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					           NIH Emergency Management/
             Continuity of Operations
            Program Overview Briefing




May 2005                                1
Overview
      Division of Emergency Preparedness and Coordination (DEPC)

      • History of the Division of Emergency Preparedness and
        Coordination

      • DEPC Responsibilities

      • NIH Emergency Response Capabilities

      • Coordination with HHS




December 2008                                                      2
History of Division of Emergency Preparedness and Coordination
History of the NIH Division of Emergency Preparedness and Coordination:

        In 1985, the Office of Research Services (ORS) expanded the technical
         capabilities of the Fire and Emergency Response Program (NIH Fire
         Department) and established the Emergency Management Branch.

        Serving under the Division of Safety within ORS, the Emergency Management
         Branch advanced the NIH Fire Department and response support personnel
         capabilities, specifically in the hazardous materials arena.

        The Emergency Management Branch remained the primary coordination lead
         until the late 1990’s, when reorganization led to a merger with the NIH Police
         Department and designation of one management component - the Division of
         Public Safety.

        Following the 2001 terrorist attacks on our Nation, the Division of Public Safety
         was reorganized giving way to the Security and Emergency Response Program.
         From this, the Division of Emergency Preparedness (DEPC) was created.




December 2008                                                                                3
DEPC Responsibilities
   Many of the NIH emergency preparedness activities are maintained by the NIH
    Division of Emergency Preparedness and Coordination (DEPC).

   NIH DEPC is the principal emergency planning resource for the NIH and is
    responsible for coordinating all NIH resources essential to emergency planning and
    preparedness functions. *

   NIH DEPC is responsible for the:

              NIH Continuity of Operations (COOP) Plan
              NIH Red Alert Critical (RAC) Program
              NIH Evacuation Program (including shelter-in-place)
              NIH Crisis Response Program
              NIH Emergency Alert and Notification Program
              NIH Employee Emergency Awareness Program
              NIH Secure Communications
              Government Emergency Telecommunications Service (GETS) Program

       * DEPC Website. http://ser.ors.od.nih.gov/div_emergency_prep.htm




                                                                                         4
NIH Emergency Preparedness and Response Capabilities

   NIH maintains extensive emergency preparedness and response capabilities:
          –     NIH Division of Police
          –     NIH Division of Personnel Security and Access Control
          –     NIH Division of Fire and Rescue Services
          –     NIH Division of the Fire Marshal
          –     NIH Division of Emergency Preparedness and Coordination
          –     NIH Division of Physical Security Management
   These capabilities are found within the NIH Office of Resource Services (ORS)
    Security and Emergency Response Resources.



              For more information on NIH Security and Emergency Response Resources visit:
                                         http://ser.ors.od.nih.gov/




                                                                                             5
 Coordination with HHS

 Several aspects of the NIH EM/COOP Program are coordinated with HHS. In order to
 ensure successful coordination and communication between HHS and NIH, DEPC acts
 as the liaison with HHS in the following areas:


        Secure communications;

        Secretary’s Emergency Response Team (SERT);

        National-level exercises; and

        Alternate emergency facilities.




December 2008                                                                       6
Overview




      NIH Emergency Management/Continuity of Operations (EM/COOP)
                               Program




December 2008                                                       7
NIH EM/COOP Program Overview – Key Facts
The NIH EM/COOP Program is designed to ensure the following:

        Personnel Safety and Emergency Preparedness. NIH has emergency plans in
         place to provide for the safety and protection of employees, patients, and visitors
         across a wide range of potential emergencies. To increase employee awareness
         of these emergency measures, NIH has implemented a training program and
         produced outreach materials.

        Protection of Critical Assets. Emergency response guidelines serve to
         safeguard animals, research and property, and focus on the continued execution
         of critical activities during a crisis event.

        Emergency/Crisis Response. The Office of Research Services, the NIH Fire
         Department, and campus Police are working closely with the DEPC on providing
         a high level of emergency response capability.

