NASA AMES RESEARCH CENTER

APR 1601.4 EMERGENCY MANAGEMENT PLAN

Emergency Management Plan Prepared by

Protective Services Office Center Operations Directorate

Approved by

/S/

Eugene Tu Center Director

National Aeronautics and Space Administration

Ames Research Center Moffett Field, CA 94035-1000

Ames Procedural Requirements APR 1601.4 Effective Date: 7/18/2016 Expiration Date: 7/18/2021

COMPLIANCE IS MANDATORY

Document is uncontrolled when printed

Responsible Office: Code JP/Protective Services /Ext 4-3010, Mail Stop 158-01 Directive Title: Emergency Management Plan

DOCUMENT HISTORY LOG

Status (Baseline/Revision /Cancelled

Document Revision Effective Date Description

Baseline 0 2005

Revision 1 10/13/2005 Title corrections

Revision 2 5/13/2005 Updated to incorporate new requirements

Revision 3 7/18/2016 Document expired Updates of all associated documents

iii

TABLE OF CONTENTS Preface P.1 Purpose P.2 Applicability P.3 Authority P.4 Applicable Documents P.5 Measurement/Verification P.6 Cancellation Chapter 1 Basic Emergency Management Chapter 2 Situations and Assumptions Chapter 3 Concept of Operations Chapter 4 Continuity of Operations Planning Chapter 5 Center Emergency Management Responsibilities Chapter 6 Direction and Control Chapter 7 Administration and Support Chapter 8 Reports Chapter 9 Records Chapter 10 Plan Development and Maintenance Chapter 11 Training and Exercises

Appendixes A Acronyms B Glossary of Terms C National Incident Management System (NIMS) D Critical Incident Stress Management (CISM) Program Plan E Pandemic Plan

Emergency Operations Center (EOC) Annexes

A Active Shooter B Aircraft Mishap C Care and Shelter D Civil Disorder E Damage Assessment F Dam/Levee Failure G Earthquake H Emergency Communications I Crisis Communications J Evacuation K Fire L Flood

M Hazardous Materials Incident N Hostage O Industrial Accident P National Event Q Radiological Incident (non-terrorist) R Rescue S Terrorism (CBRNE) T Transportation Incident U Tsunami V Warning and Alerting W Water and Wastewater Incident

Preface

P.1 Purpose The purpose of this Plan is to outline the process on Ames Research Center (ARC)/Moffett Field for effectively managing emergency incidents which can only be addressed by the collaboration and cooperation of different organizations on the facility. Collaboration and coordination will be vital in certain emergency incidents in order to protect lives and property, the environment, and restore normal operations. This process differs from normal emergencies managed on a daily basis by these same organizations to include fire, security, facilities management, and medical services.

This Emergency Management Plan is used to outline the process of effectively managing emergency incidents, working with regional organizations, and assuring appropriate training, communications interoperability and resource management. While the Plan does not address step-by-step procedures for every emergency/event it does provide a framework to manage, coordinate, plan, and support emergency incidents that may occur at Ames Research Center (ARC)/Moffett Field. This plan integrates Incident Command System (ICS) principles with Emergency Operations Center interface. Specific response, mitigation, and recovery actions reside with each appropriate directorate and/or contract service. NASA is a support Agency for the National Response Framework (NRF). The ARC emergency preparedness program is designed to integrate the efforts and resources of multiple ARC organizations and contractors to prevent, prepare for, respond to and recover from emergency incidents and provide support beyond ARC facilities based on NRF requirements and NASA guidance.

This plan, in accordance with the NRF, is an integral part of the national effort to prevent and reduce America’s vulnerability to terrorism, major disasters and other emergencies. It is intended to help minimize damage and recover from emergencies that may occur. In the event of an Incident of National Significance, as defined HSPD-5, ARC will integrate all operations with all levels of government, private sector, nongovernmental organizations through the use of the NRF coordinating structures, processes and protocols. The Annexes in this Plan outline the operational framework between field elements using ICS and the Ames Emergency Operations Center (EOC) coordinating and supporting response and recovery responsibilities. Appendices provide relevant and more detailed supporting information, including terms, definitions, acronyms, authorities, and a compilation of emergency references.

P.2 Applicability This Plan is applicable to all NASA Ames organizations and to all other government agencies and tenant organizations located at Ames/Moffett. The primary audience for this document includes the ARC Center Director, senior staff, emergency management staff, emergency responders, and others who may participate in ARC mitigation, preparedness, response and recovery efforts.

Any ARC operating functions assigned to installations other than ARC will comply with the host facility’s emergency procedures.

P.3 Authority a. Executive Order 12656, “Assignment of Emergency Preparedness Responsibilities,”

November 18, 1988. b. Robert T. Stafford Disaster Relief and Emergency Assistance Act, PL 100-707 June

2007 c. HSPD 5 “Management of Domestic Incidents,” February 2003

d. PPD 8, “National Preparedness”, dated December 2011 e. PPD 21, Critical Infrastructure Security and Resilience, February 2013

f. National Incident Management System (NIMS) December 2008 g. 29 CFR Part 1910.120 Hazardous Waste Operations and Emergency Response

h. NPD 8710.1D, “Emergency Preparedness Program.” i. NPR 8715.2, “NASA Emergency Preparedness Plan Procedural Requirements”

P.4 Applicable Documents a. Developing and Maintaining Emergency Operations Plans, FEMA November 2010

b. Homeland Security National Preparedness Goals, FEMA September 2011 c. ICS/EOC Interface FEMA, May 2008

d. National Disaster Recovery Framework, FEMA September 2011 e. National Response Framework, Department of Homeland Security, May 2013

f. Fundamentals of Emergency Management, FEMA May 2011 g. Santa Clara County Mutual Aid Agreement/Plan

h. State of California Emergency Plan 2009 i. Santa Clara County Emergency Operations Plan 2008

j. State of California FIRESCOPE Field Operations Guide, Incident Command System 2012.

P.5 Measurement/Verification Compliance to this APR will be measured utilizing outcomes derived from actual events/emergencies, training and exercises as outlined in Chapter 11 of this document. P.6 Cancellation

This Plan supersedes APR 1601.4, “Emergency Operations Plan (EOP)” dated May 8, 2008.

Chapter 1 Basic Emergency Management

This APR specifies actions to support the NASA and ARC missions under emergency conditions and the Department of Homeland Security (DHS)/Federal Emergency Management Agency (FEMA) under the National Response Framework (NRF).

1.1 Objectives of the ARC Emergency Preparedness Program include, but are not limited to: Protect lives. Protect the environment. Minimize the loss of, or damage to, NASA resources. Provide for the continuous operation or timely resumption of critical services and missions. Aid in the recovery and timely resumption of normal operations.

Assist in mitigating hazards that minimize adverse effects of a natural or technological emergency or disaster. Ensure emergency personnel training program is implemented in order to maintain ARC

preparedness.

Support local, State and Federal agencies and appropriate emergency response authorities. This Plan follows an all-hazard approach and acknowledges that most responsibilities and functions performed during an emergency are not hazard-specific. Likewise, this Plan accounts for activities before and after, as well as during, emergency operations. Consequently, all phases of emergency management are addressed as shown below. 1.2 Prevention is an effort necessary to avoid, prevent, or stop a threatened or actual act and is focused on ensuring optimal preparation. Prevention includes a systematic process engaging the whole Center as appropriate in the development of executable strategic, operational, and/or community-based approaches to meet defined objectives. The planning process helps to identify critical Mission Area capabilities thus leading to critical objectives to help provide a complete and integrated picture of the sequence and scope of the tasks to achieve the objectives and to ensure that the objectives are implementable. 1.3 Mitigation is an effort necessary to reduce loss of life and property by lessening the impact of disasters. It is focused on the premise that individuals, the private sector, communities, critical infrastructure, and the Nation as a whole are made more resilient when the consequences and impacts, the duration, and the financial and human costs to respond to and recover from adverse incidents are all reduced. ARC will conduct mitigation activities as an integral part of the ARC emergency preparedness program. Mitigation should be a pre-incident activity, although mitigation may also occur in the aftermath of an emergency situation with the intent of avoiding repetition of the situation.

