ECC Management and
Operations
Nova Scotia Version
Student Workbook
April 2014
Page 1
Table of Contents
Unit 1: The Role of the ECC .........................................................................................3
Unit 2: ECCs and Multiagency Coordination ..............................................................5
Unit 3: ECC Position Descriptions ............................................................................ 14
Unit 4: Determining Information, System, and Equipment Needs .......................... 28
Unit 5: Activating and Deactivating the ECC ........................................................... 33
Unit 6: ECC Operations .............................................................................................. 39
Unit 7: Decision Making and Stress in the ECC ....................................................... 46
Unit 8: Course Summary ............................................................................................ 49
Appendix A: Position Checklists
Appendix B: Job Aids
Appendix C: Sample Standard Operating Guidelines
Page 2
Unit 1 – The Role of the ECC
ECC vs EOC
ECC represents the coordination and support to the site.
Accepted Nationally as the standard.
Removes the aspect of “Operations” which is a site responsibility.
The Role of the ECC
The role of the ECC is to:
. . .provide a central location from which government at any level can
provide interagency coordination and executive decision making in support of the
incident response.
Emphasis is on the word coordination in the definition. The ECC does not
command or control the on-scene response. The ECC carries out the
coordination function through:



Information collection and evaluation.
Priority setting.
Resource management.
The ECC may be the facility from which multiagency coordination is conducted.
Decisions made at the ECC affect the incident response as well as the public
response. The decisions made at the ECC are not tactical decisions, however.
Tactical decisions are made by the Incident Commander and the Command Staff
at the incident scene.
Event Management Continuum
The Event Management Continuum will assist in explaining the progression and
activation levels as an incident escalates into an emergency or disaster
When an incident is reported our 911 services dispatches the appropriate first
responses service or services, each of those agencies have a command
structure and all work very efficiently together.
As the magnitude and number of agencies increase a process for decision
making and management of the incident are required, we can use a Unified
Page 3
Command, this is an informal process allowing agency heads at the site to
collectively make decisions
NOTE magnitude refers to the impact on the community not necessarily the size
of the incident (example: a hazardous goods spill, although the amount and area
of the spill may be small a large area may have to be evacuated and essential
services may be interrupted due to the potential explosion or dangerous plumes)
Should the magnitude and number of agencies continue to increase there will be
a need for more structure at the site an Incident Command System will be
utilized. There are various incident management systems in existence, ESM, ICS
to name a couple. NS uses ICS as it can be expanded and contracted to meet
the needs of any size incident.
When the site requires support the municipal ECC will be activated to support the
site and ensure services are provided to the unaffected areas.
When substantial provincial support and coordination are required by the
municipality, the Province will open the PCC. Likewise if the Province requires
assistance from the Federal Government the Federal Coordination Center will
open.
The ECC plays a critical role in support of the on-scene response. This course
will cover the most significant aspects of ECC management and operations.
FIRST RESPONDERS
SUPPORT,STAGING AND
SITE MANAGEMENT
INNER PERIMETER
OUTER PERIMETER
EMERGENCY
COORDINATION
CENTER
Page 4
Unit 2 - ECCs and Multiagency Coordination
ECCs – The Critical Link
The purpose of the ECC is to provide a strategic location from which government
at any level can provide interagency coordination and executive decision making
in support of the incident response.
All incident management is local. Incidents are best managed at the lowest
possible geographic, organization, and jurisdictional level. Local ECCs provide
resource coordination and support to the on-scene Incident Command. If local
resources are exceeded, the Provincial ECC may provide additional expertise,
resources, and support. When Provincial resources are exceeded, the Provincial
ECC may request additional resource support and coordination assistance from
other Provinces, States or from the Federal Government.
ECC Guiding Principles
1) Determine the threat to
 life
 property
 critical infrastructure
 the environment
 the economy
 the government
 the response capability to each threat
2) Maintain Public Confidence
Coordination
Through coordination:
 Priorities and associated resource allocations are established.
 Differences among agencies are resolved.
 Strategic guidance and direction to support incident management are
provided.
 Avoids duplication
ECC Benefits
Helps establish a common operating picture
Facilitates planning to support long-term operations
Improves continuity
Provides ready access to all available information
Simplifies information analysis and verification
Promotes resource identification and assignment
Page 5
The advantages to activating the ECC to assist an
incident in the coordination of activities are many.
Although an ECC is not required for all incidents, there is
usually some form of coordination occurring either by a
dispatcher or by a fully activated ECC.
By activating an ECC, especially during incidents of above normal complexity,
will:



Allow Incident Commanders to focus on
managing the incident.
Serve as a conduit for information as it
passes from the incident scene, through
lower-level MAC System entities, to higherlevel MACS entities.
Promote problem resolution at the lowest
practical level.
ECCs also provide strategic guidance and direction to support incident
management activities. They are part of the larger multiagency coordination
system (MACS)
Command vs. Coordination
Definition of Command: The act of directing, ordering, or controlling by virtue of
explicit statutory, regulatory, or delegated authority.
In most cases, the Incident Commander has the explicit authority to manage onscene incident operations. A basic premise of the Incident Command System is
that the Incident Commander is or has been delegated the authority to assume
command.
Incident Commanders authority is granted in several ways but the most common
method is that the authority has been delegated by the CEO of the municipality
and this is stated in the municipal EOP. It is very difficult to “command” an
Page 6
incident from an ECC, therefore the authority to command an incident is
delegated to the Incident Commander.
ECC Principal Tasks
•
•
•
•
•
Mobilize
Manage Information
Verify / Designate an Incident Commander
Provide support to the site
Manage emergency response efforts in support of
overall incident(s)
• Provide information to the public
• Ensure services are provided to areas unaffected by the
emergency
• Provide situational awareness and recommendations for
state of local emergency to elected officials
2.11
Page 7
ECC Principal Tasks
• Task 1 - Mobilization
• ECC Commander to determine staffing
requirements
• Operate on a continuous basis (“24/7”)
• Meet personnel requirements of ECC
•
•
•
•
•
•
Transportation
Personal care
Accommodation
First Aid
Critical incident stress management
Other
2.12
ECC Principal Tasks
• Task 2 - Manage Information
• Situational awareness from the site(s)
• Verify integrity of information
• Insure information exchange
• Close the loop on all tasks and resource
requests.
• Display and document the operation and
costs
2.13
Page 8
ECC Principal Tasks
•
Task 3 – Verify / Designate the Incident
Commander as per the emergency plan
Determined by:
• Legislative authority
• Qualifications
• Subject matter expertise
• Experience
2.14
ECC Principal Tasks
• Task 4 - Provide support to the site(s)
•
•
•
•
•
•
Assist with resources
Enact mutual aid agreements
Media relations
Coordinate with external agencies
Procurement
All other support as required
2.15
Page 9
ECC Principal Tasks
• Task 5 - Manage emergency response
efforts in support of overall
incident(s)
• reception / evacuation centers
• volunteer registration centers (workers)
• traffic flow / control / evacuation
• impact on the community
• everything outside of the two site perimeters
2.16
ECC Principal Tasks
• Task 6 - Provide information to public
• Press conferences
• Public Service Announcements (PSA’s)
• All Media Monitoring:
• Traditional media
• Social media
2.17
Page 10
ECC Principal Tasks
• Task 7 - Ensure services are provided to
areas unaffected by emergency
 Emergency services
• Fire / Ambulance / Police
 Essential Services
• hospital
• water and sewer
• electricity
• telecommunications
• other
2.18
ECC Principal Tasks
•
Task 8 – Provide situational awareness and
recommendations for state of local
emergency to elected officials:
•
Provide regular updates
•
Provide key messaging
•
Strategic advice for decision making and possible
state of local emergency declaration
2.19
Review
Page 11
ECCs never control on-scene operations. However, ECCs can help meet the
Incident Command’s critical needs in a coordination role by:






Establishing policy or resolving conflicting policies.
Providing communications/messaging support.
Providing and prioritizing resources.
Managing public information issues and media requests.
Authorizing emergency expenditures, when appropriate.
Providing the “big picture” view of the incident.
The Incident Command has several critical needs:

A common operating picture is particularly important during incidents that are
geographically large, complex, or involve personnel from multiple response
agencies.

Policy direction is critical when agencies or jurisdictions with differing policies
are involved in a response.

Communication support is always critical in large, complex incidents or when
multiple agencies and/or jurisdictions are involved in a response.

Resources (people, equipment, and supplies) are required for any response.
Acquiring needed resources and prioritizing the allocation of resources
through a centralized location relieves the Incident Command of this burden.

Strategic, longer-term planning allows the Incident Command to focus on the
implementation of tactics to meet operational objectives.

Legal and financial support from the ECC frees on-scene resources to focus
on the response while providing the guidance necessary to protect the
jurisdiction from unnecessary costs and the potential of litigation.
Page 12
Activity
Instructions:
1. In your group, review the 8 principal tasks of
an ECC.
2. ECC is not activated, however, which tasks
do you think would still need to occur to
support an incident?
3. Who would do them?
You have 20 minutes to complete this activity.
2.22
Page 13
Unit 3 - ECC Position Descriptions
ECC Staffing: Factors to Consider
There are several factors that should be considered when determining ECC
staffing include:




What must be done. The tasks that must be performed are the critical
driver for ECC staffing. Identifying the tasks that must be performed will
point to the staff who are able to perform them.
Over what period of time. The possibility of extended operations will drive
second- and/or third-shift personnel, backup personnel, and support
personnel needs for ECC operations.
Personnel who have the skills, knowledge, and abilities to perform critical
tasks. An emergency situation is not the time for on-the-job training. All
personnel must have the skills, knowledge, and abilities required for the
duties assigned. If training or cross-training is necessary, it must occur as
part of the planning cycle.
Personnel who have the authority to perform critical tasks or make critical
decisions. All persons assigned to the ECC must have the authority to do
what is required by their jobs.
Some of the key ECC activities that must be
considered and performed by the ECC are:







Damage analysis
Public safety (evacuation, sheltering, food
distribution, etc.)
Resource acquisition, assignment, and tracking
Information coordination (including public information/media affairs)
Contract management
Cost accounting
Support services (food, water, utilities, etc.)
Staffing to Support Essential Functions
Some of the factors to consider when staffing to support essential ECC functions
include:




Knowledge of the critical tasks involved in performing the function.
The skills required to perform the tasks.
Work under pressure
Interact well with others
Page 14


Work extended hours, if necessary
The authority to perform the tasks assigned.
Caution: Consider the personalities of individual staff as
well as other factors that may affect how they perform in
an emergency. While some staff members may be
excellent at their jobs, they may be unsuited to emergency
operations or may have family or other responsibilities
that preclude them from being assigned to the ECC.
ECC Commander must ensure that all personnel have the authority to perform
the tasks assigned is of paramount importance. For example, although many
people may have the knowledge, skills, and ability to manage a contract, few
have the authority to execute a contract. Also, while most staff have an opinion
of what policy should be implemented, only a few have the authority to enact
policy for the jurisdiction.
Delegation of Authority
The best way to ensure that ECC staff are
authorized to perform their essential functions is
to pre-delegate authorities for enacting policy or
making decisions. Most agencies use
delegations of authority on a day-to-day basis to ensure that decisions can be
made in the absence of key decision-makers. The ECC Commander should
identify and review existing delegations of authority to determine if they are
inclusive enough to be effective in an emergency situation. If not, special
delegations of authority should be developed to ensure that emergency
operations can continue even when the day-to-day decision-maker is injured,
absent, or otherwise unavailable.
Clearly established delegations of authority:


Help to ensure a rapid response to any emergency situation.
Are vital to ensuring that all personnel know who has the authority to make
key decisions at the ECC.
Typically, delegations of authority are written to take effect when an emergency
occurs that requires ECC activation or when normal channels of direction and
control are disrupted and terminate when the emergency ends or when normal
channels of direction and control are restored.
Page 15
Alternate and Support Staff
Considerations for alternate staff and support staff are often overlooked in ECC
staffing patterns:


Alternate staff assignments are necessary when the primary staff member
is not available or during extended operations. Planners should ensure
that all positions will be staffed 24/7 and assign staff accordingly.
Support staff is necessary to assist with critical tasks or to perform support
tasks, such as trash collection, food preparation and cleanup,
administrative tasks, maintenance, etc.
See sample position descriptions in Appendix A.
Training and Cross-Training
There are many reasons why training and cross-training are required, including:


Some primary staff may be injured or may not be available.
Transportation routes to the ECC may be disrupted, prohibiting primary
staff from reaching the facility.
Essential functions are essential and must continue, even with reduced staffing.
All personnel must be trained for their jobs in the ECC. As a contingency,
specific staff should be cross-trained to ensure that ECC operations can continue
with a smaller number of staff than originally planned.
REMEMBER
It may be necessary to conduct ECC operations
with reduced staff. Remember that essential
functions must continue regardless of staffing!
Page 16
Activity: Identifying Staff
Requirements
Instructions:
1.
•
•
•
•
•
•
•
Working as a group select an ECC responsibility and
identify the staffing requirements and the ICS function
they would fall under.
Damage assessment
Public safety (evacuation, sheltering, food distribution, etc.)
Resource acquisition, assignment, and tracking
Information coordination (including public information/media affairs)
Contract management
Cost accounting
Support services (food, water, utilities, etc.)
You have 15 minutes to complete this activity.
3.10
Page 17
Effective Organization
There are several characteristics that all effective organizations have in common:





The ability to acquire, analyze, and act on information.
Flexibility in the face of rapidly changing conditions.
The ability to anticipate change.
The ability to maintain public confidence.
Sustainable over time.
Although there is no specified organization for an ECC, the ECC should be
organized to maximize each of the characteristics of an effective organization.
Agencies and organizations all across Canada are adopting ICS as its incident
management system in the field. In Nova Scotia an ICS structure is
recommended for ECC’s as well.
ICS Structure
ECC
Commander
Information
Officer
Liaison
Officer
Safety
Officer
Operations
Section
Planning
Section
Logistics
Section
Command
Staff
Finance/Admin
Section
General
Staff
3.16
Page 18
ICS Structure
An ECC organized using an Incident Command Structure:

The ECC Commander is not the Incident Commander. The Incident
Commander or Unified Command are on-scene command structures. The
ECC Command function serves a similar role to the Policy Group and
makes decisions that establish the overall strategy of the response.
ECC Commander Responsibilities:

Establish the appropriate staffing level for the Municipal ECC and
continuously monitor organizational effectiveness ensuring that
appropriate staff modifications occur as required.

Exercise overall management responsibility for the coordination between
Emergency Response Agencies within the Operational Area. In
conjunction with the General Staff, set priorities for response efforts in
contract and incorporated areas of the municipality. Ensure that all
municipal agency actions are accomplished within the priorities
established.

Ensure that Inter-Agency Coordination is accomplished effectively within
the Municipal ECC
Always include a senior government official as part of the Command function.
Public Information Officer Responsibilities:
The Public Information Officer represents and advises the Incident Command.
The PIO will use the Joint Information System to coordinate the media efforts of
the various agencies responding in an emergency and the ECC to ensure that
the media and, therefore, the public receive the same message in a timely
manner.
Page 19

Serve as the coordination point for all media releases for the Municipality.
Represent the Municipal ECC as the lead Public Information Officer.

Ensure that the public within the affected area receives complete,
accurate, and consistent information about life safety procedures, public
health advisories, relief and assistance programs and other vital
information.

Coordinate media releases with Public Information Officers representing
other affected emergency response agencies within the Operational Area
as required.

Develop the format for press conferences, in conjunction with the ECC
Commander.

Maintaining a positive relationship with the media representatives.

Supervising the Public Information Branch or Joint Information Center if
activated.
Liaison Officer Responsibilities:

Oversee all liaison activities, including coordinating outside agency
representatives assigned to the Municipal ECC and handling requests
from other ECCs for Municipal ECC agency representatives.

Establish and maintain a central location for incoming agency
representatives, providing work space and support as needed.

Ensure that position specific guidelines, policy directives, situation reports,
and a copy of the ECC Action Plan is provided to Agency Representatives
upon check-in.

In conjunction with the ECC Commander, provide orientations for VIPs
and other visitors to the ECC.

Ensure that demobilization is accomplished when directed by the ECC
Commander.

The Operations function has responsibility for coordinating with and
supporting on-scene responders. Branches, Divisions, and Groups
assigned to the Operations function can be organized as necessary to
support the incident(s).

The Planning function serves much the same purpose as at the incident
scene—gathering and analyzing information, keeping decision makers
Page 20
informed, and tracking resources. Technical Specialists may be assigned
to the Planning function or may be assigned elsewhere, as needed.

