Standard on Disaster/Emergency Management and Business Continuity Programs
2007 Edition
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Disaster/Emergency Management and Business Continuity Programs
2007 Edition
This edition of NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs, was prepared by the Technical Committee on Emergency Management and Business Continuity. It was issued by the Standards Council on December 1, 2006, with an effective date of December 20, 2006, and supersedes all previous editions.
This edition of NFPA 1600 was approved as an American National Standard on December 20, 2006.
Origin and Development of NFPA 1600
The NFPA Standards Council established the Disaster Management Committee in January 1991. The committee was given the responsibility for developing documents relating to preparedness for, response to, and recovery from disasters resulting from natural, human, or technological events.
The first document that the committee focused on was NFPA 1600, Recommended Practice for Disaster Management. NFPA 1600 was presented to the NFPA membership at the 1995 Annual Meeting in Denver, CO. That effort produced the 1995 edition of NFPA 1600.
For the 2000 edition, the committee incorporated a “total program approach” for disaster/ emergency management and business continuity programs in its revision of the document from a recommended practice to a standard. They provided a standardized basis for disaster/emergency management planning and business continuity programs in private and public sectors by providing common program elements, techniques, and processes. The committee provided expanded provisions for enhanced capabilities for disaster/emergency management and business continuity programs so that the impacts of a disaster would be mitigated, while protecting life and property. The chapters were expanded to include additional material relating to disaster/emergency management and business continuity programs. The annex material was also expanded to include additional explanatory material.
For the 2004 edition, the committee updated terminology and editorially reformatted the document to follow the 2003 Manual of Style for NFPA Technical Committee Documents; however, the basic features of the standard remained unchanged. In addition, the committee added a table in Annex A that created a crosswalk among FEMA CAR, NFPA 1600, and BCI & DRII professional practices. The committee added significant informational resources to Annexes B, C, D, and E.
The document continues to be developed in cooperation and coordination with representatives from FEMA, NEMA, and IAEM. This coordinated effort was reflected in the expansion of the title of the standard for the 2000 edition to include both disaster and emergency management, as well as information on business continuity programs.
The 2007 edition incorporates changes to the 2004 edition, expanding the conceptual framework for disaster/emergency management and business continuity programs. Previous editions of the standard focused on the four aspects of mitigation, preparedness, response, and recovery. This edition identifies prevention as a distinct aspect of the program, in addition to the other four. Doing so brings the standard into alignment with related disciplines and practices of risk management, security, and loss prevention.
Technical Committee on Emergency Management and Business Continuity
Lloyd W. Bokman,
Chair
Ohio Emergency Management Agency, OH [E]
Rep. National Association of SARA Title III Program Officials
Charles (Buck) P. Adams, Medina County Emergency
Management Agency, OH [E]
Richard R. Anderson, Anderson Risk Consultants, NJ [SE]
Charles E. Biggs, U.S. Department of Homeland
Security (EP&R), DC [E]
Donald P. Boland, AT&T Communications, IL [U]
Pete Brewster, U.S. Department of Veterans Affairs, WV [U]
Steven J. Charvat, University of Washington, WA [U]
Rep. International Association of Emergency Managers Donald C. Cooper, Cuyahoga Falls Fire Department, OH [U] Carroll E. Eichhorn, Lawrence Livermore National Laboratory, CA [U] Robert P. Fletcher, Jr., Readiness Consulting Services, MD [SE] Robert Gazdik, St. Paul Travelers, MN [I] David Gluckman, Willis of New Jersey, Incorporated, NJ [I] Edward J. Hecker, U.S. Army Corps of Engineers, DC [E] David J. Hiscott, Jr., Marathon Ashland Petroleum LLC, OH [U]
Rep. American Petroleum Institute David R. Hood, Russell Phillips & Associates, LLC, NY [U]
Rep. NFPA Health Care Section Gunnar J. Kuepper, Emergency and Disaster Management, Incorporated, CA [SE]
Alternates
Edward G. Buikema,
U.S. Department of Homeland Security, IL [E] (Alt. to C. E. Biggs) Win Chaiyabhat, Aon Risk Services, ME [I]
(Alt. to C. P. Richter) Marjorie L. DeBrot, U.S. Army Corps of Engineers, MO [E]
(Alt. to E. J. Hecker) William B. Fox, Emergency Management Ontario, Canada [E]
(Alt. to L. E. Webb) Susan B. McLaughlin, SBM Consulting, Limited, IL [U] (Alt. to D. R. Hood)
Nonvoting
Emily Bentley,
Emergency Management Accreditation
Program, KY [U]
Sharon L. Caudle, U.S. Government Accountability
Office, DC [U]
John C. Fannin III, SafePlace Corporation, DE [SE]
Rep. TC on Premises Security
Martha H. Curtis, NFPA Staff Liaison
Edgar T. Ladouceur, Transport Canada, Canada [E]
Dana C. Lankhorst, Middlesex Mutual Assurance
Company, NH [I]
Dean R. Larson, Purdue University Calumet, IN [SE]
MaryAnn Elizabeth Marrocolo, City of New York, NY [U]
Michael E. Martinet, County of Los Angeles, CA [E]
Carolyn A. McMullen, The McMullen Company, CA [SE]
Patricia A. Moore, Pat Moore Company, TX [SE]
Terry W. Moore, City of Houston, TX [U]
Rep. Emergency Management Association of Texas Michael J. Morganti, Trinity, FL [SE]
Rep. Disaster Recovery Institute International Melvyn Musson, Edward Jones Company, MO [SE] Ashley E. “Lee” Newsome, Emergency Response Educators & Consultants, Incorporated, FL [SE] William G. Raisch, New York University, NY [SE] Clay P. Richter, Aon Risk Services, Incorporated, of Northern California, CA [I] Dale J. Romme, Hallmark Cards, Incorporated, MO [U]
Rep. NFPA Industrial Fire Protection Section Donald L. Schmidt, Preparedness, LLC, MA [SE]
R. Ian Stronach, Alcan Incorporated, Canada [U]
Lorraine E. Webb, Emergency Management Ontario,
Canada [E]
Milt Wilson, City of Oshawa, Canada [U]
Rep. Ontario Association of Fire Chiefs
Michael J. Mumaw, City of Beaverton, OR [U] (Alt. to S. J. Charvat) John Douglas Nelson, Chiron Corporation, CA [SE] (Alt. to P. A. Moore) Robie Robinson, Dallas County, TX [U] (Alt. to T. W. Moore) John A. Sharry, Beakmann Properties, CA [SE]
(Alt. to C. A. McMullen) Michael R. Zanotti, U.S. Department of Veterans Affairs, WV [U]
(Alt. to P. Brewster)
Carl Anthony Gibson, La Trobe University, Australia [E] James W. Kerr, Michael Rogers, Incorporated, MD [SE] (Member Emeritus) Gavin J. Love, WorleyParsons Pty Limited, Australia [SE]
This list represents the membership at the time the Committee was balloted on the final text of this edition. Since that time, changes in the membership may have occurred. A key to classifications is found at the back of the document.
NOTE: Membership on a committee shall not in and of itself constitute an endorsement of theAssociation or any document developed by the committee on which the member serves.
Committee Scope: This Committee shall have primary responsibility for documents on preparedness for, response to, and recovery from disasters resulting from natural, human, or technological events.
Contents
NFPA 1600
Standard on
Disaster/Emergency Management and
Business Continuity Programs
2007 Edition
IMPORTANT NOTE: This NFPA document is made available for use subject to important notices and legal disclaimers. These notices and disclaimers appear in all publications containing this document and may be found under the heading “Important Notices and Disclaimers Concerning NFPA Documents.” They can also be obtained on request from NFPA or viewed at www.nfpa.org/disclaimers.
NOTICE: An asterisk (*) following the number or letter designating a paragraph indicates that explanatory material on the paragraph can be found in Annex A.
A reference in brackets [ ] following a section or paragraph indicates material that has been extracted from another NFPA document.As an aid to the user, the complete title and edition of the source documents for extracts in mandatory sections of the document are given in Chapter 2 and those for extracts in informational sections are given in Annex F. Editorial changes to extracted material consist of revising references to an appropriate division in this document or the inclusion of the document number with the division number when the reference is to the original document. Requests for interpretations or revisions of extracted text shall be sent to the technical committee responsible for the source document.
Information on referenced publications can be found in Chapter 2 and Annex F.
This standard shall establish a common set of criteria for disaster/emergency management and business continuity programs hereinafter referred to as the program.
1.2 Purpose. This standard shall provide disaster and emergency management and business continuity programs, the criteria to assess current programs or to develop, implement, and maintain aspects for prevention, mitigation, preparation, response, and recovery from emergencies.
1.3* Application.
This document shall apply to public, not-forprofit, and private entities.
The documents or portions thereof listed in this chapter are referenced within this standard and shall be considered part of the requirements of this document.
The definitions contained in this chapter shall apply to the terms used in this standard. Where terms are not defined in this chapter or within another chapter, they shall be defined using their ordinarily accepted meanings within the context in which they are used. Merriam-Webster’s Collegiate Dictionary, 11th edition, shall be the source for the ordinarily accepted meaning.
3.2.2* Authority Having Jurisdiction (AHJ).
An organization, office, or individual responsible for enforcing the requirements of a code or standard, or for approving equipment, materials, an installation, or a procedure.
3.2.3 Shall. Indicates a mandatory requirement.
3.2.4 Should. Indicates a recommendation or that which is advised but not required.
3.2.5 Standard. A document, the main text of which contains only mandatory provisions using the word “shall” to indicate requirements and which is in a form generally suitable for mandatory reference by another standard or code or for adoption into law. Nonmandatory provisions shall be located in an appendix or annex, footnote, or fine-print note and are not to be considered a part of the requirements of a standard.
3.3 General Definitions.
3.3.1* Business Continuity.
An ongoing process supported by senior management and funded to ensure that the necessary steps are taken to identify the impact of potential losses, maintain viable recovery strategies, recovery plans, and continuity of services.
3.3.2 Damage Assessment. An appraisal or determination of the effects of the disaster on human, physical, economic, and natural resources.
3.3.3 Disaster/Emergency Management. An ongoing process to prevent, mitigate, prepare for, respond to, and recover from an incident that threatens life, property, operations, or the environment.
3.3.4 Emergency Management Program. A program that implements the mission, vision, and strategic goals and objectives as well as the management framework of the program and organization.
3.3.5 Entity. A governmental agency or jurisdiction, private or public company, partnership, nonprofit organization, or other organization that has emergency management and continuity of operations responsibilities.
3.3.6* Impact Analysis [Business Impact Analysis (BIA)].
Amanagement level analysis that identifies the impacts of losing the entity’s resources.
3.3.7 Incident Action Plan. A verbal plan, written plan, or combination of both, that is updated throughout the incident and reflects the overall incident strategy, tactics, risk management, and member safety that are developed by the incident commander. [1561, 2005]
3.3.8* Incident Management System (IMS).
The combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents.
3.3.9 Mitigation. Activities taken to reduce the severity or consequences of an emergency.
3.3.10* Mutual Aid/Assistance Agreement. Aprearranged agreement between two or more entities to share resources in response to an incident.
3.3.11 Preparedness. Activities, tasks, programs, and systems developed and implemented prior to an emergency that are used to support the prevention of, mitigation of, response to, and recovery from emergencies.
3.3.12* Prevention.
Activities to avoid an incident or to stop an emergency from occurring.
3.3.13* Recovery.
Activities and programs designed to return conditions to a level that is acceptable to the entity.
3.3.14 Resource Management. A system for identifying available resources to enable timely and unimpeded access to resources needed to prevent, mitigate, prepare for, respond to, or recover from an incident.
3.3.15* Response.
Immediate and ongoing activities, tasks, programs, and systems to manage the effects of an incident that threatens life, property, operations, or the environment.
3.3.16 Situation Analysis. The process of evaluating the severity and consequences of an incident and communicating the results.
3.3.17 Stakeholder. Any individual, group, or organization that might affect, be affected by, or perceive itself to be affected by the emergency.
The entity shall have a documented program that includes the following:
(1)
Executive policy including vision, mission statement, roles and responsibilities, and enabling authority
(2)
Program goals, objectives, and method of program evaluation
(3)*Program plan and procedures
(4)
Applicable authorities, legislation, regulations, and/or industry codes of practice
(5)
Program budget and project schedule, including milestones
(6)
Records management practices
4.2* Program Coordinator.
The program coordinator shall be appointed by the entity and authorized to administer and keep current the program.