1.4 Preparedness is the range of deliberate, critical tasks and activities necessary to build, sustain, and improve operational capability to prevent, protect against, respond to, and recover from incidents. Preparedness is a continuous process involving efforts at all levels of government and between government and private sector and nongovernmental organizations to identify threats, determine vulnerabilities, and identify required resources. Activities will be conducted at ARC to develop the response capabilities needed in the event of an emergency. Among the preparedness activities included in the ARC emergency preparedness program are:

a. Providing emergency management equipment and facilities b. Emergency planning, including maintaining this plan, its appendices and annexes.

c. Conducting or arranging appropriate training for emergency responders, emergency management personnel, other ARC personnel, and volunteer groups who provide assistance during emergencies. Conducting periodic drills and exercises to test response plans and training.

1.5 Response begins when an emergency incident is imminent or immediately after an incident occurs. Response encompasses the activities that address the short-term, direct effects of an incident that save lives and prevent further property damage in an emergency situation Response to emergency situations will be effective and efficient. The focus of most of this plan and its annexes is on planning for the response to emergencies.

1.6 Recovery is the development, coordination, and execution of service and site restoration plans for impacted communities and the reconstitution of government operations and services through individual, private-sector, nongovernmental, and public assistance programs. Recovery begins as response operations start to subside and the focus is shifted from responding to rebuilding. Recovery operations following a disaster involve both short-term and long-term efforts. Short-term recovery operations seek to assess initial damage and return vital systems to minimum operating levels. Long-term recovery focuses on restoring the Center to its normal state. Long-term recovery actions may continue for several months or years. The ability to accelerate the recovery process begins with pre-disaster preparedness, including mitigation and planning for and building capacity for disaster recovery. These efforts result in a resilient community with an improved ability to withstand, respond to, and recover from disasters. After an incident, recovery encompasses more than the restoration of physical structures. It is important to provide a continuum of care to support individuals in maintaining or restoring health, safety, and independence.

Chapter 2 Situations and Assumptions

2.1 Situations 2.1.1 Geographic and Demographic Characteristics

ARC/Moffett is situated on approximately 1800 acres in the South San Francisco bay area. Land uses surrounding ARC are largely residential and light commercial, providing for many of the employees working at the Center. There are approximately 200,000 people living within a six-mile radius of ARC. Approximately 3,000 people work for ARC and its contractors. NASA Ames is located in the third largest State in the nation with an area of 155,959 square miles within a land mass that is 770 miles long and 250 miles wide. The state has 1,370 miles of coastline along the Pacific Ocean to the west and shares 990 miles of border with three other sates-(Oregon, Nevada, Arizona) and approximately 140 miles of international border with Mexico.

The State is divided into 58 Counties and subdivided into over 475 incorporated cities. California is the most populous state in the nation with an estimated population of 38 million in 2012. NASA Ames resides in Santa Clara County with a population of 1.8 million.

NASA Ames is bordered by the San Francisco Bay, the City of Sunnyvale and the City of Mountain View.

2.1.2 Hazard Vulnerability Analysis ARC faces a number of threats from both natural and technological hazards. Several of these threats have the potential to cause severe or long-term disruption of ARC operations, while others can cause the disruption of specific operations or create site-wide emergencies demanding response. While no amount of preparation can anticipate every possible emergency scenario, the purpose of this section is to identify and describe the most likely threats that face ARC, and their potential primary and secondary impacts. Natural hazards, including, earthquakes, tornados, wildfires, and floods present a significant and varied risk. A virulent strain of pandemic influenza could kill hundreds of thousands, and affect millions more and would result in an economic disaster. Technological and accident hazards, such as dam failures or chemical spills/releases have the potential to cause extensive fatalities and severe economic impacts. The likelihood of an occurrence may increase due to aging infrastructure.

Terrorist organizations or affiliates may seek to acquire, build, and use weapons of mass destruction (WMD). Domestic Terrorism continues to a threat, including “lone actors” employing explosives and armed attacks. Cyber-attacks can have their own catastrophic consequences and can also initiate other hazards, such as power grid failures or financial system failures, which magnify the potential impact of cyber incidents.

The Hazard/Threat Vulnerability Analysis (Figure 1) provides a quick reference to these hazards and their potential impacts that have caused or possess the potential to adversely affect employee health and safety, the environment, property or operations. In determining ARC’s vulnerability to each hazard, a vulnerability rating of low-impact, medium, or high is assigned. The definition of each rating is as follows: Low The hazard has the potential to cause damage or disruption of activities requiring mobilization of Center-wide resources. Response and Recovery can be typically accomplished fairly quickly using Center resources.

Medium The hazard has the potential to produce damage and disruption of activities requiring facility-wide response. Mutual-Aid to supplement response and/or to maintain emergency response for additional incidents may be needed. Recovery may require additional resources from outside supporting agencies and resource.

High The hazard has the potential to overwhelm ARC’s available response and recovery resources. Disruption of activities may be prolonged for weeks or months with significant impact to Mission capabilities. Mutual-Aid to supplement response and/or to maintain emergency response for additional incidents will be needed. Recovery may require additional resources from outside supporting agencies and resource. Personnel and equipment from other Centers may be needed.

Hazard/Threat Probability Vulnerability Risk

Active Shooter Low High Medium

Aircraft Crash On-Site/Off-Site Low High Medium

Aircraft Mishap-Incursion Low Medium Medium

Civil Disorder (Riot, Strike) Low Low Low

Cyber-Threat/Attack High High High

Dam/Levee Failure Low Medium Medium

Drought Low Medium Low

Earthquake High High High

Fire Low Medium Medium

Flood Low Medium Low

Hazardous Materials Incident Medium Medium Medium

Transportation Incident Low Low Low

Heat/Cold Warning Medium Medium Medium

Industrial Related Incident Medium High High

Munitions Explosion Medium Low Low

National Event High Low Medium

Pandemic High High High

Radiological incident-Non-Terrorist Low Low Low

Structure Collapse Low Medium Medium Terrorism CBRNE Low Medium Medium Tornado Low Low Low Tsunami Low Low Low Utility Outage/Failure (Power, Elect, Gas, Steam, High

Pressure)

Medium High High

Water Supply Incident Medium Medium Medium

Figure 1 – Hazard/Threat Vulnerability Analysis 2.2 Assumptions

2.2.1 There is continuous exposure to the hazards noted in Figure 1 as well as other unknown potential hazards in the future.

2.2.2 Incidents at ARC may involve large numbers of casualties, loss of property, and/or degradation of ARC mission capabilities.

2.2.3 There may be little-to-no warning of an incident on ARC and will require rapid response with in-place capabilities and resources on an independent basis.

2.2.4 The Protective Services Division shall be prepared to respond to local emergencies and major natural or technological disasters within ARC or at other Centers as requested by NASA Headquarters and to support the appropriate tasking per the National Response Framework (NRF).

2.2.5 Proper mitigation efforts, for example, floodplain management and fire inspections, can prevent or reduce disaster-related losses on ARC.

2.2.6 The magnitude of an incident may overwhelm single and/or local ARC resources and require the implementation of mutual-aid agreements, requesting Federal resources and the establishment of a unified command. 2.2.7 Senior ARC management staff will ensure the safety and well-being of all ARC personnel during emergency incidents.

2.2.8 Normal administrative policies and procedures might not be adequate during emergencies. 2.2.9 Sufficient funding will be available to cover initial response to incidents at ARC.

2.2.10 Information request from the media may be immediate and extensive during any incident on ARC

2.2.11 Full situational awareness will not be initially available during an incident at ARC

2.3 Center Closing

ARC will be open each regular workday, regardless of weather or other emergency conditions that may develop, unless employees are notified otherwise. The Center Director is authorized to release employees and limit, or discontinue, Center operations during severe weather conditions or other emergency situations. Supervisors and other managers will consult with the Director, Human Capital, to determine whether employees should be dismissed under limited conditions affecting only a portion of the work force (e.g., a power failure in a building).

Chapter 3 Concept of Operations

3.1 General To achieve the Center’s emergency preparedness objectives, ARC has organized an emergency management program that is both integrated (employs the resources of government and ARC contractors) and comprehensive (addresses mitigation, preparedness, response and recovery). This plan is one element of the Center’s preparedness activities and is based on an All-Hazard approach to emergency planning. It addresses general functions that may need to be performed during any emergency situation and includes hazard-specific plans for specific types of incidents.

3.1.1 Directorates and offices tasked in this plan are expected to develop and keep current standard operating procedures that describe how emergency tasks will be performed. Directorates and offices are responsible for ensuring the training and equipment necessary for an appropriate response are in place.

