Transcript Presentation title slide - 42 pt Times New Roman, White

DHS/FEMA UPDATE
15th Annual REP Conference
April 12, 2005
Craig Conklin
Department of Homeland Security
Overview
• National Response Plan
• Nuclear/Radiological Incident Annex
• Potassium Iodide
• RDD Cleanup Guidance
• Comprehensive Review of Nuclear Reactors
Craig Conklin
April 12, 2005
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HSPD-5: Management of
Domestic Incidents
 Comprehensive all-discipline, all-hazards plan
 All levels of government and private sector work together
 Integrate crisis and consequence management
 DHS Secretary designated Principal Federal Official
 National Incident Management System (NIMS)
 Core set of concepts, principles and terminology for incident
command and multi-agency coordination
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National Incident Management System
NATIONAL INCIDENT
MANAGEMENT SYSTEM
March 1, 2004
Homeland
Security
 Provides the national standard for incident
management
 Based on the National Interagency Incident
Management System (NIIMS) Incident Command
System (ICS)
 Major components:
 Incident Command and Management
 Preparedness
 Resource Management
 Communications and Information Management
 Supporting Technologies
 Ongoing Management and Maintenance
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Command & Management
 Incident Command System (ICS): Management system designed to
integrate resources from numerous organizations into a single response
structure using common terminology and processes
 Incident management activities organized under five functions:
Command
Operations
Planning
Logistics
Finance
 Unified Command incorporates Federal, State, Tribal, Local and nongovernmental entities with overlapping jurisdiction and incident
management responsibilities
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National Response Plan (NRP)
Guiding Policy: Homeland Security Act & HSPD-5
Supercedes




FRP
CONPLAN
FRERP
INRP
Integrates
 NCP
 Other nationallevel contingency
plans
Incorporates key
concepts
National
Response Plan
 NIMS
 HSOC
 IIMG
 PFO
 JFO
 ESFs
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NIMS & NRP Relationship
National Incident Management System (NIMS)
Standardized process and procedures for
incident management
NIMS aligns command & control, organization structure,
terminology, communication protocols, resources and resource
typing to enable synchronization of efforts in response to an
incident at all echelons of government
Incident
Local
Support or Response
State
DHS integrates
and applies Federal
resources both pre and
post incident
Resources, knowledge,
and abilities from
independent Federal
Depts & Agencies
Support or Response
Federal
Support or Response
NRP is activated for
Incidents of National Significance
National Response Plan (NRP)
Activation and proactive application of
integrated Federal resources
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Organization of the NRP
Concept of Operations, Coordinating Structures, Roles
and Responsibilities, Definitions, etc.
Base Plan
Groups capabilities & resources into functions that
are most likely needed during an incident (e.g.,
Emergency
Support Function
Annexes
Transportation, Firefighting, Mass Care)
Support
Annexes
Describes common processes and specific
administrative requirements (e.g., Public Affairs,
Private Sector Coordination, Worker Safety & Health)
Incident
Annexes
Appendices
Outlines procedures, roles and
responsibilities for specific contingencies
(e.g., Terrorism, Nuclear/Radiological)
Glossary, Acronyms, and
Compendium of National
Interagency Plans
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Applicability/Scope
 Provides the national framework for domestic incident management
 Broadly applies to all incident categories
 Establishes incident/potential incident monitoring and reporting
protocols
 DHS role in Incidents of National Significance:
 Operational coordination; and/or
 Resource coordination
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Incidents of National Significance
Incidents which require DHS operational coordination and/or resource
coordination. Includes:
 Credible threats, indications or acts of terrorism within the United
States
 Major disasters or emergencies (as defined by the Stafford Act)
 Catastrophic incidents
 Unique situations that may require DHS to aid in coordination of
incident management…
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Unique Situations
 When a Federal department of agency acting under its own authority
has requested the assistance of the Secretary
 When the Secretary has been directed to assume responsibility for
managing the domestic incident by the President
 Events that exceed the purview of other established Federal plans
 Events of regional or national importance involving one or more
Federal agencies (at the discretion of the Secretary of DHS)
 National Special Security Events
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Concept of Operations
 Single national framework for various Federal roles:




Direct implementation of Federal authorities
Federal to State support
Federal to Federal support
Pro-active response to catastrophic incidents
 Incidents handled at lowest possible organizational level
 DHS receives notification of incidents and potential incidents,
assesses regional or national implications and determines
need for DHS coordination
 DHS operational and/or resource coordination for Incidents of
National Significance
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Capabilities and Resources
Layered Response Strategy
Federal Response
State Response
Regional / Mutual Response Systems
Local Response, Municipal and County
Minimal
Low
Medium
High
Catastrophic
Increasing magnitude and severity
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Concept of Operations – Pre-event
 Emphasis on Prevention, Preparedness and Mitigation
 HSOC receives reports of terrorist threats and potential incidents
 Conducts assessment and coordinates with Departments and
Agencies to deter, prevent, mitigate and respond
 Potential Incident of National Significance:
 Activates NRP components to provide Federal
operational/resource assistance to prevent/minimize impact
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Phases of Incident Management Activities
Notification
Prevention
Response
Preparedness
Recovery
Examples
Prevention



Preparedness
Implement countermeasures 
such as security and
infrastructure protection

Conduct tactical ops to
interdict or disrupt illegal
activity

Conduct public health
surveillance, testing
immunizations and quarantine 
for biological threats
Recovery
Response
Pre-deployment of response
assets

Emergency shelter, housing,
food & water
Pre-establishment of ICPs,
JFO, staging areas and other
facilities

Search and rescue

Evacuation

Emergency medical services

Decontamination following a
WMD attack

Emergency restoration of
critical services
Evacuation and protective
sheltering
Implementation of structural
and non-structural mitigation
measures
Craig Conklin

