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National Practice Leader Emergency Response Planning NFPA 1600: The National Preparedness Standard July 6th, 2005.

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Presentation on theme: "National Practice Leader Emergency Response Planning NFPA 1600: The National Preparedness Standard July 6th, 2005."— Presentation transcript:

1 National Practice Leader Emergency Response Planning NFPA 1600: The National Preparedness Standard July 6th, 2005

2 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.”

3 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.”

4 Marsh 4 National Intelligence Reform Act Section 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.

5 Marsh 5 Document History 1991Technical Committee on Disaster Management formed 1995Recommended Practice for Disaster Management 2000Standard on Disaster/Emergency Management and Business Continuity Programs 2004Latest Edition 2007Next Edition

6 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!

7 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

8 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

9 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

10 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

11 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

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

13 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)

14 Marsh 14 Chapter 5 “Program Elements” Training & Exercises 5.12Training – ALL employees – Emergency organization 5.13Exercises, Evaluations and Corrective Action – Drills and Exercises  Functional drills (e.g., evacuations and sheltering)  Tabletop exercises  Larger scale exercises – Evaluations – Corrective Action Process

15 Marsh 15 Chapter 5 “Program Elements” 5.14Crisis 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 5.15Finance and Administration

16 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:

17 Questions and Answers

18 Marsh USA, Inc. 200 Clarendon Street Boston, 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.

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