3.1.2. NASA ARC has adopted the National Incident Management System (NIMS) in accordance with HSPD-5. ARC’s adoption of NIMS will provide a consistent approach to the effective management of situations involving natural or man-made disasters. NIMS allows ARC to integrate internal response resources using a set of standardized organizational structures known as the Incident Command System (ICS), designed to improve interoperability between all levels of government, private sector and non-governmental organizations. Appendix E provides further details on NIMS. 3.1.3 The first ARC emergency responder to arrive at the scene of an emergency situation will implement the ICS and serve as the Incident Commander (IC) until relieved by a more senior/more qualified individual or others who have legal authority to assume responsibility. The IC will establish an incident command post (ICP), assess the situation, identify response resources required and direct the on-scene response from the ICP.

3.1.4 Incident Commander (Field Response) The IC is responsible for carrying out the ICS function of command – managing the incident. The four other major management activities that form the basis of ICS are operations, planning, logistics and finance/administration. For small-scale incidents, the IC and one or two individuals may perform all of these functions. For larger incidents, a number of individuals from different departments or agencies may be assigned to separate staff sections charged with those functions. An IC using response resources from one or two departments or agencies can handle the majority of emergency situations. Departments or agencies participating in this type of incident response will normally obtain support through their own department or agency.

In emergency situations where other jurisdictions or the state or federal government are providing significant response resources or technical assistance, it is generally desirable to transition from the normal ICS structure to a unified or area command structure. This arrangement helps to ensure that all participating agencies are involved in developing objectives and strategies to deal with the emergency. Appendix F provides additional information on Unified and Area Commands.

3.1.5 Emergency Operations Center Activation Levels Normal Operations

Emergency incidents occur and the ARC officers are notified. One or more organizations respond to handle the incident, an ICP may be established. Response by first responders field elements in non-emergency mode; for example, traffic stop by security officer, or alarm response by the Fire Department. No outside notification required.

This same level may be utilized for incident pre-planning or monitoring. This level is sometimes referred to as a “Soft Opening” and may be utilized for tracking and/or maintaining situational awareness. The filling of EOC positions can be discretionary and driven by the incident or event situation as approved by the EOC Director. Level 1 – Minimal Activation

A situation or threat has developed that requires increased public information and has the potential for agencies/Center resources to take coordinated action. The EOC may be activated at the request of the Incident Commander and approved by the EOC Director during regular business hours or additional hours as needed. Staffing the EOC with assigned personnel will be determined by the EOC Director. Conditions are being monitored with information sharing networks activated. This level of activation may result from an approaching significant weather event, the potential for a public health situation, or a plausible threat of a terrorist event, with an unspecified time or national location. Level 2 – Partial Activation

A situation or threat has developed requiring a partial activation of the EOC, which may extend beyond the regular workday and require round the clock monitoring, resource ordering, logistical support, agency coordination. . The EOC may be activated at the request of the Incident Commander and approved by the EOC Director. Staffing the EOC with assigned personnel will be determined by the EOC Director. Level 3 – Full Activation

A situation and/or threat has developed requiring full activation of the EOC on a 24-hour rotational basis with all assigned EOC personnel participating or on call. A local disaster declaration is being considered or has been issued. A major earthquake, wildfire, flood, act of terrorism has caused significant property damage and/or a threat to human life. Mission capabilities have been significantly impacted.

EOC Activation Matrix

Level Description

1 (Minimal) Small Incident or Event One Site Two or more agencies involved Potential threat: Flood Severe Storm Escalating Incident Agency Coordination Moderate Incident or event

2 (Partial Two or more sites Several agencies involved Major scheduled event Limited Evacuations Resource Support Required Logistics Support Needed Mission Specific Support

Major Incident 3 (Full) • Earthquake

• Aircraft Mishap • Terrorism • Public Health

Emergency Multiple Sites/Jurisdictions Regional Disaster Multiple agencies involved Extensive evacuations Fatalities/Mass Casualties Mutual Aid Activated

Recommended Minimum Staffing Requirements

EOC Director EOC Coordinator Public Information Officer Situation Status Unit Operations Section Chief Logistics Section Chief

EOC Director EOC IT Support EOC Coordinator Public Information Officer Situation Status Unit Planning Section Chief Operations Section Chief Logistics Section Chief Specific Branches as Needed All EOC Functions and Positions as Required

3.1.6 Transition of Operations Transition from response operations to recovery operations will be communicated by the EOC Director. 3.1.7 Incident Command System and Emergency Operations Center Interface

For major emergencies and disasters, the EOC will be activated. When the EOC is activated, it is essential to establish a division of responsibilities between the ICP and the EOC. Interface implies communication, coordination, and other interrelationships between on scene Incident Command and EOC activities. Tactical Operations are conducted on-scene by the Incident Commander and assigned staff. The EOC is more strategic in thinking and provides coordination and support to the IC/Incident. Expanding or complex incidents frequently require policy interpretation, legal advice, financial support, and critical resource allocation/management. There may be a need to establish a Multi-Agency Coordination System (MACS) in the EOC. A general division of responsibilities is outlined below. It is essential that a precise division of responsibilities be determined for specific emergency operations. 3.1.8 The IC is generally responsible for field operations, including:

a. Isolating the scene. b. Directing and controlling the on-scene response to the emergency situation and

managing the emergency resources committed there. c. Warning employees in the area of the incident and providing emergency instructions

to them. d. Determining and implementing protective measures (evacuation or in-place

sheltering) for employees in the immediate area of the incident and for emergency responders at the scene.

e. Implementing traffic control arrangements in and around the incident scene. f. Requesting additional resources from the EOC. g. Requesting Critical Incident Stress Management (CISM) support, if deemed

necessary, in accordance with Appendix J

3.1.9 The responsibilities of the EOC are to: a. Provide resource support for the incident command operations. b. Issue center-wide warning. c. Issue instructions and providing information to all employees. d. Support and coordinate large-scale evacuation. e. Support and coordinate shelter and mass arrangements for evacuees. f. Support and coordinate traffic control for large-scale evacuations. g. Requesting assistance from federal, state, local and other external source h. Maintain adequate situational awareness of each incident to allow ARC/Moffett

officials to make informed decisions on courses of action. i. Coordinate with key decision makers in the emergency services involved in incident

response operations (e.g., fire department, law enforcement, facilities, etc), to strategize/prioritize response operations

j. Suspend or curtail government services, recommend the closure of portions or the entire Center and cancellation of public or special events.

k. Requesting Critical Incident Stress Management (CISM) support, if deemed necessary, in accordance with Appendix J

3.1.10 In some large-scale emergencies or disasters, emergency operations with different objectives may be conducted at geographically separated scenes. In such situations, more than one incident command operation may be established. If this situation occurs, a transition to an Area Command or a Unified Area Command is desirable, and the allocation of resources to specific field operations will be coordinated through the EOC.

3.2 State, Federal and Other Assistance When local resources are inadequate to deal with an emergency situation, civilian authorities will request assistance from the state. Community emergency management officials and emergency operating plans include protocols for requesting assistance through state and federal channels to supplement local resources. ARC, as a neighbor to some local communities, could be asked for assistance. In the event local authorities request assistance from ARC for emergency response or an event of national significance, the Center Director, in coordination with the EOC Director and/or designee, will respond to such requests and coordinate with NASA Headquarters as appropriate. Such assistance may take the form of equipment, supplies, personnel, or other available resources. Every reasonable effort should be made to anticipate the need for agreements or understandings in advance of an emergency whose favorable outcome could be influenced by such preplanning. All agreements will be entered into by duly authorized officials and will be formalized in writing whenever possible. Each office, directorate, or facility is responsible for the activities conducted within its respective jurisdiction, including the preparation and coordination of hazard-specific Annexes, support arrangements, and Mutual-Aid Agreements associated with this Plan. 3.2.1 Santa Clara County Emergency Operations Center

The Santa Clara County Emergency Operations Center is responsible to coordinate and support extraordinary emergency situations associated with large-scale disasters affecting Santa Clara County and/or the Santa Clara County Operational Area. When the Op Area EOC is activated NASA Ames may be requested to provide an Agency Representative to the Op Area EOC to coordinate resource requests from NASA Ames. For example, if the NASA Ames Federal Airfield was designated as a disaster supply logistical hub and/or mobilization center for resources. As needed, an Agency Representative from the Op Area could be requested to report to the ARC EOC for coordination. 3.2.2 Emergency Support Functions

For emergencies and disasters for which a presidential declaration has been issued, federal agencies, including NASA, may be mobilized to provide assistance to states and local government. The NRF describes the policies, planning assumptions, concept of operations and responsibilities of designated federal agencies for various response and recovery functions. NASA is listed as a support agency for NRF Emergency Support Functions:

ESF #5 Information and Planning ESF #7 Logistics

ESF #9 Search and Rescue ESF #13 Public Safety and Security

ESF #15 External Affairs As defined in the NRF, “support agencies are those entities with specific capabilities or resources that support the primary agency in executing the mission of the ESF.” For further information a copy of the ESF Annexes is located in the EOC Technical Reference Library. 3.2.3 Cooperating Agency

NASA is designated as an ESF Cooperating Agency in of support of Financial Management, Private-Sector Coordination, and Public Affairs.

