GPR 8710.2.pdf

DIRECTIVE NO. GPR 8710.2D APPROVED BY Signature: Original Signed By

EFFECTIVE DATE: February 12, 2019 NAME: Raymond J. Rubilotta

EXPIRATION DATE: February 12, 2024 TITLE: Director Of Management Operations

CHECK THE GSFC DIRECTIVES MANAGEMENT SYSTEM AT

http://gdms.gsfc.nasa.gov TO VERIFY THAT THIS IS THE CORRECT VERSION PRIOR TO USE.

08/18

Goddard Procedural Requirements (GPR)

COMPLIANCE IS MANDATORY

Responsible Office: 240/Protective Services Division, Emergency Management Office

Title: Goddard Space Flight Center (GSFC) Emergency Management Program (EMP) Plan

TABLE OF CONTENTS

Preface ………………………………………………………………………………………2

Applicability ………………………………………………………………………………………2

Authority ………………………………………………………………………………………2

Applicable Documents and Forms ………………………………………………………………3

Cancellation ………………………………………………………………………………………3

Safety ………………………………………………………………………………………………3

Training ………………………………………………………………………………………4

Records ………………………………………………………………………………………4

Measures/Verification ………………………………………………………………………………5

Procedures ………………………………………………………………………………………6

Emergency Management Program (EMP) Goals and Assumptions ………………………………6

Emergency and Continuity Personnel ………………………………………………………………7

Roles and Responsibilities ………………………………………………………………………8

Implementation of the EMP at Goddard Space Flight Center (GCFS) ……………………..20

Ongoing Management and Maintenance of the GSFC EMP ……………………………………..41

Appendix A – Definitions ……………………………………………………………………..43

Appendix B – Acronyms ……………………………………………………………………..49

Appendix C – Summary of Groups and Key Personnel ……………………………………..52

Appendix D – Emergency Operations Planning Guidelines ……………………………………..54

Table E1 – Functional Annexes ……………………………………………………………..58

Table E2 – Support Annexes ……………………………………………………………………..62

Annex 1 – Wallops Flight Facility Emergency Operations Plan…………………………………….

Annex 2 – Independent Verifications & Validation Building and Emergency Operations Plan…

Annex 3 – Goddard Institute for Space Studies Building and Emergency Operations Plan……..….

Annex 4 – White Sands Complex Emergency Preparedness and Disaster Recovery Plan…………..

Annex 5 – Columbia Scientific Balloon Facility Emergency Operations Plan……………………...

http://gdms.gsfc.nasa.gov/

DIRECTIVE NO. GPR 8710.2D Page 2 of 64

EFFECTIVE DATE: February 12, 2019

EXPIRATION DATE: February 12, 2024

PREFACE

P.1 PURPOSE

This directive details the implementation of the Emergency Management Program (EMP) at GSFC and describes the key roles, responsibilities and organizational structures that organize the way GSFC responds to incidents.

P.2 APPLICABILITY

a. This directive applies to all GSFC civil servants, contractors (to the extent included or referenced in contracts, orders, or other agreements) and other personnel completing work through Space Act

Agreements, Memorandums of Agreement/Understanding, and those assigned or detailed under the

Intergovernmental Personnel Act. This directive also applies to partners, and stakeholders, including the general public and other government agencies doing business at or visiting a GSFC site. In addition, it is applicable to all GSFC sites including all other NASA worldwide research and communications stations and launch sites managed by the GSFC.

b. In this directive, all document citations are assumed to be the latest version unless otherwise noted.

c. In this directive, all mandatory actions (i.e., requirements) are denoted by statements containing the term “shall.” The terms “may” or “can” denote discretionary privilege or permission; “should” denotes a good practice and is recommended but not required; “will” denotes expected outcome; and “are/is” denotes descriptive material.

d. This directive serves as GSFC’s formal adoption of the National Incident Management System

(NIMS) as its comprehensive approach to incident management. This directive incorporates NIMS components into the four phases of emergency management.

P.3 AUTHORITY

a . Executive Order 12656, 53 Fed. Reg. 47491 (1988), Assignment of Emergency Preparedness

Responsibilities, as amended by Executive Order 13286, 68 Fed. Reg. 10619 (2003);

b. Homeland Security Presidential Directive (HSPD)-5, Management of Domestic Incidents, February 28, 2003;

c. HSPD-8, National Preparedness, December 2003;

d. National Aeronautics and Space Administration (NASA) Policy Directive (NPD) 8710.1, Emergency Management Program; and

e. NASA Procedural Requirements (NPR) 8715.2, NASA Emergency Management Program

Procedural Requirements.