4.3* Advisory Committee.
4.3.1*
An advisory committee shall be established by the entity in accordance with its policy.
4.3.2 The advisory committee shall provide input to or assist in the coordination of the preparation, implementation, evaluation, and revision of the program.
4.3.3 The advisory committee shall include the program coordinator and others who have the appropriate expertise, knowledge of the entity, and the capability to identify resources from all key functional areas within the entity and shall solicit applicable external representation.
4.4 Program Evaluation.
4.4.1
The entity shall establish performance objectives for program management addressed in Chapter 4 and program elements identified in Chapter 5.
4.4.2 The entity shall conduct a periodic evaluation of the program based on the objectives.
The program shall include the elements given in Sections 5.2 through 5.16, the scope of which shall be determined by the impact of the hazards affecting the entity.
5.1.2*
The program elements shall be applicable to prevention, mitigation, preparedness, response, and recovery.
5.2 Laws and Authorities.
5.2.1*
The program shall comply with applicable legislation, policies, regulatory requirements, and directives.
5.2.2*
The entity shall implement a strategy for addressing the need for revisions to legislation, regulations, directives, policies, and industry codes of practice.
5.3* Risk Assessment.
5.3.1*
The entity shall identify hazards, monitor those hazards, the likelihood of their occurrence, and the vulnerability of people, property, the environment, and the entity itself to those hazards.
5.3.2*
Hazards to be evaluated shall include the following:
(1)
Natural hazards (geological, meteorological, and biological)
(2)
Human-caused events (accidental and intentional)
(3)
Technological-caused events
5.3.3*
The entity shall conduct an impact analysis to determine potential detrimental impacts of the hazards on the following:
(1)
Health and safety of persons in the affected area at the time of the incident (injury and death)
(2)
Health and safety of personnel responding to the incident
(3)*Continuity of operations
(4)
Property, facilities, and infrastructure
(5)
Delivery of services
(6)
The environment
(7)*Economic and financial condition
(8)
Regulatory and contractual obligations
(9)
Reputation of or confidence in the entity
(10)*Regional, national, and international considerations
5.4 Incident Prevention.
5.4.1*
The entity shall develop a strategy to prevent an incident that threatens people, property, and the environment.
5.4.2*
The prevention strategy shall be based on the information obtained from Section 5.3 and shall be kept current using the techniques of information collection and intelligence.
5.4.3 The entity shall have a system to monitor the identified hazards and adjust the level of preventative measures to be commensurate with the risk.
5.5 Mitigation.
5.5.1*
The entity shall develop and implement a mitigation strategy that includes measures to be taken to limit or control the consequences, extent, or severity of an incident that cannot be reasonably prevented.
5.5.2*
The mitigation strategy shall be based on the results of hazard identification and risk assessment, impact analysis, program constraints, operational experience, and cost-benefit analysis.
5.5.3 The mitigation strategy shall include interim and long-term actions to reduce vulnerability.
5.6* Resource Management and Logistics.
5.6.1The entity shall establish resource management objectives consistent with the overall program goals and objectives as identified in Section 4.1 for the hazards as identified in Section 5.3.
5.6.2 The entity shall establish procedures to locate, acquire, store, distribute, maintain, test, and account for services, personnel, resources, materials, and facilities procured or donated to support the program.
5.6.3 The resource management objectives established shall include the following:
(1)
Personnel, equipment, training, facilities, funding, expert knowledge, materials, technology, information, intelligence, and the time frames within which they will be needed
(2)
Quantity, response time, capability, limitations, cost, and liability connected with using the involved resources
(3)
Resources and any needed partnership arrangements essential to the program
5.6.4 Resource management shall include the following tasks:
(1)
Establishing processes for describing, inventorying, requesting, and tracking resources
(2)
Activating these processes prior to and during an incident
(3)
Dispatching resources prior to and during an incident
(4)
Deactivating or recalling resources during or after incidents
(5)
Contingency planning for shortfalls of resources
5.6.5 An assessment shall be conducted to identify the resource capability shortfalls and the steps necessary to overcome any shortfalls.
5.6.6 A current inventory of internal and external resources shall be maintained.
5.6.7 Donations of goods, services, personnel, and facilities, solicited and unsolicited, and the management thereof, shall be addressed.
5.7* Mutual Aid/Assistance.
5.7.1The need for mutual aid/assistance shall be determined.
5.7.2 If mutual aid/assistance is needed, agreements shall be established.
5.7.3 Mutual aid/assistance agreements shall be referenced in the program plan.
5.8 Planning.
5.8.1 Planning Process.
5.8.1.1
The program shall follow a planning process that develops plans for the strategy, prevention, mitigation, emergency operations/response, business continuity, and recovery.
5.8.1.2 The entity shall engage in the planning process on a regularly scheduled basis or when the situation has changed to put the accuracy of the existing plan into question.
5.8.1.3 Where applicable, the entity shall include key stakeholders in the planning process.
5.8.2 Common Plan Elements.
5.8.2.1
Plans shall have clearly stated objectives.
5.8.2.2 Plans shall identify functional roles and responsibilities of internal and external agencies, organizations, departments, and positions.
5.8.2.3 Plans shall identify lines of authority for these agencies, organizations, departments, and positions.
5.8.2.4 Plans shall identify logistics support and resource requirements.
5.8.2.5 Plans shall identify the process for managing an incident.
5.8.2.6 Plans shall identify the process for managing the communication and flow of information, both internally and externally.
5.8.3 Plans.
5.8.3.1*
The program shall include a strategic plan, an emergency operations/response plan, a prevention plan, a mitigation plan, a recovery plan, and a continuity plan.
5.8.3.2*
The plans developed shall be either individual or integrated into a single plan document, or a combination of the two.
5.8.3.3*
The strategic plan shall define the vision, mission, goals, and objectives of the program. (See Section 4.1.)
5.8.3.4*
The emergency operations/response plan shall assign responsibilities for carrying out specific actions in an emergency.
5.8.3.5 The prevention plan shall establish interim and long-term actions to eliminate hazards that impact the entity.
5.8.3.6 The mitigation plan shall establish interim and long-term actions to reduce the impact of hazards that cannot be eliminated.
5.8.3.7*
The recovery plan shall provide for short-term and long-term priorities for restoration of functions, services, resources, facilities, programs, and infrastructure.
5.8.3.8*
The continuity plan shall identify stakeholders that need to be notified, the critical and time-sensitive applications, alternative work sites, vital records, contact lists, processes, and functions that shall be maintained, as well as the personnel, procedures, and resources that are needed while the entity is recovering.
5.8.3.9 The entity shall make appropriate sections of the plans available to those assigned specific tasks and responsibilities therein and to other stakeholders as required.
The entity shall develop an incident management system to direct, control, and coordinate response and recovery operations.
5.9.2*
The incident management system shall describe specific organizational roles, titles, and responsibilities for each incident management function.
5.9.3 The entity shall establish applicable procedures and policies for coordinating response, continuity, and recovery activities with stakeholders directly involved in response, continuity, and recovery operations.
5.9.4 The entity shall establish applicable procedures and policies for coordinating response, continuity, and recovery activities with appropriate authorities and resources, including activation and deactivation of plans, while ensuring compliance with applicable statutes or regulations.
5.9.5*
Emergency operations/response shall be guided by an incident action plan or management by objectives.
5.10 Communications and Warning.
5.10.1
Communications systems shall be established and regularly tested to support the program.
5.10.2 Communication procedures shall be established by the entity and regularly exercised to support the program.
5.10.3*
The entity shall develop and maintain the capability to alert officials and emergency response personnel.
5.10.4 Emergency communications and warning protocols, systems, processes, and procedures shall be developed, periodically tested, and used to alert people potentially impacted by an actual or impending emergency.
5.10.5 The entity shall determine communication needs, provide capabilities to execute plans, and review and address the interoperability of multiple responding organizations.
5.11* Operational Procedures.
5.11.1The entity shall develop, coordinate, and implement operational procedures to support the program and execute its plans.
5.11.2*
Procedures shall be established and implemented for response to and recovery from the consequences of those hazards identified in Section 5.3 and shall address health and safety, incident stabilization, operational/business continuity, property conservation, and protection of the environment under the jurisdiction of the entity.
5.11.3 Procedures, including life safety, incident stabilization, operational/business continuity, and property conservation, shall be established and implemented for response to, and recovery from, the consequences of those hazards identified in Section 5.3.
5.11.4*
Procedures shall be in place to conduct a situation analysis that includes a needs assessment, damage assessment, and the identification of resources needed to support response and recovery operations.
5.11.5 Procedures shall allow for concurrent recovery and mitigation activities during emergency response.
5.11.6 Procedures shall be established for succession of management/government as required in 5.8.3.8.
5.12 Facilities.
5.12.1*
The entity shall establish a primary and an alternate emergency operations center, physical or virtual, capable of managing continuity, response, and recovery operations.
5.12.2 Facilities capable of supporting continuity, response, and recovery operations shall be identified.
5.13 Training.
5.13.1
The entity shall develop and implement a training/ educational curriculum to support the program.
5.13.2 The objective of the training shall be to create awareness and enhance the skills required to develop, implement, maintain, and execute the program.
5.13.3 Frequency and scope of training shall be identified.
5.13.4 Personnel shall be trained in the entity’s incident management system.
5.13.5 Training records shall be maintained.
5.13.6 The training and education curriculum shall comply with all applicable regulatory requirements.
5.14 Exercises, Evaluations, and Corrective Actions.
5.14.1
The entity shall evaluate program plans, procedures, and capabilities through periodic reviews, testing, and exercises.
5.14.2 Additional reviews shall be based on post-incident analyses and reports, lessons learned, and performance evaluations.
5.14.3*
Exercises shall be designed to test individual essential elements, interrelated elements, or the entire plan(s).
5.14.4*
Procedures shall be established to take corrective action on any deficiency identified.
5.15 Crisis Communication and Public Information.
5.15.1*
The entity shall develop procedures to disseminate and respond to requests for pre-incident, incident, and post-incident information, as well as to provide information to internal and external audiences, including the media, and deal with their inquiries.
5.15.2*
The entity shall establish and maintain an emergency public information capability that includes the following:
(1)
A central contact facility for the media
(2)
A system for gathering, monitoring, and disseminating emergency information
(3)
Pre-scripted information bulletins
(4)
A method to coordinate and clear information for release
(5)
The capability of communicating with special needs populations
(6)
Protective action guidelines/recommendations (e.g., shelter-in-place or evacuation)
5.15.3 Where the public is potentially impacted by a hazard, a public awareness program shall be implemented.
5.15.4 The entity shall develop procedures to advise the public, through authorized agencies, of threats to people, property, and the environment.
5.16* Finance and Administration.
5.16.1*
The entity shall develop financial and administrative procedures to support the program before, during, and after an emergency or a disaster.
5.16.2 Procedures shall be created and maintained for expediting fiscal decisions in accordance with established authorization levels and fiscal policy.
5.16.3 The procedures shall include the following:
(1)
Establishment and definition of responsibilities for the program finance authority, including its reporting relationships to the program coordinator
(2)
Program procurement procedures
(3)
Payroll
(4)
Accounting systems to track and document costs
(5)*Management of funding from external sources
Annex A Explanatory Material
Annex A is not a part of the requirements of this NFPA document but is included for informational purposes only. This annex contains explanatory material, numbered to correspond with the applicable text paragraphs.
A.1.1 The emergency management and business continuity community comprises many different entities including the government at distinct levels (e.g., federal, state/provincial, territorial, tribal, indigenous, and local levels); business and industry; nongovernmental organizations; and individual citizens. Each of these entities has its own focus, unique missions and responsibilities, varied resources and capabilities, and operating principles and procedures. Each entity can have its own definition of disaster. Examples of disaster definitions used by entities include the following:
(1)
An occurrence or imminent threat to the entity of widespread or severe damage, injury, or loss of life or property resulting from natural or human causes
(2)
An emergency that is beyond the normal response resources of the entity and would require the response of outside resources and assistance for recovery
(3)
A suddenly occurring or unstoppable developing event that does the following:
(a)
Claims loss of life, suffering, loss of valuables, or damage to the environment
(b)
Overwhelms local resources or efforts
(c)
Has a long-term impact on social or natural life that is always negative in the beginning
A.1.3 An example of a specific industry application of the framework in the public sector is the Emergency Management Accreditation Program (EMAP). EMAP uses NFPA 1600 as the basis for guidelines that are used to accredit state, local, and tribal emergency management programs. Accreditation involves review of documentation, observations, and interviews with program officials (e.g., officials with the emergency management agency and from partner agencies, such as transportation, health, utilities, environmental, and law enforcement).