3.3 Emergency Authorities 3.3.1 Office of Management and Budget regulations and NASA Agency directives

provide field Center Directors with a number of authorities to protect employees and control emergency situations. If necessary, ARC will use those authorities during emergency situations. Examples of these authorities include releasing employees (evacuation); closing all or a portion of the Center; restricting access to areas and/or facilities; implementing restrictive access control procedures: and declaration of a disaster for the ARC/Moffett community.

Chapter 4 Continuity of Operations Planning (COOP) The ARC Continuity of Operations Plan (COOP) is developed in accordance with HSPD 20, Federal Continuity Directive (FCD) 1, FCD 2 and NPR 1040.1. The NASA COOP Planning Procedural Requirements provides amplification of specific COOP requirement details. Some situations shall dictate simultaneous operations in both the emergency response and COOP arenas. The goal is to avoid conflicts over the use of people, resources, and critical systems necessary to achieve successful outcomes in both readiness and continuity.

Chapter 5 Center Emergency Management Responsibilities 5.1 Organization

5.1.1. General The Center Director is responsible for emergency management planning and for operations within ARC, including NASA Research Park tenants, Resident Authorities and other Tenant Organizations. The Chief, ARC Protective Services Office is responsible for implementing, maintaining, and improving emergency management at ARC. Supervisors are responsible for developing emergency action plans and office SOPs which train employees in protective measures for hazards identified in the work place.

5.1.2 Line of Succession The lines of succession for each of the ARC organizations and program offices shall be in accordance with SOPs established by those organizations and program offices. 5.1.3 Executive Council

The Executive Council provides input to the Director of the EOC regarding priorities of response and recovery operations relative to ARC mission essential functions. The Executive Council includes the ARC Director, Deputy Director, Associate Center Directors and heads of Aeronautics, Center Operations, Chief Counsel, Chief Financial Officer, Safety, Environmental and Mission Assurance, Strategic Communications & Development, Human Capital, Programs and Projects, Engineering, Science, Exploration Technology and any other organization Director who may be called upon in a specific situation.

5.1.4 ARC Emergency Response Resources ARC organizations with standard emergency responsibilities include Fire, Security, Law Enforcement, Emergency Dispatch, Medical/Occupational Health, Safety, Environmental Services, and elements of Plant Engineering.

5.1.5 Protective Services Emergency Dispatch Center (PSEDC) The PSEDC is the emergency 9-1-1 dispatch Center for all fire, law enforcement, security, and emergency medical calls 24-hours a day. The PSEDC evaluates information and/or incidents to determine who should be dispatched and contacts the appropriate individuals according to the Incident Commander’s request. The PSEDC maintains checklist procedures and emergency contacts for response to emergencies.

5.1.6 Contractors Contractors doing business with ARC are also employers in their own right and, as such, are responsible for protecting their employees, the environment, and property from the

effects of hazardous events. Federal Acquisition Regulations require contractors doing business with federal agencies to develop emergency plans for their employees and operations. Emergency plans for employees working at ARC will include emergency procedures and training and the establishment of evacuation routes necessary to get employees out of danger safely and quickly. All contractor employees must be aware of the emergency plan, evacuation routes, and their responsibilities in an emergency. During fires or other emergencies requiring evacuation, the Project Manager or other line manager will supervise and monitor the safe evacuation of employees to pre-designated assembly areas for their protection and accountability. 5.1.7 NASA Research Park (NRP) Tenants and Resident Agencies

Tenants and Resident Agencies doing business with ARC are also employers in their own right and, as such, are responsible for protecting their employees, the environment, and property from the effects of hazardous events. Emergency plans for employees will include emergency procedures and training and the establishment of evacuation routes necessary to get employees out of danger safely and quickly. All employees must be aware of the emergency plan, evacuation routes, and their responsibilities in an emergency. During fires or other emergencies requiring evacuation, managers will supervise and monitor the safe evacuation of employees to pre-designated assembly areas for their protection and accountability. Periodic evacuation/disaster drills should be conducted to validate the adequacy of emergency plans and ensure all employees are trained. During an emergency/disaster, NRP tenant organizations will provide accountability and status information to the pre-designated “NRP EOC Liaison” representative. Resident agencies should be prepared to provide a liaison representative to the EOC or Incident Command Post (ICP) upon request. 5.1.8 Community Partners

ARC is committed to participating with neighboring municipalities, disaster relief organizations, and state and federal emergency management agencies in efforts to prepare for and respond to emergencies. Rapid restoration of normal operations after emergencies supports ARC’s commitment to employee and community safety. NASA and ARC’s adoption of NIMS further reinforces the partnership with local emergency management agencies to provide a consistent approach to the effective management of emergency situations. 5.1.9 Volunteer and Other Services

a. During an emergency, the use of volunteers (NASA civil servants and contractors) will be carefully evaluated for the proper venue to accommodate the skills and abilities being offered against those needed to support the emergency response. Another type of volunteer that can be utilized in an emergency situation are Spontaneous Unaffiliated Volunteers (SUVs), which are people not affiliated with ARC who wish to provide assistance.

b. During non-emergency times, volunteers can be useful in supporting training through activities such as role-playing victims, EOC support, etc.

c. To the extent possible, ARC will coordinate with neighboring municipal or county emergency management agencies to support or request assistance from volunteer agencies such as the American Red Cross and the Salvation Army. The extent to which ARC participates or supports the Radio Amateur Civil Emergency Service (RACES) is directly attributable to any partnership between them and the ARC Amateur Radio Club since volunteer communications support is provided to ARC by the latter.

5.2 Assignment of Responsibilities

5.2.1 General For most emergency functions, successful operations require a coordinated effort from a number of functional offices and contractors. To facilitate a coordinated effort, designated ARC managers and other personnel are assigned primary responsibility for planning and coordinating specific emergency functions. Generally, primary responsibility for an emergency function will be assigned to an individual from the organization or office responsible for that function during normal day-to-day duties or has the most appropriate knowledge, skills or equipment. Other offices and individuals with specific skills may be assigned support responsibilities for specific emergency functions.

5.2.2 The ARC Center Director will:

a. Establish objectives and priorities for the emergency management program and provide general policy guidance on the conduct of that program.

b. Directs the Chief of Protective Services to prepare and implement an Emergency Management Plan for ARC/Moffett emergency preparedness, response, mitigation and recovery.

c. Ensure that ARC is compliant with the National Incident Management System (NIMS) and meets the requirements of the National Response Framework (NRF).

d. Ensure that adequate funding is provided to meet the requirements of the Emergency Management Plan.

e. Proclaim, as required, a State of Emergency for ARC/Moffett f. Monitor the emergency response during disaster situations and provide direction

where appropriate. g. With the assistance of the Director of the EOC, keep employees informed during

emergency situations and local communities when appropriate. h. Request assistance from NASA Headquarters when necessary. i. Approve deployment of ARC resources to support local or regional emergency

incidents. 5.2.3 The Director, Center Operations, will:

a. Oversee the emergency preparedness program budget to define budget requirements for Center programs and ensure that appropriate resources, personnel, and funding are sufficient for the Center emergency preparedness program.

b. Ensure all offices are involved in the Center Emergency Preparedness Program development.

c. Ensure local hazards/threat analysis specific to the Center are reviewed annually and updated as appropriate.

d. Ensure annual reviews of emergency preparedness and emergency response procedures are current and copies are provided, along with program status reports to NASA Headquarters. Ensure all elements of the Center emergency preparedness program (personnel, facilities, equipment, response teams, etc.) are capable of performing assigned tasks.

e. Assist the Protective Services Division in the identification of emergency response and recovery capabilities.

f. Coordinate post-event Center recovery and assessment.

g. Support the ARC Emergency Preparedness Program with respect to environmental regulatory compliance issues. Establish and maintain environmental contact lists for various types of hazardous materials and waste spills.

h. Provide appointed representatives, trained in accordance with NIMS, to support the EOC when necessary

i. Maintain critical infrastructure in the event of an emergency, as prescribed by the Presidential Decision Directive (PDD) 21 using the NASA Critical Infrastructure Protection Plan (CIPP) and coordinate the planning and implementation of the Critical Infrastructure Protection Plan with the Protective Services Division.

