene disaster response and management mechanism in the
country. ICS puts order in disasters. It systematizes and standardizes processes
by integrating mandates and functions of various stakeholders. ICS is a platform of
convergence for government, private sector, CSOs/NGOs and the community to work
together in managing disasters, and yield mutually desired results.

Principles and Features of ICS
Common Terminology
• All ICS communications should be done in plain language. Radio codes,
agency- specific codes, acronyms, and other jargon should be avoided to
ensure that radio traffic can be understood by everyone on that channel. This
ensures better communication and a safer work environment.
• Common terminology allows diverse incident management and support entities

to work together. Major functions and functional units with incident management
responsibilities are named and defined. Terminology for the organizational
elements involved is standard and consistent.
Modular Organization
• The ICS organization is flexible and modular. Organization develops in a top-
down fashion, beginning with the Incident Commander (IC). The IC establishes
organization based on incident size, complexity, and specific hazards.
• ICS also adheres to the principle of “Form follows function”, i.e., only
functions/positions necessary for the incident will be filled or activated.
Management by Objectives
The ICS is managed by objectives. In order to achieve the desired goal at the top of
the triangle. There are four essential steps. These steps take place in every incident
regardless of size or complexity.
1. Understand agency policy and direction

2. Establish incident objectives
3. Select appropriate strategy
4. Perform tactical direction (applying tactics appropriate to the strategy, assigning
the right resources, and monitoring performance)
Span of Control
• Span of control pertains to the number of individuals one supervisor can
effectively manage.
• Maintaining an effective span of control is particularly important in incidents

where safety and accountability have top priority.
• In ICS, the ideal span of control for any supervisor falls within a range of 3 to 7
subordinates. If a supervisor has fewer than 3, or more than 7, people
reporting to him/her, some adjustments to the organization should be
considered.
Incident Facilities and Locations

In ICS, there are several incident facilities and locations being established depending
on the needs of the incident. Examples are shown in the slide. The functions of the
facilities will be discussed in the succeeding modules.

Resource Management
• Resource management includes processes for categorizing, ordering,
dispatching, tracking, and recovering resources.
• Maintaining an accurate and up-to-date picture of resource utilization is a critical
component of incident management.
Integrated Communications
The ability to communicate within the ICS is essential. Communications can be viewed
in at least three different ways:
• The "hardware" systems that transfer information
• Planning for the use of all available communications frequencies and resources
• The procedures and processes for transferring information
Just as every incident requires an IAP, every incident also needs a Communications
Plan. Like the action plan, the Communications Plan can be very simple and stated
orally, or it can be quite complex, and form a part of a written IAP.
Establishment and Transfer of Command

• The command function must be clearly established from the beginning of
incident operations. The agency with primary jurisdictional authority over the
incident designates the individual at the scene responsible for establishing
command.
• The command may also be transferred from one IC to another depending on
the situation. When command is transferred, the process must include a briefing
that captures all essential information for continuing safe and effective
operations.
Chain of Command and Unity of Command

• Chain of Command means that there is an orderly line of authority within
the ranks of the organization with lower levels subordinate to, and connected
to, higher levels.
• Unity of command is ensuring unity of effort under one responsible person
(or commander) for completing a task.
• Chain of Command and Unity of Command help to ensure that clear
reporting relationships exist. They eliminate the confusion caused by
multiple, conflicting directives.
Unified Command
• Unified Command enables all responsible agencies to manage an incident
together by establishing a common set of incident objectives and strategies.
• It allows Incident Commanders to make joint decisions by establishing a single
command structure. In maintaining unity of command, each employee only
reports to one supervisor. There is shared responsibility and accountability.
“Check-in” for Accountability

• Several procedures within the ICS ensure personnel accountability. Among
these procedures is the conduct of "check-in."
• Upon arrival at the response site, all responders, regardless of agency or

affiliation, must check-in by reporting to the person in charge, the Incident

Commander, and receive an assignment in accordance with the procedures
established.
Dispatch/Deployment
• Resources should respond only when requested or when dispatched by an
appropriate authority through established resource management systems.
• Receipt of a complete deployment briefing is important. The situation must
be assessed, and the response must be thoroughly planned. Managing
resources safely and effectively is the most important consideration.
Information and Intelligence Management

Information and intelligence are critical to incident response. It is important that the
incident management organization establishes a process for gathering, sharing,
and managing incident-related information and intelligence.
Forms and Tools

