April 24, 2010 in Congressional Research Service
Interruptions of congressional operations by incidents such as episodic computer virus infections, or the anthrax contamination that took place during autumn 2001, have demonstrated the importance of congressional continuity of operations (COOP) planning. COOP planning refers to the internal effort of an organization to assure that the capability exists to continue essential functions in response to a comprehensive array of potential operational interruptions. For Congress, COOP planning is related to a second level of preparedness, continuity of government (COG) planning. Congressional COG planning focuses on ensuring that Congress is able to carry out its legislative responsibilities under Article I of the Constitution.
March 10, 2010 in United States
Raven Rock Mountain Complex (RRMC) is a underground continuity of government facility built by the U.S. government in the early 1950s. It is located about 14 km (8.7 miles) east of Waynesboro, Pennsylvania, and 10 km (6.2 miles) north-northeast of Camp David, Maryland. It is also called the Raven Rock Military Complex, or simply Site R. Other designations and nicknames include “The Rock”, NMCC-R (National Military Command Center Reservation), ANMCC (Alternate National Military Command Center), AJCC (Alternate Joint Communications Center), “Backup Pentagon”, or “Site RT”; the latter refers to the vast array of communication towers and equipment atop the mountain. Colloquially, the facility is known as an “underground Pentagon”.
August 28, 2009 in Department of Housing and Urban Development
Regional and Field Office Program Directors are responsible for providing all required information and support to their Regional Directors and Field Office Directors in all phases of COOP plan development, test, training, and exercise, and plan implementation. They must ensure appropriate coordination with the COOP Coordinators in their respective Headquarters program office.
August 27, 2009 in Department of Agriculture
It is the policy of the United States to safeguard the health and well-being of the American people during the 2009-H1N1 influenza pandemic by: (1) taking action to slow the spread of disease, mitigate illness, and prevent death, and (2) sustaining critical infrastructure and minimizing the impact of the pandemic on the economy and functioning of society.
August 2, 2009 in U.S. Northern Command
To present a general overview and understanding of JTF-CS roles, responsibilities and tools ISO CBRNE-CM (Chemical, Biological, Radiological, Nuclear, High Yield Explosive – Consequence Management) Operations. “USNORTHCOM anticipates and conducts Homeland Defense and Civil Support operations within the assigned area of responsibility to defend, protect, and secure the United States and its interests.“ GEN Renuart (14 NOV 07)
July 30, 2009 in Business Executives for National Security
As Hurricane Katrina showed so dramatically, government alone cannot secure the nation or respond to major disasters. It needs the vast resources and expertise of the business community. Business needs government, too. Individual businesses do heroic things in times of crisis, but they know they could do much more working in concert with government.
June 18, 2009 in Department of Homeland Security
The National Communications System is responsible for assuring key national security and emergency preparedness (NS/EP) decision-makers have the ability to communicate through the full spectrum of crises. With the vast majority of the communications infrastructure owned by corporations, any successful strategy requires regular and meaningful interaction with industry.
May 15, 2009 in Department of Homeland Security
This Federal Continuity Directive (FCD) provides direction to the Federal executive branch for developing continuity plans and programs. Continuity planning facilitates the performance of executive branch essential functions during all-hazards emergencies or other situations that may disrupt normal operations. The ultimate goal of continuity in the executive branch is the continuation of National Essential Functions (NEFs).
May 7, 2009 in Department of Defense
All DoD continuity planning and programming shall:
(1) Be based on the assumption that no warning of attack or event will be received.
(2) Ensure the performance of MEFs during any emergency for a period of up to 30 days or until normal operations can be resumed. The capability to perform MEFs at alternate sites must be fully operational as soon as possible, but no later than 12 hours after COOP activation.
(3) Be based on risk-management assessments to ensure that appropriate operational readiness decisions consider the probability of an attack or incident and its consequences.
(4) Emphasize the permanent and routine geographic distribution of leadership, staff, and infrastructure in order to increase survivability and maintain uninterrupted capability to accomplish DoD MEFs.
May 5, 2009 in Department of Homeland Security, FEMA
This document was developed expressly for emergency management practitioners as an overview of the process, roles, and responsibilities for requesting and providing all forms of Federal assistance. This overview also presents a summary of each of the 15 Emergency Support Function Annexes and 8 Support Annexes including their purpose, capabilities, membership, and concept of operations. The complete annexes are contained in the online NRF Resource Center.
May 5, 2009 in Department of Homeland Security, FEMA
This National Response Framework (NRF) [or Framework] is a guide to how the Nation conducts all-hazards response. It is built upon scalable, flexible, and adaptable coordinating structures to align key roles and responsibilities across the Nation. It describes specific authorities and best practices for managing incidents that range from the serious but purely local, to large-scale terrorist attacks or catastrophic natural disasters. This document explains the common discipline and structures that have been exercised and matured at the local, tribal, State, and national levels over time. It describes key lessons learned from Hurricanes Katrina and Rita, focusing particularly on how the Federal Government is organized to support communities and States in catastrophic incidents. Most importantly, it builds upon the National Incident Management System (NIMS), which provides a consistent template for managing incidents.