NFPA 1600′s comprehensive framework has also been applied to standards for hospitals. The 2005 revision to NFPA 99, Standard for Health Care Facilities, Chapter 12, Health Care Emergency Management, incorporated the “program” emphasis of NFPA 1600, serving to differentiate an “emergency management program” for health care systems from the current emphasis by other hospital standards on an “emergency management plan.”
A.3.2.1 Approved. The National Fire Protection Association does not approve, inspect, or certify any installations, procedures, equipment, or materials; nor does it approve or evaluate testing laboratories. In determining the acceptability of installations, procedures, equipment, or materials, the authority having jurisdiction may base acceptance on compliance with NFPA or other appropriate standards. In the absence of such standards, said authority may require evidence of proper installation, procedure, or use. The authority having jurisdiction may also refer to the listings or labeling practices of an organization that is concerned with product evaluations and is thus in a position to determine compliance with appropriate standards for the current production of listed items.
A.3.2.2 Authority Having Jurisdiction (AHJ). The phrase “authority having jurisdiction,” or its acronym AHJ, is used in NFPA documents in a broad manner, since jurisdictions and approval agencies vary, as do their responsibilities. Where public safety is primary, the authority having jurisdiction may be a federal, state, local, or other regional department or individual such as a fire chief; fire marshal; chief of a fire prevention bureau, labor department, or health department; building official; electrical inspector; or others having statutory authority. For insurance purposes, an insurance inspection department, rating bureau, or other insurance company representative may be the authority having jurisdiction. In many circumstances, the property owner or his or her designated agent assumes the role of the authority having jurisdiction; at government installations, the commanding officer or departmental official may be the authority having jurisdiction.
A.3.3.1 Business Continuity. In the public sector, this phrase is also known as continuity of operations or continuity of government. Mission, vision, and strategic goals and objectives are used to focus the program.
This analysis measures the effect of resource loss and escalating losses over time in order to provide the entity with reliable data upon which to base decisions concerning hazard mitigation, recovery strategies, and continuity planning.
A.3.3.8 Incident Management System (IMS). The incident command system (ICS) is a component of an overall incident management system.
A.3.3.10 Mutual Aid/Assistance Agreement. The term mutual aid/assistance agreement as used herein includes cooperative agreements, partnership agreements, memoranda of understanding, intergovernmental compacts, or other terms commonly used for the sharing of resources.
A.3.3.12 Prevention. Activities, tasks, programs, and systems intended to avoid or intervene in order to stop an incident from occurring. Prevention can apply both to human-caused incidents (such as terrorism, vandalism, sabotage, or human error) as well as to naturally occurring incidents. Prevention of human-caused incidents can include applying intelligence and other information to a range of activities that includes such countermeasures as deterrence operations, heightened inspections, improved surveillance and security operations, investigations to determine the nature and source of the threat, and law enforcement operations directed at deterrence, preemption, interdiction, or disruption.
A.3.3.13 Recovery. Recovery programs are designed to assist victims and their families, restore institutions to suitable economic growth and confidence, rebuild destroyed property, and reconstitute government operations and services. Recovery actions often extend long after the incident itself.
Recovery programs include mitigation components designed to avoid damage from future incidents.
A.3.3.15 Response. The response of an entity to a disaster or other significant event that might impact the entity. Activities, tasks, programs, and systems can include the preservation of life, meeting basic human needs, preserving business operations, and protecting property and the environment. An incident response can include evacuating a facility, initiating a disaster recovery plan, performing damage assessment, and any other measures necessary to bring an entity to a more stable status.
A.4.1(3) The common criteria of the standard can be organized in a chronological order to form a program development schedule to include the following steps:
(1)
Establish leadership and direction for the program. (Form an Advisory Committee, designate a program coordinator, conduct a program assessment, define the program policy, and develop and approve a strategic administrative plan.)
(2)
Identify hazards and take actions to eliminate or reduce their impacts. (Conduct a hazards identification, risk assessment and impact analysis; develop prevention, mitigation, and continuity plan(s); and establish a public education program.)
(3)
Prepare the entity for response and recovery operations. (Develop the emergency operations/response and recovery plan(s); establish operational procedures; define facilities; establish communications and warning systems; engage in resource management and logistics and mutual aid/assistance activities; conduct ongoing education, training, and exercise activities; and maintain a corrective action program.)
A.4.2 The program coordinator should ensure the preparation, implementation, evaluation, and revision of the program. It is not the intent of this standard to restrict the users to program coordinator titles. It is recognized that different entities use various forms and names for their program coordinator that performs the functions identified in the standard. An example of a title for the public sector is emergency manager, and an example of a title for the private sector is business continuity manager. A written position description should be provided.
A.4.3 Members of the advisory committee should participate with the clear understanding that the objective is to minimize turnover of committee members to maintain an effective committee. Within the private sector, representatives can include, but are not limited to, information technology and communications, plant operations, transportation, maintenance, engineering, personnel, public relations, environment, legal, finance, risk management, health and safety, security, stakeholders, and fire fighting/rescue. Within the public sector, representatives can include police, fire, emergency medical services, engineering, public works, environmental protection, public health, finance, education, emergency management, legal, transportation authorities, homeland security, stakeholders, and the military (e.g., the National Guard). When determining the representation on the committee, consideration should be given to public sector representation on a private sector committee and vice versa. This will help to establish a coordinated and cooperative approach to the program.
A.4.3.1 Although the program coordinator has the final authority in deciding the course of the program through its day-to-day administration, it is encouraged that major decisions be made in consultation with the advisory committee. The program coordinator and the advisory committee should be in agreement concerning priorities and resource allocation in the day-to-day operations of the program.
Decisions made and actions taken in the day-to-day administration of the program crucially affect the ultimate implementation of the program in times of emergency. Therefore, because the advisory committee is composed of those representing key functional areas, both within and external to the entity, it is encouraged that the program coordinator and the advisory committee consult together on important administrative matters to ensure the goals of the program are indeed met.
All state and local emergency management entities report to a higher authority. States report to governors, adjutant generals, chief law enforcement officers, county commissions, or city commissions. These authorities set the agendas for emergency management activities. Having an advisory committee might or might not be encouraged. Mandating that an entity must have an advisory committee will, in many cases, violate the authorities under which the emergency management entity is established. Those organizations that can have, or want to have, an advisory committee that will provide advice and guidance should be encouraged to do so.
A.5.1 See Table A.5.1.
A.5.1.2 Key program elements cross boundaries during prevention, mitigation, preparedness, response, and recovery. Each element should be considered interrelated and can be considered concurrently. The use of the terms phases, elements, or components varies from program to program.
A.5.2.1 Industry codes of practices and guidelines should also be considered.
A.5.2.2 If, through exercise or incident analysis, program evaluation, and corrective action, limitations in the necessary laws and applicable authorities are discovered, a formal process should exist to amend them.
In the case of public entities, consideration should be made for periodic review of existing legislation, regulations, codes, and authorities to determine whether adequate flexibility exists to accommodate evolving programmatic policy or if new legislation should be developed and introduced through a legislative initiative. This is particularly relevant as program requirements change to comply with changing roles and relationships in and among varying levels of government.
For example, the entity might have the appropriate authority to conduct emergency operations but lack authority to take action prior to an event to mitigate the occurrence or the recurrence of an emergency. In other cases, additional authorities could be needed to generate the necessary revenue to sustain a viable program, and additional authority could be required to create a standing contingency fund to adequately support a disaster operation. In the private sector, the governing factors can be industry codes of practice or regulations rather than statutory restrictions. A process should be established for periodic review of industry practices for compliance with the strategy, goals, and objectives of the entity. Evolving best practices should be incorporated into industry codes as applicable.
Table A.5.1 NFPA 1600, BCI & DRII Professional Practices, and DHS/FEMA’s FPC 65 COOP Elements Crosswalk
NFPA 1600 BCI & DRII Professional Practices DHS/FEMA Chapter/Section (Subject Area) FPC 65 COOP Elements
4, Program Management 5.2, Laws and Authorities 5.3, Risk Assessment 5.4, Incident Prevention 5.5, Mitigation 5.6, Resource Management and Logistics
5.7, Mutual Aid/Assistance 5.8, Planning
5.9, Incident Management
5.10, Communications and Warning
5.11, Operational Procedures
5.12, Facilities
5.13, Training
5.14, Exercises, Evaluations, and Corrective Actions
5.15, Crisis Communication and Public Information
5.16, Finance and Administration 1, Project Initiation and Management
9, Public Relations and Crisis Coordination 10, Coordination with Public Authorities 2, Risk Evaluation and Control
2, Risk Evaluation and Control
2, Risk Evaluation and Control
3, Business Impact Analysis 4, Developing Business Continuity Strategies
1, Project Initiation and Management
2, Risk Evaluation and Control
3, Business Impact Analysis
4, Developing Business Continuity Strategies
5, Emergency Response and Operations
6, Developing and Implementing Business Continuity Plans
5, Emergency Response and Operations
6, Developing and Implementing Business Continuity Plans
5, Emergency Response and Operations
6, Developing and Implementing Business Continuity Plans
5, Emergency Response and Operations
6, Developing and Implementing Business Continuity Plans
4, Developing Business Continuity Strategies
6, Developing and Implementing Business Continuity Plans
7, Awareness and Training
7, Awareness and Training
8, Maintaining and Exercising Business Continuity Plans
9, Public Relations and Crisis Coordination
1, Project Initiation and Management
—
Human Capital —
Plans and Procedures Essential Functions Orders of Succession Delegations of Authority Vital Records and Databases Human Capital
Devolution of Control and Direction
Interoperable Communications
Plans and Procedures Orders of Succession Delegations of Authority Vital Records and Databases
Reconstitution Alternate Operating Facilities
Tests, Training and Exercises Tests, Training and Exercises
—
BCI: Business Continuity Institute. DRII: Disaster Recovery Institute International.
DHS: Department of Homeland Security. FEMA: Federal Emergency Management Agency.
A.5.3 A comprehensive risk assessment identifies the range of possible hazards, threats, or perils that have or might impact the entity, surrounding area, or critical infrastructure supporting the entity. The potential impact of each hazard, threat, or peril is determined by the severity of each and the vulnerability of people, property, operations, the environment, and the entity to each threat, hazard, or peril. The risk assessment should categorize threats, hazards, or perils by both their relative frequency and severity, keeping in mind that there might be many possible combinations of frequency and severity for each. The entity should attempt to mitigate, prepare for, plan to respond to, and recover from those threats, hazards, or perils that are able to significantly impact people, property, operations, the environment, or the entity itself.
A.5.3.1 A number of methodologies and techniques for risk assessment exist that range from simple to complex. These techniques and associated amplifying information include, but are not limited to, the following:
(1) “What-if”: The purpose of the what-if analysis is to identify specific hazards or hazardous situations that could result in undesirable consequences. This technique has limited structure but relies on knowledgeable individuals who are familiar with the areas/operations/processes. The value of the end result is dependent on the team and the exhaustive nature of the questions they ask regarding the hazards.
(2)
Checklist: A specific list of items is used to identify hazards and hazardous situations by comparing the current or projected situations with accepted standards. The value of the end result is dependent on the quality of the checklist and the experience/credentials of the checklist user.
(3)
What-if/checklist: This technique is a combination of the what-if and checklist techniques, and uses the strength of both techniques to complete the risk assessment. The what-if questions are developed and the checklist(s) used to encourage the creativity of the what-if process, as well as fill in any gaps in the process of developing questions. The value of the end result is dependent on the team and exhaustive nature of the questions they ask regarding the hazards.
(4)
Hazard and operability study (HAZOP): This technique requires an interdisciplinary team that is very knowledgeable of the areas/operations/processes to be assessed. This approach is thorough, time-consuming, and costly. The value of the end result depends on the qualifications/experience of the team, the quality of the reference material available, the ability of the team to function as a team, and strong, positive leadership.
(5)
Failure mode and effects analysis (FMEA): Each element in a system is examined individually and collectively to determine the effect when one or more elements fail. This is a bottom-up approach; that is, the elements are examined and the effect of failure on the overall system is predicted. A small interdisciplinary team is required. This technique is best suited for assessing potential equipment failures. The value of the end result is dependent on the credentials of the team and scope of the system to be examined.
