National Practice Leader Emergency Response Planning

NFPA 1600: The National Preparedness Standard

July 6th, 2005

Marsh 2

9/11 Commission Adoption of NFPA 1600 as “The National Preparedness Standard”

“…the ‘first’ first responders will almost certainly be civilians.”

“As we examined the emergency response to 9/11, witness after witness told us that despite 9/11, the private sector remains largely unprepared for a terrorist attack.”

“We were also advised that the lack of a widely embraced private-sector preparedness standard was a principal contributing factor to this lack of preparedness.”

Marsh 3

9/11 Commission’s Recommendation

“We endorse the American National Standards Institute’s recommended standard for private preparedness. We were encouraged by Secretary Tom Ridge’s praise of the standard, and urge the Department of

Homeland Security to promote its adoption. We also encourage the insurance and credit-rating industries to look closely at a company’s compliance with the ANSI standard in assessing its insurability and creditworthiness. We believe

that compliance with the standard should define the standard of care owed by a company to its employees and the public for legal purposes. Private-sector preparedness is not a luxury; it is a cost of doing business in the post-9/11 world. It is ignored at a tremendous potential cost in lives, money, and national security.”

Marsh 4

National Intelligence Reform ActSection 7305 Private Sector Preparedness

(a) Consistent with the report of the National Commission on Terrorist Attacks Upon the United States, Congress makes the following findings:

(1) Private sector organizations own 85 percent of the Nation’s critical infrastructure and employ the vast majority of the Nation’s workers.

(2) Preparedness in the private sector and public sector for rescue, restart and recovery of operations should include, as appropriate—

(A) a plan for evacuation; (B) adequate communications capabilities; and (C) a plan for continuity of operations.

(3) The American National Standards Institute recommends a voluntary national preparedness standard for the private sector based on the existing American National Standard on Disaster/Emergency Management and Business Continuity Programs (NFPA 1600), with appropriate modifications. This standard establishes a common set of criteria and terminology for preparedness, disaster management, emergency management, and business continuity programs.

(4) The mandate of the Department of Homeland Security extends to working with the private sector, as well as government entities.

(b) SENSE OF CONGRESS ON PRIVATE SECTOR PREPAREDNESS.— It is the sense of Congress that the Secretary of Homeland Security should promote, where appropriate, the adoption of voluntary national preparedness standards such as the private sector preparedness standard developed by the American National Standards Institute and based on the National Fire Protection Association 1600 Standard on Disaster/Emergency Management and Business Continuity Programs.

Marsh 5

Document History

1991 Technical Committee on Disaster Management formed

1995 Recommended Practice for Disaster Management

2000 Standard on Disaster/Emergency Management and Business Continuity Programs

2004 Latest Edition

2007 Next Edition

Marsh 6

What is NFPA 1600?

It’s not a “how-to” guide

Does not prescribe a development process

Specifies the necessary elements and management of a program for effective emergency management and business continuity

Mandatory requirements are spelled out in only 3 pages!

Marsh 7

Chapter 1 Purpose and Scope

1.1 Scope. common set of criteria for disaster management, emergency management, and business continuity programs

1.2 Purpose. provide … the criteria to assess current programs or to develop, implement, and maintain a program to mitigate, prepare for, respond to, and recover from disasters and emergencies.

1.3 Application. apply to both public and private programs. [Not legally enforceable unless adopted by a political jurisdiction]

Chapter 2 is reserved Chapter 3 is definitions

Marsh 8

Chapter 4 “Program Management”

4.1 Program Administration– Policy, goals and

objectives– Management plan and

procedures– Applicable authorities,

legislation, regulations, and/or industry codes of practice

4.2 Program Coordinator

4.3 Advisory Committee

4.4 Program Assessment

Internal Participants

Management

Human Resources

Public Relations

Risk Management

Facilities/Engineering

Medical

Legal

EHS

Regulatory Affairs

Operations

Security

Other Management

Crisis Management Team

Business Recovery Team

Outside Agencies and Resources

Police, Fire, Medical, Hazmat, Emergency Mgt.,

Public Works

Contractors and Vendors

Marsh 9

Chapter 5 “Program Elements”