DIRECTIVE NO. GPR 8710.2D Page 3 of 64

P.4 APPLICABLE DOCUMENTS AND FORMS

a. 29 Code of Federal Regulations (CFR) 1910.165, Employee alarm systems;

b. HSPD-8, Annex 1, National Preparedness, Response & Recovery;

c. NPR 1040.1. NASA Continuity of Operations (COOP) Planning Procedural Requirements;

d. NPD 1040.4 NASA Continuity of Operations (COOP);

e. NASA Policy Directive (NPD) 1440.6, NASA Records Management;

f. NPR 1441.1, NASA Records Management Program Requirements;

g. NRRS 1441.1, NASA Records Retention Schedule (NRRS).

h. NPR 1600.1, NASA Security Program Procedural Requirements w/ Change 2;

i. NPR 8705.5, Technical Probabilistic Risk Assessment (PRA) Procedures for Safety and Mission

Success for NASA Programs and Projects;

j. NASA Technical Standard (NASA-STD)-8719.11, Safety Standard for Fire Protection;

k. GPR 7320.1, Facility System Safety;

l. GPR 8710.8, GSFC Safety Program Management;

m. GPR 8830.1, Facility Operations Managers;

n. Building Emergency Plan; Department of Homeland Security (DHS), Comprehensive Preparedness

Guide (CPG) 101;

o. DHS, Homeland Security Exercise and Evaluation Program (HSEEP) Volumes I – IV,;

p. DHS, Integrated Planning System (IPS)

q. DHS, National Incident Management System (NIMS);

r. DHS, National Response Framework (NRF)

s. DHS, NIMS: Five-Year NIMS Training Plan;

t. DHS, Federal Preparedness Circular (FPC) 65, Federal Executive Branch Continuity of Operations

(COOP);

u. National Fire Protection Association (NFPA) 1600: Standard on Disaster and Emergency

Management and Business Continuity Programs;

v. NPD 8710.1, Emergency Management Program;

P.5 CANCELLATION

GPR 8710.2C, Emergency Preparedness Program Plan for Greenbelt.

P.6 SAFETY

Safety considerations during training, exercises and other activities associated with the implementation of the EMP are a collaborative effort of all organizations.

During real-world events, the ultimate responsibility for the safe conduct of emergency operations rests with the Incident Commander (IC) and field supervisors at all levels of incident management, and if activated, the Emergency Operations Center (EOC) Manager. It is important to note that organizations that contribute to joint safety management efforts do not lose their individual identities or responsibility

DIRECTIVE NO. GPR 8710.2D Page 4 of 64 for their own programs, policies, and personnel. Rather, each contributes to the overall effort to protect all responder personnel involved in emergency operations.

A Safety Officer may be assigned by the IC and, if activated, the EOC Manager, to monitor incident operations and advise the IC and EOC Manager on all matters relating to operational safety of emergency response personnel. If a Safety Officer is not assigned, the IC and EOC Manager assume this role.

P.7 TRAINING

Training requirements are outlined in the Emergency Management Roles and Responsibilities and

Implementation sections of this document. (Refer to Section 3 and Section 4).

P.8 RECORDS

Record Title Record Custodian Retention

Appointment Letters SSOPD Record Custodian NRRS 1/14A(2) Destroy 2 years after termination or dissolution of committee

Emergency Operating

Directives, plans, procedures

(including Work Instructions

(WIs) and Procedures and

Guidelines (PGs)

As indicated in the Roles and Responsibilities

Section of this document.

Updated copies to the

GSFC Emergency

Management Office.

NRRS 1/1: Destroy when obsolete or superseded.

Training Records OHCM (SATERN-based training); Office of Primary

Responsibility (non-

SATERN- based training).

NRRS 3/ 33 A-F: Refer to NRRS for retention schedule (varies for announcement files, rosters, contract and non-contract training files, training aids, agency-sponsored training files, technical training, and on-the-job training).

After Action Reports on real-world events and exercises

(directorate and code and group and team-specific and

Center-wide exercises)

Office of Primary

Responsibility. For exercises, this is the exercise sponsor; for real-world events, this is each entity that conducts a hot wash and debriefing.

NRRS 1/ 4: Destroy when 3 years old, or 1 year after completion of next exercise, whichever is later.

*NRRS 1441.1 – NASA Records Retention Schedules

DIRECTIVE NO. GPR 8710.2D Page 5 of 64

P.9 MEASUREMENT/VERIFICATION

The Emergency Management Office (EMO) establishes and maintains a process to communicate, implement and monitor compliance with EMP requirements. The EMO uses a comprehensive, internal GSFC EMP Self-Assessment Survey for all organizational units, program team leads and functional response teams to measure progress and facilitate documentation and reporting of their achievement of assigned EMP requirements. The EMO is responsible for scheduling, reviewing and auditing self-assessment report submissions.

DIRECTIVE NO. GPR 8710.2D Page 6 of 64

PROCEDURES

1 EMERGENCY MANAGEMENT PROGRAM (EMP) GOALS AND ASSUMPTIONS

This document consists of the following sections:

Section 1: Outlines EMP goals and assumptions which guide all program activities upon which the

GSFC EMP is based.

Section 2: Defines the roles for all GSFC personnel as either emergency or continuity personnel.

Section 3: Outlines the roles and responsibilities of key individuals, organizations, and groups which comprise the various elements of the EMP.

Section 4: Details the implementation of the GSFC EMP and special considerations for each of the GSFC sites.

Section 5: Discusses ongoing management and maintenance of the EMP.

1.1 EMP Goals

The EMP provides a common framework for GSFC to focus its efforts on achieving the following program goals:

a. Protect personnel, property and the environment;

b. Provide for continuous operation or timely resumption of mission essential functions;

c. Enhance capabilities to prepare for, respond to, recover from, and mitigate the effects of incidents regardless of cause, size, location, or complexity;

d. Organize, equip, train, and exercise emergency personnel involved in disaster response and recovery;

e. Meet requirements outlined in the NPR 8715.2 series;

f. Meet requirements outlined in the NPD 8710.1 series; and

g. Meet requirements outlined in the National Incident Management System (NIMS).