(6)
Fault-tree analysis (FTA): This is a top-down approach where an undesirable event is identified and the range of potential causes that could lead to the undesirable event is identified. The value of the end result is dependent on the competence in using the FTA process, on the credentials of the team, and on the depth of the team’s analysis.
A.5.3.2 The hazard identification should include the following types of potential hazards. This list is not all-inclusive but reflects the general categories that should be assessed in the hazard identification.
(1)
Naturally occurring hazards that can occur without the influence of people and have potential direct or indirect impact on the entity (people, property, the environment), such as the following:
(a)
Geological hazards (does not include asteroids, comets, meteors) i. Earthquake ii. Tsunami iii. Volcano
iv.
Landslide, mudslide, subsidence
v.
Glacier, iceberg
Meteorological hazards
i. Flood, flash flood, seiche, tidal surge
ii. Drought
iii. Fire (forest, range, urban, wildland, urban interface)
iv.
Snow, ice, hail, sleet, avalanche
v.
Windstorm, tropical cyclone, hurricane, tornado, water spout, dust/sand storm
vi. Extreme temperatures (heat, cold)
vii. Lightning strikes
viii. Famine
ix. Geomagnetic storm
(c)
Biological hazardsi. Emerging diseases that impact humans or animals [plague, smallpox, anthrax, West Nile virus, foot and mouth disease, SARS, pandemic disease, BSE (Mad Cow Disease)] ii. Animal or insect infestation or damage
(2)
Human-caused events such as the following:
(a)
Accidental i. Hazardous material (explosive, flammable liquid, flammable gas, flammable solid, oxidizer, poison, radiological, corrosive) spill or release ii. Explosion/fire iii. Transportation accident
iv.
Building/structure collapse
v.
Energy/power/utility failure vi. Fuel/resource shortage vii. Air/water pollution, contamination viii. Water control structure/dam/levee failure
ix.
Financial issues, economic depression, inflation, financial system collapse
x.
Communications systems interruptionsxi. Misinformation
(b)
Intentional i. Terrorism (explosive, chemical, biological, radiological, nuclear, cyber) ii. Sabotage iii. Civil disturbance, public unrest, mass hysteria, riot
iv.
Enemy attack, war
v.
Insurrection vi. Strike or labor dispute vii. Disinformation viii. Criminal activity (vandalism, arson, theft, fraud, embezzlement, data theft)
ix.
Electromagnetic pulse
x.
Physical or information security breachxi. Workplace violence xii. Product defect or contamination xiii. Harassment xiv. Discrimination
(3)
Technological-caused events that can be unrelated to natural or human-caused events, such as the following:
Central computer, mainframe, software, or application (internal/external)
Ancillary support equipment
Telecommunications
Energy/power/utility
A.5.3.3 The impact analysis is a broad description and quantification of a potential event that can impact an entity. This analysis should give a clear idea of what hazards are most likely to occur; what entity facilities, functions, or services are affected based on their vulnerability to that hazard; what actions will most effectively protect them; and the potential impact on the entity in quantifiable terms.
Within the impact analysis, the entity should consider the impact external to its area of influence that can affect the entity’s ability to cope with an emergency. One example is the cascade effects of a hurricane. Direct impacts can include wind and flood damage. Secondary impacts can include communications, power, and transportation disruptions, both inside and outside the direct impact area, and the potential impact on the entity in quantifiable terms.
A.5.3.3(3) In order to maintain continuity of operations, the entity should identify essential or critical functions and processes, their recovery priorities, and internal and external interdependencies, so that recovery time objectives can be set.
A.5.3.3(7) An economic and financial impact analysis allows the quantification of the impacts without considering the cause of the emergency. This analysis is closely related to the process of identifying essential or critical functions or processes and helps decide where to place the emphasis in planning efforts.
The analysis examines potential economic or financial loss resulting from disruption of the functions, processes, or services over time.
The purpose of an economic and financial impact analysis is to arrive at a general loss expectancy that demonstrates what is at risk and to guide measures to mitigate the effects of an emergency.
A.5.3.3(10) It is important to consider the regional, national, or international implications of a hazard’s impact on a community, such as in New York City. A hazard that affects the New York Stock Exchange will have enormous national and international impacts that should be considered.
A.5.4.1 The prevention strategy should include the following:
(1)
Deterrence operations
(2)
Provision of protective systems or equipment for physical or cyber risks
(3)
Surveillance and security operations
(4)
Investigations to determine the full nature and source of the threat
(5)
Public health and agricultural surveillance and testing processes
(6)
Immunizations, isolation, or quarantine
(7)
Threat assessment documentationAdditional considerations for the prevention strategy could include the following:
(1)
Perimeter fence line and gates
(2)
Access control system, increased camera surveillance, intruder detection systems (motion-sensing cameras, infrared detectors)
(3)
Patrols (inside and outside) of facility and increased inspections of vehicles entering the facility
(4)
Background checks for personnel
A.5.4.2 Techniques to consider in a prevention strategy include the following:
(1)
Ongoing hazard identification
(2)
Threat assessment
(3)
Risk assessment
(4)
Impact analysis
(5)
Program assessment
(6)
Operational experience
(7)
Ongoing incident analysis
(8)
Information collection and analysis
(9)
Intelligence and information sharing
An impact analysis could include a cost-benefit analysis. The cost-benefit analysis should not be the overriding factor in establishing a prevention strategy.
A.5.5.1 The mitigation strategy should include the following:
(1)
Use of applicable building construction standards
(2)
Hazard avoidance through appropriate land use practices
(3)
Relocation, retrofitting, or removal of structures at risk
(4)
Removal or elimination of the hazard
(5)
Reduction or limitation of the amount or size of the hazard
(6)
Segregation of the hazard from that which is to be protected
(7)
Modification of the basic characteristics of the hazard
(8)
Control of the rate of release of the hazard
(9)
Provision of protective systems or equipment for both cyber and physical risks
(10)
Establishment of hazard warning and communication procedures
(11)
Redundancy or diversity of essential personnel, critical systems, equipment, information, operations, or materials
(12)
Acceptance/retention/transfer of risk (insurance programs)
(13)
Protection of competitive/proprietary information
A.5.5.2 The mitigation strategy should establish interim and long-term actions to reduce the risks from hazards.
A.5.6 The five key principles of resource management that underpin effective resource management are as follows:
(1)
Advance Planning. Entities work together in advance of an incident to develop plans for managing and employing resources in a variety of possible emergency circumstances.
(2)
Resource Identification and Ordering. Entities use standardized processes and methodologies to order, identify, mobilize, dispatch, and track the resources required to support incident management activities.
(3)
Categorizing Resources. Resources are categorized by size, capacity, capability, skill, and other characteristics.
(4)
Use of Agreements. Mutual aid/assistance agreements and pre-incident agreements among all parties providing or requesting resources are necessary to enable effective and efficient resource management during incident operations.
(5)
Effective Management of Resources. Resource managers use validated practices to perform the following key resource management tasks systematically and efficiently:
(a)
Acquisition Procedures. Used to obtain resources to support operational requirements.
(b)
Management Information Systems. Used to collect, update, and process data; track resources; and display their readiness status.
(c)
Ordering, Mobilization, Dispatching, and Demobilization Protocols. Used to request resources, prioritize requests, activate and dispatch resources to incidents, and return resources to normal status.
To the extent practical and feasible, an entity should type resources according to established definitions, such as utilizing the Department of Homeland Security/FEMA’s National Mutual Aid and Resource Management Initiative Resource Type Definitions.
Resources for program administration as well as emergency operations should be specifically identified. These resources include, but are not limited to, the following:
(1)
The locations, quantities, accessibility, operability, and maintenance of equipment (heavy duty, protective, transportation, monitoring, decontamination, response, personal protective equipment)
(2)
Supplies (medical, personal hygiene, consumable, administrative, ice)
Specialized volunteer groups [Red Cross, amateur radio, religious relief organizations, charitable agencies, VOAD (Volunteer Organization Active in Disaster), COAD (Community Organization Active in Disaster), CERT (Community Emergency Response Team)]
(12)
External federal, state, provincial, tribal, territorial, and local agencies
A resource should be available in a timely manner and should have the capability to do its intended function. Restriction on the use of the resource should be taken into account, and application of the resource should not incur more liability than would failure to use the resource. Finally, the cost of the resource should not outweigh the benefit.
A.5.7 Mutual aid/assistance agreements between entities are an effective means to obtain resources and should be developed whenever possible. Mutual aid/assistance agreements should be in writing, be reviewed by legal counsel, be signed by a responsible official, define liability, and detail funding and cost arrangements. The term mutual aid/assistance agreement as used here includes cooperative assistance agreements, intergovernmental compacts, or other terms commonly used for the sharing of resources.
Mutual aid/assistance agreements are the means for one entity to provide resources, facilities, services, and other required support to another entity during an incident. Each entity should be party to a mutual aid/assistance agreement (such as the Emergency Management Assistance Compact) with appropriate entities from which they expect to receive or to which they expect to provide assistance during an incident. This would normally include all neighboring or nearby entities, as well as relevant private sector and nongovernmental organizations. States should participate in interstate compacts and look to establish intrastate agreements that encompass all local entities. Mutual aid/assistance agreements are also needed with private organizations, such as the International Red Cross, to facilitate the timely delivery of private assistance at the appropriate entity level during incidents. At a minimum, mutual aid/assistance agreements should include the following elements or provisions:
(1)
Definitions of key terms used in the agreement
(2)
Roles and responsibilities of individual parties
(3)
Procedures for requesting and providing assistance
(4)
Procedures, authorities, and rules for payment, reimbursement, and allocation of costs
(5)
Notification procedures
(6)
Protocols for interoperable communications
(7)
Relationships with other agreements among entities
(8)
Workers’ compensation
(9)
Treatment of liability and immunity
(10)
Recognition of qualifications and certifications
(11)
Sharing agreements, as required
A.5.8.3.1 It should be noted that most entities engage in multiple planning activities (e.g., mitigation planning, land use planning). Coordination ensures nonduplication, improves understanding, increases support, and assures that all stakeholders have a voice.
A.5.8.3.2 The extent of planning requirements will depend on the program’s objectives, results of the hazard analysis, organizational culture and philosophy, regulations, and so on.
A.5.8.3.3 The plan should be reviewed annually and updated as necessary. It should also be re-evaluated when any of the following occur:
(1)
Regulatory changes
(2)
New hazards are identified or existing hazards change
(3)
Resources or organizational structures change
(4)
After tests, drills, or exercises
(5)
After emergency responses
(6)
Infrastructure, economic, and geopolitical changes
(7)
Funding or budget level changes
The strategic plan identifies the long-term goals, using broad general statements of desired accomplishments. The objectives developed from these goals include measurable activities that should be accomplished within identified time frames to meet those objectives.
A.5.8.3.4 The management functions of the incident command system (command, operations, planning, logistics, and finance/administration) can be used to structure the emergency operations/response plan. This approach can improve understanding and effective use of both.
A.5.8.3.7 A specific plan for all of the items might be impossible in advance of a disaster. A strategy for recovery covering all of the items in the standard might be more appropriate, based upon the entity.
In developing plans, short-term goals and objectives should be established and should include, but not be limited to, the following:
(1)
Vital personnel, systems, operations, records, and equipment identified in Section 5.6
(2)
Priorities for restoration and mitigation
(3)
Acceptable downtime before restoration to a minimum level
(4)
Minimum resources needed to accomplish the restorationThe recovery strategy should include provisions for the return of the following services, as applicable:
(1)
Critical infrastructure (water, gas, electricity, and waste management)
(2)
Telecommunications and cyber systems
(3)
Distribution systems or networks for essential goods (food, clothing, personal supplies, and services)
(4)
Transportation systems, networks and infrastructure
(5)
Built environment (including residential, commercial, and industrial uses)
(6)
Psychosocial services
(7)
Health services
(8)
Continuity of governance systemsIn developing plans, consideration should be given to long-term goals and objectives, which should include, but not be limited to, the following:
(1)
The entity’s strategic plan
(2)
Management and coordination of activities
(3)
Funding and fiscal management
(4)
Management of volunteer, contractual, and entity resources
(5)
Opportunities for disaster mitigation
A.5.8.3.8 Plans for business continuity, continuity of government, and continuity of operations are generally similar in intent and less similar in content. Continuity plans have various names in both the public and private sectors. These include business continuity plans, business resumption plans, disaster recovery plans, and so on.
In addition, within the public sector, continuity of operations plans might use business impact analysis to identify critical governmental functions.
Recovery planning for public sector normally includes bringing infrastructure and individuals back to pre-incident conditions, including implementation of mitigation measures, to facilitate short-and long-term recovery.