The Logistics function also serves much the same purpose as at the
incident scene, frequently serving as the single ordering point for the
incident(s) in its purview, providing overall communications planning for
the jurisdiction, coordinating transportation and housing, etc.

The Finance/Administration function provides a coordinated financial
management process for the incident(s) in its purview.
Advantages: The main advantage of organizing using ICS is the clarity of roles
and functional integrity. The ICS organization in the field has a clear contact
point in the ECC. Large incident logistical and financial support is often
coordinated more easily from the ECC and may relieve the workload on incident
and dispatch staff.
ECC Commander
• Responsible for the overall management of the
ECC facility and assigned resources within the
ECC.
• Monitoring overall effectiveness
• Provide ongoing updates to elected officials
• Constant contact with the incident
commander(s) on the ground
• Responsible to set the objectives for the ECC
and evaluate the progress.
3.16
Responsibilities:
1.
Establish the appropriate staffing level for the Municipal ECC and continuously
monitor organizational effectiveness ensuring that appropriate staff modifications
occur as required.
2.
Exercise overall management responsibility for the coordination between
Emergency Response Agencies within the Operational Area. In conjunction with
the General Staff, set priorities for response efforts in contract and incorporated
Page 21
areas of the municipality. Ensure that all municipal agency actions are
accomplished within the priorities established.
3.
Ensure that Inter-Agency Coordination is accomplished effectively within the
Municipal ECC.
Public Information Officer
• Responsible for the development and release of
emergency information to the public.
• ECC Command must approve all emergency
information that the PIO releases
• Monitor media sources and provide strategic
advice to ECC command
3.17
Responsibilities:
1.
Serve as the coordination point for all media releases for the Municipality.
Represent the Municipal ECC as the lead Public Information Officer.
2.
Ensure that the public within the affected area receives complete, accurate, and
consistent information about life safety procedures, public health advisories, relief
and assistance programs and other vital information.
3.
Coordinate media releases with Public Information Officers representing other
affected emergency response agencies within the Operational Area as required.
4.
Develop the format for press conferences, in conjunction with the ECC
Commander.
5.
Maintaining a positive relationship with the media representatives.
6.
Supervising the Public Information Branch or Joint Information Center if
activated.
Page 22
Liaison Officer
• Serves as the primary contact for assisting and
cooperating agencies
• Advises ECC Command of issues related to
outside assistance and support, including
current or potential inter-organization needs.
• Usually the EMC who assumes this role.
3.18
Responsibilities:
1.
Oversee all liaison activities, including coordinating outside agency
representatives assigned to the Municipal ECC and handling requests from other
ECCs for Municipal ECC agency representatives.
2.
Establish and maintain a central location for incoming agency representatives,
providing work space and support as needed.
3.
Ensure that position specific guidelines, policy directives, situation reports, and a
copy of the ECC Action Plan is provided to Agency Representatives upon checkin.
4.
In conjunction with the ECC Commander, provide orientations for VIPs and other
visitors to the ECC.
5.
Ensure that demobilization is accomplished when directed by the ECC
Commander.
Page 23
Operation Chief
• Responsible for providing overall supervision
and leadership to the Operations Section
• Responsible for the implementation of the IAP,
as well as the organization and assignment of all
operations resources.
• In the event that the ECC is not performing
tactics Operations section may not be activated.
3.19
Responsibilities:
1.
Ensure that the Operations Function is carried out including coordination of
response for all operational functions assigned to the Municipal ECC.
2.
Ensure that operational objectives and assignments identified in the ECC Action
Plan are carried out effectively.
3.
Establish the appropriate level of branch and unit organizations within the
Operations Section, continuously monitoring the effectiveness and modifying
accordingly.
4.
Exercise overall responsibility for the coordination of Branch and Unit activities
within the Operations Section.
5.
Ensure that the Planning/Intelligence Section is provided with Branch Status
Reports and Major Incident Reports (utilizing the Response Information
Management System formats if available).
6.
Conduct periodic Operations briefings for the ECC Commander as required or
requested.
7.
Overall supervision of the Operations Section.
Page 24
Planning Chief
• Responsible for providing overall supervision
and leadership to the Planning Section
• Responsible for coordinating the development of
the Incident Action Plan for each operational
period.
• Collection, collation, evaluation, analysis and
dissemination of operational information.
• ECC activation would always necessitate a
planning section to stand up. Planning function
is the key role of the ECC.
3.20
Responsibilities:
1.
Ensure that the following responsibilities of the Planning/Intelligence Section are
addressed as required:







Collecting, analyzing, and displaying situation information,
Preparing periodic Situation Reports,
Preparing and distributing the ECC Action Plan and facilitating the Action
Planning meeting,
Conducting Advance Planning activities and report,
Providing technical support services to the various ECC sections and
branches
Documenting and maintaining files on all ECC activities.
2.
Establish the appropriate level of organization for the Planning/Intelligence
Section.
3.
Exercise overall responsibility for the coordination of branch/unit activities within
the section.
4.
Keep the ECC Director informed of significant issues affecting the
Planning/Intelligence Section.
5.
In coordination with the other Section Chiefs, ensure that Branch Status Reports
are completed and utilized as a basis for Situation Status Reports, and the ECC
Action Plan.
6.
Supervise the Planning/Intelligence Section.
Page 25
Logistics Chief
• Responsible for providing facilities, services and
materials for the ECC and support the requests
from the site.
• Participates in the development of logisticsrelated section of the Incident Action Plan.
• Responsible for the organization and
assignment of resources within the Logistics
Section.
• Coordinates closely with logistics at the site.
3.21
Responsibilities:
1.
Ensure the Logistics function is carried out in support of the Municipal ECC. This
function includes providing communication services, resource tracking; acquiring
equipment, supplies, personnel, facilities, and transportation services; as well as
arranging for food, lodging, and other support services as required.
2.
Establish the appropriate level of branch and/or unit staffing within the Logistics
Section, continuously monitoring the effectiveness of the organization and
modifying as required.
3.
Ensure section objectives as stated in the ECC Action Plan are accomplished
within the operational period or within the estimated time frame.
4.
Coordinate closely with the Operations Section Chief to establish priorities for
resource allocation to activated Incident Commands within the Municipal.
5.
Keep the ECC Commander informed of all significant issues relating to the
Logistics Section.
6.
Supervise the Logistics Section.
Page 26
Activity: Identifying Staff
Requirements
Instructions:
1.
•
•
•
•
•
•
•
Review the ECC responsibilities below and identify the
staffing requirements and the ICS function they would fall
under.
Damage assessment
Public safety (evacuation, sheltering, food distribution, etc.)
Resource acquisition, assignment, and tracking
Information coordination (including public information/media affairs)
Contract management
Cost accounting
Support services (food, water, utilities, etc.)
You have 20 minutes to complete this activity.
3.23
Page 27
Unit 4 - Determining Information, System and Equipment Needs
Information Management
When managing information during an emergency, many issues arise that will
need addressing:




Identifying the information that is needed.
Ensuring that the information is up to date and timely.
Ensuring that those who need access to the information can access it.
Protecting sensitive information.
But before you can manage the issues,
managers need to determine:




What information they need.
What they will do with it.
How they will protect it.
How will they preserve it.
Meeting Information Needs
How information is used, will determine how they manage it. For example:



Information that many people need access to or information that is used at
several different locations requires a management strategy that provides
easy access, allows for ease of update and sharing, and facilitates its use.
Version control is critical for these types of information.
Secure or classified information requires a different management strategy
than routine information. Access and secure
storage become critical information
management considerations.
Information that will be transmitted to the
public will be accessed and handled
differently than information that is needed
only for operational purposes.
Page 28
Types of Information (2 of 2)
• Emergency Operating
Records:
• Legal and Financial
Records:
– EOP
– SOPs
– Delegations of
authority
– Maps
– Notification lists
– Resource assignments
–
–
–
–
–
–
Contracts
Accounting records
Timesheets
Maintenance records
SOLE forms
Evacuation orders
4.6
Some of the types of information you will need to deal with are factored into two
categories:


Emergency operating records include records, regardless of media, that
are essential to ECC operations and response support.
Legal and financial records include records, regardless of media, that are
critical to carrying out the legal and financial responsibilities for the
response.
Because many of these records are maintained
electronically, it is critical to ensure (e.g., through
training, testing, and exercising) that the
personnel who need to access the records in an
emergency can. The specific procedures
necessary to achieve this capability depend on
the nature of the information and the system
used to store, retrieve, process, and report the
information.
Develop a list of records that will be used during ECC operations and review and
update the list:

When changes in the jurisdiction affect specific records (e.g., a new mayor
or other personnel changes will necessitate changes to orders of
succession, delegations of authority, call-down rosters, and other records).
Page 29


As part of after-action reporting following any ECC activation, including
exercises.
At least annually.
ECC Action Plan (AP)
 Document that details the actions that the personnel will do during an
operational period.
 Responsibility of the Planning Section.
 Prepared in advance of next operational period.
 Contains items such as:
 Scope
 Background
 Situational Awareness
 Objectives
 Strategies
 Resources, etc.
Value of Documentation





Serves to keep everyone focused on the task at hand
Provides source of information for news releases
Serves as record for post-emergency review and action
Supports justification to inquiry panels
Other reasons?
Types of Forms

Incident Briefing – ICS 201
Provides record, Assists in reporting, Brief relief personnel, Use as
evidence in litigation

Incident Objectives – ICS 202
ECC objectives provides a common operating platform for all agencies at
the ECC. Lays out the priorities for use during the next operational period.
Need to be SMART, Provides direction, Used to stay focused

Message Form – ICS 213

Unit / Main Event Log – ICS 214
Constant visual, Chronological listing of main events and decisions,
Update ECC members arriving / returning to ECC between planning
cycles An individual must be dedicated to maintain log

Telecommunications Log – ICS 209
Page 30
Used to document incoming telephone calls. Used to document incoming
radio traffic.

State of Local Emergency (SOLE) - NS Form 4
Required to inform the Minister responsible for EMO NS, Sent to Minister
via EMPO or faxed to EMO NS, Notify the site(s), Notify the public,
Termination of SOLE form is required and distributed as above, Does not
need Ministerial approval but Minister can terminate it

Termination of SOLE – NS Form 7
Providing Information To Key Personnel
If key personnel don’t believe that they can get timely, accurate information at the
ECC, they will go where they think they can, even if that means going to the
incident scene—and even if that leaves a gap at the ECC. The best way to keep
key personnel at the ECC is to ensure that they can access all of the information
they need to make good, timely decisions, including:





Access to email.
Connectivity by phone, radio, and/or other means
to both the incident scene and department
headquarters.
Access to operational data from the departmental
or other databases.
Access to information needed from other key personnel
Engaged in the decision process
Redundancy in both electronic and paper files and
documents is important. Managers should consider data
recovery needs as part of the emergency planning
process.
Meeting the Public’s Information Needs
Develop a Joint Information System that includes:

Protocols for coordinating information dissemination.

