Initial EOC Briefing Agenda

Purpose: Provide information regarding current on-scene operations, agency and jurisdictional concerns and establish working EOC organization

Attendees: EOC Staff and personnel deemed essential by the EOC DirectorFacilitator: EOC Director or designee

1. Ground Rules: Cell phones and radios off/silent; no side conversations; stick to agenda; should not last longer than 30 minutes

2. Introduce EOC Management Group and Staff members present

3.

Present current on-scene situation A. Incident name B. Incident location, facilities and maps C. Jurisdictions and Agencies involved and restrictions (if any) D. Initial on-scene priorities, objectives, current and planned actions E. Resource status (assignments, en-route and/or ordered) F. Incident potential G. Safety concerns H. ICS/EOC Interface

4. Verify that Incident Command Post(s) and coordinating agencies have been informed that the EOC is staffed and operational

5. Determine initial EOC objectives for the current operational period. Consider support to the ICP and EOC-specific objectives

6. Agree on basic EOC organizational structure, personnel assignments and tasks

7. Determine operational period length, start time and work shift hours

8. Agree on unified logistics approach to single-point resource ordering procedure

9. Agree on resource authorization procedures

10. Agree on Information/Intelligence matters and the flow of information into the EOC and vetted information out of the EOC to stakeholders and the media

11. Confirm time for EOC Objectives meeting

Outcome: Organizational structure, common operating picture, initial/current operational period objectives and established battle rhythm

Updated: July 2015

EOC Objectives Meeting Agenda

Purpose: Develop/Update EOC objectives for support of on-scene operations and continued EOC operations for the next operational period

Attendees: EOC Management Staff and Section ChiefsFacilitator: Planning Section Chief or designee

1. Call to Order and Ground Rules: Roll call; cell phones and radios off/silent; no side conversations; stick to agenda PSC

2. Review and/or update current situation, key current actions and decisions SITL

3. Discuss the incident’s potential for the next operational period SITL

4.Review EOC and ICP objectives for initial/previous operational period. Determine if they are still valid and should carry forward to next operational period

PSC

5. Review/Update/Develop new EOC objectives if needed for the next operational period PSC

6. Assign objectives to appropriate EOC sections to prepare strategies for the strategy meeting PSC

7. Review/Update resource priorities, limitations and constraints. Review current number of resources assigned and ordered RESL & LSC

8.

Review/update key procedures which may include A. Managing sensitive Information/Intelligence B. Information flow into and out of the EOC C. Resource ordering process D. Cost sharing and cost accounting E. Operational security issues F. Media and public information coordination including

establishment of Joint Information Center (JIC)

EOC Dir.

9. Develop (for initial operational period) or review/update task assignments for EOC sections and staff to complete C & GS

10. Review, document and/or resolve status of any open actions C & GS

11. Confirm time and expectations of Strategies Meeting PSC

Outcome: Updated current operational period objectives, draft objectives for the next operational period, procedures defined and tasks assigned for strategies meeting

Updated: July 2015

EOC Strategies Meeting Agenda

Purpose: Develop/Update EOC strategies to support EOC objectives and on-scene operations for the next operational period

Attendees: EOC Management Staff, Section Chiefs, and others deemed necessaryFacilitator: Planning Section Chief or designee

1. Call to Order and Ground Rules: Roll call; cell phones and radios off/silent; no side conversations; stick to agenda PSC

2. Review and/or update current situation, key current actions and decisions SITL

3. Review current operational period objectives and their status OSC

4. Review coordination and support objectives for the next operational period and ensure accountability for each PSC

5. Review draft strategies developed by assigned sections to support EOC objectives for next operational period All

6. Discuss resource priorities and their status OSC/LSC

7. Verify second and third order support requirements and contributions LSC

8. Evaluate funding and fiscal implications such as burn rate, cost projections, and accounting processes FSC

9. Review assignments for completion of EOC Action Plan and deadlines PSC

10. Confirm time and expectations of Planning Meeting PSC

Outcome: List of final objectives and supporting strategies to accomplish them for the next operational period; EOC strategies defined and support identified; sections/staff conduct breakout meetings to fill information gaps; and prepare for planning meeting.

Objectives = What is to be done

Strategies = How it will be done

S -Specific

M -Measurable

A - Action-Oriented

R -Realistic

T - Time-Bound

Updated: July 2015

EOC Planning Meeting AgendaPurpose: Develop a unified EOC Action PlanAttendees: EOC Director, EOC Management Group, and Situation Unit LeaderFacilitator: Planning Section Chief, EOC Director or designee

1. Call to Order and Ground Rules: Roll call; cell phones and radios off/silent; no side conversations; stick to agenda PSC

2. Provide opening remarks and policy discussion EOC Dir.

3. Conduct briefing on current situation, resources at risk, weather forecast and incident projections SITL

4. Review coordination & support priorities, objectives, and decisions PSC

5.