ICS has a variety of tools, including forms, to help standardize procedures and
documentation.
Incident Action Plan

• Every incident needs an action plan. At first, response operations
commence based on existing practices and standards. As incidents grow in
complexity and/or size, ICS provides a format for a written action plan, referred
to as the Incident Action Plan (IAP).
• The purpose of the IAP is to provide all incident supervisory personnel with
appropriate direction for action. The IAP specifies tactical actions
associated with the next operational period.
Documentation of ICS Application

2013 → Black Nazarene Traslacion
Since 2013, ICS is implemented during the celebration of Black Nazarene
Traslacion to ensure the safety of devotees from security threats, stampede,
and other untoward incidents. Principles such as unity of command are
applied to effectively manage event requirements.
2014 → Typhoon Ruby

In response to Typhoon Ruby, regional and local IMTs were mobilized. They
developed the Incident Action Plans and conducted Operational Period
Briefings for the responders. Evacuation procedures, rescue and clearing
operations were conducted efficiently and effectively.
2015 → Asia Pacific Economic Cooperation (APEC)

During the hosting of the APEC in 2015, several Incident Management Teams
were deployed to various engagement areas, hotels and meeting venues of
various regions to ensure the safety and welfare of the APEC delegates.
Moreover, during the APEC Economic Leaders Meeting, the concept of
Unified Command was applied by the NDRRMC under the Joint Task Group
Emergency Preparedness.
2016 → Mt. Apo Fire Incident
During the Mt. Apo Fire Incident, RDRRMC XI and XII fully applied the
concepts and principles of ICS to facilitate inter-agency response and prevent
further spreading of the fire. Moreover, the ICS was used for proper
coordination with other neighboring regions offering assistance.
2017 → Marawi Crisis

In response to Marawi Crisis, the National Incident Management Team was
mobilized to augment for consequence management. The focus was on the
provision of immediate needs for the communities displaced due to the armed
conflict situation.
2018 → Mayon Volcano Eruption

During the Mayon Volcano Eruption, RDRRMC V assisted the local
government units in managing the needs of the displaced population. An
Incident Management Team was mobilized to facilitate the distribution of relief
goods and other resources.
2019 → Batanes Earthquake

After the earthquake hit Batanes in July 2019, the mobilization of Incident
Management Team was among the initial actions undertaken by the local
government unit. An Incident Command Post was established, among other
ICS facilities, to manage the entry of external assistance.
2020 → Coronavirus Disease 2019 (COVID-19)

With reference to the National Action Plan, DRRMCs have been organized as
Task Forces for COVID-19. Among the mechanisms of the Local Task Forces
is the mobilization of Incident Management Teams. Examples of activities are
the management of areas under community quarantine, the distribution of
assistance to families, and the facilitation of resource needs for the locally
stranded individuals.

Video Teleconferencing Modules
MODULE 1: EOC OPERATIONS

Module Objectives
Upon completion of this module, the participants must be able to
1. Describe EOC activation considerations

2. Discuss initial EOC actions
3. Explain the EOC Staff-IMT interface
4. Explain the interoperability of Response Clusters, EOC, IMT
5. Describe EOC deactivation procedures.
EOC Activation
When to activate an EOC
• In the context of a threat

• In anticipation of a threat during
an event
• In response to an on-going
incident or emergency situation
Situations requiring EOC activation
• More than one area becomes involved in an incident

• Multiple agencies involved
• An incident could expand rapidly
• The locality is at risk
• A similar incident in the past required activation
• An emergency is imminent (e.g., tropical cyclone forecasts, flood warnings)
• Anticipated significant impacts on the population
• Need for support in acquiring additional resources
• As directed by the RO.

Sample Levels of Activation: NDRRMC Operations Center
EOC Activation Levels
Adjusting Levels of Activation

The EOC activation levels may adjust due to
• Size, scope, and complexity of the incident
• Staffing requirements
• Resource support needs.

