Strengthening the Disaster Resilience of the Academic Biomedical Research Community Protecting the Nation's Investment (2017) / Chapter Skim
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6 Response and Recovery Planning
6 Response and Recovery Planning
Pages 199-240
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From page 199... ...
Even if an academic research institution and its research enterprise carry out prevention, protection, and mitigation activities, the risk remains that a "big one" will overcome the capacity of the institution to manage using only business-as-usual means and methods. This can be particularly true with a no-notice event such as an earthquake or terrorist action.
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COMMON PATTERNS IN DISASTER RESPONSE AND RECOVERY Most disasters share common patterns -- both in their challenges and in their opportunities -- and the academic research institutions should be aware of these. Once the initial shock of the disaster wears off, people will step up and throw themselves into the response.
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Researchers will not leave their laboratories or will insist on returning before things are determined to be safe • Research animals will create difficult moral, ethical, and practical problems. • First responders will probably not be the first to respond.
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Research animals may be considered expendable assets in a disaster by the broad community of emergency responders. At the same time, research animals are exceedingly valuable and in some cases irreplaceable assets.
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(DHS, 2017) RESPONSE PLANNING The Federal Emergency Management Agency (FEMA)
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. Key Response Capabilities The chief resilience officer for the research enterprise and the research enterprise planning committee, in coordination with the institution-wide planning committee, should consider the following response-specific core capabilities in its emergency operations planning: critical transportation; environmental response -- health and safety; fatality management services; logistics and supply chain management; mass care services; mass search and rescue operations; on-scene security, protection, and law enforcement; opera ional communication and coordination; public health, health t care, and emergency medical services; and situational assessment (FEMA, 2016d)
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. The chief resilience officer for the research enterprise and the research enterprise planning committee, in coordination with the institution-wide planning committee should follow the planning process described in Chapter 4 to draft research enterprise–specific EOPs, review it, obtain institutional approval for implementation, and ensure that the plan is integrated with emergency management both within the institution and with local, state, and federal agencies.
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206 FIGURE 6-2 Sample laboratories resilience assessment at NYU Langone.
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, a separate management hierarchy for those people who would be responsible for essential functions after a disaster was established for the comprehensive laboratory animal facility pandemic response plan (see Figure 6-3) (Roble et al., 2010)
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SOURCE: Roble et al., 2010. Reproduced with permission from American Association for Laboratory Animal Science.
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Essentially all academic research institutions and their research enterprises have various levels of required training for researchers in areas related to safety, ethics, and compliance (NRC, 2011)
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IS-230.D Fundamentals of Emergency Management IS-235.C Emergency Planning IS-524 Continuity of Operations (COOP) Planners Workshop IS-547.A Introduction to Continuity of Operations IS-700.A National Incident Management System (NIMS)
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. As part of the response planning, the academic research institutions and their research enterprises could consider registering personnel who perform essential functions with their municipal governments to facilitate travel and identification during disaster periods (Mische and Wilkerson, 2016)
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Fatality Management Services FEMA's National Response Framework suggests academic research institutions and their research enterprises should plan for the worst-case scenario in which there is loss of life -- either human or research animals. The research enterprise can have plans in place to work closely with l ocal authorities to share information and to provide counseling (FEMA, 2016b)
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Mass Search and Rescue Operations In the event that individuals or research animals need to be rescued, FEMA's National Response Framework suggests academic research institutions and their research enterprises should have plans in place to work closely with local authorities to deliver traditional and atypical search-andrescue capabilities to save the greatest number of endangered lives in the shortest time possible (FEMA, 2016d)
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during disaster response. The ICS is a standardized, on-scene, all-hazards approach to the management of an incident.
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. In this model, the chief resilience officer for the research enterprise may lead a branch under the operations chief with the aim of ensuring the response plans of the research enterprise are being executed as written and in coordination with the overall institutional response.
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This ensures familiarity with the response plan. In this structure, the chief resilience officer for the research enterprise may lead a branch under the operations chief with the aim of ensuring the response plans of the research enterprise are being executed as written and in coordination with the overall institutional response.
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A strong working relationship with the local and state responder community will ensure that this critical coordination evolves in a productive, coordinated fashion. By understanding the unique features of the critical research-related assets of the research enterprise at the institution as well as the institution's disaster response priorities, the responding agencies will be better prepared to respond.
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The chief resilience officer for the research enterprise, depending on his or her training and experience, may lead a branch under the operations chief with the aim of ensuring the response plans of the research enterprise are being executed as written and in coordination with the overall institutional response. In academic research institutions, the EOP should clarify how the response activities at the research laboratory and department level are to be coordinated vertically and horizontally across the organization during response and recovery.
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In the event of a disaster, the research enterprise will need to consider the communication of public health and safety issues that may arise to the appropriate external agencies. Additionally, the research enterprise could be either providers
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The concepts outlined in the NDRF revolve around the ideal of emerging from the disaster recovery process with an institution
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The ability of a research enterprise to accelerate its recovery from a disaster begins with its planning efforts in the pre-disaster preparation and mitigation phase, plus its ability to build capacity to undertake recovery activities. Pre-disaster preparation activities that improve coordination among response partners accelerate the disaster recovery process by speeding up the response phase, which saves lives and minimizes property damage.