Provide briefing on current operations followed with an overview on the proposed plan including objectives, strategies, work assignments, resource commitment, contingencies, Operations Section organizational structure, and needed support facilities (staging areas, shelters, etc.)

OSC

6. Review of proposed plan to ensure the EOC Management Group priorities and operational objectives are met PSC

7. Review and validate responsibility for any open actions/tasks and management objectives PSC

8.

Conduct round robin of EOC Management Group and Staff members to solicit their final input and commitment to the proposed plan: A. Transport, communications, and supply updates and issues B. Fiscal issues C. Public affairs and public information issues D. Interagency issues E. Intelligence issues

PSC

LSCFSCPIO

LOFRINTL

9. Request EOC Director’s approval of the plan as presented PSC

10. Make assignments to appropriate EOC members for developing EOC Action Plan support documentation along with deadlines PSC

11. Provide closing comments EOC Dir.

12. Confirm time and expectations of EOC Operational Briefing PSC

13.Prepare EOC-AP using the forms and format as determined during the planning meeting preparation phase. Sections should conduct breakout meetings to close information gaps

All

Outcome: Written EOC-AP (all sections/staff complete tasks/assignments and provide required document to PSC for inclusion in EOC-AP and a final approved plan by the EOC Director for the next operational period)

Updated: July 2015

EOC Operational Briefing Agenda

Purpose: To brief the oncoming shift on the EOC Action Plan and current status of on-scene operations.

Attendees: EOC Director, outgoing and oncoming EOC StaffFacilitator: Planning Section Chief, EOC Director or designee

1.Call to Order and Ground Rules: Roll call; cell phones and radios off/silent; no side conversations; stick to agenda; should not last longer than 30 minutes

PSC

2. Provide opening remarks EOC Dir.

3. Conduct situational briefing (covers initial incident information, key events during the operational period, and current incident status) SITL

4. Review EOC Management objectives and any changes to EOC-AP PSC

5. Discuss current response actions, accomplishments, issues and concerns OSC

6. Cover transport, communications, supply updates, issues, and concerns LSC

7. Address fiscal issues and concerns FSC

8. Provide public affairs and public information issues and concerns PIO

9. Explain interagency issues and concerns LOFR

10. Solicit final comments, critical questions and adjourn briefing PSC

11. Clarify information security and intelligence issues INTL

12. Describe safety issues and provide mitigation strategies SOFR

13. Conduct individual break out meetings between the outgoing and incoming personnel to complete the process and fill info gaps All

Outcome: Change of operational period, transfer of information and duties, and initiate execution of EOC-AP

Updated: July 2015

EOC Standing ObjectivesPurpose: To provide initial and/or ongoing countywide coordination and on-scene

support objectives for EOC personnel.

1.Obtain and maintain situational awareness

A. Acquire current incident information from available sourcesB. Analyze incident complexity and future projections (12/24/48/72 hours)

2.

Determine priorities of the incident(s)A. Maintain life safety as the ongoing and principal priorityB. Stabilize the incident as quickly and safely as possibleC. Minimize property and environmental damage D. Evaluate financial impacts and economic recovery during all incident phases

3.

Acquire and allocate critical resourcesA. Identify key resources initially assigned to the incidentB. Facilitate acquisition of critical resources from internal sources as

capabilities and capacities allowC. Request additional resources from external sources as necessary using a

single-point ordering process

4.

Coordinate and manage crisis informationA. Evaluate the validity and sensitivity of information B. Assess info-security required for intelligence and investigative purposesC. Consolidate and package incident information to add value and efficiencyD. Disseminate appropriate information to internal and external stakeholdersE. Monitor media for reporting accuracy

5.

Notify, advise and support elected and key executive officialsA. Inform officials with relevant and timely incident informationB. Describe the elected officials’ strategic and policy-level roleC. Implement the leadership intent of elected and key executive officialsD. Utilize the connection between the EOC and constituents

6.

Integrate city, county, state, federal, private and non-governmental elementsA. Communicate among cities and county governmentsB. Coordinate with state and federal entities as the unified point of contactC. Collaborate with community partners in the private sector and non-

governmental organizationsOutcome: Initial and continuous direction to guide EOC support and coordination

activities to minimize the impact of emergencies and disasters on the community. This is done through coordinated planning, information-sharing and resource management between all cities, the county, partnering agencies and organizations, and the public we serve.

Updated: July 2015