Templates for warnings, public-service announcements, and other
emergency information.
Page 31
Activity: Information Flow
Instructions:
1. If the ECC was activated list the types of
information the would flow between the ECC
and the Site(s).
2. What forms, technology, systems would you
use to make it happen.
You have 20 minutes to complete this activity.
2.13
Page 32
Unit 5 - Activating and Deactivating the ECC
Activating the ECC
The EOP for any agency should contain criteria or trigger points that would
“activate” or “stand up” an ECC in the event of an emergency. Some
circumstances that would require ECC activation include:







Specified in the all Hazards Plan
When a Unified Command or Area Command is
established.
When more than one jurisdiction becomes involved
in the response.
When the Incident Commander indicates that the
incident could expand rapidly or involve cascading
events.
If similar incidents in the past required ECC
activation.
When the CAO directs that the ECC should be activated.
When an emergency is imminent such as hurricane warnings, slow river
flooding, predictions of hazardous weather, elevated threat levels.
The decisionmaker for ECC activation will vary depending on the jurisdiction. In
some jurisdictions, the Emergency Management Coordinator has the authority to
activate the ECC. In others, the CAO must make the decision or the decision will
be specified in SOPs written and approved by the CAO.
The decisionmaking process for ECC activation should be included in policy, and
all personnel must be clear on:




Who makes the decision.
The circumstances for activation.
The timeframes for activation.
The level of activation.
Time Phased Activation
Not all emergencies require the ECC to activate immediately or all at once. Timephased activation may be appropriate when:



An incident occurs that is expected to build over time.
There is a warning period before an emergency.
In preparation for planned events.
Page 33
Examples of incidents that could be expected to build over time include:


Coastal storms.
Wildfires.
Examples of incidents for which there is a
warning period include:



Hurricanes, coastal storms, and
riverine flooding.
Extreme temperatures.
Warnings of hazardous weather.
Activation Phases
There are many ways to complete a phased activation of the ECC. Typically
during the initial phases of an emergency and as the emergency ramps up, key
personnel are usually activated. These positions usually include the Emergency
Management Coordinator and representatives from fire, police, and public works.
Some jurisdictions may designate additional staff as key personnel.
In Phased Activation, various levels are used to determine the staffing
requirement at the ECC.

Levels of activation should be linked to the jurisdiction’s hazard analysis.
Linking activation to the hazard analysis will provide activation “triggers”
based on actual or anticipated levels of damage.

The decision about the level of ECC activation should be made based on
established triggers and communication with the Incident Commander or
Unified Command.
There must be good lines of communication
between the Incident Commander or Unified
Command and the ECC in any decision to
activate or expand the ECC. On-scene
Command has the most up-to-date
information on the on-scene situation, knows
whether the situation is under control, and is
aware of incident needs.
Page 34
ECC Activation Levels
Level
Description
3
(Monitor)




2 (Partial)
1 (Full)












Small incident or event
One site
Two or more agencies
involved
Potential threat of:
 Flood
 Severe storm
 Interface fire
 Escalating incident
Moderate event
Two or more sites
Several agencies involved
Major scheduled event (e.g.,
conference or sporting event)
Limited evacuations
Resource support required
Major event
Multiple sites
Regional disaster
Multiple agencies involved
Extensive evacuations
Resource support required
Minimum Staffing
Requirements
 ECC Commander
 Public Information Officer
 Liaison Officer
 Operations Section Chief





ECC Commander
Public Information Officer
Liaison Officer
Section Chiefs (as required)
Limited activation of other
ECC staff (as required)



ECC Commander
Policy Group
All ECC functions and
positions (as required)
Note that this example is illustrative only and is based on an ECC that is
organized according to the principles of ICS. Minimum staffing levels may
vary considerably based on the method of ECC organization, the number
and types of high-risk, high-impact hazards, and other factors.
Deactivating the ECC
Communication with the Incident Commander or Unified Command is the best
way to determine when to deactivate the ECC. The on-scene commander(s) are
in the best position to know:




The current incident status and what remains to be done.
What resources are required to meet the incident objectives.
How long it will take.
When the demand for resources slows down.
Page 35
Remember that before the ECC starts deactivating, you must consider recovery
needs. Often, the ECC must remain activated to facilitate recovery needs long
after the Incident Command completes its on-scene mission.
Deactivating personnel as they are no longer needed is more efficient and costeffective than holding the entire ECC staff until the incident wraps up.
Q: Who makes the decision to deactivate specific ECC functions.
A: The decision maker for deactivating ECC functions will vary by jurisdiction. In
most cases, the Emergency Management Coordinator will make the decision
jointly with agency key personnel and jurisdiction leaders.
Q: At what point to begin deactivation.
A: ECC decision makers should make the decision of when to begin releasing
personnel and other resources only after discussion with on-scene commanders.
It is better to err on the side of caution.
IMPORTANT: The authority to begin full or partial deactivation should be clearly
stated in the jurisdiction’s EOP, and all personnel should know:


Who has the authority.
The process that will be followed for deactivation
Once the ECC has been completely deactivated, the Emergency Management
Coordinator should make sure that the ECC is restocked and most importantly,
conduct and after action analysis or review of the emergency.
After Action Analysis and Reporting
The culture of today in emergency management is that everyone knows the
importance of conducting After Action Reviews of the past events. The size and
the time dedicated to conducting and after action analysis will be relative to the
scale of the operation. It is important to include the proper people in your
meeting/reporting exercise. The key personnel that should be engaged are:




All key ECC personnel, including the Emergency Management
Coordinator, response-agency leadership (fire, police, public works, etc.),
and Section Chiefs or Group Leaders.
The Incident Commander(s).
Jurisdiction leadership or their designees who were involved at the ECC.
Others (for example, utility company representatives, members of the
media, the Red Cross representative, and/or representatives from
business and industry), as appropriate under the circumstances.
Page 36
After-action analysis should be detailed and honest. It is all about the “what and
not the “who”. Jurisdictions should adopt a “non-attribution rule” to encourage
open and honest discussion of what worked well and what didn’t. Urge the group
to:



Report ECC performance honestly and completely.
Develop solutions, rather than merely listing problems.
Develop a plan to train, test, and exercise the proposed solutions.
It is important that any changes adopted or discovered during the review process
is also to be carried over to the EOP.
Best practices and lessons learned websites exist all throughout the internet.
These web sites and portals contain valuable information about organizations like
your’s and what went well or not well during emergencies. These lessons are
there so we can learn from them and hopefully, not repeat them in the future.
One such website can be found at www.LLIS.gov .
Page 37
Activity: Analyzing Activation
Procedures
Instructions:
1. Based on the following handouts what level of
activation would be initiated.
2. List the triggers that might move you to a higher
level of activation.
3. Who makes that decision. Where is it documented.
You have 20 minutes to complete this activity.
5.17
Page 38
Unit 6 - ECC Operations
ECC Function Review
Generally, policy and coordination functions are completed at the ECC. Routine
incidents normally require little or no policy and coordination, so the ECC is not
activated for these incidents. Incident coordination is handled on scene by the
Incident Commander and his or her staff, in addition to handling on-scene
command and tactical operations.
During a single-incident, single-jurisdiction emergency, staff at the operator and
operations levels are better trained and able to get the job done.
Organization of the Municipal ECC
Executive
Committee
Mayor/
Warden
Coordination Group
Operations
Planning
ECC
Commander
CAO
Logistics
Liaison Officer
E.M.C.
Finance
Agency
Reps
6.3
As an incident expands in size or increases in complexity, central coordination is
needed—and provided by the ECC.
Situational Awareness




What the incident is doing.
What you are doing in relation to the incident and your objectives.
Anticipated changes in the incident
Create a plan for future actions based on continuous gathering of
situational updates.
Page 39
Preparing for
Planning
Meeting
Operational Period
Planning
Meeting
IAP
Preparation
&
Approval
Information Gathering and Sharing
• The designated time
period in which tactical
assignments are to be
accomplished and
reevaluated
Tactics
Meeting
Begin
Operational
Period
Information Gathering and Sharing
Strategy
Meeting If
Objectives
Adjusted
Initial Strategy
Meeting &
Information
Sharing
Incident Briefing
ICS 201
Agency Administrator
Briefing
(If Appropriate)
Execute Plan
&
Assess
Progress
Operational
Period Planning
Cycle
IC/UC Sets Initial
Incident
Objectives
Initial UC Meeting
(If Unified Command)
IC/UC
Validate or
Adjust
Objectives
Initial Response
Information Gathering & Sharing
• Varies based on:
Safety
Resources
Environmental
conditions
Future involvement of
other jurisdictions
Operational
Period
Briefing
Initial Response
& Assessment
Notification
Incident/Threat
6.5
Operational Period Meetings

Command Meeting - Develop objectives and strategies for operational
Period (Command and required general staff)

Tactics / Planning Meetings - Operational meetings to decide what needs
to be done and how to meet the objectives
Action Plan Briefings



Briefed on: SA, objectives, strategies, tactics and resources.
May be done for all ECC Staff or by individual Sections
All will know what has happened, what is to happen and how it will be
accomplished.
The briefing can be done verbally or by distribution of the document. the
document will then be forwarded to approved stake holders that have appropriate
security clearance, executive will be briefed according to plan or request.
New Operational Period Begins
Page 40


Command meeting will be called to assess current execution of IAP to
determine if changes are required.
OPs Section executes IAP developed during previous cycle.
ECC Guiding Principles
Determine the threat to
 life
 property
 critical infrastructure
 the environment
 the economy
 the government
Determine response capability to each threat.
Maintain Public Confidence.
Determining Objectives
Objectives must be SMART:
• Specific
• Measurable
• Action orientated
• Realistic
• Time sensitive
6.10
11
The objectives must be:
Clearly stated and measurable. This will allow the Command Staff to determine
how much was accomplished during the current operational period.
Page 41
The Objectives must be attainable given the resources available during the
operational period.
The objectives must be at a high level and flexible enough for the Operations
Section Chief to achieve them in the best tactical way possible.
In written form for the Action Plan and delivered to the Planning Section Chief for
further dissemination and preparation for the planning Meeting. Prior to finalizing
the objectives the ECC Commander should discuss them with the Operations
Section Chief to ensure clarity and confirm that they are achievable and realistic.
S.M.A.R.T., which is
Specific:
For example, it's difficult to know what someone should be doing if they are to
“find out the extent of the disaster”. It's easier to recognize "contact Health
authorities, critical infrastructure suppliers and municipalities to find out extent of
casualties and injuries, power and communications damage and how badly
municipality buildings are damaged".
Measurable:
It's difficult to know what the scope of "find out extent of" really is. It's easier to
appreciate the effort that must be applied if the goal is "Document by municipality
the numbers of casualties, injuries, critical infrastructure outages and any
building damage estimated to be over $ 5,000".
Action Orientated:
Response personnel are typically very motivated and will take responsibility for
pursuit of a goal if the goal is acceptable to them. This is more likely if they are
involved in setting or modifying the goal
Realistic:
Even if the goal or objective is specific and measurable, it won't be useful if it is
impossible to do. For example, the goal of “Ensure that Nova Scotia Power has
all power back on within the next 5 minutes” would in many circumstances be
impossible.
Time Sensitive:
The goal or objective must specify when it will be achieved. Everyone involved
will prioritize the goal against other priorities and plot the reaching of the goal or
objective into their own time management processes.
Page 42
Resource Management:
CP vs. ECC
• Command Post:
•
•
•
•
•
•
• ECC:
Identify needs
Order resources
Check in resources
Assign resources
Track resources
Demobilize resources
• Receive requests
• Prioritize requests
• Locate/order
resources
• Assign according to
priorities
• Track resource use
• Pay for resources
6.11
Resource Management
Triggers will vary by jurisdiction and incident type. Some may include:
 ECC activation.
 Dispatch workload increases beyond a specified threshold.
 The establishment of a Unified Command or Area Command.
 When normal mutual aid resources have been exhausted
Making the Switch to the ECC