5.2.4 The Chief, Protective Services Office will: a. Provide management oversight during normal operations (non-emergency) for all

emergency services operations at ARC/Moffett. This includes setting goals/requirements, reviewing progress, and keeping the Director of Center Operations apprised of the status and anticipated needs of the program.

b. Appoint the Chief of DART and ensure that all DART personnel receive appropriate training

c. Monitor declarations of a local or regional state of disaster, local requests to the Governor to declare a state of emergency, or invocations of the emergency powers of government when necessary to assure management and employees are informed.

d. Receive and assess requests from community and regional authorities for ARC resources to support local or regional emergency incidents. Recommendations will be forwarded to the ARC Center Director for approval.

5.2.5 ARC Emergency Manager will:

a. Prepare and maintain the Emergency Management Plan and ensure that all Center elements develop, maintain, and exercise their respective Appendixes, Annexes, SOPs, or General Operating Procedures.

b. Assure inclusion of NIMS concepts in ARC/Moffett emergency plans and define ARC/Moffett response and support personnel by position and level of NIMS training requiring certification.

c. Develop procedures to identify critical resources and personnel for utilization during an emergency.

d. Develop and maintain MOUs, MOAs, Mutual Aid Agreements and any applicable Joint Operating Procedures with outside agencies and jurisdictions as required

e. Provide advice and assistance to ARC/Moffett organizations, contractors, tenants and resident agencies on integrated emergency management

f. Ensure training and certifications for ARC emergency responders (e.g., Fire, Security, Law Enforcement, DART, etc) are current

g. Serve as day-to-day liaison between ARC/Moffett and local emergency management organizations.

h. Operate and maintain the ARC EOC (both in non-activation and activation) i. Provide for the development of the EOC staff, including identification of their duties,

use of display tools and message forms, and the procedures for EOC activation j. Maintain a line of communications with neighboring EOCs, outside county, state

agencies, and other jurisdictions as required k. Serve as the ARC Emergency Preparedness Program Manager (EPPM)

l. Serve as the ARC Emergency Preparedness Coordinator (EPC) m. Establish a working group(s) to facilitate coordination of the development and

implementation of this plan n. Conduct after-action reviews of an emergency response to incidents and exercises,

and identify lessons learned. 5.2.6 The Chief Financial Officer will:

a. Provide funding, as approved, in support of the ARC/Moffett Emergency Preparedness Program

b. Provide a process that will account for emergency preparedness/response expenditures

c. Provide an appointed representative, trained in accordance with NIMS, to support the Finance/Administration position in the EOC when necessary

d. Comply with language in paragraph 5.2.9 5.2.7 The Director, Human Capital will:

a. Develop procedures to determine personnel leave or personnel pay policies in the event of Center loss or closure

b. Provide representatives to work with the ARC Emergency Manager to support and operate the personnel accountability component of the Emergency Notification System (ENS) when necessary

c. Comply with language in paragraph 5.2.9

5.2.8 The Director, Strategic Communications and Education will: a. Provide appointed representatives, trained in accordance with NIMS, to support the

Public Information Officer position in the EOC when necessary

b. Provide public affairs support to a Joint Information Center (JIC), when activated and necessary

c. Provide personnel to act as liaison with local and national media d. Comply with language in paragraph 5.2.9

5.2.9 ARC Directorate Leadership The ARC Directorate leadership, with the exception of the Directors mentioned in the above paragraphs, will be responsible for:

a. Ensuring all ARC/Moffett facilities and infrastructure systems under his/her responsibility prepares and maintains an emergency shutdown, preparation for startup, start up, damage assessment and damage control plan as necessary. Provide copies of all plans to the ARC Emergency Manager.

b. Designating a representative to assist the ARC Emergency Manager with the preparation and maintenance of Annexes, Appendices and SOPs as required to

support the Emergency Management Plan.

c. Establishing an emergency response priority contact list for all critical facilities and infrastructure systems within his/her responsibility. Identify a minimum of three (3) emergency contacts.

d. Ensuring that any identified essential emergency responders and mission essential personnel under his/her responsibility are trained and certified to meet requirements of their positions.

e. Supporting the overall preparedness program in terms of its budgetary and

organizational requirements.

f. Providing resources (personnel, equipment, etc) to support disaster/emergency

response activities as requested by the Director of the EOC

5.2.10 Contractors, NRP Tenants, and Other Resident Agencies a. Develop and maintain appropriate emergency response and recovery plans, facility

shutdown/startup plans, SOPs, and checklists for emergency response to your facilities and operations.

b. Ensure training and certification of your employees as required to support your emergency response and recovery plan.

c. Conduct disaster/evacuation drills to validate adequacy of emergency response and recovery plan and to ensure employees are trained on how to respond.

d. During a disaster/emergency, NRP tenants will be prepared to provide personnel accountability and facility status information to the designated “NRP Liaison Officer”

e. During a disaster/emergency, contractors will be prepared to provide personnel accountability and facility status information to the designated Facility Manager or EOC Representative

f. During a disaster/emergency, resident agencies will be prepared to provide a representative to the ARC/Moffett EOC who will provide information on personnel accountability and facility status.

Chapter 6 Direction and Control The Center Director ensures that coordinated and effective emergency response systems are developed and maintained. Existing Center offices will perform emergency activities as described in this Plan. Specific positions and agencies are responsible for fulfilling their obligations as presented in the Basic Plan and hazard-specific Annexes. The designated IC and/or the Director of the EOC will provide overall direction of the response activities for incidents happening on or directly impacting ARC. The interface between the EOC and Incident Commander is described in paragraph 3.1.9 of this plan. All requests for resources will be forwarded to the EOC for tasking. The IC, assisted by a staff sufficient for the tasks to be performed, will manage the emergency response at an incident site. During emergency operations, directorate heads and contract management retain administrative and policy control over their employees and equipment. However, personnel and equipment will carry out mission assignments directed by the IC and/or EOC as required to support emergency response efforts. Each organization and office is responsible for having its own operating procedures to be followed during response operations, but Center-wide procedures, such as a common communications protocol, may be adopted to facilitate coordinated effort.

In the event the current EOC is not available or accessible due to the emergency, an alternate EOC location will be designated.

Chapter 7 Administration and Support 7.1 Agreements and Contracts

Should ARC internal resources prove to be inadequate during an emergency, requests will be made for assistance from other local jurisdictions, other agencies, and industry in accordance with existing mutual-aid agreements and contracts and those agreements and contracts concluded during the emergency. Such assistance may include equipment, supplies, or personnel. All agreements will be entered into by authorized officials and shall be in writing whenever possible. Agreements and contracts should identify the local officials authorized to request assistance pursuant to those documents.

Chapter 8 Reports

8.1 Hazardous Materials Spill Reporting. If ARC is responsible for a release of hazardous materials of a type or quantity that must be reported to state and federal agencies, the ARC Environmental Office shall make the required report in accordance with APR 8500.1, Chapter 10 “Ames Environmental Procedural Requirements”.

8.2 Situation Report. A daily Situation Report should be prepared and distributed by the ARC EOC during major emergencies or disasters.

8.3 All mishaps, injuries, illnesses, property damage and close calls will be reported immediately to the Chief of Safety, Health and Medical Services in accordance with NPR 8621.1B.

Chapter 9 Records

9.1 Record Keeping for Emergency Operations a. ARC is responsible for establishing the administrative controls necessary to manage the expenditure of funds and to provide reasonable accountability and justification for expenditures made to support emergency operations within its respective facilities. This shall be done in accordance with established agency fiscal policies and standard cost accounting procedures and shall include new contracts and modifications to existing contracts associated with expenditure of funds. b. Activity Logs. The Incident Command Post and the EOC shall maintain accurate logs recording key response activities, including: 1. Activation or deactivation of emergency facilities. 2. Emergency notifications to neighboring local governments and NASA HQ.

Notifications to state and federal agencies will be consistent with agency policy and guidance from NASA HQ, based on the characteristics of the emergency or disaster.