        Coordination. NIH emergency and crisis operations are coordinated with HHS
         as well as local, state, and federal emergency and response organizations. NIH
         is also strengthening its internal crisis communications program.




December 2008                                                                                  8
 What is COOP?
        “COOP is an integral effort…to assure the capability exists to continue
        essential…functions across a wide range of potential emergencies, including localized
        acts of nature, accidents, and technological and/or attack-related
        emergencies…COOP….is more simply a “good business practice” - part of the
        fundamental mission of federal departments and agencies as responsible and reliable
        public institutions…All Federal Departments and Agencies…shall have a viable COOP
        capability.” Presidential Decision Directive 67



        A COOP Plan defines an agency’s strategy for performing essential functions
         during any emergency that may affect that agency, this includes have to
         relocate the essential functions to another location

        COOP Plan = Specific actions required to continue essential functions with
         minimal interruption




December 2008                                                                                   9
 Why is a COOP Plan Needed?
 A viable COOP Plan:

        Takes an all-hazards approach in ensuring the capability exists for an agency to
         continue its mission essential functions.

        Protects and ensures the mission of an agency during all types of emergency
         events, with consideration to a rapidly changing and escalating threat
         environment.

        Establishes an important component of a comprehensive EM/COOP Program
         that aligns activities throughout the NIH.




December 2008                                                                               10
  Objectives of a COOP Plan

 The objectives of a COOP Plan include:

        Reducing loss of life

        Minimizing damage and losses;

        Protecting critical facilities, equipment, records, and other assets;

        Ensuring the continuous performance of an agency’s essential
         functions/operations during an emergency;

        Reducing or mitigating disruptions to operations;

        Achieving a timely and orderly recovery from an emergency and
         resumption of full service to customers.




December 2008                                                                    11
  The NIH COOP Plan
  Currently NIH has a COOP Plan in place that is designed to ensure continuity of the
  NIH mission essential functions, based on an all hazards approach, that also
  addresses the need to maintain the health and safety of the NIH employees, patients,
  and the visitor community. It is an overarching strategy aimed at managing and
  recovering from situations or events that have a direct adverse impact on the operations
  of NIH.

  The NIH COOP Plan applies to a broad spectrum of human-caused, natural, and
  technological emergencies and threats such as:
       Natural disasters;

       Technological or human-caused hazards;

       Material and emergency shortages;

       Infrastructure failure.

 The NIH COOP Plan activation addresses various types of emergency events. It is broken
 down into four different levels starting from Level 4 (an event impacting part of an NIH
 building housing essential functions) up to Level 1 (an event impacting the NIH Bethesda
 Campus or the National Capital Region).



December 2008                                                                                12
 The NIH Emergency Support Teams
  In order to execute the NIH COOP Plan, teams with distinct roles and responsibilities have
  been established. The NIH Emergency Support Teams (ESTs) are pre-designated teams
  that respond during COOP operations and provide a resource management strategy
  designed to coordinate resources in such a manner as to ensure the continuance of NIH
  essential functions.
                                                                  Disaster
                                                                  Recovery
                                                                 Coordinator
  The NIH ESTs include:

                                  Animal Resources                                              Safety Team
                                       Team



                                       Administrative                                    Public Safety
                                       Support Team                                         Team


                     ESTs
                                           Clinical Center                        Public Information
                                                Team                                    Team




                                               Facilities Team                 Logistics Team

                                                                  IT Team




December 2008                                                                                                 13
NIH Emergency Support Teams
The NIH Emergency Support Teams are pre-designated teams that respond during COOP
operations and provide Institutes and Centers with additional resources (when requested by
the respective Institute EC) to ensure the continued execution of essential functions.