Supplementary Material: NDRRMOC Alert Level Status

Initial Actions
Notification
Notify key agencies and stakeholders
Pre-Disaster Risk Assessment

Agenda Topics
• Situation briefing
• Organizational responsibilities
• Staffing requirements
• Reporting requirements.
Coordination with Stakeholders

• Determine response priorities
• Anticipate resource requirements
• Seek critical information
• Identify actions
Other Initial Actions

• Execute data collection plan
• Analyze reports and resource requests
• Initiate damage assessment
• Develop an operational strategy

EOC Staff - IMT Interface
EOC Staff-IMT Interface
As an incident expands in size or increases in complexity, central coordination is
needed and provided by an EOC.
ICP vs EOC
Resource Management: IMT vs EOC Staff
Essential Information for Resource Orders/Request

• Incident name
• Order/request number
• Date and time of request/order
• Quantity, kind and type of resource
• Reporting location
• Requested arrival time
• Radio frequency
• Person placing the request
• Callback number

Process for Filing Resource Request
Interoperability of Response Clusters, EOC and IMT

References
• NDRRMC Memorandum No. 43, s. 2016
Cluster
A cluster is a group of agencies that gather to work together towards common
objectives within a particular sector of emergency response.
Response Clusters

Three Elements of Response
Should there only be one RO, one EOC and one IMT for response?
Decisions and actions should be coordinated

EOC Deactivation
Triggers for Deactivation
• Situation has improved

• Tactical operations no longer require the support by the EOC
• Emergency situation can be effectively managed by lower level EOCs and/or
individual agencies/organizations
Example: Downgrading of NDRRMOC Alert Status
• Upon the recommendation of Dir., Operations Service to the Exec. Dir.,

NDRRMC
• Downgrading from RED to BLUE to WHITE shall be determined based on the
condition of affected areas
• Termination of disaster response can be the basis of downgrading the alert
status.

MODULE 2: EOC ORGANIZATION AND STAFFING
Module Objectives
Upon completion of this Module, the participants must be able to
1. Discuss functional approach for EOC organization

2. Describe the factors to consider in determining EOC staffing requirements.
EOC Organization
EOC organizational structure in the Philippines differs, based on the whether the EOC
is at the
• National level
• Regional level
• Local level
• Agency/Organizational level.
• Management: Provision of overall leadership in the EOC

• Operations: Facilitation of multi-stakeholder coordination in support of the
emergency response
• Planning: Performance of all functions pertaining to information management,
situation reporting, action planning, report development and dissemination.
• Logistics: Facilitation of all logistical requirements to support the activities of
the EOC
• Finance/Admin: Management of all financial and administrative concerns of
the EOC

Clusters in EOC Organization
Example: OCD EOC Interim Structure
Example: Quezon City DRRMC EOC Structure

Example: DOH HEHB Structure
DOH EOC Structure for ASEAN 2017 Operations
EOC Structure for 2019 Mindanao EQ Response

EOC Structure for TY TISOY 2019 Response
AHA Centre EOC Organization Structure
Designation of Positions

EOC Staffing
Factors To Consider
• Functions to be performed
• Knowledge, skills and attitudes
• Authority to perform tasks
Knowledge, Skill, and Attitude

• Does the individual assigned to perform a task have the understanding and
experience to carry out that task?
• Has the individual been trained or developed the capability to carry out tasks
required by the position?
• Does the individual have the right disposition or characteristic to do the tasks
required by the position?
Authority to Perform Tasks

Ensure that EOC staff has the authority to
• Make decisions
• Take appropriate actions
• Commit resources when necessary.
Establish orders of succession
EOC Staffing Levels: Factors to Consider

• Augmentation requirements
• Number of shifts
• Duration of emergency
• Health, safety and protection
• Individual staffing vs. organizational staffing
Operational Period
- Incident Command System (ICS) defines an Operational Period as “The
period of time scheduled for the execution of a given set of operational actions
as specified in the Incident Action Plan (IAP)”
- EOC operational period should be established to support the incident
objectives of the IMT.
Duration of an Incident/Event

What are some of the issues and challenges in ensuring an adequate
number of qualified EOC staff?
Examples of EOC Staffing Issues and Concerns

• Division of labour / multi-tasking
• Limited training opportunities
• Limited opportunity to take personal leaves and days-off
Overcoming EOC Staffing Challenges

• Develop job descriptions for every staff position
• Provide training opportunities for EOC staff
• Provide work-life balance opportunities
• Simulate EOC activations for lower-level events, exercises and internal
training
• Cross-training

MODULE 3: EOC FACILITY DESIGN AND
REQUIREMENTS
Module Objectives
Upon completion of the module, the participants must be able to
1. Discuss considerations for EOC design
2. Describe the EOC readiness levels and considerations for multi-use facilities
3. Explain the importance of having an alternate EOC.
Establishment of EOC
EOC Design
What are the typical requirements in establishing and designing an EOC?
Common EOC Physical Requirements