3. Significant changes in the emergency situation. 4. Major commitment of resources or requests for additional resources from external

sources, including other NASA Centers. 5. Issuance of protective action recommendations to employees or the public. 6. Evacuations. 7. Casualties. 8. Containment or termination of the incident. c. Incident Costs. All ARC organizations and offices shall maintain records summarizing use of personnel, equipment and supplies during the response to day-to-day incidents to obtain an estimate of annual emergency response costs that can be used in preparing future organization or program office budgets. d. Emergency or Disaster Costs. For major emergencies or disasters, all organizations and program offices in the emergency response shall maintain detailed costs for emergency operations to include: 1. Personnel costs, especially overtime costs 2. Equipment operations costs 3. Costs for leased or rented equipment 4. Costs for contract services to support emergency operations 5. Costs of specialized supplies expended for emergency operations e. These records may be used to recover costs from the responsible party or insurers or as a basis for requesting financial assistance for certain allowable response and recovery costs from NASA HQ or Congress.

9.2 Preservation of Vital Records In order to continue normal government operations following an emergency situation or disaster, vital records must be protected. These include legal documents as well as financial records. Vital records also consist of emergency operating records, such as emergency management plans. NPD 1440.6H, “NASA Records Management” and NPR 1441.1D “NASA Records Retention Schedule”, establish policies and responsibilities regarding the designation, maintenance, retention and protection of NASA-owned vital records. Procedures for carrying out these responsibilities are outlined in APR 1440.1, "Records Management Procedural Requirements.” To ensure that necessary records are protected against loss, directorates, program offices, laboratories, offices, and contractors with vital records are responsible for developing suitable written plans or procedures in accordance with APR 1440.1. The ARC Vital Records Manager should be contacted for information on protection and preservation of vital official records.

Chapter 10 Plan Development and Maintenance

10.1 Plan Development The ARC Center Director is responsible for approving and promulgating this plan for the NASA ARC and tenant organizations at Ames/Moffett complex. ARC emergency plans will be coordinated with external entities to assure resources are coordinated and capable of operating in accordance with NIMS. 10.2 Distribution of Planning Documents

a. The ARC Protective Services Office shall determine the distribution of this plan, its annexes and appendixes. In general, an electronic copy of the plan is available online within the ARC firewall via the Ames Management System database to those individuals, organizations, program offices and contractors tasked in this document.

b. In general, individuals who receive annexes to the Basic Plan should also receive a copy of this plan, because the Basic Plan describes the ARC emergency management organization and basic operational concepts.

10.3 Review The Basic Plan, its annexes and appendixes shall be reviewed annually by those with responsibilities as outlined in the above sections. The ARC EPC will establish a schedule for annual review of planning documents by those tasked in them.

10.4 Update

10.4.1 This plan will be updated, as necessary, based on improvement opportunities identified during actual emergency situations and exercises and when changes in threat hazards, resources and capabilities or government structure occur. Approved changes will be incorporated into the Plan and all organizations and individuals identified as having responsibility for implementation will be notified. Revised pages will be dated and marked to show where changes have been made.

10.4.2 The Basic Plan and its annexes must be revised or updated by a formal change at least EVERY FIVE YEARS. Responsibility for revising or updating the Basic Plan is assigned to the ARC EPC. Responsibility for revising or updating the annexes to this plan is in each annex. 10.4.3 Revised or updated planning documents will be provided to all organizations,

program offices, contractors and individuals tasked in those documents.

10.4.4 NASA HQ Office of Protective Services has oversight of the agency emergency preparedness program and will review field center emergency management plans during periodic program assessments.

10.4.5 The Chief of Protective Services will brief new officials on the Emergency Management Plan within 60 days after a new Center Director and/or a Deputy Center Director is appointed.

Chapter 11 Training and Exercises

11.1 Training

11.1.1 It will be the responsibility of each directorate, program office and contractors doing business with ARC to ensure that ARC employees, in accordance with the NIMS, possess the level of training, experience, credentialing, currency, physical and medical fitness, or capability for any positions they are tasked to fill. All ARC employees with a direct role in emergency management/response are required to complete NIMS and ICS online training as identified in the NASA HQ Chief of Staff dated February 5, 2007 (published separately). Direct roles in emergency management are defined as security, law enforcement, fire protection, DART, primary and alternate members of the EOC, medical, safety and environmental technical support, etc.

11.1.2 All appointed ARC EOC personnel must complete the following NIMS/ICS Training (shown in Figure 2) as recommended by the National Incident Management System (NIMS) Training Program, September 2011. All core courses can be completed on-line thru the FEMA Emergency Management Institute (EMI).

EOC Core Courses Additional Courses

ICS-100 Incident Command and EOC Interface Training ICS-200 EOC Position Training ICS-700

ICS-800

IS-701 (EOC Directors and Section

Chiefs)

IS-706 (EOC Directors and Section

Chiefs)

IS-775 Figure 2-NIMS/ICS Training Standard

11.2 Drills/Exercises 11.2.1 The minimum requirements for exercising emergency plans are as follows:

a. Annual Table Top Exercise b. Annual Functional Exercise (Single Scenario) c. Biennial functional Agency wide exercise (in conjunction with a Center exercise or

a Federal emergency exercise as required by the NRF). d. In the event of an actual emergency, the response may be counted as a fulfillment of

the required annual functional exercise.

11.2.2 In accordance with NPR 8715.2A “NASA Emergency Preparedness Procedural Requirements”, drills and exercises will be conducted with ARC emergency response

personnel to ensure proper functioning of this plan and clarify roles and responsibilities during an emergency or disaster. Proper execution of the plan during a legitimate emergency or disaster will have the effect of verifying the plan’s functionality and will carry the same weight as a scheduled drill or exercise.

11.2.3 There are seven types of exercises defined within the Homeland Security Exercise and Evaluation Program (HSEEP), each of which is either discussions-based or operations-based.

Discussions-based Exercises familiarize participants with current plans, policies,

agreements and procedures, or may be used to develop new plans, policies,

agreements, and procedures. Types of Discussion-based Exercises include:

Seminar. A seminar is an informal discussion, designed to orient participants to new or

updated plans, policies, or procedures (e.g., a seminar to review a new Evacuation

Standard Operating Procedure).

Workshop. A workshop resembles a seminar, but is employed to build specific products,

such as a draft plan or policy (e.g., a Training and Exercise Plan Workshop is used to

develop a Multi-year Training and Exercise Plan).

Tabletop Exercise (TTX). A tabletop exercise involves key personnel discussing

simulated scenarios in an informal setting. TTXs can be used to assess plans, policies,

and procedures.

Game. A game is a simulation of operations that often involves two or more teams,

usually in a competitive environment, using rules, data, and procedure designed to depict an actual or assumed real-life situation. Operations-based Exercises validate plans, policies, agreements and procedures, clarify

roles and responsibilities, and identify resource gaps in an operational environment.

Types of Operations-based Exercises include: Drill. A drill is a coordinated, supervised activity usually employed to test a single,

specific operation or function within a single entity (e.g., a fire department conducts a decontamination drill).

Functional Exercise (FE). A functional exercise examines and/or validates the coordination, command, and control between various multi-agency coordination

centers (e.g., emergency operation center, joint field office, etc.). A functional exercise does not involve any "boots on the ground" (i.e., first responders or

emergency officials responding to an incident in real time).

Full-Scale Exercise (FSE). A full-scale exercise is a multi-agency, multi-jurisdictional,

multidiscipline exercise involving functional (e.g., joint field office, emergency operation

centers, etc.) and "boots on the ground" response (e.g., firefighters decontaminating mock

victims). 11.2.4 Periodic training and/or tabletop exercises will be conducted with the ARC Executive Council members to ensure proper understanding of this plan and clarify roles and responsibilities during an emergency or disaster.

11.2.5 Drills and exercises will be evaluated for potential environmental and safety risks. Coordination with the Chief of Environmental Services Division and the Chief of the Safety, Health and Medical Services Division shall be completed prior to the

commencement of drills and exercises. (e.g., National Environmental Policy Act (NEPA) checklist and Safety checklist) Coordination efforts will begin no less than ten (10) working days prior to the drill or exercise.