1.2 Assumptions

The GSFC EMP is based upon the following assumptions:

a. Major emergencies and disasters can occur at any time and at any GSFC site. In some cases, dissemination of alert and warning and increased readiness measures may be possible. However, many incidents can occur with little or no warning;

b. Outside assistance should be available in most emergency situations affecting a GSFC site.

However, GSFC is prepared to carry out initial incident management and short-term actions on an independent basis. Extended operations may be required for community-wide disasters impacting any

GSFC site and the surrounding community;

c. Senior management officials are responsible for the safety and well-being of personnel and the public and will assume their responsibilities in the implementation of this directive; and

DIRECTIVE NO. GPR 8710.2D Page 7 of 64

d. Implementation of this directive enhances the GSFC’s capabilities to effectively and efficiently prepare for, respond to, recover from, and mitigate against all potential hazards, regardless of cause, size, location, or complexity.

2 EMERGENCY AND CONTINUITY PERSONNEL

All GSFC personnel, including all employees and on-site contractors as appropriate, serve in one of the following roles, as assigned and only if activated, during a major emergency or disaster:

a. Emergency Personnel (2.1)

b. Continuity Personnel (2.2)

c. Non-Emergency and Non-Continuity Personnel (2.3)

2.1 Emergency Personnel

Emergency management and emergency response personnel are personnel who are assigned an emergency management response and/or recovery role during an incident. When activated, they are considered “emergency personnel”, and are allowed access to the Center and an incident scene during emergency situations when center access is restricted or closed.

Whereas the focus of continuity personnel is solely on continuity of operations to ensure continuation and restoration of mission essential functions, emergency personnel focus on incident management and response and recovery operations.

GSFC emergency personnel include the following:

d. Center Director

e. Site and Station Directors and Managers, for their site

f. Director of Management Operations

g. Deputy Director of Management Operations

h. Chief, Protective Services Division

i. Deputy Chiefs, Protective Services Division

j. Emergency Management Office staff

k. Emergency Management Coordinators, for their sites

l. Emergency Management Task Group (EMTG) members, for their areas of responsibility

m. Protective Services Division (PSD) staff: first responders (Security personnel, Emergency Medical

Technicians, Special Agents, and other PSD staff as identified)

n. Security Operations Center (SOC) and Facilities Operations Center (FOC) staff

o. Incident Command Post (ICP) staff, only when the ICP is established and consists of all Incident

Command System (ICS) positions activated to support the Incident Commander; this includes first responders, as well as site emergency response personnel assigned and trained to provide specialized response and recovery capabilities, including Facility Operations Managers (FOM), Safety, Environmental, DIRECTIVE NO. GPR 8710.2D Page 8 of 64

Facilities, etc.

p. Emergency Operations Center (EOC) staff (see Table 4.2), only when the EOC is activated (includes all EOC positions and positions activated to provide action planning support to the EOC staff); this includes all site personnel assigned and trained to provide specialized response, recovery and continuity capabilities

q. Super Facility Operations Manager (Super FOM)

r. Building Mangers (BM) and Facility Operations Managers (FOM), for their area of responsibility

s. Damage Assessment Team and Disaster Service Workers, only if activated

t. The EMO or EMC at each site should develop and maintain a list of all emergency personnel in coordination with group, team leaders and others.

2.2 Continuity Personnel

a. Continuity personnel include Emergency Relocation Group (ERG) personnel and Continuity of

Operations (COOP) Support Team (CST) members (ref c). Whereas the focus of emergency personnel is solely on incident management during response and recovery operations, continuity personnel are identified as personnel who, during an emergency situation, ensure continuity and restoration of mission essential functions. This includes personnel who routinely perform mission essential functions that are carried out 24 hours a day, 7 days a week, 365 days a year, including weekends, holidays, and non-core hours. They are required to remain on-site in the event that relief personnel are not available. This also includes personnel who perform mission essential functions that must be operational prior to or during pre-established time limits.

b. When officially activated, continuity personnel will be admitted to the Center during emergency situations when center access is restricted or closed, unless Protective Services is specifically directed to close the Center to all non-emergency personnel, including continuity personnel.

c. ERG and COOP Support personnel are identified during the COOP planning process. The EMTG is responsible for ensuring the continuity personnel lists are developed and maintained by their respective

COOP planners within their directorates and at their sites.

2.3 Non-Emergency and Non-Continuity Personnel

All other personnel, non-emergency and non-continuity, may be called upon to support emergency and continuity staff during an incident.

3 ROLES AND RESPONSIBILITIES

All persons, groups, and organizations should have a clear understanding of their roles and responsibilities for successful emergency management and response. In addition to the roles and responsibilities listed in this directive for each organization, the EMTG or EOC staff, if activated, may assign additional responsibilities to organizations during an incident.