5.1 Elements determined by hazards and impact

5.2 Laws and authorities—compliance over time

5.3 Hazard Identification and Risk Assessment– Identify hazards– Likelihood of occurrence– Assess vulnerability of people,

property, environment– Natural and human-caused

5.4 Mitigation strategy

People Assets Operations Environment

Medical Emergencies

Injury 3 3 9Illness 3 3 9Foodborne Illnesses (mass) 2 2 4Fire or Explosion

Explosion 1 3 3 3 1 3Fire 2 2 2 3 1 6Bomb Explosion 1 3 3 3 0 3Rescue

Confined Space 1 3 0 0 3High Angle 0 0 0 0 0Technical Rescue (entrapment) 0 0 0 0 0Hazardous Materials

Hazardous Material spill/release 1 0Radiological accident 0 0 0 0 0 0Hazmat Incident off-site 1 1 1 0 0 1Transportation Accidents 1 1 1 0 0 1Nuclear Power Plant Incident 0 0 0 0 0Natural Gas Leak 1 3 3 3 0 3Meteorological

Flooding 0 0 0 0 0 0Dam/Levee Failure 0 0 0 0 0 0Severe Thunderstorm 2 1 1 1 0 2Tornado 1 3 3 3 1 3Windstorm 2 1 1 1 0 2Hurricanes & Tropical Storms 1 2 2 2 1 2Winter Storm (snow/Ice) 2 1 1 2 0 4Tsunami 0 0 0 0 0 0Geological

Earthquake 1 1 2 2 1 2

Probability of Occurrence

Severity of Consequences Hazard Index

Threat, Hazard, or Peril

Marsh 10

Chapter 5 “Program Elements”

5.5 Resource management

– Hazard or event specific

– Personnel, equipment, facilities, training, funding, knowledge, time frame

– Quantity, response time, capability

– GAP analysis

5.6 Mutual Aid

Marsh 11

Chapter 5 “Program Elements”

5.7 Planning– Strategic (vision, mission,

goals and objectives)

– Emergency Operations/Response

– Mitigation (interim and long-term)

– Continuity of Operations (short-term and long-term)

– Recovery

C r i s i s M a n a g e m e n t

S ite

D ivis ion

C orporate

E m e r g e n c yR e s p o n s e

B u s i n e s sC o n t i n u i t y

Marsh 12

Chapter 5 “Program Elements”

5.8 Direction, Control, and Coordination– Capability to direct, control, and coordinate– Incident management system– Roles and responsibilities for each function– Policies and procedures for effective coordination with appropriate

authoritiesINCIDENT

COMMANDER

OPERATIONS PLANNINGFINANCE/

ADMINISTRATIONLOGISTICS

PUBLIC INFORMATION

SAFETY LIAISON

5.9 Communications and Warning– Alerting officials, ERT, those affected– Develop, test protocols, processes, procedures– Ensure interoperability

Marsh 13

Chapter 5 “Program Elements”

5.10 Operations and Procedures– SOP’s for credible hazards– Incident stabilization and

property conservation– Safety and Health– Situation analysis including

damage assessment– Succession of management

5.11 Logistics and Facilities– Logistical capabilities– Primary and alternate

emergency operations center

Threat or incident assessment Notification of public emergency services Alerting building occupants Evacuation or sheltering of occupants Supervision or control of building utility systems

(HVAC, life safety and fire protection) Provision of first aid Security of buildings and grounds Rescue of trapped occupants Firefighting (if trained)

Marsh 14

Chapter 5 “Program Elements” Training & Exercises

5.12 Training– ALL employees– Emergency organization

5.13 Exercises, Evaluations and Corrective Action– Drills and Exercises

Functional drills (e.g., evacuations and sheltering)

Tabletop exercises Larger scale exercises

– Evaluations– Corrective Action Process

Marsh 15

Chapter 5 “Program Elements”

5.14 Crisis Communications and Public Information– Dissemination of information to

stakeholders Employees Families Stakeholders Government/Regulators News Media

– Pre-disaster and post-disaster– Awareness program

Human Impact

5.15 Finance and Administration

Marsh 16

Future Directions

Next revision cycle – 2007(3 year cycle)

Task Group on Future Alternative Development

ISO 223 Technical Advisory Group

Your opportunity to provide input

Download a free copy of NFPA 1600:http://www.nfpa.org/

Questions and Answers

Marsh USA, Inc.200 Clarendon StreetBoston, MA 02116

Optional Back Cover – White background

The information contained in this presentation provides only a general overview of subjects covered, is not intended to be taken as advice regarding any individual situation and should not be relied upon as such.