11.3 Post Incident and Exercise Review

11.3.1 The EPPM is responsible for organizing and conducting a critique following the conclusion of a significant emergency event/incident or exercise. The After Action Report (AAR) will entail both written and verbal input from all appropriate participants. An Improvement Plan will be developed based on the improvement opportunities identified and an individual, organization or program office will be assigned responsibility for resolving the action and a due date shall be established for that action. 11.3.2 An After Action Report (AAR) is a consolidation of information gathered during the testing and evaluation of an emergency operations plan through an exercise or after an actual even/incident. The report provides feedback to participating entities and governing agencies in the achievement of the objectives and overall capabilities. Information gleaned from this process, identifies and guides future improvement actions in the Improvement Plan (IP). Specific Incident information that is related to on-going investigations, the Health Insurance Portability and Accountability Act of 1996 (HIPAA) and/or classified should not be included in the AAR. 11.3.3 Typical AAR documentation will generally consist of: a. Executive Summary (Overview) b. Observations/Actual Incident Actions c. Lesson Learned d. Recommendations/Improvement Plan e. Supporting Documentation for Exercise/Event/Incident

Appendix A Definitions

Area Command (Unified Area Command). An organization established (1) to oversee the management of multiple incidents that are each being managed by an Incident Command System (ICS) organization or (2) to oversee the management of large or multiple incidents to which several incident management teams have been assigned. Sets overall strategy and priorities, allocates critical resources according to priorities, ensures that incidents are properly managed, and ensures that objectives are met and strategies followed. Area Command becomes Unified Area Command when incidents are multi-jurisdictional.

Decontamination: The reduction or removal of contaminating radioactive or chemical material from a structure, an area, an object, or a person.

Direction and Control: The control group in the Emergency Operations Center during emergency operations consisting of the Emergency Preparedness Manager, emergency response operating service personnel, and any supporting staff such as communications, safety, medical, occupational health, public affairs, and legal advisor as deemed necessary.

Disaster: The occurrence or imminent threat of widespread or severe damage, injury, or loss of life or property resulting from any natural or man-made cause including fire, flood, earthquake, wind, storm, wave action, oil spill or other water contamination, radioactive activity, epidemic, air contamination, blight, drought, infestation, explosion, riot, hostile military or paramilitary action, or other public calamity requiring emergency action.

Drill: A supervised instruction period aimed at testing, developing, and maintaining skills in a particular operation. A drill is often a component of an exercise.

Exercise: An activity designed to promote emergency preparedness; test or evaluate emergency management plans, procedures, or facilities; train personnel in emergency response duties; and demonstrate operational capability. There are three specific types of exercises, as follows:

a. Tabletop Exercise: An activity in which elected and appointed officials and key agency staff are presented with simulated emergency situations without time constraints. It is usually informal, held in a conference room environment, and designed to elicit constructive discussion by the participants as they attempt to examine and then resolve problems based on existing emergency operating plans. The purpose of the exercise is for participants to evaluate plans and procedures and to resolve questions of coordination and assignment of responsibilities in a non-threatening format and under minimum stress.

b.Functional Exercise: An activity designed to test or evaluate the capability of an individual function or complex activity within a function. It is applicable where the activity is capable of being effectively evaluated in isolation from other emergency management activities.

c. (Example) A Direction and Control Functional Exercise: An activity designed to test and evaluate the centralized emergency operations capability and timely response of one or more units of government under a stress environment. It is centered in an EOC or interim EOC, and it simulates the use of outside activity and resources.

d.Full Scale Exercise: A full-scale exercise is intended to evaluate the operational capability of emergency management systems in an interactive manner over a substantial period of time. It involves testing of a major portion of the basic elements existing within emergency operating plans and organizations in a stress environment. This type of exercise includes the mobilization of personnel and resources and the actual movement of emergency workers, equipment, and resources required to demonstrate coordination and response capability.

Emergency Operations Center (EOC). Specially equipped facilities from which government officials exercise direction and control and coordinate necessary resources in an emergency situation.

Emergency Situations. As used in this plan, this term is intended to describe a range of occurrences, from a minor incident to a catastrophic disaster. It includes the following:

a. Incident. An incident is a situation that is limited in scope and potential effects. Characteristics of an incident include:

1. Involves a limited area and/or limited population. 2. Evacuation or in-place sheltering is typically limited to the immediate area of the

incident. 3. Warning and employee instructions are provided in the immediate area, not center-wide. 4. One or two ARC response organizations acting under an incident commander normally

handle incidents. Requests for resource support are normally handled through organization and/or departmental channels.

5. May require limited external assistance from other local response agencies or contractors. 6. For the purposes of the NRF, incidents include the full range of occurrences that require

an emergency response to protect life or property.

b.Emergency. An emergency is an occurrence or event, natural or human-caused, which requires an emergency response to protect life or property. Characteristics include:

1. Involves a large area, significant population, a danger to employees (i.e., tornado, chemical release, etc.) or important facility(ies).

2. May require implementation of evacuation or in-place sheltering and implementation of temporary shelter and mass care operations.

3. May require Center-wide warning and employee instructions. 4. May require some external assistance from local response agencies, contractors, or

limited assistance from state or other federal agencies. 5. The EOC will be activated to provide general guidance and direction, coordinate external

support, and provide resource support for the incident.

c. Disaster. A disaster involves the occurrence or threat of significant casualties and/or widespread property damage that is beyond the capability of the local government to handle with its organic resources. Characteristics include:

1. Involves a large area, a sizable population, and/or important facilities. 2. May require implementation of large-scale evacuation or in-place sheltering and

implementation of temporary shelter and mass care operations. 3. Requires center-wide warning and employee and public instructions. 4. Requires a response by all ARC response organizations with operation under one or more

incident commanders.

5. Requires significant external assistance from other local response agencies, contractors, and extensive state or other federal assistance, including other NASA Centers.

6. The EOC will be activated to provide general guidance and direction, provide emergency information to employees and the public, coordinate state and federal support, and coordinate resources support for emergency operations.

7. For the purposes of the NRF, a major disaster (as defined by The Stafford Act) is any catastrophe, regardless of the cause, which in the determination of the president causes damage or sufficient severity and magnitude to warrant major disaster federal assistance.

d. Catastrophic Incident. For the purposes of the NRF, this term is used to describe any natural or manmade occurrence that results in extraordinary levels of mass casualties, property damage, or disruptions that severely affect the population, infrastructure environment, economy, national morale, and/or government functions. An occurrence of this magnitude would result in sustained national impacts over prolonged periods of time, and would immediately overwhelm local and state capabilities. All catastrophic incidents are Incidents of National Significance.

Hazard Analysis. An assessment of local hazards that have caused or possess the potential to adversely affect employee or public health and safety, the environment or property.

Hazardous Material (HAZMAT). A substance in a quantity or form posing an unreasonable risk to health, safety, and/or property when manufactured, stored, or transported. The substance, by its nature, containment, and reactivity, has the capability for inflicting harm during an accidental occurrence. Is toxic, corrosive, flammable, reactive, an irritant, or a strong sensitizer, and poses a threat to health and the environment when improperly managed. Includes toxic substances, certain infectious agents, radiological materials, and other related materials such as oil, used oil, petroleum products, and industrial solid waste substances.

Incident Commander: A civil service employee responsible for coordinating emergency response efforts to mitigate hazards and restore normal operations.

Incident of National Significance. An actual or potential high-impact event that requires a coordinated and effective response by an appropriate combination of federal, state, local, tribal, nongovernmental, and/or private sector entities in order to save lives and minimize damage, and provide the basis for long-term communication, recovery and mitigation activities.

Mutual-Aid Agreements. Arrangements between governments or organizations, either public or private, for reciprocal aid and assistance during emergency situations where the resources of a single jurisdiction or organization are insufficient or inappropriate for the tasks that must be performed to control the situation.

On-scene/Incident Command Post: A facility at a safe distance from an accident site where the incident commander, responders, and technical representatives can make response decisions, deploy a workforce and equipment, maintain liaison with the media, and handle communications.

Preparedness: A state of planning and readiness to respond to, mitigate, and recover from an emergency.

Probability: The likelihood an event will occur.

Public Information. Information that is disseminated to the public via the news media before, during, and or after an emergency or disaster.

Radiological Emergency: A radiological/nuclear incident which requires immediate action to save lives, protect public health, preserve property, or reduce or avoid an increase in the threat resulting from the incident.

Stafford Act. The Robert T. Stafford Disaster Relief and Emergency Assistance Act authorizes federal agencies to undertake special measures designed to assist the efforts of states in expediting the rendering of aid, assistance, emergency services, and reconstruction and rehabilitation of areas devastated by disaster.