    Administrative Support Team: provides            Information Technology Team: provides IT
     administrative support, information               equipment and infrastructure support and
     processing, and financial support                 services.
     operations.
                                                      Logistics Team: provides services and
    Animal Resources Team: consists of two            materials related to transportation, food and
     teams:                                            water, requests for specialized equipment,
      –   Animal Recovery and Relocation               etc.
          Team assists in housing and relocating
          animals.                                    Public Information Team: coordinates all
                                                       public information communicated to groups
      –   Animal Care Team assists in triage,          and/or individuals inside and outside the
          treatment and care of animals.               NIH.
    Clinical Center Team: provides medical           Public Safety Team: the initial responders
     expertise and triage support, and response        to emergencies where there is an immediate
     personal wellness services.                       threat to life and/or property.

    Facilities Team: provides consultation,          Safety Team: provides consultation and
     support and resources relating to the NIH         direct support activities relating to the safety
     infrastructure and facilities.                    and health.




                                                                                                          14
Overview




                NIH Crisis Response Team Initiative




December 2008                                         15
  NIH CRT Initiative
  On February 1, 2004, a fire in Building 30 caused extensive damage to the facility,
  requiring building occupants to relocate.

  As a result of the fire, several lessons were learned:

        A clear notification process needs to be established;

        Communication between NIH and the ICs needs definition and improvement;

        All ICs must be able to quickly tap NIH resources in emergency events;

        There needs to be a single point of contact for emergency recovery needs at
         NIH.

  In an effort to remedy the communication and coordination problems that arose during the
  Building 30 fire, the DEPC is pursuing the following new initiative:
        NIH Crisis Response Team Initiative




December 2008                                                                                16
  NIH Crisis Response Team Initiative
  NIH works with each of the Institutes and Centers and the Office of the Director to
  establish, train, and test a Crisis Response Team. An Emergency Coordinator has been
  identified in each Institute and Center that is responsible for coordinating the CRT
  activities.


  The objective of the CRT Initiative is to:
        Increase coordination and communication across the NIH; and

        Establish a robust and streamlined Crisis Response System.

  The CRT Initiative lays the foundation for NIH to have a coordinated response in a crisis
  event by facilitating communication:

        Across an IC;

        Between ICs;

        With NIH Leadership; and

        With the DEPC.




December 2008                                                                                 17
Crisis Response Team

  The Crisis Response Team (CRT) is responsible for implementing NIH specific
   plans and procedures during an emergency event and initiating emergency
   operations, continuing essential functions, and instituting recovery efforts.

    The CRT consists of four main components:

     1. Emergency Coordinator: Main point of contact for the CRT and the liaison
        between the Institute and DEPC.
     2. Leadership Team: Provides strategic decision-making, coordination and
        communication for NIH.
     3. Support Team: Responsible for initial set-up and operations associated with
        the NIH Crisis Management Center (i.e. a designated operations room to
        convene CRT members)
     4. Functional Team: Responsible for maintaining NIH mission essential
        functions.




                                                                                      18
Crisis Response Team Structure
   Each CRT consists of the three basic components and an Emergency Coordinator.
   This person serves as the IC point of contact and acts as a liaison between their Institute
   or Center and the DEPC.

                         The Leadership Team provides strategic decision-making,
                         coordination and communication for the IC. The Emergency
                         Coordinator is a part of the Leadership Team and acts as a liaison
                         between the IC and the DEPC.



                         The Support Team coordinates activities associated with the Crisis
                         Management Center.




                         The Functional Team executes response operations, assesses
                         the impacts of an event on IC mission activities, and recommends
                         initial and follow-up actions to the Leadership Team.




December 2008                                                                                    19
CRT Emergency Coordinator Responsibilities



  The IC Emergency Coordinator is the main point of contact for emergency
   preparedness activities at the individual IC.
  The IC Emergency Coordinator is responsible for:
       – Coordinating IC response and recovery activities across the IC Crisis
         Response Team (CRT);
       – Coordinating with the NIH Division of Emergency Preparedness and
         Coordination; and
       – Coordinating development and maintenance of the IC EM/CRT program.