• Computer systems
• Communication tools and equipment
• Monitoring tools and equipment
• Work areas/ work stations
• Meeting rooms/ conference rooms
• Meal area
• Resting area
• Back-up power source
EOC Design: Factors to Consider

• Size
• Accessibility
• Safety and security
• Layout
• Capabilities
• Survivability

EOC Size depends on
• Required number of staff and duty personnel from other organizations
• Space for meetings/media/visitors
• Space for eating and resting
• Designated parking area
• Equipment requirements.
EOC Accessibility
EOC Safety and Security
Risk Assessment
A systematic approach to identify risks that are most likely to affect the EOC and its
surroundings.
Safety/Security Considerations
• Building code compliance
• Fire safety clearance

• Fencing permit
• Certifications: PHIVOLCS, PAGASA, MGB
• Ergonomics, DOLE, and CSC prescribed working standards
• Building/computer access control and security
EOC Layout
1. EOC layout depends on size, personnel, functions, and site constraints.
2. Must have
• Main operations room
• Other rooms for support activities
– Public Information/Media/Visitor area(s)
– Communications/Equipment
– Meeting/Conference Space
– Staff support areas (resting, pantry, showers).
EOC Basic Layout Example
EOC Operations Room Layout Examples
Common Options
• Conference Room (Boardroom)
• Situation Room (Mission Control)
• Sectioned Room (Marketplace)
• Virtual.
Conference Room Layout

• Staff gather around table(s)
• Emphasizes interaction and collaboration
• Visuals at one end of table
• Appropriate for small groups
• Used in small EOCs/multi-purpose facilities
• Can be used for DRRMC meetings

Sample Conference Room Layout
Situation Room Layout

• Rows of tables with side-by-side seating facing one wall with large visual
displays
• Technology “mediates” staff interactions
• Can support operation with break-out rooms
Sample Situation Room Layout
Sectioned Room Layout

• Collection of small conference type rooms grouped into “sections”
• Each section has specialized function
• “Management by Walking Around”
• Commonly used by DRRMC EOCs to facilitate multi-agency coordination

Sample Sectioned Room Layout
Virtual EOC
• Doesn’t require physical co-location
• Tasks conducted by phone, computer, video conferencing
• Enhanced by common information management system
Work from Home

• A recommended continuity strategy
• Virtual EOC is convenient during emergencies
EOC Capabilities
• Adequate ventilation and air conditioning
• Electricity supply with backup
• Water supply
• Communication systems
• Data management and storage
EOC Survivability
An EOC must remain operable for an extended period of time regardless of the
incident and other damages to the infrastructure.
Are there standard dimensions/ specifications for EOC facility?

• FEMA Standards
• 150–200 sq. ft. per person for the number of EOC staff assigned.
Flexibility of EOC Facility

EOC dimensions and specifications depend on
• Mandates and authorities (DRRMCs, NGAs, LGUs, NGOs, etc.)
• Availability of resources
• Availability of personnel.
 EOC function is more important than form.

EOC Readiness Levels and Multi-use Considerations
EOC Readiness Levels
Considerations for Multi-Use Facilities

• Design should be flexible
• Design should be streamlined to allow rapid setup during activations
• EOC staff should be trained in EOC set-up
• When activated, EOC needs should supersede all others
• Operations room should be reserved for activations or special activities
• Conference and training rooms can be used for meetings, media briefings, and
EOC staff support (e.g., dining and rest areas) during activations

Alternate EOC
All DRRMCs, agencies, and organizations should have an identified alternate EOC.
Selection of alternate EOC location should be based on same factors as the primary
EOC
• Accessibility
• Safety
• Size
• Systems capability
• Survivability.
Reference for Alternate EOC
Funding Support for EOC Establishment

MODULE 4: DETERMINING EOC COMMUNICATION
REQUIREMENTS
Module Objectives
Upon completion of this module, the participants will be able to
1. Explain key considerations for establishing communication systems in an EOC
2. Describe communication infrastructure and technologies.
EOC Communication Considerations
Requirement for EOC Communication Links
EOC Communication Considerations
• Resilience and Redundancy

• Interoperability
• Security
Resilience and Redundancy
• How do you ensure resilient communications systems?