Standard Operating Procedures. Approved methods for accomplishing a task or set of tasks. SOPs are typically prepared at the directorate or office level. May also be referred to as Standard Operating Guidelines.

Triage: A system of assigning priorities of medical treatment to the injured and/or ill on the basis of urgency, chance of survival, etc.

Vulnerability (or Risk): The degree at which people, property, the environment, or social and economic activity – in short, all elements-at-risk – are susceptible to injury, damage, disruption, or loss of life.

Appendix B Acronyms

AAR After Action Report APR Ames Procedural Requirement ARC American Red Cross ARC Ames Research Center BEAP Building Emergency Action Plan CFR Code of Federal Regulations COG Continuity of Government COOP Continuity of Operations Planning DART Disaster Assistance & Rescue Team DHS Department of Homeland Security EBS Emergency Broadcast System EOC Emergency Operations Center EPC Emergency Preparedness Coordinator EMP Emergency Management Plan EPPM Emergency Preparedness Program Manager EMS Emergency Medical System ENS Emergency Notification System ESF Emergency Support Function FEMA Federal Emergency Management Agency FM Facility Manager HAZMAT Hazardous Material HSEEP Homeland Security Exercise and Evaluation Program HSPD Homeland Security Presidential Directive IC Incident Commander ICP Incident Command Post ICS Incident Command System JFO Joint Field Office JIC Joint Information Center JIS Joint Information System MACS Multiple Agency Coordination System MOA Memorandum of Agreement MOU Memorandum of Understanding NTAS National Terrorism Advisory System NIMS National Incident Management System NRF National Response Framework NRP National Response Plan NRP NASA Research Park OA Operational Area OES Office of Emergency Services OSHA Occupational Safety & Health Administration OSPP Office of Security and Program Protection (HQ) PIO Public Information Officer PPD Presidential Policy Directive PSEDC Protective Services Emergency Dispatch Center RACES Radio Amateur Civil Emergency Services SAR Search and Rescue

SEMS Standardized Emergency Management System SOPS Standard Operating Procedures SUV Spontaneous Unaffiliated Volunteers USC United States Code US&R Urban Search and Rescue WMD Weapons of Mass Destruction

Appendix C

National Incident Management System (NIMS) Summary

A. BACKGROUND 1. NIMS is a comprehensive national approach to incident management that is applicable to all

jurisdictional levels and across functional disciplines. This system is suitable across a wide range of incidents and hazard scenarios, regardless of size or complexity. It provides a flexible framework for all phases of incident management, as well as requirements for processes, procedures and systems designed to improve interoperability.

2. NIMS is a multifaceted system that provides a national framework for preparing for, preventing, responding to, and recovering from domestic incidents.

B. COMPONENTS 3. Command and Management. The incident management structures employed by NIMS can be

used to manage emergency incidents or non-emergency events such as celebrations. The system works equally well for small incidents and large-scale emergency situations. The system has built-in flexibility to grow or shrink depending on current needs. It is a standardized system, so personnel from a variety of agencies and geographic locations can be rapidly incorporated into a common management structure.

a. Incident Management System. A system that can be used to manage emergency incidents or

non-emergency events such as celebrations.

1) FEATURES OF ICS ICS has a number of features that work together to make it a real management system. Among the primary attributes of ICS are:

a) Common Terminology. ICS requires the use of common terminology, such as the use of standard titles for facilities and positions within an organization, to ensure efficient and clear communications.

b) Organizational Resources. All resources including personnel, facilities, major equipment, and supply items used to support incident management activities must be “typed” with respect to capability. This typing will minimize confusion and enhance interoperability.

c) Manageable Span of Control. Span of control should ideally vary from three to seven. Anything less or more requires expansion or consolidation of the organization.

d) Organizational Facilities. Common terminology is used to define incident facilities, the activities conducted at these facilities, and the organizational positions that can be found working there.

e) Use of Position Titles. All ICS positions have distinct titles. f) Reliance on an Incident Action Plan. The incident action plan, which may be verbal or written,

is intended to provide supervisory personnel a common understanding of the situation and direction for future action. The plan includes a statement of objectives, organizational description, assignments, and support material such as maps. Written plans are desirable when two or more jurisdictions are involved, when state and/or federal agencies are assisting local response personnel, or there has been significant turnover in the incident staff.

g) Integrated Communications. Integrated communications includes interfacing disparate communications as effectively as possible, planning for the use of all available systems and frequencies, and requiring the use of clear text in communications.

h) Accountability. ICS is based on an orderly chain of command, check-in for all responders, and only one supervisor for each responder.

2) UNIIFIED COMMAND

a) Unified Command is a variant of ICS used when there is more than one agency or jurisdiction with responsibility for the incident or when personnel and equipment from a number of different agencies or jurisdictions are responding to it. This might occur when the incident site crosses jurisdictional boundaries or when an emergency situation involves matters for which state and/or federal agencies have regulatory responsibility or legal requirements.

b) ICS Unified Command is intended to integrate the efforts of multiple agencies and jurisdictions. The major change from a normal ICS structure is at the top. In a Unified command, senior representatives of each agency or jurisdiction responding to the incident collectively agree on objectives, priorities, and an overall strategy or strategies to accomplish objectives; approve a coordinated Incident Action Plan; and designate an Operations Section Chief. The Operations Section Chief is responsible for managing available resources to achieve objectives. Agency and jurisdictional resources remain under the administrative control of their agencies or jurisdictions, but respond to mission assignments and direction provided by the Operations Section Chief based on the requirements of the Incident Action Plan.

3) AREA COMMAND a) An Area Command is intended for situations where there are multiple incidents that are each

being managed by an ICS organization or to oversee the management of large or multiple incidents to which several Incident Management Teams have been assigned. Area Command becomes Unified Area Command when incidents are multijurisdictional.

b) The organization of an Area Command is different from a Unified Command in that there is no operations section, since all operations are conducted on-scene, at the separate ICPs.

b. Multiagency Coordination Systems. Multiagency coordination systems may be required for incidents that require higher level resource management or information management. The components of multiagency coordination systems include facilities, equipment, EOCs, specific multiagency coordination entities, personnel, procedures, and communications; all of which are integrated into a common framework for coordinating and supporting incident management.

c. Public Information. The NIMS system fully integrates the ICS Joint Information System (JIS) and the Joint Information Center (JIC). The JIC is a physical location where public information staff involved in incident management activities can collocate to perform critical emergency information, crisis communications, and public affairs functions. More information on JICs can be obtained in the DHS National Incident Management System Plan, dated March 2004.

4. Preparedness. Preparedness activities include planning, training, and exercises as well as certification of response personnel, and equipment acquisition and certification. Activities would also include the creation of mutual-aid agreements and Emergency Management Assistance Compacts. Any public information activities such as publication management would also be preparedness activities.

5. Resource Management. All resources, such as equipment and personnel, must be identified and typed. Systems for describing, inventorying, requesting, and tracking resources must also be established.

6. Communications and Information Management. Adherence to NIMS specified standards by all agencies ensures interoperability and compatibility in communications and information management.

7. Supporting Technologies. This would include any technologies that enhance the capabilities essential to implementing the NIMS. For instance, voice and data communication systems, resource tracking systems, or data display systems.

8. Ongoing Management and Maintenance. The NIMS Integration Center provides strategic direction and oversight in support of routine review and continual refinement of both the system and its components over the long term.

Appendix D

Pandemic Contingency Response Plan

TABLE OF CONTENTS

Purpose …………………………………………………………………………………………….4

Authority………………………………………………………………………………………….. 4

Scope ………………………………………………………………………………………………5

Scenario Identification …………………………………………………………………………….9

Pandemic Preparedness Activity Phases and Implementation……………………………………11

Pandemic Phase Descriptions ……………………………………………………………………12

Organization and Assignment of Responsibilities ………………………………………………16

Center Director ………………………………………………………………………………….16

Director of Emergency Services…………………………………………………………………16

Pandemic Plan Manager (Ames Emergency Management Officer) ……………………………17

Pandemic Contingency Support Team Lead …………………………………………………….18

Directorates and Line Management………………………………………………………………21

Pandemic Preparedness Steering Committee Representatives (PPSC) ………………………….21

Chief Information Officer (CIO) Directorate ……………………………………………………23

Human Capital Office ……………………………………………………………………………24

Acquisition Division (Procurement) …………………………………………………………….26

NASA Ames Contractors ………………………………………………………………………27

Situation a