                                                                                 20
CRT Leadership Team Responsibilities

 Determine the effect an emergency has on IC.

 Establish priorities during emergencies.

 Conduct liaison activities with the NIH COOP Senior Management Group.

 Coordinate management issues involving IC Programs, Divisions, Branches, and Laboratories.

 Coordinate communication activities with IC staff.

 Coordinate the release of information to groups outside of the NIH with the NIH COOP Public
  Information Team.

 Issue IC policy.




                                                                                                21
CRT Support Team Responsibilities

 Setup the IC Crisis Management Center (CMC) to ensure it’s operational during an
  emergency.

 Coordinate the flow of information in and out of the CMC.

 Document response actions and update IC Leadership, Functional Team Leaders, and
  Emergency Coordinator

 Assist in requesting and coordinating additional NIH resources available to IC during an
  emergency.




                                                                                             22
 CRT Functional Team Responsibilities

 Assess emergency situation and determine level of impact on IC’s essential functions.

 Report to designated areas as instructed and initiate emergency response actions.

 Work to maintain essential functions.

 If the scope of the problem is beyond the Function-specific group’s capability to respond, define
  what help is needed and contact the IC Emergency Coordinator.

 Provide Leadership Team with regular status updates.

 Perform and/or recommend follow-up actions.




                                                                                                      23
Crisis Management Centers

 A Crisis Management Center (CMC) is used by the IC CRT Leadership Team to centrally direct
  emergency operations.

 Members of the CRT will convene at the CMC upon activation by the Emergency Coordinator.
  In the event that the primary CMC site is rendered unavailable, an alternate CMC will be used.

 IC has CMC locations geographically dispersed to cover all IC facilities and primary and
  secondary CMC locations are identified in each.




                                                                                                   24
Crisis Response Teams Link to the NIH COOP Program
       The IC Emergency Coordinator is the connection between the IC operations and
       NIH operations. The IC Emergency Coordinator coordinates and communicates
       with the NIH Disaster Recovery Coordinator.

                                                            Senior
                                                          Management
                                                            Group
                        Safety Team



                  Public Safety                              Senior
                     Team
                                                           Management
                                                           Coordinator
                     Public Information
                           Team



                  Logistics Team


                                          NIH Disaster
                          IT Team          Recovery
                                          Coordinator

                  Facilities Team
                                                   The NIH Office of the Director and the 27 Institutes and Centers

                       Clinical Center
                                                                                       Leadership
                            Team                                                         Team
                                                    Emergency
                  Administrative                    Coordinator
                     Team


                     Animal Resources                                                                 Functional
                          Team                                          Support Team
                                                                                                        Team




December 2008                                                                                                         25
Overview




                Emergency Preparedness at Work




December 2008                                    26
 Emergency Preparedness at Work
 NIH is prepared to respond.

               Each NIH Building has an Occupant Emergency Coordinator and a team of
                volunteers to implement actions to protect life and property during an
                emergency.
                     – Evacuation
                     – Building re-entry
                     – Shelter-in-place
               Questions concerning specific building emergency plans should be directed to
                your Occupant Emergency Coordinator.

               To find your building’s Occupant Emergency Coordinator check the following
                page on the NIH website:

                     – http://ser.ors.od.nih.gov/emergency_prep.htm




December 2008                                                                                  27
 Evacuation
 A wide variety of emergencies, both natural and man-made, may require all or parts of
 NIH facilities to be evacuated.

  NIH Campus Evacuation
          The NIH has an evacuation plan in place for the NIH Bethesda Campus.

          NIH law enforcement and security will direct traffic movement during a
           campus evacuation.