Business continuity planning in the private sector incorporates both the initial activities to respond to an emergency situation and the restoration of the business and its functions to pre-incident levels. As a result, there are both differences and similarities between public sector recovery plans and private sector business continuity plans.
Specific areas to consider in continuity plans include the following:
(1)
Succession: To ensure that the leadership will continue to function effectively under emergency conditions. When practical, there is a designation of at least three successors for each position. Provisions have been made to deal with vacancies and other contingencies such as absence or inability to act.
(2)
Pre-delegation of emergency authorities: To ensure that sufficient enabling measures are in effect to continue operations under emergency conditions. Emergency authorities have been enacted that specify the essential duties to be performed by the leadership during the emergency period and that enable the leadership to act if other associated entities are disrupted, and to re-delegate with appropriate limitations.
(3)
Emergency action steps: Actions that facilitate the ability of personnel to respond quickly and efficiently to disasters/emergencies. Checklists, action lists, and/or standard operating procedures (SOPs) have been written that identify emergency assignments, responsibilities, and emergency duty locations. Procedures should also exist for alerting, notifying, locating, and recalling key members of the entity. The SOPs and notification procedures should be integrated.
(4)
Primary and alternate emergency operations centers: A facility or capability from which direction and control is exercised in an emergency. This type of center or capability is designated to ensure that the capacity exists for the leadership to direct and control operations from a centralized facility or capability in the event of an emergency.
(See A.5.12.1.)
(5)
Alternate operating or backup facilities: Provisions also exist for alternate site(s) for departments or agencies having emergency functions or continuing operations.
(6)
Vital records: The measures that are taken by the entity to protect the entity’s vital records — for example, financial, data, personnel records, and engineering drawings — that the entity should have to continue functioning during emergency conditions and to protect the rights and interests of the entity. Procedures have been put in place to ensure the selection, preservation, and availability of records essential to the effective functioning of the entity under emergency conditions and to maintain the continuity of operations. Protection of records should comply
with applicable laws [Health Insurance Portability andAccountability Act (HIPAA) or other privacy laws].
(7) Protection of resources, facilities, and personnel: The measures that are taken to deploy resources and personnel in a manner that will provide redundancy to ensure the entity can continue to function during emergency conditions. Plans and procedures are in place to ensure the protection of personnel, facilities, and resources so the entity can operate effectively. The entity should have the ability to allocate needed resources and restore functions during and after disasters/emergencies. Plans should address deployment procedures to relocate/ replicate resources or facilities, increase protection of facilities, and inform and train personnel in protective measures. Preparedness should be increased based on the threat level. (See A.5.3.)
A.5.9.1 An example of an approved incident management system (IMS) would be NIMS, as used in the United States, the British equivalent, or the Continental European system, or their equivalent. (See Annex E.)
For specific information on communications and warning and emergency public information, see Sections 5.10 and 5.15.
A.5.9.2 In emergencies, an incident management system would be used to systematically identify management functions assigned to various personnel. The system used varies among entities and among jurisdictions within entities. In minor emergencies, incident management functions might be handled by one person, the incident commander or equivalent designation.
An incident management system is designed to enable effective and efficient domestic incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. It is normally structured to facilitate activities in five major functional areas: command, operations, planning, logistics, and finance and administration. See Annex E for detailed information on incident management systems (IMSs).
A.5.9.5 See Annex E for information on incident action plans.
A.5.10.3 Means of maintaining capability includes redundant or multiple systems.
A.5.11 Procedures should include, but not be limited to, the following:
(1)
Control of access to the area affected by the emergency
(2)
Identification of personnel engaged in activities at the incident
(3)
Accounting for personnel engaged in incident activities
(4)
Accounting for persons affected, displaced, or injured by the emergency
(5)
Mobilization and demobilization of resources
(6)
Provision of temporary, short-term, or long-term housing, feeding, and care of populations displaced by an emergency
(7)
Recovery, identification, and safeguarding of human remains (The National Foundation for Mortuary Care has recommended practices for mass casualty events.)
(8)
Provision for the mental health and physical well-being of individuals affected by the emergency
(9)
Provision for managing critical incident stress for responders
A.5.11.2 Property conservation, as used in 5.11.2, means minimizing property damage.
A.5.11.4 A needs assessment should include addressing the safety, health, and welfare of people, and the protection of property and the environment under the jurisdiction of the entity.
A.5.12.1 Emergency operations centers (EOCs) represent the physical location at which the coordination of information and resources to support incident management activities normally takes place. The Incident Command Post (ICP) located at or in the immediate vicinity of an incident site, although primarily focused on the tactical on-scene response, can perform an EOC-like function in smaller-scale incidents or during the initial phase of the response to larger, more complex events. Standing EOCs, or those activated to support larger, more complex events, are typically established in a more central or permanently established facility at a higher level of organization within a jurisdiction.
EOCs can be organized by major functional discipline (fire, law enforcement, medical services, and so on), by jurisdiction (city, county, region, and so on), or, more likely, by some combination thereof.
Department Operations Centers (DOCs) normally focus on internal agency incident management and response and are linked to and, in most cases, are physically represented in a higher level EOC. ICPs should also be linked to DOCs and EOCs to ensure effective and efficient incident management.
For complex incidents, EOCs can be staffed by personnel representing multiple jurisdictions and functional disciplines and a wide variety of resources. For example, a local EOC established in response to a bioterrorism incident would likely include a mix of law enforcement, emergency management, public health, and medical personnel (representatives of health care facilities, pre-hospitalization emergency medical services, patient transportation systems, pharmaceutical repositories, laboratories, and so on).
EOCs can be permanent organizations and facilities or can be established to meet temporary, short-term needs. The physical size, staffing, and equipping of an EOC will depend on the size of the jurisdiction, resources available, and anticipated incident management workload. EOCs can be organized and staffed in a variety of ways. Regardless of the specific organizational structure used, EOCs should include the following core functions: coordination; communications; resource dispatch and tracking; and information collection, analysis, and dissemination.
EOCs can also support multiagency coordination and joint information activities as discussed subsequently. On activation of a local EOC, communications and coordination have to be established between the Incident Command (IC) or Unified Command (UC) and the EOC when they are not collocated. ICS field organizations have to also establish communications with the activated local EOC, either directly or through their parent organizations. Additionally, EOCs at all levels of government and across functional agencies have to be capable of communicating appropriately with other EOCs during incidents, including those maintained by private organizations. Communications between EOCs has to be reliable and contain built-in redundancies. The efficient functioning of the EOCs most frequently depends on the existence of mutual aid/assistance agreements and joint communications protocols among participating agencies.
Facilities should be capable of accommodating any combination of essential representatives who are identified in the entity’s plan. Facilities should have adequate workspace, communications, and back-up utilities and should meet other basic human needs for each representative. Essential functions include gathering essential information capable of providing centralized direction and control, and warning for response and recovery actions. Facilities should be located so that they are not impacted by the same event. (See A.5.8.3.8.)
With the increased usage of virtual or mobile EOC capabilities, entities using this mode of operation should still meet the criteria in this section.
An emergency operations center would include an emergency coordination center or its equivalent.
A.5.14.3 Exercises should include, but not be limited to, tabletops, simulations, and full operational exercises.
A.5.14.4 ACorrectiveAction Program is a process that follows an actual occurrence or exercise to identify program shortfalls and necessary corrective actions to address those shortfalls. The Corrective Action Program provides the techniques to manage the capabilities improvement process.
The Corrective Action Program begins following the “afteraction” discussion/critique of the incident or exercise. The Corrective Action Program might also begin during the incident if a lengthy or extended event is being managed. During the evaluation, process deficiencies are noted that require improvement. Some corrective actions might not be taken immediately due to constraints, such as budgets, staffing, or contracts, and might be deferred as part of the long-range project. However, temporary actions should be taken to implement the desired option.
Typically, those process deficiencies fall within one or more of the 13 program elements found in the standard. There are three categories of corrective actions, listed as follows:
(1)
Plan or standard operating procedures (SOP) revisions
(2)
Training
(3)
Equipment additions or modifications and facilities
A task group is assigned to each identified area of noted deficiency to develop the necessary actions for improvement and a time schedule for development of the necessary corrective action is established.
The task group should do the following:
(1)
Develop options for appropriate corrective action
(2)
Make recommendations for a preferred option
(3)
Develop an implementation plan, which could include training
(4)
Ensure that during the next exercise the corrective action be evaluated to determine if the corrective actions have been successfulThere are eight components in the Corrective Action Program, as follows:
(1)
Develop a problem statement that states the problem and identifies its impact
(2)
Review the past history of corrective action issues from previous evaluations and identify possible solutions to the problem
(3)
Select a corrective action strategy and prioritize the actions to be taken, as well as an associated schedule for completion
(4)
Provide authority and resources to the individual assigned to implementation so that the designated change can be accomplished
(5)
Identify the resources required to implement the strategy
(6)
Check on the progress of completing the corrective action
(7)
Forward problems that need to be resolved by higher authorities to the level of authority that can resolve the problem
(8)
Test the solution through exercising once the problem is solved
As a special note: The appropriate corrective actions might not be taken due to budgetary or other constraints or will be deferred as a part of the long-range capital project. However, temporary actions might be adopted during the time it takes to fund and implement the desired option.
A.5.15.1 Information can be accessed, both internally and externally, in many ways. There can be formal educational programs established to reach the populations that could be impacted by an emergency. In turn, these same populations might request information of the entity with regard to the hazards and the program in place. In both cases, the entity should establish procedures to disseminate this information to (or educate and inform) its own members and, if applicable, the public. Also, it should establish procedures to respond to internal and external requests for such information, which can be done through pamphlets, speaker’s bureaus, the Internet, community meetings, newsletters, and so forth. A schedule and identification of accountable and responsible individuals for resolution of stakeholder communications should be identified and implemented.
Information should be tailored to the appropriate audience or population. For example, internal members will need to know more about their role in the program. They will need to know how to respond, where to respond, and how to prevent or minimize the impact of the hazard. The public, on the other hand, will need to know how they will be notified of an emergency, the potential effect of the hazard, and how to protect themselves from the impact of the hazard.
A.5.15.2 An emergency public information capability should incorporate a joint information system that includes the following:
(1)
Interagency coordination and integration
(2)
Developing and delivering coordinated messages
(3)
Support for decision makers
(4)
Flexibility, modularity, and adaptability
The system provides an organized, integrated, and coordinated mechanism to ensure the delivery of understandable, timely, accurate, and consistent information to the public in a crisis. It includes the plans, protocols, and structures used to provide information to the public during incident operations, and encompasses all public information operations related to the incident, including federal, state, local, tribal, and private organization public information officers (PIOs), staff, and a joint information center established to support an incident.
A joint information center is a physical location where public affairs professionals from organizations involved in incident management activities can colocate to perform critical emergency information, crisis communications, and public affairs functions. It is important for the center to have the most current and accurate information regarding incident management activities at all times. The center provides the organizational structure for coordinating and disseminating official information. Centers should be established at each level of incident management, as required.
It is important to note the following:
(1)
The center should include representatives of each jurisdiction, agency, private sector, and nongovernmental organization involved in incident management activities.
(2)
A single center location is preferable, but the system should be flexible and adaptable enough to accommodate multiple center locations when the circumstances of an incident require. Multiple centers might be needed for a complex incident spanning a wide geographic area or multiple jurisdictions.
(3)
Each center should have procedures and protocols to communicate and coordinate effectively with other centers, as well as with other appropriate components of the incident management system.
A.5.16 There should be a responsive financial management and administrative framework that complies with the entity’s program requirements and is uniquely linked to emergency operations. The framework should provide for maximum flexibility to expeditiously request, receive, manage, and apply funds in a non-emergency environment and in emergency situations to ensure the timely delivery of assistance. The administrative process should be documented through written procedures. The program should also be capable of capturing financial data for future cost recovery, as well as identifying and accessing alternative funding sources and managing budgeted and specially appropriated funds.
A.5.16.1 In addition to having sound financial and administration procedures for daily operations, it is equally important to have procedures in place that will allow an entity to expedite financial decision making and ensure that proper accounting occurs. To develop proper financial and administration procedures, the following steps should be taken:
(1)
The finance department should be included as a member of the Advisory Committee. (See Section 4.3.)
(2)
The finance department should be actively involved with identifying, prioritizing, and purchasing internal and external resources. (See Section 5.6.)
(3)
The entity’s financial opportunities or limitations should be identified within the strategic plan that defines the vision, mission, goals, and objectives of the program. (See 5.8.3.3.)