DIRECTIVE NO. GPR 8710.2D Page 9 of 64

3.1 Management Elements of the Emergency Management Program (EMP)

The following position(s), group(s) and organization(s) are responsible for the oversight and day-to-day administration and management of the EMP, as well as incident management during activations, as appropriate:

a. Center Director (3.1.1)

b. Management Operations Directorate (MOD) (3.1.2)

c. Protective Services Division (PSD) (3.1.3)

d. PSD: Emergency Management Office (EMO) (3.1.4)

e. Emergency Management Task Group (EMTG) (3.1.5)

3.1.1 Center Director:

a. After a Natural or Technological disaster, the Center Director or designee may declare a State of

Emergency, and notifies the Office of Protective Services during and outside normal business hours;

b. Ensures the safety and welfare of all GSFC personnel;

c. Exercises ultimate responsibility and authority for the EMP;

d. Ensures the EMP is implemented as detailed within this directive by all GSFC sites;

e. Provides strategic guidance, budgetary support and resources for the EMP;

f. Ensures that senior management is investing sufficient resources into developing, planning, organizing, equipping, maintaining, testing, training, and exercising the EMP;

g. Reviews and approves all emergency management policies, plans and procedures identified by this directive. (This responsibility may be delegated.);

h. Ensures the program is visible within the organization;

i. Designates a GSFC Emergency Management Officer; and

j. Serves as the Chair for the EOC Policy Group during EOC activations (see Table 4.2).

3.1.2 Director, Management Operations Directorate (MOD):

a. Responsible for the overall implementation of the EMP at Greenbelt, translating the plan into specific policies, where necessary, and reporting directly to the Center Director;

b. Provides budgetary, organizational and resource support to the EMP;

c. Ensures, promote and encourage senior leadership and management participation in EMP activities, such as planning, training and exercises;

d. Communicates the EMP center-wide, in coordination with the EMTG, to ensure consistent understanding of the key elements of the program and to ensure that supervisors and employees understand their roles and responsibilities in responding to an incident;

e. Reviews and concurs with the approval of all emergency management policies, plans and procedures identified by this directive;

f. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2);

DIRECTIVE NO. GPR 8710.2D Page 10 of 64

g. Activates and terminates the Emergency Operations Plan (EOP) and annexes, as appropriate, in coordination with the Chief of Protective Services, and the EMO;

h. Serves as a member of the Emergency Operations Center (EOC) Policy Group during EOC activations (Deputy Director of Management Operations) (see Table 4.2);

i. Provides information and resource management and strategic planning support during an incident;

j. Provides staff to serve in the EOC, if requested (see Table 4.2);

k. Approves Federal, State, and local requests for assistance made through NASA Headquarters (HQ);

and,

l. Coordinates short- and long-term recovery activities after an incident.

3.1.3 Chief, Protective Services Division (PSD):

a. Oversees the development, implementation and maintenance of the EMP;

b. Provides physical security, to include incident command and management, situational and initial damage assessment, and direction and control during incidents, as appropriate;

c. Provides personnel and information security, as appropriate;

d. Acts as the liaison with the NASA Office of Inspector General (OIG);

e. Assumes the duties of the EMO or designee in their absence (that is, unable to be contacted or are otherwise incapacitated) during an incident;

f. Develops, implement, train, exercise, and maintain assigned emergency operations functional plans and procedures (see Tables D.1 and D.2); and

g. Provides staff to serve in the EOC, if requested (see Table 4.2).

3.1.4 Emergency Management Officer (EMO):

a. Serves as the chair of the EMTG;

b. Provides the day-to-day management, implementation and maintenance of the EMP at Greenbelt;

c. Coordinates EMP activities with all appropriate Center organizations and provide program support in the implementation of assigned initiatives, with the assistance of the EMTG, and will ensure that emergency operations plans are developed, trained, tested, and exercised, all GSFC sites; (see Tables D.1 and D.2);

d. Provides policy and overall oversight, coordination, and assistance regarding the EMP to all GSFC sites;

e. Analyzes the emergency management capabilities needed by the Center and identify the planning, training, organizational and equipment requirements necessary to provide those capabilities;

f. Provides overall incident management and coordination of incident action planning efforts. This includes serving, when necessary, as the IC during emergencies where the EOC is not activated, and serving as the EOC Manager during EOC activations (see Table 4.2);

g. Coordinates with responding public agency resources and command structure and arrange emergency access to Center information and resources, as required;

h. Provides information and resource management and strategic planning support during an incident at other GSFC sites, in coordination with the Management Operations Directorate and the Protective

Services Division;

DIRECTIVE NO. GPR 8710.2D Page 11 of 64

j. Maintains close liaison and coordination with NASA HQ, Federal, State, and local emergency management organizations;

k. Develops, coordinates and implements mutual aid agreements, memoranda of understanding and agreements, as necessary;

l. Coordinates emergency evacuation and fire drills, in cooperation with Code 220, the Fire Alarm

Shop;

m. Places a copy of all Building Emergency Plans (BEPs) on the Website;

n. Performs a risk analysis for Greenbelt, in coordination with the Medical and Environmental

Management Division (MEMD), Safety Division, and others as appropriate; and,

o. Completes the FEMA Professional Development Series in Emergency Management within six months of hire or maintain a current International Association of Emergency Managers (IAEM)

Certified Emergency Manager (CEM) qualification.

