ES&H Manual



3510 Appendix T2

Emergency Response Drills/Exercises



1.0            Purpose


Drills and exercises are used to rehearse anticipated emergency scenarios. They are designed to provide training, reduce confusion, and verify the adequacy of emergency response activities and equipment. Often these exercises involve external emergency organizations (such as the Newport News Fire Department) in order to familiarize them with the Jefferson Lab facility. Jefferson Lab uses the process outlined within this document to plan, conduct, critique and document emergency response drills and exercises.


2.0            Scope


Drills and exercises are planned and implemented in an effort to educate everyone at Jefferson Lab on the appropriate response in the event of a real emergency. In addition, lessons learned from these activities enhance the laboratory’s emergency prevention and response capabilities.


Jefferson Lab’s Emergency Manager is the main point of contact for drill/exercise coordination. This includes: notifying affected staff and external emergency organizations; minimizing disruption to laboratory operations; and hazard mitigation. Emergency Management Team members (and their backups) are included in drills/exercises as appropriate. 


Evacuation drills, for normally occupied buildings, are conducted annually, in accordance with ES&H Manual - Fire Protection Supplement – Chapter 9: Evacuation Drills and are not bound by the restrictions of this procedure.


The process steps for this procedure are performed in coordination with ES&H Manual Chapter 3510 Emergency Response Activities.


3.0            Responsibilities

NOTE:           Management authority may be delegated at the discretion of the responsible manager.


3.1              Everyone at Jefferson Lab

·         Support emergency response drills and exercises.


3.2              Emergency Manager / Exercise Coordinator

·        Plan, Conduct, and Critique emergency response drills/exercises.

·        Document emergency exercise in a Final Report.

3.3              Operations Manager

·         Review and approve emergency drill and exercise scenarios and final reports.


4.0            Process Steps

            Process steps are performed by the position as indicated. 


4.1              Plan, Conduct and Critique the Exercise:


4.1.1        Plan


Step 1:             Determine the exercise’s objectives.

·         Develop an emergency scenario:

o   Type of emergency (e.g., Hurricane, Pandemic).

o   Background, preceding actions, anticipated limitations (e.g., roads are blocked, power is out).

o   Designated Lead Emergency Responder(s) and others needed to participate as appropriate.  (See Conduct the Exercise for title roles.)

·         Submit the proposed exercise scenario to the Operations Manager for review and approval.  Incorporate comments as appropriate.


Step 2:             Upon approval of the exercise scenario:

·         Select an appropriate date for the exercise; coordinating with support personnel and affected department managers (in particular Facilities & Logistics).    

·         Identify evaluators.

·         Assemble an Exercise Planning Group:

o   Develop a detailed exercise schedule[1] for the exercise scenario.

o   Contact appropriate support personnel, including Newport News Emergency Services, and brief them on the exercise scenario and schedule.

·         Schedule the pre-meeting, exercise, and post-meeting within a reasonable time frame of the exercise.

Step 3:             Pre-Meeting:

·         Provide the final exercise schedule to support personnel.

·         Prepare the Emergency Response Drill / Exercise Evaluator Worksheet as needed to accommodate the evaluation:



·         Train and equip support personnel:

o   Familiarize them with applicable emergency procedures appropriate to the exercise schedule.

o   Review their specific assignments.

o   Provide appropriate Personal Protection Equipment (PPE), special identification, contact information, and synchronized watches as necessary.

·         Within 24 hours of the exercise:

o   Coordinate with Lead Emergency Responder regarding any changes to the exercise scenario.

o   Contact appropriate Newport News Emergency Services to confirm arrangements and brief them on last-minute items.

o   Ensure the drill/exercise is cordoned off prior to the start of the exercise.


4.1.2        Conduct the Exercise

·         Lead Emergency Responder:

o   Direct the exercise in accordance with the exercise scenario

o   Resolve extraneous issues and limitations when they arise via the Exercise Coordinator’s exercise schedule

o   Keep the exercise moving toward completion


·         Exercise Coordinator:

o   Take meeting minutes

o   Provide extraneous issues and limitations in accordance with the exercise schedule

o   Ensure exercise simulation is as accurate as possible

o   Provide resolutions when conflict or confusion occurs

o   Ensures the drill/exercise is cordoned off prior to the start and barriers are removed upon completion


·         Support Personnel:

o   Ensure no actual emergencies occur during the exercise

o   Alert the Exercise Coordinator if the exercise needs to be discontinued for any reason 

o   Perform assigned duties in accordance with exercise schedule or according to training if actions deviate from the exercise schedule

o   Record times and key actions 

o   Submit a written report and/or a completed Drill/Exercise Evaluator Worksheet of your activities during the exercise to the Exercise Coordinator


·         Evaluators (Crew Chiefs and/or Emergency Management team members):

o   Observe drill/exercise

o   Submit a completed Emergency Response Drill/Exercise Evaluator Worksheet to the Exercise Coordinator


4.1.3        Critique


Upon conclusion of the exercise, and within a reasonable time frame:


·         Assemble the Lead Emergency Responder, the Exercise Planning Group, and Support Personnel:

o   Critique the exercise

o   Collect notes and equipment

·         Ensure the drill/exercise cordoned and barriers are removed upon completion.


4.2              Final Report

Step 1:             Draft a final report, include:

·         Title of the drill/exercise/event

·         Date of the drill/exercise/event

·         Location of the drill/exercise/event

·         Scope of drill/exercise/event

·         Critique members

·         Background

·         Timeline of drill/exercise/event

·         Final exercise scenario

·         Final exercise schedule including:

o   Extraneous issues

o   Actual timeline

o   Significant deviations

·         Lessons-Learned

·         Corrective Actions

Step 2:             Submit the draft report to the Emergency Manager for review. Incorporate comments as appropriate.

Step 3:             Submit the final draft to the Operations Manager for approval.

Step 4:             Upon approval:

·         Ensure lessons learned are submitted into the Jefferson Lab Operating Experience/Lessons Learned Database

·         Enter Corrective actions are into the Corrective Action Tracking System (CATS) and track to completion

·         Document the report for future reference


5.0            Revision Summary


Revision 1.5 – 02/01/16 – Periodic Review; clarified content with no substantive changes

Revision 1.4 – 10/29/14 – Clarified Exercise Coordinator responsibilities per T.Menefee  

Revision 1.3 – 12/09/13 – Added “Crew Chiefs and /or Emergency Management team members” to clarify Evaluators in Step 4, Section 4.0 Process Steps per T.Menefee

Revision 1.2 – 02/25/13 – Clarification of process steps per T.Menefee

Revision 1.1 – 04/27/11 – Removed reference to Emergency Management Committee per T.Menefee

Revision 1.0 – 07/14/10 – Updated to reflect current laboratory operations






ESH&Q Division

Tina Menefee




This document is controlled as an on line file.  It may be printed but the print copy is not a controlled document.  It is the user’s responsibility to ensure that the document is the same revision as the current on line file.  This copy was printed on 2/11/2016.

[1] The exercise schedule details extraneous issues and limitations that could reasonably be expected during an actual event. The schedule is not provided to the Lead Emergency Responder in order to determine actual event responses.