Repair/replacement of
damaged public facilities

Debris cleanup/removal

Temporary housing

Restoration of public
services

Crisis counseling

Programs for long-term
economic stabilization and
community recovery
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Concept of Operations – Post-event
 Emphasis on Response and Recovery
 On-scene operations managed by ICS/Unified Command
 State, Tribal, local and other Federal agencies may request assistance
 IIMG, NRCC and HSOC provide national level policy, information, resource
and operational coordination
 Joint Field Office (JFO) established
•
Integrates Federal operational and resource coordination with State and locals
•
Fully replaces the DFO, and incorporates the JOC during terrorist events
•
JFO Coordination Group: Principal Federal Official (PFO), Senior Federal Law Enforcement Official
(SFLEO), Senior Federal Officials (SFOs), and State, Local & Tribal Reps
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NRP Coordination - Terrorism
Regional
Level
Field Level
National
Level
NIMS Role
Multiagency Coordination Entity
 Incident prioritization and resource allocation
 Focal point for issue resolution
Support and Coordination
 Identifying resource shortages
& issues
 Gathering and providing information
 Implementing MAC Entity decisions
Local
Emergency
Ops Center
Interagency
Incident
Management
Group (IIMG)
JFO
Coordination
Group
State
Emergency
Ops Center
Joint Field
Office (JFO)
Regional
Response
Coordination
Center
(RRCC)
Joint Ops
Center (JOC)
HSOC/NRCC
SIOC
The FBI Joint Operations Center (JOC)
coordinates criminal investigation and law
enforcement activities. When the JFO is
established, the JOC becomes a section of the
JFO.
Incident Command
 Directing on-scene emergency
management
Incident
Command
Post (ICP)
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Implementation Guidance
 Phase I – Transitional Period (0 - 60 days)
 Modify training
 Designate staffing of new NRP organizational elements
 Become familiar with NRP structures, processes and protocols
 Phase II – Plan Modification (60 – 12- days)
 Federal Departments/Agencies modify existing interagency plans
 Conduct necessary training
 Phase III – Initial Implementation and Testing (120 – 365 days)
 INRP, FRP, FRERP, and CONPLAN are superseded
 Systematic assessment of NRP structures, processes and protocols
 Conduct 1-year review to assess success of implementation
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Suggested Training
FEMA Website: www.fema.gov
 IS 100 – Introduction to the Incident Command System
 IS 200 – Basic Incident Command System for Federal Disaster Workers
 IS 700 – National Incident Management System
 IS 800 – National Response Plan
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Nuclear/Radiological Incident Annex
Nuclear/Radiological Incident Annex
 Incorporates planning basis and response methodology
contained in current Federal Radiological Emergency
Preparedness Plan
 Maintains roles of the Federal Radiological
Preparedness Coordinating Committee and Regional
Assistance Committees
 Important Revisions
 Annex applies to terrorist events
 HHS lead role in population monitoring and decontamination
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Scope of Nuc/Rad Incident Annex
“ … applies to nuclear/radiological incidents, including sabotage
and terrorist incidents, involving the release, or potential
release, of radioactive material that poses an actual or
perceived hazard to public health, safety, national security,
and/or the environment.”
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April 12, 2005
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Planning Structures
 Federal Radiological Preparedness Coordinating Committee
(FRPCC)
 National-level forum for development and coordination of
radiological prevention and preparedness policies and
procedures
 Regional Assistance Committees (RACs)
 Coordinating structure at the Federal regional level
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Operational Responsibilities
 Department of Homeland Security
 Overall incident manager for Incidents of National Significance
 Coordinating Agencies
 Facilitate the nuclear/radiological aspects of a response in
support of DHS
 Lead the Federal response to nuclear/radiological incidents of
lesser severity
 Cooperating Agencies
 Provide technical and resource support to DHS and
Coordinating Agencies
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Coordinating Agency
 Determined by:
 Type of incident
 Ownership of material/facility
 Regulatory authority
 Potential Coordinating Agency
 Nuclear Regulatory Agency
 Department of Energy
 Department of Defense
 Environmental Protection Agency
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RDD Cleanup Standards
Background
 TOPOFF 2 Highlighted Lack of Consensus on Clean-up Levels
 RDD/IND Preparedness Working Group Takes Lead to Resolve
Clean-up Issue
 Efforts Coordinated With
 Office of Science and Technology Policy
 Homeland Security Council
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Consequence Management Subgroup
 Department of Homeland Security
 Environmental Protection Agency
 Nuclear Regulatory Commission
 Department of Energy
 Department of Defense
 Occupational Safety and Health Administration
 Centers for Disease Control
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Sources of Guidance
 National Council on Radiation Protection and Measurements
 International Commission on Radiological Protection
 International Atomic Energy Agency
 American Nuclear Society
 Health Physics Society
 State Programs
 Academia
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Clean-up/Recovery Strategy
 Due to Extreme Range of Potential Impacts Workgroup
Determined That a Strict Numerical Approach Was Not Useful
 Site-specific Remediation and Recovery Strategies Should Be
Developed Using Principals of Optimization