3.1.5 Emergency Management Task Group (EMTG):

Each directorate, to include the Office of Human Capital Management, the Office of the Chief Financial

Officer, and each site, shall appoint an EMTG member and an alternate. Other organizations may be requested to provide representatives, as necessary. EMTG members represent their respective directorate, and are authorized to make decisions on behalf of their respective directorate as they relate to the implementation of this directive. Because of the size and complexity of the Greenbelt site and limited resources, the EMO relies on the EMTG to identify and access critical services and resources, including personnel. Directorates may appoint representatives (see Section 4), where appropriate, to assist their respective EMTG members in ongoing EMP management activities and in implementing division-specific

EMP initiatives. EMTG representatives perform for following functions:

a. Assist and support the EMO (EMTG Chair) in the development, coordination, implementation, and evaluation of all EMP requirements and components, including this directive;

b. Serve as the principal coordinator for all EMP activities conducted within their respective directorates. This includes providing direction to employees within their organization in the implementation of center-wide and directorate-specific EMP activities; and

c. Staff the EOC, as requested and appropriate (see Table 4.2).

3.2 Functional Elements of the Emergency Management Program (EMP)

All organizations collaborate with the EMO, through their respective EMTG representative, to provide key resources and capabilities to support the EMP during incidents and day-to-day EMP management.

All organizations provide critical resources (personnel, equipment, supplies, services, etc.) during and in support of an incident. Organizational unit personnel, identified by specialized experience and job duties, organization or strategic interest, may be asked to participate in working groups for specific emergency management initiatives and serve in an emergency or continuity personnel role (see Section 2). Involving these entities in the EMP ensures that critical functional capabilities and resources (e.g., damage assessment, scene safety, direction and control, equipment and supplies) are available and integrated into a viable EMP program.

DIRECTIVE NO. GPR 8710.2D Page 12 of 64

3.2.1 All Organizations

Organizations, where appropriate, are assigned primary and support element roles in the development, implementation, and maintenance of EMP initiatives, and as defined throughout this document.

a. Primary Elements

Primary organizational elements are identified to lead an initiative implementation effort if: 1) they have primary mission roles and responsibility related to the initiative; 2) they were currently conducting similar initiatives; 3) they ‘sponsor’ or provide funding for the initiative; and 4) no other more appropriate primary organizations could be identified.

b. Support Elements Support elements are important to the development and implementation of an initiative. Support elements are identified to assist primary elements if: 1) they are initiative stakeholders; or 2) they have resources and subject matter expertise related to the initiative. The list of support elements should not be considered exhaustive. Primary elements are encouraged to identify and secure the appropriate participation of all supporting elements that may be considered initiative stakeholders.

c. Each site is responsible for:

1. Designating staff to serve as an Emergency Management Coordinator (EMC);

2. Designating a representative and an alternate to serve as an EMTG member (ideally, the EMC serves as the primary EMTG member);

3. Participating in training, testing and exercising of emergency policies, plans and procedures, as requested and as appropriate, to ensure the protection of employees, property and continuity of business operations;

4. Ensuring that their staff within their area of responsibility reviews their BEPs, in coordination with the

FOM and Floor Warden (FW) program, on an annual basis and within six months of hire;

5. Providing resources (personnel, equipment, supplies) to support emergency operations (response, recovery and continuity) at the direction of the Center Director and the Director of Management

Operations;

6. Developing and maintain employee location accountability procedures for use during emergencies;

7. Developing incident-specific emergency functional plans and procedures for hazardous (e.g., chemical labs, plating site) or mission-critical operations, as appropriate and as directed by laws, regulations, and other requirements documents;

8. Establishing mutual aid and assistance agreements to provide specific response capabilities, where appropriate;

9. Collaborating with contractors, vendors and other stakeholders in implementing activities to provide mutual support and to maintain delivery of goods and services during an incident; and

10. Conducting an annual review of their emergency management and emergency response procedures and submit a memorandum to the Greenbelt EMO no later than August 31 of each year.

DIRECTIVE NO. GPR 8710.2D Page 13 of 64

Tables D.1 and D.2 identify the major functional areas of the EMP covered by this directive, along with the corresponding functional annex to the EOP, NPR source for the functional area, and responsible organizations.

Notes: This document does not address the responsibilities of management and functional safety organizations as addressed in GPR 8710.8.

3.2.2 Office of Human Capital Management (OHCM):

a. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2);

b. Provides guidance on human capital management to the EMTG to ensure mission essential functions and services proceed without interruption;

c. Provides assistance with family and relative inquiries concerning employee injuries or fatalities; and

d. Develops a process to regularly encourage employees to ensure the proper maintenance of their contact information.

e. Provides staff to serve in the EOC, if requested (see Table C).

3.2.3 Office of Communications:

a. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2);

b. Notifies and disseminates emergency information to Center personnel, the media, and the public;

c. Reports to the Incident Commander when requested to gather information or interact with outside media personnel.

d. Promotes the Employee Emergency Preparedness Program which is designed to provide awareness, resources, and tools to the NASA Family to prepare for an emergency situation at work or home, in coordination with the EMO; and

e. Provides staff to serve in the EOC, if requested (see Table C).

3.2.4 Office of Chief Counsel (OCC):

a. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2);

b. Provides legal guidance and assistance with emergency management activities, including contracts, and human capital and procurement policies; and

c. Provides staff to serve in the EOC, if requested (see Table C).

3.2.5 Office of Chief Financial Officer (CFO):

a. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2);

b. Develops procedures for establishment of disaster contingency funding;

DIRECTIVE NO. GPR 8710.2D Page 14 of 64

c. Provides guidance on financial issues related to payroll / Web-based Time and Attendance Distribution

System (WebTADS) that may arise;

d. Maintains records of emergency-related expenditures and assessing sufficiency of resources and funding capabilities needed during an incident; and

e. Provides staff to serve in the EOC, if requested (see Table C).

