“September 11th and Its Aftermath-Implication for Safety& Health” 5, 2002

1. “September 11th and Its Aftermath-Implication for Safety& Health” 5, 2002 e Jonathan B. Mullin, Code QS Safety & Risk Management Division Office of Safety and Mission Assurance (1)

2. Overview • NASA Authority for Emergency Preparedness • History of the Program- Looking Forward • Your Role in Readiness & Emergency Response • The New Workplace Hazards • Personnel Reliability Program • Lessons Learned from September 11, 2001 • Summary

3. Emergency Preparedness • Authority • NPD 8710.1 Emergency Preparedness Program • NPD 8710.2 NASA Safety & Health Program Policy • NPG 8715.2 NASA Emergency Preparedness Plan Procedures and Guidelines

4. History • NASA Emergency Preparedness Program focused on the “top” three hazards for each Center such as: • Earthquake • Flooding • Civil Disturbance or Violence in the Workplace • Center Plans were developed and exercised to meet these threats, to mitigate and to respond through Consequence Management • Other Threat Events Emerge • World Trade Center, New York, February 26, 1993 • Oklahoma City, Oklahoma, April 19, 1995 • Tokyo, Japan, April 1995

5. History • Annual Emergency Preparedness Coordinator Meetings • Focus of Meetings Training and Awareness • Managing the Consequences of Terrorism at the National Interagency Civil- Military Institute (NICI) • BNICE-Biological Nuclear Incendiary Chemical Explosive presented by Code AM • Multilateral Civil-Military Emergency Preparedness Work shop -Hurricanes (NICI) • Wild land/Urban Interface Fires and Installation Disasters (NICI)

6. History • New Expanded Threats are emerging on the global stage • International Threats • National Threats • Then 9/11/2001 • NASA was leaning forward in awareness and training of its Emergency Responders

7. Roles and Responsibilities • Be a partner in the Incident Command System • Awareness-Learn all that you can • Planning • Review the NASA Guidance • Your professional expertise is critical to the process • Know the limitations of your resources • Mutual Aid • Train as if it were “real” • Exercise • No exercise ever went the way it was designed so learn from the lessons • Exercise, Exercise, Exercise • A sub³ bullet

8. New Hazards in the Workplace • What might be future threats? • Airplanes • Hazards at Hand: such as stored chemicals, pressure vessels, explosives locations, or high energy systems • Loss of Electrical power and systems • Communication systems • Damage or contamination of water systems • Biological • Truck or car Bombs • Toxic Hazard Corridors from a local off site event • Humans

9. Personnel Reliability Program (PRP) • 14 CFR 1214.2 is the authority for the NASA PRP Program • Policy Highlights • Applies to mission critical space systems( space shuttle, space station, designated ELV’s, designated payloads, shuttle carrier aircraft, and other designated resources which provide access to space or (support) the ability to accomplish critical objectives in space. • Broadened, locally administered program established with the center directors determining which facilities/systems that are “mission critical space systems/facilities” and duties that require certification.

10. Personnel Reliability Program • Policy Highlights • Center Directors establish screening criteria for personnel (government and contractors) requiring unescorted access to mission critical systems/facilities. Center Directors will also designate a certifying official to administer the program. • Measures to ensure protection • Special physical security provisions • Screening requirements for individuals as noted below • Supervisory determination of “suitability” • Medical evaluation • Background check by a NASA designated authority • Local agency checks as appropriate • Review of personnel employment files • Review of IG case files

11. Personnel Reliability Program • Measures to ensure protection continued. • Interim Summary • The PRP process engages a number Center Staff • Center Director • Security Office • Medical Staff • Human Resources Office • Safety Office • The Supervisor

12. Lessons Learned • During a Crisis Communications are quickly saturated • GETS Card distribution are essential • Information is preliminary during Crisis Management • Need to maintain information flow • The Johnson Space Center served as the interim notification point • NASA was prepared to cope • The “Best Plans” are just guidelines • Flexibility is key • Awareness, train the employees what to do, where to go and then exercise.

13. Summary • “Murphy” is everywhere during a crisis. • NASA has established policy to help your center establish a process for meeting the threats. • No one Agency or the government can protect against all threats with contingency resources. • Be aware of unusual conditions or human activity that might cause or contribute to a man made or natural disaster, and report the condition to the appropriate authority. • Exercise your plans and critique them rigorously to make the Center process better. • Together we can respond-You are a vital part of the NASA Team!