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NIH Emergency Management/

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NIH Emergency Management/ Continuity of Operations Program Overview Briefing May 2005 * * * * * * * * * * * * * * * * * * * * December 2008 Reacting to an Incident ... – PowerPoint PPT presentation

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Title: NIH Emergency Management/


1
NIH Emergency Management/ Continuity of
Operations Program Overview Briefing
2
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

3
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 1990s,
    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.

4
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_eme
rgency_prep.htm
5
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/
6
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
  • Secretarys Emergency Response Team (SERT)
  • National-level exercises and
  • Alternate emergency facilities.

7
Overview
NIH Emergency Management/Continuity of Operations
(EM/COOP) Program
8
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.

9
What is COOP?
COOP is an integral effortto assure the
capability exists to continue essentialfunctions
across a wide range of potential emergencies,
including localized acts of nature, accidents,
and technological and/or attack-related
emergenciesCOOP.is more simply a good business
practice - part of the fundamental mission of
federal departments and agencies as responsible
and reliable public institutionsAll Federal
Departments and Agenciesshall have a viable COOP
capability. Presidential Decision Directive 67
  • A COOP Plan defines an agencys 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

10
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.

11
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
    agencys 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.

12
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).
13
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. The NIH
ESTs include
14
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
    administrative support, information processing,
    and financial support operations.
  • Animal Resources Team consists of two teams
  • Animal Recovery and Relocation Team assists in
    housing and relocating animals.
  • Animal Care Team assists in triage, treatment and
    care of animals.
  • Clinical Center Team provides medical expertise
    and triage support, and response personal
    wellness services.
  • Facilities Team provides consultation, support
    and resources relating to the NIH infrastructure
    and facilities.
  • Information Technology Team provides IT
    equipment and infrastructure support and
    services.
  • Logistics Team provides services and materials
    related to transportation, food and water,
    requests for specialized equipment, etc.
  • Public Information Team coordinates all public
    information communicated to groups and/or
    individuals inside and outside the NIH.
  • Public Safety Team the initial responders to
    emergencies where there is an immediate threat to
    life and/or property.
  • Safety Team provides consultation and direct
    support activities relating to the safety and
    health.

15
Overview
NIH Crisis Response Team Initiative
16
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

17
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 The
CRT Initiative lays the foundation for NIH to
have a coordinated response in a crisis event by
facilitating communication
  • Increase coordination and communication across
    the NIH and
  • Establish a robust and streamlined Crisis
    Response System.
  • Across an IC
  • Between ICs
  • With NIH Leadership and
  • With the DEPC.

18
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
  • Emergency Coordinator Main point of contact for
    the CRT and the liaison between the Institute and
    DEPC.
  • Leadership Team Provides strategic
    decision-making, coordination and communication
    for NIH.
  • 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)
  • Functional Team Responsible for maintaining NIH
    mission essential functions.

19
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.  
20
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.

21
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.

22
CRT Support Team Responsibilities
  • Setup the IC Crisis Management Center (CMC) to
    ensure its 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.

23
CRT Functional Team Responsibilities
  • Assess emergency situation and determine level of
    impact on ICs 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 groups 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.

24
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.

25
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.
26
Overview
Emergency Preparedness at Work
27
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 buildings Occupant Emergency
    Coordinator check the following page on the NIH
    website
  • http//ser.ors.od.nih.gov/emergency_prep.htm

28
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).

29
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.

30
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.

31
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.

32
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.

33
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.

34
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_ca
    rd.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
    callers location
  • Characteristics of the callers 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.

35
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.

36
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.

37
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/manualcha
    pters/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

38
Overview
Emergency Preparedness at Home
39
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 EmergencyCovers options such
    as home evacuation plans, family contact cards,
    emergency preparedness kits, and school/care
    provider response plans.
  • Responding When an Emergency HappensRecommends
    gathering information, communicating with family,
    caring for pets, and understanding the actions
    your childs school will take.
  • Recovering After the EmergencyFocuses on the
    physical and emotional responses that can be seen
    after an emergency and offers tips for coping.

40
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.

41
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 dont know who your IC Emergency Coordinator
    is.
  • Identify your buildings 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.
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