A.5.16.3(5) Many emergency management programs in both the public and private sectors are supported in part by grants from government entities or private sources.
Annex B Disaster/Emergency Management and Business Continuity Related Organizations
This annex is not a part of the requirements of this NFPAdocument but is included for informational purposes only.
B.1 The following lists of U.S. federal and international agencies, organizations, and academic institutions have been identified for informational purposes only and are not intended to be all-inclusive. Inclusion on the list does not constitute an endorsement by NFPA or the Technical Committee on Emergency Management and Business Continuity.
B.2 Government Emergency Management and Related Agencies.
B.2.1 Australia/New Zealand. Ministry of Civil Defence and Emergency Management Australian Capital Territory Emergency Services Authority
33 Bowen Street
123–125 Carruthers Street Curtin, ACT 2605 Australia 02-6207-8444 02-6207-8447 (fax) www.esa.actgov.au
Emergency Management Australia (Federal)
Mount Macedon Road Mount Macedon, Victoria 3441 Australia 03-5421-5100 03-5421-5272 (fax) www.ema.gov.au
Department of Justice, Victoria, Australia
Victoria State Emergency Service – State Headquarters 168 Stuart Street Southbank, Victoria 3006 Australia 03-9684-6666 www.ses.vic.gov.au
Office of Emergency Services (New South Wales)
Level 12, 52 Phillip Street Sydney, NSW, 2000 Australia 02-8247-5900 02-9253-9168 (fax) www.emergency.nsw.gov.au
Northern Territory Emergency Service
PO Box 2630 Alice Springs, NT 0871 Australia 08-8951-6662 08-8953-2544 (fax) www.nt.gov.au
Queensland Department of Emergency Services
Emergency Services Complex Cnr Park Road and Kedron Park Road Kedron Brisbane 4031 Queensland Australia 07-3247-8821
South Australia Security and Emergency Management
GPO Box 2343 Adelaide 5000 Australia www.semo.sa.gov.au
State Emergency Service – Tasmania
Level 1, 47 Liverpool Street Hobart, Tasmania 7000 Australia 03-6230-2700 03-6234-9767 www.ses.tas.gov.au
PO Box 5010
Wellington, New Zealand
04-473-7363
04-473-7369 (fax)
www.civildefence.govt.nz
B.2.2 Canada.
B.2.2.1 Federal Government. Canadian Centre for Emergency Preparedness (CCEP)
1005 Skyview Drive
Suite 323
Burlington, ON L7P 5B1
Canada
(905)
331-2552
(905)
331-1641 (fax)
www.ccep.ca Canadian Centre for Occupational Health & Safety (CCOHS)
135 Hunter Street East
Hamilton, ON L8N 1M5
Canada
(800) 263-8466 or (905) 572-4400
(905) 572-4500 (fax)
www.ccohs.ca
Education and Training: www.ccohs.ca/education
Canadian Coast Guard (CCG)
200 Kent Street 13th Floor, Station 13228
Ottawa, ON K1A 0E6
Canada
(613)
993-0999
(613)
990-1866 (fax)
www.ccg-gcc.gc.ca Canadian General Standards Board (CGSB)
Gatineau, QC K1A 1G6
Canada
(819)
956-0425 or (800) 665-2472
(819)
956-5644 (fax)
www.pwgsc.gc.ca/cgsb/home/index-e.html Canadian Network of Toxicology Centers
University of Guelph
2nd Floor, Bovey Building
Gordon Street
Guelph, ON N1G 2W1
Canada
(519)
824-4120 ext. 52950
(519)
837-3861 (fax)
www.uoguelph.ca/cntc Canadian Nuclear Safety Commission
993-4686 (fax) www.hmirc-ccrmd.gc.caHealth CanadaChemical Emergency Response Unit 5th Floor, 269 Laurier West Ottawa, ON K1A 0K9
(613) 946-5690 www.hc-sc.gc.ca
Human Resources Development Canada
HRSDC — Labour Program Place du Portage, Phase II 165 Hotel de Ville Street, 10th Floor Gatineau, QC K1A 0J2
(819)
953-7495 or (800) 463-2493
(819)
953-8768 (fax) www.sdc.gc.ca/en/gateways/nav/top_nav/program/ labour.shtmlNational Defense HeadquartersMajor-General George R. Pearkes Building 101 Colonel By Drive Ottawa, ON K1A 0K2 Canada
(613)
995-2534
(613)
995-2610 (fax) www.forces.gc.caNatural Resources CanadaExplosives Research Laboratory 1431 Merivale Road Ottawa, ON K1A 0G1 Canada
Public Health Agency of Canada Center for Emergency Preparedness and Response
130 Colonnade Road, A.L. 6501 H Ottawa, ON K1A 0K9 www.phac-aspc.gc.ca/cepr-cmiu/index.html
Public Safety and Emergency Preparedness Canada (PSEPC)
340 Laurier Avenue, West Ottawa, ON K1A 0P8 Canada
(613) 991-3283 www.psepc-sppcc.gc.ca
Transport Canada (TC)
Tower C, Place de Ville 330 Sparks Street Ottawa, ON K1A 0N5 Canada
(613)
990-2309 or (613) 954-4731
(613)
998-8620 or (613) 954-4731 (fax) www.tc.gc.caTransportation Safety Board of Canada (TSBC)Place du Centre 200 Promenade du Portage, 4th Floor Hull, QC K1A 1K8 Canada
(819)
994-3741
(819)
997-2239 (fax) www.bst.gc.caWorkplace Hazardous Materials Information System (WHMIS)Chief, National Office / National WHMIS Coordinator Health Canada 123 Slater Street, A.L. 3504D Ottawa, ON K1A 0K9 Canada
(613)
957-2991 or (866) 225-0709
(613)
941-5366 www.hc-sc.gc.ca/ewh-semt/occup-travail/whmis-simdut/ index_e.html/harmonization.htm B.2.2.2 Provincial Government. Alberta Emergency Management Alberta
Alberta Municipal Affairs
16th Floor, Commerce Place
10155 102 Street
Edmonton, AB T5J 4L4
Canada
(780)
422-9000
310-0000 (toll free in Alberta)
(780)
422-1549 (fax)
www.gov.ab.ca/ma/ds British Columbia
Justice Institute of British Columbia
715 McBride Boulevard
New Westminster, BC V3L 5T4
Canada
(604)
525-5422
(604)
528-5518 (fax)
www.jibc.bc.ca British Columbia Provincial Emergency Program
455 Boleskine Road
Victoria, BC V8Z 1E7
Canada
(250) 952-4913
(800) 663-3456 (24 hour emergency)
#7372 (cellular phone toll free in British Columbia)
NFPA1600
NFPA 1600 – Standard on Disaster/Emergency Management and Business Continuity Programs
2007 Edition
NFPA 1600
Standard on Disaster/Emergency Management and Business Continuity Programs
2007 Edition
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NFPA 1600
Standard on
Disaster/Emergency Management and Business Continuity Programs
2007 Edition
This edition of NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs, was prepared by the Technical Committee on Emergency Management and Business Continuity. It was issued by the Standards Council on December 1, 2006, with an effective date of December 20, 2006, and supersedes all previous editions.
This edition of NFPA 1600 was approved as an American National Standard on December 20, 2006.
Origin and Development of NFPA 1600
The NFPA Standards Council established the Disaster Management Committee in January 1991. The committee was given the responsibility for developing documents relating to preparedness for, response to, and recovery from disasters resulting from natural, human, or technological events.
The first document that the committee focused on was NFPA 1600, Recommended Practice for Disaster Management. NFPA 1600 was presented to the NFPA membership at the 1995 Annual Meeting in Denver, CO. That effort produced the 1995 edition of NFPA 1600.
For the 2000 edition, the committee incorporated a “total program approach” for disaster/ emergency management and business continuity programs in its revision of the document from a recommended practice to a standard. They provided a standardized basis for disaster/emergency management planning and business continuity programs in private and public sectors by providing common program elements, techniques, and processes. The committee provided expanded provisions for enhanced capabilities for disaster/emergency management and business continuity programs so that the impacts of a disaster would be mitigated, while protecting life and property. The chapters were expanded to include additional material relating to disaster/emergency management and business continuity programs. The annex material was also expanded to include additional explanatory material.
For the 2004 edition, the committee updated terminology and editorially reformatted the document to follow the 2003 Manual of Style for NFPA Technical Committee Documents; however, the basic features of the standard remained unchanged. In addition, the committee added a table in Annex A that created a crosswalk among FEMA CAR, NFPA 1600, and BCI & DRII professional practices. The committee added significant informational resources to Annexes B, C, D, and E.
The document continues to be developed in cooperation and coordination with representatives from FEMA, NEMA, and IAEM. This coordinated effort was reflected in the expansion of the title of the standard for the 2000 edition to include both disaster and emergency management, as well as information on business continuity programs.
The 2007 edition incorporates changes to the 2004 edition, expanding the conceptual framework for disaster/emergency management and business continuity programs. Previous editions of the standard focused on the four aspects of mitigation, preparedness, response, and recovery. This edition identifies prevention as a distinct aspect of the program, in addition to the other four. Doing so brings the standard into alignment with related disciplines and practices of risk management, security, and loss prevention.
Technical Committee on Emergency Management and Business Continuity
Lloyd W. Bokman,
Chair
Ohio Emergency Management Agency, OH [E]
Rep. National Association of SARA Title III Program Officials
Charles (Buck) P. Adams, Medina County Emergency
Management Agency, OH [E]
Richard R. Anderson, Anderson Risk Consultants, NJ [SE]
Charles E. Biggs, U.S. Department of Homeland
Security (EP&R), DC [E]
Donald P. Boland, AT&T Communications, IL [U]
Pete Brewster, U.S. Department of Veterans Affairs, WV [U]
Steven J. Charvat, University of Washington, WA [U]
Rep. International Association of Emergency Managers Donald C. Cooper, Cuyahoga Falls Fire Department, OH [U] Carroll E. Eichhorn, Lawrence Livermore National Laboratory, CA [U] Robert P. Fletcher, Jr., Readiness Consulting Services, MD [SE] Robert Gazdik, St. Paul Travelers, MN [I] David Gluckman, Willis of New Jersey, Incorporated, NJ [I] Edward J. Hecker, U.S. Army Corps of Engineers, DC [E] David J. Hiscott, Jr., Marathon Ashland Petroleum LLC, OH [U]
Rep. American Petroleum Institute David R. Hood, Russell Phillips & Associates, LLC, NY [U]
Rep. NFPA Health Care Section Gunnar J. Kuepper, Emergency and Disaster Management, Incorporated, CA [SE]
Alternates
Edward G. Buikema,
U.S. Department of Homeland Security, IL [E] (Alt. to C. E. Biggs) Win Chaiyabhat, Aon Risk Services, ME [I]
(Alt. to C. P. Richter) Marjorie L. DeBrot, U.S. Army Corps of Engineers, MO [E]
(Alt. to E. J. Hecker) William B. Fox, Emergency Management Ontario, Canada [E]
(Alt. to L. E. Webb) Susan B. McLaughlin, SBM Consulting, Limited, IL [U] (Alt. to D. R. Hood)
Nonvoting
Emily Bentley,
Emergency Management Accreditation
Program, KY [U]
Sharon L. Caudle, U.S. Government Accountability
Office, DC [U]
John C. Fannin III, SafePlace Corporation, DE [SE]
Rep. TC on Premises Security
Martha H. Curtis, NFPA Staff Liaison
Edgar T. Ladouceur, Transport Canada, Canada [E]
Dana C. Lankhorst, Middlesex Mutual Assurance
Company, NH [I]
Dean R. Larson, Purdue University Calumet, IN [SE]
MaryAnn Elizabeth Marrocolo, City of New York, NY [U]
Michael E. Martinet, County of Los Angeles, CA [E]
Carolyn A. McMullen, The McMullen Company, CA [SE]
Patricia A. Moore, Pat Moore Company, TX [SE]
Terry W. Moore, City of Houston, TX [U]
Rep. Emergency Management Association of Texas Michael J. Morganti, Trinity, FL [SE]
Rep. Disaster Recovery Institute International Melvyn Musson, Edward Jones Company, MO [SE] Ashley E. “Lee” Newsome, Emergency Response Educators & Consultants, Incorporated, FL [SE] William G. Raisch, New York University, NY [SE] Clay P. Richter, Aon Risk Services, Incorporated, of Northern California, CA [I] Dale J. Romme, Hallmark Cards, Incorporated, MO [U]
Rep. NFPA Industrial Fire Protection Section Donald L. Schmidt, Preparedness, LLC, MA [SE]
R. Ian Stronach, Alcan Incorporated, Canada [U]
Lorraine E. Webb, Emergency Management Ontario,
Canada [E]
Milt Wilson, City of Oshawa, Canada [U]
Rep. Ontario Association of Fire Chiefs
Michael J. Mumaw, City of Beaverton, OR [U] (Alt. to S. J. Charvat) John Douglas Nelson, Chiron Corporation, CA [SE] (Alt. to P. A. Moore) Robie Robinson, Dallas County, TX [U] (Alt. to T. W. Moore) John A. Sharry, Beakmann Properties, CA [SE]
(Alt. to C. A. McMullen) Michael R. Zanotti, U.S. Department of Veterans Affairs, WV [U]
(Alt. to P. Brewster)
Carl Anthony Gibson, La Trobe University, Australia [E] James W. Kerr, Michael Rogers, Incorporated, MD [SE] (Member Emeritus) Gavin J. Love, WorleyParsons Pty Limited, Australia [SE]
This list represents the membership at the time the Committee was balloted on the final text of this edition. Since that time, changes in the membership may have occurred. A key to classifications is found at the back of the document.