• What if your primary communication system fails?
• What types of communications systems do you use as backup systems?
Backup Systems - Switch to a backup system when required.
Interoperability
The ability of public service and support providers to communicate with staff from
other responding agencies and to exchange voice and/or data communications on
demand and in real time.” - National Task Force on Interoperability

Determining Level of Interoperability
Mapping EOC Communications (Example at the City Level)

Considerations
• Does your EOC have interoperability with key partners?
• How can interoperability be improved?
Security
• EOCs should have the capability to send and receive secure data and audio
communications
• Rooms with secure equipment should have higher physical security measures
• Communications systems should be protected from unauthorized access and
hacking

Communications Infrastructure and Technology
Communications Infrastructure
• Backbone of EOC operations
• Must ensure
– Adequate numbers of phones, faxes, radios computers, copiers, etc.
– Secure communications capability
– Audio/video teleconferencing capability
– Remote or on-site server backup
Communications Systems
1. Voice
2. Video
3. Data
• Text
• Electronic files, records, and applications
• Digital audio files
• Digital video files
• Digital pictures
Common Communication Technologies

MODULE 5: EOC INFORMATION MANAGEMENT
REQUIREMENTS
Module Objectives
1. Determine common EOC information needs
2. Describe EOC information management technology and systems
3. Discuss the importance of Joint Information System.
Determining EOC Information Needs

Type of Data
Primary Data
Obtained first hand by the investigator
Secondary Data
Existing data which have been collected by other people for purposes that may be
different from the investigator’s
What you need to know?

• When did the disaster happen?
• How many people are affected?
• Where are the affected areas?
• Why did the disaster occur?
• Who needs priority assistance?
• What are the key issues and immediate needs?
Information Management: Considerations

• What information is needed?
• What will you do with it?
• How will it be collected?
• How will it be disseminated?
• What information needs to be protected?
• What information needs to be preserved?

Examples of Information Sources
People – Information Source
 Remember that people also serve as information sources
Essential Element of Information (EEI)

EEI is any key piece of information an official needs to have in order to make a
decision.
EEI Common Collection Methods

• Deployment of RDANA Teams
• Situation reports
• Internet data pulls
• GIS/Satellite imagery
• Reports from other agencies/organizations
Information Dissemination
• Identify your EEI end-users.
• Determine how to disseminate EEI to each end-user.
Information Management Technology and Systems

Information Management Technology Systems
Common requirements
• Internet Connectivity
• Computer Systems
• Audio/Visual Support

• GIS
• GPS
Internet Connectivity - Allows EOC to use online-based services such as

communications, web-based incident management software, and real-time
operational data collection.
Computer Systems - Provides various electronic services for the EOC such as
report development, data-processing, databasing, etc.
Audio Visual Support - Provides display capacities for the EOC for various situation
monitoring functions.
Global Positioning System (GPS) - Helps EOC to track various locations such as
disaster-affected areas, deployment assignments, etc.
Geographic Information System (GIS) - Allows EOC to capture, store, manipulate,

analyze, manage, and present spatial or geographic data using maps.
Joint Information System

Joint Information System (JIS)
JIS typically includes
• Protocols for coordinating information dissemination
• Templates for public-service announcements, warnings, and other emergency
information
• A Joint Information Center (JIC).
Commonly referred as media room or public affairs room.
Venue for Public Information Officers to

• Develop coordinated interagency messages
• Develop public information plans and strategies
• Control rumors and inaccurate information
• Conduct press conferences
• Share public information resources.

MODULE 6: EOC PLANNING PROCESS
Module Objectives
1. Determine the six (6) essential steps of the EOC Planning Process
2. Discuss the purpose of developing an EOC Action Plan.
EOC Planning Process and Planning “6”
EOC Planning “6”

EOC Planning Steps
1. Form the Team

2. Understand the situation
3. Determine objectives and strategies
4. Develop the plan
5. Approve and disseminate the plan
6. Execute, evaluate, and refine the plan.
EOC Action Plan
A written plan that defines the EOC work objectives and tasks necessary to manage
EOC activities during an operational period.
Purposes of the EOC Action Plan
• To provide a common operating picture

• To provide organizational direction
• To support incident priorities
• To assign responsibilities among personnel rendering duty at the EOC
• To set timelines
• To provide documentation

MODULE 7: EOC READINESS
Module Objectives
Upon completion of this module, the participants will be able to explain the importance
of standard operating procedures, training, tests and exercises, and after action
reviews in ensuring the readiness of EOC staff.
How can we ensure that EOC staff know how to do their jobs?
EOC Standard Operating Procedures (SOPs)

SOPs should be developed for every EOC position, as well as for overall EOC
activities.
Developing SOPs
Should be a consultative-team effort.
Reviewing SOPs
SOPs should be reviewed and revised
• After each EOC activation
• After each exercise.