          For a campus map with evacuation routes, visit the following page on the
           NIH website: http://parking.nih.gov/evacplan.cfm

          For online building evacuation training, visit:
           http://ser.ors.od.nih.gov/emergency_prep.htm

  Regional Evacuation
         In an evacuation that involves the entire National Capitol Area, the NIH follows
          the direction provided by the Office of Personnel Management (OPM), General
          Services Administration (GSA), and the Federal Emergency Management
          Agency (FEMA).



December 2008                                                                                28
Shelter-in-Place
Some emergencies may require employees to shelter-in-place.

        Shelter-in-place means selecting a small, interior room and taking refuge
            there until an all-clear signal is received.

        Shelter-in-place generally lasts a couple hours, not days.

        In some cases, employees will be asked to shelter-in-place at their work
         stations and in others, they will be asked to relocate to a pre-determined
         shelter location.

        If a shelter-in-place order is issued, the DEPC will notify building Occupant
         Emergency Coordinators and IC Emergency Coordinators. Follow the
         guidance of the building Occupant Emergency Coordinator during a
         shelter-in-place event.

        The NIH Fire Department and NIH Police will coordinate with the DEPC to
         ensure timely shelter-in-place of employees and visitors.




December 2008                                                                            29
  Reporting an Incident
  To report an emergency on the NIH Bethesda campus:


        Call the NIH Emergency Communications Center at 911.


  To report an emergency in an off-campus facility:


        Call 9-911 to report the event to the local authorities.

        Call the NIH Emergency Communications Center at 301-496-5685.


   Emergency procedures vary according to the type of incident; incident-specific
   response procedures are outlined on the following slides.




December 2008                                                                       30
  Reacting to an Incident - Medical Emergencies

        Call 911 (on campus) or 9-911 (off campus).

        In the Clinical Center, call 111 for Clinical Center Code Blue.

        On the NIH campus, the Occupational Medical Service (OMS) will stabilize and, as
         necessary, refer urgent medical cases to other health care facilities.

        If an NIH employee has a potential blood-borne pathogen exposure, such as HIV or
         Monkey B virus, after routine hours, call the Clinical Center operator at 301-496-
         1211 to contact an OMS physician.




December 2008                                                                                 31
  Reacting to an Incident - Fire

        If possible, confine the fire by closing all doors.

        Pull/activate the nearest fire alarm box and notify others in the area of the
         emergency.

        Call 911 (on campus) or 9-911 (off campus) and report the emergency.

        For those working in a laboratory, if time permits, turn off gas and confine hazardous
         materials in cabinets.

        Evacuate in an orderly manner. Do not use elevators.




December 2008                                                                                 32
  Reacting to an Incident – Chemical, Biological or Radiological Release

        Leave the room and close doors. Do not open the windows. If applicable and safe to
         do so, use absorbent material to keep the substance from spreading.

        Remove contaminated clothing/shoes before entering a clean area.

        Wash any body parts that may have come in contact with the material.

        Call 911 (on campus) or 9-911 (off campus) and report the emergency.

        After evacuating, do not permit anyone to enter the area until emergency response
         personnel determine it is safe.

        Anyone who may be contaminated should be restricted to a single staging area. Do
         not move from this area until directed by authorities. Moving from area to area will
         cause further contaminate and place others at risk.




December 2008                                                                                   33
  Reacting to an Incident – Telephoned Bomb Threat
        When receiving bomb threat DO NOT hang up. Take all threats seriously. Stay calm
         and take notes. For a bomb threat reference card, visit:
         http://ser.ors.od.nih.gov/documents/bomb_threat_card.xls

        Try to determine:
                –   The exact location of the bomb
                –   The source of the threat
                –   What time the bomb will explode
                –   Background noises that could help identify the caller’s location
                –   Characteristics of the caller’s voice (gender, age and/or accent)

        Dial *57 immediately to trace the call. Listen for confirmation and hang up. The
         number of the last call will be reported to the local telephone company.

        Call 911 (on campus) or 9-911 (off campus). Pass on all information to the police.