 Must Include Appropriate Stakeholders in Decision Making
Process
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Optimization
 Flexible Process for
 Determining Societal Objectives
 Developing and Evaluating Options
 Selecting the Most Acceptable Option
 Public Health and Welfare
 Long-term Effectiveness
 Public Acceptability
 Projected Land Usage
 Costs and Resource Availability
 Size of Impacted Area
 Technical Feasibility
 Type of Contamination
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Process Overview
 Goals
 Transparency
 Inclusiveness
 Effectiveness
 Key Characteristics
 Flexibility
 Scalability
 Iterative
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Process Implementation
 Takes Place At/Near Incident Location
 Utilizes Following Teams/Work Groups
 Decision Making Team (DMT)
 Recovery Management Team (RMT)
 Stakeholder Working Group (SWG)
 Technical Working Group (TWG)
 Federal, State and Local Representation
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Decision Making Team
 Membership
 Secretary of Department of Homeland Security
 Governor of Affected State
 Local Mayor, County Executive, Etc.
 Responsibilities
 Make Final Clean-up Decision(s)
 Commit Funding and Resources
 Resolve Difficult Issues or Elevate Them to the President
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Recovery Management Team
 Membership
 Selected by the Decision Making Team
 DHS Representative
 State and Local Officials
 Federal/state Lead Technical Agency
 Co-chaired by State and DHS Official
 Responsibilities
 Provide Oversight and Guidance
 Ensure Effective Wok Group Interaction
 Ensure Effective Community Involvement
 Prioritize Options for the Decision Making Team
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Stakeholder Working Group (SWG)
 Membership
 Selected by Recovery Management Team
 Federal, State, Local and Tribal Representatives
 Non-government Organizations
 Exact Selection and Balance Is Incident Specific
 Co-chaired by State or Local and DHS Official
 Responsibilities
 Represent Local Needs and Desires
 Provide Input on Site Restoration and Proposed Clean-up
Options
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Technical Working Group (TWG)
 Membership
 Selected by Recovery Management Team
 Federal, State, Local, and Tribal Subject Matter Experts
 Co-chaired by State and Federal Lead Technical Agencies
 Responsibilities
 Provide Expert Input on Economic and Technical Issues
 Consider Input From Stakeholder Working Group
 Review Analyses Performed by Lead Technical Agencies
 Provide Reports to Recovery Management Team
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Recovery Process
 TWG Develops Options Based on SWG Input
 TWG Briefs RMT and SWG on Options’ Feasibility, Costs,
Strengths and Weaknesses
 TWG Forwards Sound, Reasonable and Balanced
Recommendation(s) to RMT
 RMT Transmits Recommendation(s) to the Decision Making
Team for Final Action
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Potassium Iodide (KI)
 Section 127 of Bioterrorism Act of 2002 requires that KI be
made available out to 20 miles around commercial nuclear
power plants
 HHS will provide KI through the Strategic National Stockpile
 HHS must develop guidance for KI distribution
 September 2004 HHS met with DHS/FEMA, NRC, OMB and
HSC to discuss plan of action
 October 2004 HHS, FEMA and NRC developed draft guidance
 November 2004, HHS sought comment from 46 organizations
on draft guidance
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Potassium Iodide (Cont.)
 Proposed Guidance
 Requests for KI would be submitted to FEMA for review and approval
(State/local plans must be developed before approval)
 If HHS approves request, KI is supplied
 FEMA evaluates State/local capability in accordance with existing exercise
evaluation methodology
 Section 127 requirements do not result in changes to current emergency
planning basis
 Received comments from 33 organizations (20 states)
 Most states did not believe that KI was needed, especially out to 20 miles
 Only 4 of 20 states stated they would participate in the program
 HHS, FEMA and NRC currently evaluating comments and
revising proposed guidance
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Comprehensive Review of Nuclear
Reactors and Associated Facilities
 Integrated review of security and emergency preparedness
 Vulnerability assessments
 Tactical and non-tactical response plans
 Site-specific and industry-wide analysis
 Applies to:
 Operating commercial nuclear reactors
 Decommissioned reactors
 Spent fuel storage
 Other fuel cycle facilities
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Authorities
 Homeland Security Presidential Directive 7 – Critical
Infrastructure Identification, Prioritization, and Protection
 National Infrastructure Protection Plan
 Public Law 108-293 – Coast Guard and Maritime
Transportation Act of 2004
 Public Law 107-295 – Maritime Transportation Act of 2002
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Inter-agency/Industry Partnership
 Department of Homeland Security
 Information Analysis and Infrastructure Protection
 United States Coast Guard
 Federal Emergency Management Agency
 Nuclear Regulatory Commission
 Federal Bureau of Investigation
 Department of Energy
 Nuclear Energy Institute
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Comprehensive Review Objectives
 Identify opportunities for enhancing the level of protection for
the Nation’s critical infrastructure
 Permit comparisons of risks and level of preparedness
 Within each sector
 Across all sectors
 Provide information that can be used to allocate limited
Federal resources according to level of risk and consequences
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Craig Conklin
(202) 646-3030
[email protected]
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April 12, 2005
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