3.2.6 Procurement Operations Division (POD):

a. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2);

b. Provides guidance on procurement policies and procedures for addressing the effect of an incident on center-wide contracts and support services;

c. Encourages each requirements office to include requirements in their contract statement of work to ensure, if applicable, continuity of operations and the fulfillment of mission requirements in the event of any major emergency and disaster; and

d. Provides staff to serve in the EOC, if requested (see Table C).

3.2.7 Safety and Mission Assurance Directorate:

a. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2);

b. Serves as the GSFC’s subject matter experts on workplace hazards caused by chemical, physical, biological, and radiological agents;

c. Performs an annual risk analysis for Greenbelt, in coordination with the Protective Services Division and the Medical and Environmental Management Division (MEMD); and

d. Provides staff to serve in the EOC, if requested (see Table C).

3.2.8 Information Technology and Communications Directorate (ITCD):

a. Establishes and maintains systems that will provide reliable information technology and communications capabilities during emergencies;

b. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2);

c. Coordinates use of all public and private communication systems necessary during emergencies;

d. Manages and coordinates all emergency information technology and communications system operations of the EOC, when activated;

e. Assesses damage to information technology and communications systems coordinating repair and restoration; and

f. Provides staff to serve in the EOC, if requested (see Table C).

3.2.9 Facilities Management Division (FMD):

DIRECTIVE NO. GPR 8710.2D Page 15 of 64

a. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2);

b. Coordinates site-related emergency management activities with Code 200 - MOD, the EMO, Facility Operations Specialist (FOS), and FOM, as appropriate, including shutting down and protection of lab equipment, securing mock-ups, protecting critical systems and equipment during an incident;

c. (Facility Operations Specialist) Reviews and concurs with the BEPs for their area of responsibility;

d. Ensures the application of codes, standards, and regulations in design and construction activities;

e. Prepares and maintains contingency procedures for all-hazards, including emergency facility operations and functions in support of response, recovery and continuity operations;

f. Ensures that site plans, evacuation maps, utility drawings, pre-fire plans, assembly area maps, incident maps, and all other emergency response-related maps are kept up to date and provide electronic access to the Emergency Management Office;

g. Performs damage assessment, as required, and facilitate short- and long-term recovery planning. If activated, FMD will coordinate this activity with the EOC;

h. Compiles cost estimates of damage repairs as required. If activated, FMD will coordinate this activity with the EOC Finance and Administration Section;

i. Provides staff to serve in the EOC, if requested (see Table C);

j. Determines recovery times of affected utility systems; and

k. Returns facilities to operational status following an incident, including:

1) Barricading hazardous areas

2) Restoring streets and bridges in priority order

3) Protecting and restoring waste treatment and disposal systems

4) Augmenting sanitation services

5) Removing debris

6) Restoring electrical service to vital sites

7) Directing temporary repair of essential sites

8) Restoring emergency power sources as required

9) Restoring water treatment and supply services

10) Condemning unsafe structures

3.2.10 Medical and Environment Management Division (MEMD):

a. Coordinates the EMP activities of all GSFC health units;

b. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2);

c. Performs a risk analysis for Greenbelt, in coordination with the Protective Services Division and the

Safety Division;

d. Maintains situational awareness of all potential and actual public health, medical, and environmental situations; assess the GSFC risk factors, and, in coordination with the EMO, provide recommendations to the Director of Management Operations or their designee(s);

e. Coordinates all public health, medical and environmental response activities for an incident to

DIRECTIVE NO. GPR 8710.2D Page 16 of 64 ensure the continuity of health care provision and to provide for the health and safety of all employees;

f. Coordinates Greenbelt’s triage and first aid activities with public agencies immediately after an incident occurs, as necessary.

g. Develops systems for reporting and compile information on deaths and injuries.

h. Verifies proper organizational planning and procedures for containing, controlling, cleaning up, and reporting hazardous spills or releases.

i. Serves as the GSFC’s subject matter experts on public health, medical and environmental issues; and develop and maintain the Point of Distribution (POD) Plan for GSFC in coordination with emergency management. Provide staff to serve in the EOC, if requested (see Table C).

3.2.11 Information and Logistics Management Division (ILMD):

a. Provides support for emergency operations through store stock, or emergency procurement, or other

Center resources;

b. Provides local transportation resources to support emergency operations and ensure availability of fuel and oil for vehicles under emergency conditions;

c. Maintains an emergency vendor contact list;

d. Develops, implements, trains, exercises, and maintains assigned emergency operations functional plans and procedures (see Tables D.1 and D.2); and

e. Provides staff to serve in the EOC, if requested (see Table C).

3.2.12 Wallops Flight Facility (WFF) Emergency Management Officer (EMO):

a. Implements, coordinates and maintains the GSFC EMP at WFF;

b. Analyzes the emergency management capabilities needed by WFF and identify the planning, training, organizational and equipment requirements necessary to provide those capabilities;

c. Coordinates with and provide assistance to all organizations to ensure that functional and supporting operations plans and procedures are developed, trained, tested, exercised, and maintained;

d. Notifies the WFF Director Of and the Deputy Chief of Protective Services (Wallops) upon activation of the WFF EOP;

e. Advises management on significant issues related to emergency preparedness;

f. Provides emergency notifications, situational status and surveillance reports on WFF to the GSFC

EMO;

g. Makes recommendations to the WFF Director Of on emergency operations and requests for assistance and resources;

h. Ensures building emergency evacuations and fire drills are conducted on an annual basis;

i. Communicates emergency preparedness requirements to WFF employees as appropriate;

j. Coordinates with the Accomack County Department of Public Safety concerning emergency responses to community wide disasters and mutual aid agreement implementation; and

k. Provides advice and assistance to WFF personnel and support contractors regarding emergency mitigation, preparedness, response, and recovery.