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Successful recovery will rely on prioritizing protection and support for the people and research animals involved in research activities, the research facilities and associated infrastructure systems, and the research-related assets. Successful disaster recovery requires practical integration of the recovery plan with the institutions "family of plans" including the long-range strategic plan, the annual capital plan, the ongoing facilities master plan, the business continuity plan, the emergency operations plan, and the financial recovery plan.
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The NDRF is an indicator that disaster recovery is becoming a more prominent priority for the nation. Figure 6-9 depicts how FEMA envisions community-wide recovery activities in the sequential phases of the disaster recovery process it has now termed the "recovery continuum"(FEMA, 2016c)
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2. Formal disaster recovery activation.
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. Each phase of the disaster recovery process will require leadership by a recovery management team composed of senior institutional officials who possess effective and demonstrated leadership skills, who will provide transparent and regular communications, and who are empowered with sufficient authority to proactively identify and promptly allocate resources to support the completion of the prioritized recovery actions (identified in the emergency operations,
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Regardless of the specific criteria used, when recovery begins the existing emergency management team lines-of-authority structure may shift seamlessly to become the institution's recovery management team sustaining effective integration and consistent lines-of-authority among prevention, protection, mitigation, response, and recovery planning (University of South Australia, 2011)
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Following the completion of disaster response measures, and depending upon the institutional emergency management structure and protocols, trained facilities, information technology (IT) , public safety, and environmental health and safety staff and vendors engaged with or without previously executed MAAs may be dispatched to assess the conditions of building structures, interior and exterior infrastructure systems, the life safety and environmental health conditions; to secure facilities from unauthorized entry; and, only while accompanied by laboratory animal care professionals, to survey research animal facilities.
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Each year on the anniversary of the storm, UTHSC-H pays tribute to the research animals that died. Additionally, after Hurricane Sandy, one of NYU Langone's research command center priorities for the first 48 hours was to communicate empathy for the research community (Bloom, 2016)
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During this challenging self-evaluation period for researchers, direct and frequent communications with departmental leadership and previously identified institutional sponsored research, facilities, IT, risk management, and financial affairs liaisons are critical in assisting researchers' assessments of • Individual laboratory data, facilities, and equipment damage; • Accessing all protocols for capturing the appropriate quantitative and qualitative data required to support institutional insurance claims for laboratory facilities and equipment damage; • The timing and quantity of institutional financial resources needed to stabilize and rebuild the components necessary to sustain the indi vidual research program; and, of equal if not paramount importance, • Seeking and receiving all institutional facilitation required in con tacting research sponsors and seeking clear and timely guidance and support regarding re-establishing a grant-funded research program. There are many decisions to be made by the researchers, and the decision whether to continue should not be taken lightly, but rather should be made only after a detailed evaluation and analysis of a researcher's ongoing research projects.
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. Long Term: Months and Years Academic research institutions may experience long-term building closures as a result of a disaster.
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Chapter 9 further discusses the post-disaster financial considerations. Following Hurricane Sandy and the resulting revenue losses and facilities damages at NYU Langone, that institution developed a long-range capital plan which includes capital project budgets for "building back better" and, for new buildings, enhanced disaster-resilient design features to avoid major damage and disruption during potential future disasters (Martin, 2016)
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and human and capital resource dependent. Establishing recovery time lines and performance goals remains critically important to successful disaster recovery, but in practice the phases of disaster recovery are subject to competing demands, disruptive relocations, variable staffing and funding, and an uneven pace of technical assistance support and physical recovery of the research environment, and the challenges of sustaining informed communications among multiple institutional
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• Integration of community recovery planning processes, which in cludes characteristics such as linking recovery planning to other planning efforts in the community and developing processes and criteria to identify and prioritize key recovery actions and projects. Recovery of community-wide services, such as housing, school ing, and health care, are critical to the recovery of the academic research institution and its research enterprise.
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It may be important for an institution to identify a method for documenting and evaluating interim progress and proposing revisions to the recovery plan. The method used for measuring disaster recovery progress relative to established objectives (baseline)
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Conclusion: For regulatory and business reasons, institutional response and recovery planning has more than likely been taking place at aca demic research institutions, but the detail with which these plans ad dress the unique considerations of the research enterprise is variable. In the committee's judgment, having plans in place to respond and recover at the research enterprise level have helped to mitigate the negative impacts of disasters.
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Implement Mandatory Disaster Resilience Education and Training Programs RECOMMENDATION 5: Academic research institutions should im plement mandatory disaster resilience education and training programs and integrate these programs within the broader safety, ethics, and compliance training programs for students, staff, and faculty of the research enterprise. Those individuals in the research enterprise who are responsible for responding during a disaster should understand their roles; therefore, education and training programs for researchers should be modeled after education and training programs for first responders.
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2011. Disaster recovery considerations for academic institutions.
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2016. FEMA and the Katrina disaster recovery process.
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2013. Using principles from emergency management to improve emergency response plans for research animals.
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