For those in government here are "the book" answers straight from the Federal Emergency Management Agency (FEMA) publication National Incident Management System Emergency Operations Center How-To Quick Reference Guide August 2021 https://www.fema.gov/sites/default/files/documents/fema_eoc-quick-reference_guide.pdf
Selected sections are quoted below:
ICS OR ICS-LIKE STRUCTURE
Many jurisdictions use an ICS or ICS-like structure in their EOC. This is typically because emergency managers are familiar with the structure, and it aligns with the structure used in the field. It also provides a useful functional breakdown, particularly for EOCs that might take on operational missions. An ICS-like EOC structure generally reflects the standard ICS organization but with variations to emphasize the coordination and support mission of EOCs (as opposed to the tactical 18 and logistics management role of on-scene responders). For example, EOC leaders often differentiate between field personnel and EOC personnel by adding “Support” or “Coordination” to EOC section titles. Additionally, some EOC leaders may modify certain ICS processes or functions to better reflect EOC activities and responsibilities. EOC leaders may select a standard ICS organization for one or more of these reasons:
· EOC staff provide tactical direction to an incident
· EOC managers want to mirror the organization of on-scene personnel
INCIDENT SUPPORT MODEL
The Incident Support Model is a variation of the ICS structure. It does the following:
· Regroups the information management and situational awareness functions of the ICS Planning Section
· Combines the functions of the ICS Operations Section, the ICS Logistics Section and the comptroller/purchasing functions of the ICS Finance/Administration Section
EOCs that use an Incident Support Model structure typically focus exclusively on support functions rather than on operations or managing response/recovery efforts. As with the ICS or ICS-like structure, the director of an Incident Support Model EOC has support personnel assigned to key functions, plus subject matter experts and technical specialists.
DEPARTMENTAL STRUCTURE
Jurisdictions and organizations may choose to maintain their relationships with the departments and agencies they already work with in responding to and recovering from incidents. Leaders can then configure their EOC staff by the team members’ departments, agencies and organizations. (Leaders can also organize by ESF rather than by department.)
Staff in departmentally structured EOCs typically require less training than staff in other EOC structures. Departmentally structured EOCs emphasize coordination and equal footing among all departments and agencies. In this model, a single individual—either the jurisdiction’s emergency manager or another senior official—directly coordinates the jurisdiction’s support agencies, NGOs and other partners. Departmental representatives bring the resources, expertise and relationships associated with their organizations and functions. The EOC makes decisions to achieve mutually agreed-upon objectives, as in a Unified Command. The roles and responsibilities of a departmental EOC reflect the day-to-day responsibilities of the represented departments and agencies. This structure enables jurisdictions and organizations to address incidents effectively while maintaining their normal authorities, responsibilities and relationships.
ORGANIZATIONAL CONCEPT AND FRAMEWORK
NIMS describes in detail the three organizational methods defined above. Recognizing the broader context of coordinating structures, NIMS gives leaders the flexibility to adopt other response structures used in various organizations. These methods, often used alongside other approaches, outline who responds in emergencies and how these coordinating partner organizations, functional units and others work together to respond to and recover from events. These EOC configuration options include the following:
· Major management activities method: This structure includes a focus on primary actions guided by management decisions. The Policy Group, coordination group, operations group and resources group are responsible for executing those decisions.
· ESF organizational method: This structure provides the flexibility to align and assign stakeholder resources according to their capabilities, tasks and requirements to augment and support the EOC’s response. The ESF model also provides well-defined lines of communication between departments, local jurisdictions and federal agencies. Though many state and local jurisdictions follow the federal government ESF model, this model may not apply to smaller jurisdictions. For more information, visit https://www.fema.gov/emergency-managers/national
For more information about the ICS structure, see the NIMS document: https://www.fema.gov/sites/default/files/2020- 07/fema_nims_doctrine-2017.pdf
This is Eric writing again. The only thing I'd add about the above is that if you choose the ICS pure option, you will need to commit significant time, resources and effort to training personnel to operate in that environment and then keeping them proficient in operating using ICS. In my experience, with personnel turnover and all the other challenges emergency managers face, it could be an impossible task.
Diane Newman shared the information above.