DIRECTIVE NO. GPR 8710.2D Page 17 of 64

l. Serves as the GSFC’s subject matter experts on workplace hazards caused by chemical, physical, biological, and radiological agents.

3.2.13 Independent Verification &Validation (IV&V) Emergency Management Coordinator (EMC):

a. Implements, coordinates and maintains the GSFC EMP (Section 4) at IV&V;

b. Analyzes the emergency management capabilities needed by IV&V and identify the planning, training, organizational and equipment requirements necessary to provide those capabilities;

c. Coordinates with and provide assistance to all organizations to ensure that functional and supporting operations plans and procedures are developed, trained, tested, exercised, and maintained;

d. Notifies the IV&V Director and Program Manager upon activation of the IV&V EOP;

e. Provides emergency notifications, situational status and surveillance reports on IV&V to the

GSFC Chief of PSD and EMO

f. Makes recommendations to the IV&V Director and Program Manager on emergency operations and requests for assistance and resources;

g. Ensures building emergency evacuation and fire drills are conducted on an annual basis;

h. Maintains close liaison and coordination with local emergency management to ensure timely response and integration and coordination of emergency operations plans;

i. Coordinates with responding public agencies concerning emergency responses to community-wide disasters and mutual aid agreement implementation; and

j. Provides advice and assistance to IV&V personnel and support contractors regarding emergency mitigation, preparedness, response, and recovery.

3.2.14 Goddard Institute for Space Studies (GISS) Emergency Management Coordinator (EMC):

a. Implements, coordinates and maintains the GSFC EMP (Section 4) at GISS;

b. Analyzes the emergency management capabilities needed by GISS and identify the planning, training, organizational and equipment requirements necessary to provide those capabilities;

c. Coordinates with and provide assistance to all organizations to ensure that functional and supporting operations plans and procedures are developed, trained, tested, exercised, and maintained;

d. Notifies the Chief of Lab for GISS upon activation of the GISS EOP;

e. Provides emergency notifications, situational status and surveillance reports on GISS to the GSFC

EMO;

g. Makes recommendations to the Chief of Lab for GISS on emergency operations and requests for assistance and resources;

h. Ensures building emergency evacuation and fire drills are conducted on an annual basis;

i. Maintains close liaison and coordinate with the local emergency management to ensure timely response and integration and coordination of emergency operations plans; and

j. Coordinates with responding public agencies concerning emergency responses to community wide disasters and mutual aid agreement implementation. Provide advice and assistance to GISS personnel and support contractors regarding emergency mitigation, preparedness, response, and recovery.

DIRECTIVE NO. GPR 8710.2D Page 18 of 64

3.2.15 White Sands Complex (WSC) Emergency Management Coordinator (EMC):

a. Implements, coordinates and maintains the GSFC EMP (Section 4) at WSC;

b. Analyzes the emergency management capabilities needed by WSC and identify the planning, training, organizational and equipment requirements necessary to provide those capabilities;

c. Coordinates with and provide assistance to all organizations to ensure that functional and supporting operations plans and procedures are developed, trained, tested, exercised, and maintained;

d. Notifies the WSC Station Director upon activation of the WSC EOP;

e. Provides emergency notifications, situational status and surveillance reports on WSC to the GSFC

EMO;

f. Makes recommendations to the WSC Station Director on emergency operations and requests for assistance and resources;

g. Ensures building emergency evacuation and fire drills are conducted on an annual basis;

h. Maintains close liaison and coordinating with the local emergency management to ensure timely response and integration and coordination of emergency operations plans;

i. Coordinates with the responding public agencies concerning emergency responses to community wide disasters and mutual aid agreement implementation; and

j. Provides advice and assistance to WSC personnel and support contractors regarding emergency mitigation, preparedness, response, and recovery.

3.2.16 Columbia Scientific Balloon Facility (CSBF) Emergency Management Coordinator (EMC):

a. Implements, coordinates and maintains the GSFC EMP (Section 4) at CSBF;

b. Analyzes the emergency management capabilities needed by CSBF and identify the planning, training, organizational and equipment requirements necessary to provide those capabilities;

c. Coordinates with and provide assistance to all organizations to ensure that functional and supporting operations plans and procedures are developed, trained, tested, exercised, and maintained;

d. Notifies the Chief for CSBF upon activation of the CSBF EOP;

e. Provides emergency notifications, situational status and surveillance reports on CSBF to the GSFC

EMO;

f. Makes recommendations to the Chief for CSBF on emergency operations and requests for assistance and resources;

g. Ensures building emergency evacuation and fire drills are conducted on an annual basis;

h. Maintains close liaison and coordinate with the local emergency management to ensure timely response and integration and coordination of emergency operations plans; and

i. Coordinates with responding public agencies concerning emergency responses to community wide disasters and mutual aid agreement implementation. Provide advice and assistance to CSBF personnel and support contractors regarding emergency mitigation, preparedness, response, and recovery.