NOTE: Membership on a committee shall not in and of itself constitute an endorsement of theAssociation or any document developed by the committee on which the member serves.
Committee Scope: This Committee shall have primary responsibility for documents on preparedness for, response to, and recovery from disasters resulting from natural, human, or technological events.
Contents
NFPA 1600
Standard on
Disaster/Emergency Management and
Business Continuity Programs
2007 Edition
IMPORTANT NOTE: This NFPA document is made available for use subject to important notices and legal disclaimers. These notices and disclaimers appear in all publications containing this document and may be found under the heading “Important Notices and Disclaimers Concerning NFPA Documents.” They can also be obtained on request from NFPA or viewed at www.nfpa.org/disclaimers.
NOTICE: An asterisk (*) following the number or letter designating a paragraph indicates that explanatory material on the paragraph can be found in Annex A.
A reference in brackets [ ] following a section or paragraph indicates material that has been extracted from another NFPA document.As an aid to the user, the complete title and edition of the source documents for extracts in mandatory sections of the document are given in Chapter 2 and those for extracts in informational sections are given in Annex F. Editorial changes to extracted material consist of revising references to an appropriate division in this document or the inclusion of the document number with the division number when the reference is to the original document. Requests for interpretations or revisions of extracted text shall be sent to the technical committee responsible for the source document.
Information on referenced publications can be found in Chapter 2 and Annex F.
Chapter 1 Administration
1.1* Scope.
This standard shall establish a common set of criteria for disaster/emergency management and business continuity programs hereinafter referred to as the program.
1.2 Purpose. This standard shall provide disaster and emergency management and business continuity programs, the criteria to assess current programs or to develop, implement, and maintain aspects for prevention, mitigation, preparation, response, and recovery from emergencies.
1.3* Application.
This document shall apply to public, not-forprofit, and private entities.
Chapter 2 Referenced Publications
2.1 General.
The documents or portions thereof listed in this chapter are referenced within this standard and shall be considered part of the requirements of this document.
2.2 NFPA Publications. (Reserved)
2.3 Other Publications.
Merriam-Webster’s Collegiate Dictionary, 11th edition, Merriam-Webster, Inc., Springfield, MA, 2003.
2.4 References for Extracts in Mandatory Sections.
NFPA 1561, Standard on Emergency Services Incident Management System, 2005 edition.
Chapter 3 Definitions
3.1 General.
The definitions contained in this chapter shall apply to the terms used in this standard. Where terms are not defined in this chapter or within another chapter, they shall be defined using their ordinarily accepted meanings within the context in which they are used. Merriam-Webster’s Collegiate Dictionary, 11th edition, shall be the source for the ordinarily accepted meaning.
3.2 NFPA Official Definitions.
3.2.1* Approved.
Acceptable to the authority having jurisdiction.
3.2.2* Authority Having Jurisdiction (AHJ).
An organization, office, or individual responsible for enforcing the requirements of a code or standard, or for approving equipment, materials, an installation, or a procedure.
3.2.3 Shall. Indicates a mandatory requirement.
3.2.4 Should. Indicates a recommendation or that which is advised but not required.
3.2.5 Standard. A document, the main text of which contains only mandatory provisions using the word “shall” to indicate requirements and which is in a form generally suitable for mandatory reference by another standard or code or for adoption into law. Nonmandatory provisions shall be located in an appendix or annex, footnote, or fine-print note and are not to be considered a part of the requirements of a standard.
3.3 General Definitions.
3.3.1* Business Continuity.
An ongoing process supported by senior management and funded to ensure that the necessary steps are taken to identify the impact of potential losses, maintain viable recovery strategies, recovery plans, and continuity of services.
3.3.2 Damage Assessment. An appraisal or determination of the effects of the disaster on human, physical, economic, and natural resources.
3.3.3 Disaster/Emergency Management. An ongoing process to prevent, mitigate, prepare for, respond to, and recover from an incident that threatens life, property, operations, or the environment.
3.3.4 Emergency Management Program. A program that implements the mission, vision, and strategic goals and objectives as well as the management framework of the program and organization.
3.3.5 Entity. A governmental agency or jurisdiction, private or public company, partnership, nonprofit organization, or other organization that has emergency management and continuity of operations responsibilities.
3.3.6* Impact Analysis [Business Impact Analysis (BIA)].
Amanagement level analysis that identifies the impacts of losing the entity’s resources.
3.3.7 Incident Action Plan. A verbal plan, written plan, or combination of both, that is updated throughout the incident and reflects the overall incident strategy, tactics, risk management, and member safety that are developed by the incident commander. [1561, 2005]
3.3.8* Incident Management System (IMS).
The combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents.
3.3.9 Mitigation. Activities taken to reduce the severity or consequences of an emergency.
3.3.10* Mutual Aid/Assistance Agreement. Aprearranged agreement between two or more entities to share resources in response to an incident.
3.3.11 Preparedness. Activities, tasks, programs, and systems developed and implemented prior to an emergency that are used to support the prevention of, mitigation of, response to, and recovery from emergencies.
3.3.12* Prevention.
Activities to avoid an incident or to stop an emergency from occurring.
3.3.13* Recovery.
Activities and programs designed to return conditions to a level that is acceptable to the entity.
3.3.14 Resource Management. A system for identifying available resources to enable timely and unimpeded access to resources needed to prevent, mitigate, prepare for, respond to, or recover from an incident.
3.3.15* Response.
Immediate and ongoing activities, tasks, programs, and systems to manage the effects of an incident that threatens life, property, operations, or the environment.
3.3.16 Situation Analysis. The process of evaluating the severity and consequences of an incident and communicating the results.
3.3.17 Stakeholder. Any individual, group, or organization that might affect, be affected by, or perceive itself to be affected by the emergency.
Chapter 4 Program Management
4.1 Program Administration.
The entity shall have a documented program that includes the following:
(3)*Program plan and procedures
4.2* Program Coordinator.
The program coordinator shall be appointed by the entity and authorized to administer and keep current the program.
4.3* Advisory Committee.
4.3.1*
An advisory committee shall be established by the entity in accordance with its policy.
4.3.2 The advisory committee shall provide input to or assist in the coordination of the preparation, implementation, evaluation, and revision of the program.
4.3.3 The advisory committee shall include the program coordinator and others who have the appropriate expertise, knowledge of the entity, and the capability to identify resources from all key functional areas within the entity and shall solicit applicable external representation.
4.4 Program Evaluation.
4.4.1
The entity shall establish performance objectives for program management addressed in Chapter 4 and program elements identified in Chapter 5.
4.4.2 The entity shall conduct a periodic evaluation of the program based on the objectives.
Chapter 5 Program Elements
5.1* General.
5.1.1
The program shall include the elements given in Sections 5.2 through 5.16, the scope of which shall be determined by the impact of the hazards affecting the entity.
5.1.2*
The program elements shall be applicable to prevention, mitigation, preparedness, response, and recovery.
5.2 Laws and Authorities.
5.2.1*
The program shall comply with applicable legislation, policies, regulatory requirements, and directives.
5.2.2*
The entity shall implement a strategy for addressing the need for revisions to legislation, regulations, directives, policies, and industry codes of practice.
5.3* Risk Assessment.
5.3.1*
The entity shall identify hazards, monitor those hazards, the likelihood of their occurrence, and the vulnerability of people, property, the environment, and the entity itself to those hazards.
5.3.2*
Hazards to be evaluated shall include the following:
5.3.3*
The entity shall conduct an impact analysis to determine potential detrimental impacts of the hazards on the following:
(3)*Continuity of operations
(7)*Economic and financial condition
(10)*Regional, national, and international considerations
5.4 Incident Prevention.
5.4.1*
The entity shall develop a strategy to prevent an incident that threatens people, property, and the environment.
5.4.2*
The prevention strategy shall be based on the information obtained from Section 5.3 and shall be kept current using the techniques of information collection and intelligence.
5.4.3 The entity shall have a system to monitor the identified hazards and adjust the level of preventative measures to be commensurate with the risk.
5.5 Mitigation.
5.5.1*
The entity shall develop and implement a mitigation strategy that includes measures to be taken to limit or control the consequences, extent, or severity of an incident that cannot be reasonably prevented.
5.5.2*
The mitigation strategy shall be based on the results of hazard identification and risk assessment, impact analysis, program constraints, operational experience, and cost-benefit analysis.
5.5.3 The mitigation strategy shall include interim and long-term actions to reduce vulnerability.
5.6* Resource Management and Logistics.
5.6.1The entity shall establish resource management objectives consistent with the overall program goals and objectives as identified in Section 4.1 for the hazards as identified in Section 5.3.
5.6.2 The entity shall establish procedures to locate, acquire, store, distribute, maintain, test, and account for services, personnel, resources, materials, and facilities procured or donated to support the program.
5.6.3 The resource management objectives established shall include the following:
5.6.4 Resource management shall include the following tasks:
5.6.5 An assessment shall be conducted to identify the resource capability shortfalls and the steps necessary to overcome any shortfalls.
5.6.6 A current inventory of internal and external resources shall be maintained.
5.6.7 Donations of goods, services, personnel, and facilities, solicited and unsolicited, and the management thereof, shall be addressed.
5.7* Mutual Aid/Assistance.
5.7.1The need for mutual aid/assistance shall be determined.
5.7.2 If mutual aid/assistance is needed, agreements shall be established.
5.7.3 Mutual aid/assistance agreements shall be referenced in the program plan.
5.8 Planning.
5.8.1 Planning Process.
5.8.1.1
The program shall follow a planning process that develops plans for the strategy, prevention, mitigation, emergency operations/response, business continuity, and recovery.
5.8.1.2 The entity shall engage in the planning process on a regularly scheduled basis or when the situation has changed to put the accuracy of the existing plan into question.
5.8.1.3 Where applicable, the entity shall include key stakeholders in the planning process.
5.8.2 Common Plan Elements.
5.8.2.1
Plans shall have clearly stated objectives.
5.8.2.2 Plans shall identify functional roles and responsibilities of internal and external agencies, organizations, departments, and positions.
5.8.2.3 Plans shall identify lines of authority for these agencies, organizations, departments, and positions.
5.8.2.4 Plans shall identify logistics support and resource requirements.
5.8.2.5 Plans shall identify the process for managing an incident.
5.8.2.6 Plans shall identify the process for managing the communication and flow of information, both internally and externally.
5.8.3 Plans.
5.8.3.1*
The program shall include a strategic plan, an emergency operations/response plan, a prevention plan, a mitigation plan, a recovery plan, and a continuity plan.
5.8.3.2*
The plans developed shall be either individual or integrated into a single plan document, or a combination of the two.
5.8.3.3*
The strategic plan shall define the vision, mission, goals, and objectives of the program. (See Section 4.1.)
5.8.3.4*
The emergency operations/response plan shall assign responsibilities for carrying out specific actions in an emergency.
5.8.3.5 The prevention plan shall establish interim and long-term actions to eliminate hazards that impact the entity.
5.8.3.6 The mitigation plan shall establish interim and long-term actions to reduce the impact of hazards that cannot be eliminated.
5.8.3.7*
The recovery plan shall provide for short-term and long-term priorities for restoration of functions, services, resources, facilities, programs, and infrastructure.