• As needed!
Training
Considerations
• Develop EOC position descriptions
• Develop overall EOC training strategy
• Provide training opportunities on common EOC tasks
• Use information from exercises and actual operations
• Others.
Tests and Exercises

Tests
• Conducted to evaluate particular EOC capabilities (not the personnel
themselves.)
• From an emergency operations perspective, tests are an excellent way to evaluate
specific EOC process such as
– Communications
– Alert and notification processes
– Deployment.
Exercises
• Exercises consist of performing duties, tasks or operations very similar to the way
they would be performed in a real emergency.
• Exercises evaluate EOC functionality.
Exercise Categories
Why Conduct Tests and Exercises?
• To evaluate policies, plans, and procedures

• To identify weaknesses and gaps
• To improve coordination and communication

• To clarify roles and responsibilities
• For system improvement.
After Action Reviews

Following an incident, event, or an exercise (as with actual operations), an after action
review (AAR) should be prepared.
Points to ponder on
We often prepare AARs for normal day-to-day activities

• How about for disaster response operations?
• How often do you prepare AARs for your EOC?
• What do you do with these AARs?
Remedial/Corrective Action Plan
• Based on the AAR, the remedial action plan is designed to track the fixing of issues
that surfaced during an exercise or real-world operations.
• Specify who, what, when, and how the issue will be fixed.
EOC Toolbox
Contains all EOC references provided by the US Forest Service as guide for your own
EOC readiness.

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EMERGENCY

EOC OPERATIONS CENTER

Self-Paced Learning Sessions ................................................................................ 8

Introduction to Emergency Operations Center ........................................................... 8

Introduction to Incident Command System............................................................... 13

Video Teleconferencing Modules ......................................................................... 22

Module 1: EOC Operations ...................................................................................... 22

Module 2: EOC Organization and Staffing ............................................................... 30

Module 3: EOC Facility Design and Requirements .................................................. 36

Module 4: Determining EOC Communication Requirements ................................... 43

Module 5: EOC Information Management Requirements ....................................... 477

Module 6: EOC Planning Process ............................................................................ 50

Module 7: EOC Readiness ..................................................................................... 522

Emergency Operations Center 1

In this regard, the EOC training course is hereby prepared.

Upon completion of the training, the participants will be able to

Emergency Operations Center 2

Category: Leadership/ Management Course

Completing this course will credit 25 leadership/management training hours.

Guidelines for Participants

Requirements for course completion

Online discussion rules

• Pre-test: must accomplish the pre-test but no passing grade required

Gender Sensitivity and Responsiveness

Training Team Assistance

For further inquiries, you may contact:

Emergency Operations Center 4

Introduction to Introduction to the concept of ICS, highlighting its

Highlights how to operationalize an EOC, including

Discusses the considerations for staffing and

Emergency Operations Center 5

Day 1: Pre-Work (Around 7 hours and 30 minutes)

Day 2: Around 5 hours and 30 minutes

Day 3: Around 4 hours and 30 minutes

Emergency Operations Center 6

Day 4: Around 5 hours and 30 minutes

Day 5 Post-Training: Around 2 hours Self-paced

Emergency Operations Center 7

Overview of Emergency Operations Center

EOC exists to support incident operations by performing various coordination

Common EOC Functions

Collect, analyze, manage, and disseminate information

Develop common operating picture

Emergency Operations Center 8

Support resource management

Conduct press briefings

Operations Center vs. Emergency Operations Center

An Operations Center works When there is an ongoing or

Functions • Conducts normal monitoring • Coordinates requirements,

Personnel Requires few personnel only to Requires additional personnel to

Emergency Operations Center 9

Section 10. Disaster Risk Reduction and Management Organization at the

Section 12. Local Disaster Risk Reduction and Management Office

Rule 4, Section 5, Implementing Rules and Regulations

2013→ Issued on 25 March 2013, NDRRMC-DILG-DBM JMC 2013-1 requires for

2014→ Issued on 4 April 2014, NDRRMC-DILG-DBM-CSC JMC 2014-1 requires

Emergency Operations Center 10

EOC exists to support incident operations by performing various coordination