3.2.17 Guam Remote Ground Terminal (GRGT) Emergency Management Coordinator (EMC):

a. Implements, coordinates and maintains the GSFC EMP (Section 4) at GRGT. GRGT maintains a

LOP/EOP and provides input to the WSC Emergency Action Plan.

DIRECTIVE NO. GPR 8710.2D Page 19 of 64

b. Analyzes the emergency management capabilities needed by GRGT and identify the planning, training, organizational and equipment requirements necessary to provide those capabilities;

c. Coordinates with and provide assistance to all organizations to ensure that functional and supporting operations plans and procedures are developed, trained, tested, exercised, and maintained;

d. Notifies the WSC Operations Manager and Station Management upon activation of the GRGT EOP;

e. Provides emergency notifications, situational status and surveillance reports on GRGT to WSC who in turn notifies the GSFC EMO;

f. Makes recommendations to the WSC Program Manager and WSC Safety Manager on emergency operations and requests for assistance and resources;

g. Ensures building emergency evacuation and fire drills are conducted on an annual basis;

h. Maintains close liaison and coordinate with the local emergency management to ensure timely response and integration and coordination of emergency operations plans; and

i. Coordinates with responding public agencies concerning emergency responses to community wide disasters and mutual aid agreement implementation. Provide advice and assistance to GRGT personnel and support contractors regarding emergency mitigation, preparedness, response, and recovery.

3.2.18 Blossom Point Remote Station (BPRS) Emergency Management Coordinator (EMC):

a. Implements, coordinates and maintains the GSFC EMP (Section 4) at BPRS;

b. Analyzes the emergency management capabilities needed by BPRS and identify the planning, training, organizational and equipment requirements necessary to provide those capabilities;

c. Coordinates with and provide assistance to all organizations to ensure that functional and supporting operations plans and procedures are developed, trained, tested, exercised, and maintained;

d. Notifies the Chief for BPRS upon activation of the BPRS EOP;

e. Provides emergency notifications, situational status and surveillance reports on BPRS to the GSFC

EMO;

f. Makes recommendations to the Chief for BPRS on emergency operations and requests for assistance and resources;

g. Ensures building emergency evacuation and fire drills are conducted on an annual basis;

h. Maintains close liaison and coordinate with the local emergency management to ensure timely response and integration and coordination of emergency operations plans; and

i. Coordinates with responding public agencies concerning emergency responses to community wide disasters and mutual aid agreement implementation.

j. Provide advice and assistance to BPRT personnel and support contractors regarding emergency mitigation, preparedness, response, and recovery.

3.2.19 All Employees

All employees are critical to the immediate response to any emergency. Employee training and outreach is conducted by the EMO, EMC or FOM to ensure employees are aware of their roles during an emergency

(see Section 4). As such, employees assist in emergency management by:

a. Knowing and following plans and procedures for reporting and responding to emergencies (refer to

DIRECTIVE NO. GPR 8710.2D Page 20 of 64

Emergency Operations: FOM and Floor Warden Program). This includes:

Reviewing the BEP and other job-specific emergency plans and procedures within six months of hire and annually thereafter;

b. Following specific emergency response procedures contained in BEPs and other documents related to an individual’s job duties;

c. Participating in emergency building evacuation and fire drills and other relevant training and exercises; and

d. Serving as ERG personnel, emergency personnel, only as assigned by their organization.

e. Update and maintain contact information in ID max and Employee Express.

3.2.20 All Contracting Officer Representatives and Requirements Offices:

Include requirements in their statements of work for GSFC contracts to ensure, if applicable, the following:

a. Continuity of operations and the fulfillment of mission requirements, as applicable, in the event of any major emergency and disaster;

b. Knowledge and compliance with plans and procedures for reporting and responding to emergencies.

This includes:

1. A review of their respective BEP and other job-specific emergency plans and procedures annually and within six months of hire.

2. Following specific emergency response procedures contained in BEPs and other documents related to an individual’s job duties.

c. Service as ERG personnel or emergency personnel, only as assigned by their organization; and;

d. Participation in emergency building evacuation and fire drills and other relevant training and exercises;

and,

e. Maintain a call tree or other appropriate system to notify contractors of an emergency incident.

4 IMPLEMENTATION OF THE EMP AT GSFC

4.1 EMP Requirements (all sites): This section outlines GSFC EMP recommendations and requirements for each GSFC site during each of the four phases of emergency management; Mitigation (4.1.1), Preparedness (4.1.2), Response (4.1.3) and Recovery (4.1.4).

a. The Center Director has ultimate responsibility and authority for the GSFC EMP. The Director of

Management Operations is responsible for the overall implementation of the GSFC EMP and reports directly to the Center Director. The Director of Management Operations makes key policy-level decisions necessary to ensure an effective and efficient response and recovery from incidents.

b. Day-to-day administrative responsibility for the GSFC EMP, and the development, implementation and maintenance of this directive, resides with the EMO at WFF. The EMO coordinates EMP activities and provides program support to all sites in the development, implementation and maintenance of assigned initiatives, with the assistance of the EMTG.

DIRECTIVE NO. GPR 8710.2D Page 21 of 64

c. Each GSFC site appoints an EMC who is be…