OFFICE OF TERRORISM PREPAREDNESS AND EMERGENCY RESPONSE

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OFFICE OF TERRORISM PREPAREDNESS AND EMERGENCY
RESPONSE
NNPHI Conference May 2003 Joe Davis, CDC/OTPER
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Background
Following the events of September 11 and the
subsequent anthrax release, improving public
health preparedness has become a national
priority. As public health takes center stage,
there are many issues CDC/ATSDRs terrorism
preparedness and response effort must address.
The Office of Terrorism Preparedness and
Emergency Response (OTPER) was established in
August 2002 to help focus on many of these issues
including
Intense focus on terrorism preparedness and
response The threat of terrorism continues to
dominate the federal government and public health
agendas. A significant increase in terrorism
funding creates high expectations and demands
accountability. Increased national and global
visibility the CDC/ATSDR role in public health
policy has grown significantly as terrorism
becomes a greater global and national security
issue. This visibility demands that the agency
assume new roles and relationships, including
partnerships with law enforcement, intelligence
and military. A new Administration While the
Administration is now two years old, changes in
leadership and policy continue to impact
CDC/ATSDR. The agency must respond to many new
takeholders, new organizations and changing
leadership. New management demands The
current Administration has introduced a number of
key initiatives through the Presidents
Management Agenda (PMA) with specific
expectations for performance and the management
of resources. Existing business needs In
spite of each new demand placed upon the agency,
its other public health responsibilities remain
priorities and require continued attention and
dedication of resources. These priorities must
not be overshadowed by terrorism.
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All-Hazards Approach
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(No Transcript)
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Vision and Mission
Below are the vision and mission statements as
developed by CDC/ATSDR leaders representing each
CIO, including OD, during the Strategy
Articulation Session held on January 08, 2003.
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Strategic Imperatives
The Strategic Imperatives have been placed into
two categories, Programmatic and Enabling.
The Programmatic Imperatives reflect the core
mission functions employed to achieve the mission
while the Enabling Imperatives express the
means that enable programmatic achievement.

• Programmatic
• Timely, effective and integrated detection and
  investigation
• Sustained prevention and consequence management
  programs
• Coordinated public health emergency preparedness
  and response
• Qualified, equipped and integrated laboratories
• Competent and sustainable workforce
• Protected workers and workplaces
• Innovative, relevant and applied research and
  evaluation
• Timely, accurate, and coordinated communications
• Enabling
• Achieving shared goals through partnerships
• Coordinated and secure information systems
• Creative and effective management services

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FY 2002 and FY 2003 Appropriations
FY 2003 Appropriations
FY 2002 Appropriations
939M
940.2M
144.2M
11.9M
20M
18M
55.6M
645M
159M
512M
18.4M
99M
298M
Critical Recovery (FY 2002 only)
Upgrading State Local Capacity
Smallpox
Upgrading CDC Capacity
Anthrax
Strategic National Stockpile
Security (FY 2003 only)
September 11 Aftermath (FY 2002 only)
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State and Local Program
OTPER houses the State and Local Preparedness
Program. Through this program, CDC/ATSDR helps
public health departments in all 50 states, US
territories and several major municipalities
develop capacity to handle terrorist attacks.
62 State, local and territorial health departments
People Protected - Public Health Prepared


CDC / ATSDR

• Plan Preparedness
• Report Readiness
• Demonstrate Response

• Expert public health guidance for terrorism
  preparedness and response
• 1Billion in funding dedicated to build capacity
  in state, local and municipal health departments
  in FY 2002 and FY2003

• Preparedness Planning and Readiness Assessments
• Surveillance and Epidemiologic Capacity
• Laboratory Capacity Biological and Chemical
• Communications and Information Technology /
  Health Alert Network
• Risk Communication and Health Information
  Dissemination
• Education and Training

FY 2003 funding level for cooperative agreement
program.
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Emergency Operations Program
OTPER maintains responsibility to make emergency
preparations for terrorist attacks as well as the
responsibility to respond to all types of
emergencies. The OTPER Emergency Operations
Program develops the agencys emergency response
capacity through the Emergency Operations Center
(EOC) and the Strategic National Stockpile (SNS).
Emergency Operations Center

• 24x7 operations to monitor, detect and respond to
  emergency events
• Maintains secure communications with other
  federal agencies to activate emergency response
  plans within minutes of detection
• Serves as a hub for communications and activities
  during an event

Strategic National Stockpile

• Ensures availability and deployment of
  life-saving pharmaceuticals, supplies and
  equipment to counter the effects of terror agents
• Provides Technical Advisory Response Units
  (TARUs) to advise local authorities on receiving,
  distributing, dispensing, replenishing, and
  recovering SNS materiel
• Provides education and training for state, local
  and federal partners

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Select Agent Program
The Select Agent Program regulates the possession
of biological agents and toxins that have the
potential to pose a severe threat to public
health and safety. The Select Agent Program
currently requires registration of facilities
including government agencies, universities,
research institutions, and commercial entities.
The Select Agent Program Regulates

• Registration of laboratories that house threat
  agents, including specific viruses, bacteria,
  rickettsiae, fungi, toxins and recombinant
  organisms/molecules
• Requests to acquire, use and dispose of threat
  agents
• Transfer of agents among registered laboratories
• Inspection of laboratories to ensure appropriate
  use and security
• Enforcement of penalties for misuse

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