Vigilant Guard helps standardize SOC operational rhythm for future activations
By Lisa Rodriguez-Presley
Vigilant Guard was a unique opportunity for multiple agencies to work together to simulate an emergency and Georgia Emergency Management and Homeland Security Agency staff took advantage of that opportunity by implementing some best practices during the exercise to help provide a seamless operation when a major disaster strikes .
Following the tragedy of 9 / 11 , there was tremendous emphasis placed on streamlining operations
Photo by 1st Lt . Stephen Hudson
ry support are processed with Georgia Army National omeland Security Agency in Atlanta , Ga ., during a tour
and making communications standard across agencies . This helps agencies who may not work together on a regular basis because it creates consistency across both communications and operations . While this was already the case at the State Operations Center , the staff took a closer look at current operations and decided there was more that could be done to improve in these areas . “ Between the Planning Section and the SOC staff , we recognized that there ’ s doctrine that the Federal Emergency Management Agency has recently issued and new guidelines for multiagency coordination centers that we could use ,” said Lamar McEwen , SOC Director . “ We looked at it and liked it so we decided to go with it because we felt it would decrease the amount of time it takes for people in the SOC to get acclimated .”
Getting acclimated quickly is an important factor in being able to respond effectively during an activation . Staff in the SOC often talk about the “ operational rhythm ” of the SOC and the importance of getting into that rhythm . To get all of the people and resources involved working together efficiently takes a great deal of coordination , both in and out of the SOC and according to McEwen , implementing the new guidelines is making a positive difference which was evident during Vigilant Guard . “ People come in and have to get up to speed , so by standardizing the way we approached everything we were able to train to that operational rhythm that we were striving for during Vigilant Guard ,” said McEwen . An example of the improvement to processes is the reporting activity meeting that occurred at the beginning and the end of every shift in the SOC . Rather than going around the room to each section and having them report their activity over the past shift for everyone , a meeting with the heads of each section allowed them to communicate directly with one another and ask questions , then they could go back and brief their counterparts . This reduced both the time it takes to conduct shift change and the confusion that can occur . Additionally , according to McEwen , the new processes will allow GEMA / HS staff to integrate into a joint organization more smoothly . GEMA / HS recently set up joint field offices with FEMA following the tornadoes in south Georgia and because of the new processes , future transitions into joint field operations should take place more effortlessly . “ We needed that guidance ,” said McEwen . “ It allowed us to get buy-in from our state partners and once you have that it makes it easier moving forward to have everyone on the same page . It allows you to place all of your focus on providing those resources to the people who need them .”
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