Over three days during the week of August 10th, 2009 I participated in an Emergency Operations Center (EOC) simulation in Texas.  Graciously funded by the San Francisco Department of Emergency Management through a Homeland Security grant, I traveled to Disaster City, which is located in College Station, Texas.

The simulation was hosted by Texas Engineering Extension Service (TEEX’s), which is an internationally recognized leader in the delivery of emergency response, and workforce training, exercises, technical assistance and technology transfer. The agency offers a wide range of hands-on, customized training solutions impacting the homeland security and the occupational and economic development of Texas and beyond. Major TEEX programs include fire services, homeland security, public safety and security, public works, safety and health, search and rescue, and economic solutions.

Along with roughly 35 other San Franciscan City Employees, we packed ourselves into an EOC training facility each day for 9 hours.  Over the 3 days, we practiced on several aspects of preparing for a disaster, responding to a disaster, and finally beginning recovery.  I practiced in the following three incident command sections and branches:  Operations – Transportation Branch Grunt, Public Information Officer (PIO), and Planning – Situation Unit Leader.

Day 1:  Operations – Transportation Branch Grunt

In the first day of the simulation, I was assigned to the Operations Section.  Within the Section, I worked under the transportation branch as a grunt.  The disaster scenario was a rail derailment with a chemical spill.  It was a small town somewhere in Texas.

In my position, I worked closely with our Branch leader to identify places we would need to shelter the evacuees.  As a worker within the transportation branch, our goal was to identify routes and shelters where we could relocate evacuees.  Direction came from our Branch leader, which was given objectives from the Operations Section Chief.

All the individuals within the branch worked together as a team to locate nearby shelters, plotted pick-up locations, transportation routes, coordinated police escorts, and initiated, incollaboration with the PIO,  a public service message directing people.

As day 1 came to a close, I reflected on the experience  of working as a grunt.  I usually fill the role of IC or Operations Section Chief, but on day 1 I  focused  specifically on just transportation related issues.  It was nice just being able to pour all of my focus, attention, and energy on a small but important component of our organization’s response.  It also provided me with sense of ability and I felt great at the end of the training day that my team was able to manage information and responded professionally to the priorities laid-out.

The Lessons Learned – Work as a team!   Even though I felt I had a pretty successful day and I’m knowledgeable about working within ICS, I learned the importance of respecting and taking a subordinate posture.  It was extremely important that I listen to my Section Chief and Branch leader.  If I would have fought or disagreed with their guidance, became impatient and did my own thing, or thought I was better or more knowledgeable – I would have been personally responsible for holding up or derailing the team’s response.

Day 2:  Public Information Officer

In the second day of the simulation, I was assigned the high-level position of Public Information Officer (PIO), which is part of the Command Staff.  The day’s disaster scenario involved preparing and responding to a massive flood that impacted several counties.

I worked closely with the Command Staff to isolate information, develop response guidance, and to coordinate with other agencies at the state and local levels.  Specifically I gathered information about the impending disaster, gathered and presented a clear understanding of how our agency would respond and provide guidance to the public on what to do and how they can access assistance.

I established a Joint Information Center or JIC where all PIO’s from various agencies could join to be on the same page and to collectively issue guidance.  Furthermore, once I established a JIC, it meant that all external communication had to go through and be approved by my position.  For example, a local county PIO could not talk directly to the media unless he/she was using points of information constructed and approved by me which were approved by the Incident Commander.

As day 2 came to a close, I reflected on my role as the PIO.  First of all, the job was extremely hard to work in.  I felt all-day that I was chasing down information and I did not have all the information I needed to issue guidance.  As I had no previous experience in the PIO role, I relied heavily on the job task list and templates provided i.e. messaging form and responses.  Then I proceeded to make my own decisions and to do the best I could to accomplish tasks.  The best aspect I can comment on about being PIO is that when you make a comment or suggest guidance, people truly listen to you because you are the voice for the entire EOC.

The Lessons Learned – Checklists and standard procedures are one of the most beneficial and important things organizations can do for staff to prepare for a disaster.

Day 3:  Planning Section – Situation Unit Leader

In the last day of the simulation, I was assigned to the planning section, as Situation Unit Leader.  The day’s disaster scenario involved two scenarios – in the morning we began recovery efforts to the flood from the previous day and in the afternoon, we responded to a terrorist attack.  The coolest aspect of the afternoon session was that a team from another City was taking the Incident Command Post training at the same facility.  So we participated in the same simulation where they played as the on-site IC and we participated as the County’s EOC.

I worked closely with Planning Section Chief to keep everyone in the EOC updated on all major pieces of information, such as curfew times, when the presidential declaration was made, weather warnings etc.  The primary task I had was keeping the EOC’s large board updated (pictured below).  The board was intended to give everyone in the EOC access to information and status updates.  In addition to processing and analyzing information, it was my ongoing task to work with Section Chiefs to capture and disseminate information in a timely manner.

Logistics Section within the TEEX’s EOC.  The screen located top left was where staff could get situation updates.

The last task I was responsible for was giving a comprehensive update to everyone that attended command staff meetings.

As day 3 came to close, I reflected on my role as the Situation Unit Leader.  Basically I felt awful.  I felt that I let the team down.  Even though I expeditiously processed information and updated the board, I was unsure of my role in the command structure.  I consistently turned to the job tasks list and other helpful guides, but felt overwhelmed during this phase of the exercise.

The Lessons Learned – It is important to find a balance of trying your best and not getting down on yourself.  ICS and responding to an emergency or disaster is very difficult and stressful.  So just try to do your best, practice all of the possible ICS roles, follow specific guidance & procedures, and perform exercises and drills whenever possible.