        Do not activate the fire alarm, this may trigger the bomb. Listen and follow
         instructions on how to evacuate.




December 2008                                                                                 34
  Reacting to an Incident – Suspicious Package/Explosive

        Never touch a suspected bomb/explosive.

        Do not use radios and transceiver equipment near the suspected explosive.

        Call 911 (on campus) or 9-911 (off-campus).

        If evacuation is necessary, leave in an orderly manner.




December 2008                                                                        35
  Reacting to an Incident – Terrorism

       Depending on the nature of the event, the response may vary.

        Always remain calm, monitor radio or television for information, and listen to
         local, state, and federal authorities for specific instructions and terror threat
         warnings.

        Call or e-mail your emergency contact and let them know where you are going.

        Be aware of your surroundings. If you see anything suspicious, report it to
         authorities.




December 2008                                                                                36
 Emergency Actions At Work
  Employees are encouraged to refer to the following emergency preparedness resources for
  information on how to handle emergencies that occur during the workday:


        Building Evacuation & Shelter-in-place
         http://ser.ors.od.nih.gov/documents/evac_training.ppt


        NIH Policy Manual, Chapter 1430 – Occupant Evacuation Plan
         http://www1.od.nih.gov/oma/manualchapters/management/1430/main.html

        NIH Emergency Preparedness Handbook
         http://ser.ors.od.nih.gov/documents/HandbookFinal.pdf

        NIH Radio Station 1660 AM
         http://dtts.ors.od.nih.gov/index.htm




December 2008                                                                               37
Overview




                Emergency Preparedness at Home




December 2008                                    38
Family Emergency Actions
In order to be prepared for an emergency event, planning is your strongest ally. Make sure
you know what is available in both your community and your workplace.

The NIH Emergency Preparedness Handbook offers practical guidelines to employees and
their families in preparing for, responding to, and recovering from an emergency event.


        Preparing Before an Emergency—Covers options such as home evacuation
         plans, family contact cards, emergency preparedness kits, and school/care
         provider response plans.

        Responding When an Emergency Happens—Recommends gathering
         information, communicating with family, caring for pets, and understanding the
         actions your child’s school will take.

        Recovering After the Emergency—Focuses on the physical and emotional
         responses that can be seen after an emergency and offers tips for coping.




December 2008                                                                                39
Your Preparedness Role at Home

  –   Create a Household Emergency Plan.
  –   Plan escape routes.
  –   Locate the best shelter-in-place rooms in your home.
  –   Know how to properly shut off utilities.
  –   Develop a Family Communications Plan.
  –   Select a trusted friend or relative outside of your geographic area to contact in case
      local phone lines are unavailable, or you are separated from family members.
  –   Write down and post emergency contact numbers.
  –   Make photocopies of vital documents. Keep original documents in a safe deposit
      box, place one copy in a safe location in your home, and give the second copy to an
      out-of-town friend or relative.
  –   Create Household and Pet Disaster Kits (water, food, first-aid supplies, medications,
      radio (crank or battery), flashlight, extra batteries, blankets, pillows,
      veterinary/shelter numbers etc.).
  –   Get involved in community preparedness efforts.




                                                                                               40
Next Steps
Steps you can take to better prepare for an emergency situation:

        Know who your IC Crisis Response Team Emergency Coordinator
         contact the DEPC at 301-496-1985 if you don’t know who your IC
         Emergency Coordinator is.


        Identify your building’s Occupant Emergency Coordinator and make
         sure you understand the procedures for sheltering-in-place and evacuating.


        Take advantage of existing emergency drills. Know what to do during an
         emergency situation.


        Create a list of phone numbers to help you contact colleagues and family
         members during and after an emergency.


        Understand what is available to employees. Utilize available resources
         such as the NIH Radio Station (1660 AM), the NIH Intranet, and the NIH
         Crisis Response Teams.



December 2008                                                                         41

				
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