Regardless of the triggers to switch resource management to the ECC,
resource management system activation must be:
Clearly stated.
Easily implemented.
Supported by dependable communications
Emergency Staffing



Staffing depends on the:
Availability of resources.
Size and/or complexity of the emergency.
Page 43

Level of ECC activation required.
Ensuring Qualified Staff






ECC staff should be trained to the position they are assigned.
ECC commander needs to:
Ensure that Position Descriptions are developed for every ECC position.
Work closely with other key personnel to ensure that external staff are fully
qualified.
Provide training opportunities for common tasks.
Use information from exercises and operations to determine additional
training needs.
How To Request Assistance








Include:
The type of incident.
The time that the incident occurred or is expected to occur.
Actions already taken.
Areas and number of people involved.
Estimates of loss of life, injuries, and extent of damage.
The affect required.
A contact for follow up questions.
When You Request Assistance



Ask sooner, rather than later.
Focus on mission, task, objectives, and priorities.
Follow established procedures.
Page 44
Requesting External Assistance
Event
Municipal
ECC
EMO
NS
6.21
Activity:
Instructions:
1. Work in your groups to complete this activity.
2. See handout- Major emergency with two
incidents to ICS structures. (To be developed)
You have 90 minutes to complete this activity.
6.22
Page 45
Unit 7 - Decision Making and Stress in The ECC
Stress and Decision making
The ECC environment has a great effect on decision making. As a result of the
stressors in the ECC, decision makers are more likely to:



Experience conflict with others.
Perceive selectively because of sensory overload and thus, miss
important information.
Experience perception distortion and poor judgment.
When under stress—especially prolonged stress—decision makers tend to:





Be less tolerant of ambiguity and, as a result, make premature decisions.
Have more difficulty handling difficult tasks.
Experience a greater tendency toward aggression.
Get tunnel vision.
Experience “group think.”
The ECC can be a pressure cooker, especially during long-term operations.
Tension is inherent in the environment. Also it may not be possible to prevent
tension, there are actions that Emergency Management Coordinators can take to
mitigate it.
Being able to recognize signs of stress is important for everyone working in the
ECC. Some of the identifying signs are:
 Personality changes
 Restlessness
 Changes in diet or failure to eat
 Inability to make decisions
 Reluctance to take breaks
Over the short-term, moderate stress can be
a motivator, but over an extended period,
high levels of stress can be debilitating
personally and dysfunctional organizationally.
Steps to manage stress can and should be taken before, during, and after
operations.

Before operations. Look for opportunities to become a team. Team
building can occur during training and exercises. Schedule briefings
and/or seminars to talk about how experienced personnel have identified
Page 46
and dealt with stress. Helping staff identify signs of stress and providing
useful techniques for reducing stress will help everyone during operations.
It is important to remember that all positions should be well documented and
exercised before operations as a way of ensuring that all personnel feel
comfortable with their ability to perform their job duties.

During operations. Encourage personnel to take breaks away from their
desks and to get rest when the opportunity arises. Promote good eating
habits and exercise. Be alert to behavior changes, such as irritability or
the inability to make decisions. Act sooner, rather than later. Don’t wait
until an individual is unable to function. Mistakes made at the ECC can
cause injury or death at the scene.
Keep in mind that stress doesn’t end when ECC operations end. To help
minimize or manage the impact of stress the manager should:




Conduct stress debriefings, both as personnel are demobilized and
several days after returning to their day-to-day jobs.
Follow up over time to ensure that personnel are coping effectively and
returning to their “normal” state. Note that followup can be as simple as
observing the individual as he or she completes daily job tasks or having a
casual conversation around the coffee pot.
Involve other people, especially managers and those who know and care
about the person. The ability to talk through a troubling situation with a
trusted friend is often helpful to resolving personal conflict and reducing
stress.
Provide professional help, if
necessary. Professional help is
often provided to responders at
the scene but may be forgotten
for those in the ECC.
Professional counseling and
other services should be made
available to those ECC personnel
who can benefit from it.
To improve decision making, establish a routine in the ECC and follow it to the
degree possible. Adopt a decision making model. There are many decision
making models available, some simple, some complex. All generally follow the
same course:



Identify the problem or issue.
Explore possible solutions.
Narrow possible solutions.
Page 47

Select the solution that provides the best option, given the constraints of
the situation (for example, time and cost).
Note: Additional information on stress management and the value of stress
debriefings can be obtained from the International Critical Incident Stress
Foundation (www.icisf.org), Mental Health Workers Without Borders
(www.mhwwb.org), and other organizations.
Activity: You Decide
• Read the scenario you have been given.
• In your group you must decide how to
move forward.
Answer the following:
• What decision did you make?
• What process did you use to get there?
7.14
Page 48
Unit 8 – Course Summary and Final Exam





Complete the identifying information on the score sheet.
Read each exam question carefully, and record your answers on the score
sheet.
You can use your student workbook
You have 30 minutes to complete this exam.
When you finish, give your exam and score sheet to the instructor.
Course Evaluation
 Your evaluation of the course content, materials, and delivery is
important.
 Every comment is read and discussed for possible
improvement to the course.
Thank you for participating in the
ECC Management course!
Page 49