5.8.3.8*
The continuity plan shall identify stakeholders that need to be notified, the critical and time-sensitive applications, alternative work sites, vital records, contact lists, processes, and functions that shall be maintained, as well as the personnel, procedures, and resources that are needed while the entity is recovering.
5.8.3.9 The entity shall make appropriate sections of the plans available to those assigned specific tasks and responsibilities therein and to other stakeholders as required.
5.9 Incident Management.
5.9.1*
The entity shall develop an incident management system to direct, control, and coordinate response and recovery operations.
5.9.2*
The incident management system shall describe specific organizational roles, titles, and responsibilities for each incident management function.
5.9.3 The entity shall establish applicable procedures and policies for coordinating response, continuity, and recovery activities with stakeholders directly involved in response, continuity, and recovery operations.
5.9.4 The entity shall establish applicable procedures and policies for coordinating response, continuity, and recovery activities with appropriate authorities and resources, including activation and deactivation of plans, while ensuring compliance with applicable statutes or regulations.
5.9.5*
Emergency operations/response shall be guided by an incident action plan or management by objectives.
5.10 Communications and Warning.
5.10.1
Communications systems shall be established and regularly tested to support the program.
5.10.2 Communication procedures shall be established by the entity and regularly exercised to support the program.
5.10.3*
The entity shall develop and maintain the capability to alert officials and emergency response personnel.
5.10.4 Emergency communications and warning protocols, systems, processes, and procedures shall be developed, periodically tested, and used to alert people potentially impacted by an actual or impending emergency.
5.10.5 The entity shall determine communication needs, provide capabilities to execute plans, and review and address the interoperability of multiple responding organizations.
5.11* Operational Procedures.
5.11.1The entity shall develop, coordinate, and implement operational procedures to support the program and execute its plans.
5.11.2*
Procedures shall be established and implemented for response to and recovery from the consequences of those hazards identified in Section 5.3 and shall address health and safety, incident stabilization, operational/business continuity, property conservation, and protection of the environment under the jurisdiction of the entity.
5.11.3 Procedures, including life safety, incident stabilization, operational/business continuity, and property conservation, shall be established and implemented for response to, and recovery from, the consequences of those hazards identified in Section 5.3.
5.11.4*
Procedures shall be in place to conduct a situation analysis that includes a needs assessment, damage assessment, and the identification of resources needed to support response and recovery operations.
5.11.5 Procedures shall allow for concurrent recovery and mitigation activities during emergency response.
5.11.6 Procedures shall be established for succession of management/government as required in 5.8.3.8.
5.12 Facilities.
5.12.1*
The entity shall establish a primary and an alternate emergency operations center, physical or virtual, capable of managing continuity, response, and recovery operations.
5.12.2 Facilities capable of supporting continuity, response, and recovery operations shall be identified.
5.13 Training.
5.13.1
The entity shall develop and implement a training/ educational curriculum to support the program.
5.13.2 The objective of the training shall be to create awareness and enhance the skills required to develop, implement, maintain, and execute the program.
5.13.3 Frequency and scope of training shall be identified.
5.13.4 Personnel shall be trained in the entity’s incident management system.
5.13.5 Training records shall be maintained.
5.13.6 The training and education curriculum shall comply with all applicable regulatory requirements.
5.14 Exercises, Evaluations, and Corrective Actions.
5.14.1
The entity shall evaluate program plans, procedures, and capabilities through periodic reviews, testing, and exercises.
5.14.2 Additional reviews shall be based on post-incident analyses and reports, lessons learned, and performance evaluations.
5.14.3*
Exercises shall be designed to test individual essential elements, interrelated elements, or the entire plan(s).
5.14.4*
Procedures shall be established to take corrective action on any deficiency identified.
5.15 Crisis Communication and Public Information.
5.15.1*
The entity shall develop procedures to disseminate and respond to requests for pre-incident, incident, and post-incident information, as well as to provide information to internal and external audiences, including the media, and deal with their inquiries.
5.15.2*
The entity shall establish and maintain an emergency public information capability that includes the following:
5.15.3 Where the public is potentially impacted by a hazard, a public awareness program shall be implemented.
5.15.4 The entity shall develop procedures to advise the public, through authorized agencies, of threats to people, property, and the environment.
5.16* Finance and Administration.
5.16.1*
The entity shall develop financial and administrative procedures to support the program before, during, and after an emergency or a disaster.
5.16.2 Procedures shall be created and maintained for expediting fiscal decisions in accordance with established authorization levels and fiscal policy.
5.16.3 The procedures shall include the following:
(5)*Management of funding from external sources
Annex A Explanatory Material
Annex A is not a part of the requirements of this NFPA document but is included for informational purposes only. This annex contains explanatory material, numbered to correspond with the applicable text paragraphs.
A.1.1 The emergency management and business continuity community comprises many different entities including the government at distinct levels (e.g., federal, state/provincial, territorial, tribal, indigenous, and local levels); business and industry; nongovernmental organizations; and individual citizens. Each of these entities has its own focus, unique missions and responsibilities, varied resources and capabilities, and operating principles and procedures. Each entity can have its own definition of disaster. Examples of disaster definitions used by entities include the following:
A.1.3 An example of a specific industry application of the framework in the public sector is the Emergency Management Accreditation Program (EMAP). EMAP uses NFPA 1600 as the basis for guidelines that are used to accredit state, local, and tribal emergency management programs. Accreditation involves review of documentation, observations, and interviews with program officials (e.g., officials with the emergency management agency and from partner agencies, such as transportation, health, utilities, environmental, and law enforcement).
NFPA 1600′s comprehensive framework has also been applied to standards for hospitals. The 2005 revision to NFPA 99, Standard for Health Care Facilities, Chapter 12, Health Care Emergency Management, incorporated the “program” emphasis of NFPA 1600, serving to differentiate an “emergency management program” for health care systems from the current emphasis by other hospital standards on an “emergency management plan.”
A.3.2.1 Approved. The National Fire Protection Association does not approve, inspect, or certify any installations, procedures, equipment, or materials; nor does it approve or evaluate testing laboratories. In determining the acceptability of installations, procedures, equipment, or materials, the authority having jurisdiction may base acceptance on compliance with NFPA or other appropriate standards. In the absence of such standards, said authority may require evidence of proper installation, procedure, or use. The authority having jurisdiction may also refer to the listings or labeling practices of an organization that is concerned with product evaluations and is thus in a position to determine compliance with appropriate standards for the current production of listed items.
A.3.2.2 Authority Having Jurisdiction (AHJ). The phrase “authority having jurisdiction,” or its acronym AHJ, is used in NFPA documents in a broad manner, since jurisdictions and approval agencies vary, as do their responsibilities. Where public safety is primary, the authority having jurisdiction may be a federal, state, local, or other regional department or individual such as a fire chief; fire marshal; chief of a fire prevention bureau, labor department, or health department; building official; electrical inspector; or others having statutory authority. For insurance purposes, an insurance inspection department, rating bureau, or other insurance company representative may be the authority having jurisdiction. In many circumstances, the property owner or his or her designated agent assumes the role of the authority having jurisdiction; at government installations, the commanding officer or departmental official may be the authority having jurisdiction.
A.3.3.1 Business Continuity. In the public sector, this phrase is also known as continuity of operations or continuity of government. Mission, vision, and strategic goals and objectives are used to focus the program.
A.3.3.6 Impact Analysis [Business Impact Analysis (BIA)].
This analysis measures the effect of resource loss and escalating losses over time in order to provide the entity with reliable data upon which to base decisions concerning hazard mitigation, recovery strategies, and continuity planning.
A.3.3.8 Incident Management System (IMS). The incident command system (ICS) is a component of an overall incident management system.
A.3.3.10 Mutual Aid/Assistance Agreement. The term mutual aid/assistance agreement as used herein includes cooperative agreements, partnership agreements, memoranda of understanding, intergovernmental compacts, or other terms commonly used for the sharing of resources.
A.3.3.12 Prevention. Activities, tasks, programs, and systems intended to avoid or intervene in order to stop an incident from occurring. Prevention can apply both to human-caused incidents (such as terrorism, vandalism, sabotage, or human error) as well as to naturally occurring incidents. Prevention of human-caused incidents can include applying intelligence and other information to a range of activities that includes such countermeasures as deterrence operations, heightened inspections, improved surveillance and security operations, investigations to determine the nature and source of the threat, and law enforcement operations directed at deterrence, preemption, interdiction, or disruption.
A.3.3.13 Recovery. Recovery programs are designed to assist victims and their families, restore institutions to suitable economic growth and confidence, rebuild destroyed property, and reconstitute government operations and services. Recovery actions often extend long after the incident itself.
Recovery programs include mitigation components designed to avoid damage from future incidents.
A.3.3.15 Response. The response of an entity to a disaster or other significant event that might impact the entity. Activities, tasks, programs, and systems can include the preservation of life, meeting basic human needs, preserving business operations, and protecting property and the environment. An incident response can include evacuating a facility, initiating a disaster recovery plan, performing damage assessment, and any other measures necessary to bring an entity to a more stable status.
A.4.1(3) The common criteria of the standard can be organized in a chronological order to form a program development schedule to include the following steps:
A.4.2 The program coordinator should ensure the preparation, implementation, evaluation, and revision of the program. It is not the intent of this standard to restrict the users to program coordinator titles. It is recognized that different entities use various forms and names for their program coordinator that performs the functions identified in the standard. An example of a title for the public sector is emergency manager, and an example of a title for the private sector is business continuity manager. A written position description should be provided.
A.4.3 Members of the advisory committee should participate with the clear understanding that the objective is to minimize turnover of committee members to maintain an effective committee. Within the private sector, representatives can include, but are not limited to, information technology and communications, plant operations, transportation, maintenance, engineering, personnel, public relations, environment, legal, finance, risk management, health and safety, security, stakeholders, and fire fighting/rescue. Within the public sector, representatives can include police, fire, emergency medical services, engineering, public works, environmental protection, public health, finance, education, emergency management, legal, transportation authorities, homeland security, stakeholders, and the military (e.g., the National Guard). When determining the representation on the committee, consideration should be given to public sector representation on a private sector committee and vice versa. This will help to establish a coordinated and cooperative approach to the program.
A.4.3.1 Although the program coordinator has the final authority in deciding the course of the program through its day-to-day administration, it is encouraged that major decisions be made in consultation with the advisory committee. The program coordinator and the advisory committee should be in agreement concerning priorities and resource allocation in the day-to-day operations of the program.
Decisions made and actions taken in the day-to-day administration of the program crucially affect the ultimate implementation of the program in times of emergency. Therefore, because the advisory committee is composed of those representing key functional areas, both within and external to the entity, it is encouraged that the program coordinator and the advisory committee consult together on important administrative matters to ensure the goals of the program are indeed met.
All state and local emergency management entities report to a higher authority. States report to governors, adjutant generals, chief law enforcement officers, county commissions, or city commissions. These authorities set the agendas for emergency management activities. Having an advisory committee might or might not be encouraged. Mandating that an entity must have an advisory committee will, in many cases, violate the authorities under which the emergency management entity is established. Those organizations that can have, or want to have, an advisory committee that will provide advice and guidance should be encouraged to do so.
A.5.1 See Table A.5.1.
A.5.1.2 Key program elements cross boundaries during prevention, mitigation, preparedness, response, and recovery. Each element should be considered interrelated and can be considered concurrently. The use of the terms phases, elements, or components varies from program to program.
A.5.2.1 Industry codes of practices and guidelines should also be considered.
A.5.2.2 If, through exercise or incident analysis, program evaluation, and corrective action, limitations in the necessary laws and applicable authorities are discovered, a formal process should exist to amend them.
In the case of public entities, consideration should be made for periodic review of existing legislation, regulations, codes, and authorities to determine whether adequate flexibility exists to accommodate evolving programmatic policy or if new legislation should be developed and introduced through a legislative initiative. This is particularly relevant as program requirements change to comply with changing roles and relationships in and among varying levels of government.
For example, the entity might have the appropriate authority to conduct emergency operations but lack authority to take action prior to an event to mitigate the occurrence or the recurrence of an emergency. In other cases, additional authorities could be needed to generate the necessary revenue to sustain a viable program, and additional authority could be required to create a standing contingency fund to adequately support a disaster operation. In the private sector, the governing factors can be industry codes of practice or regulations rather than statutory restrictions. A process should be established for periodic review of industry practices for compliance with the strategy, goals, and objectives of the entity. Evolving best practices should be incorporated into industry codes as applicable.
Table A.5.1 NFPA 1600, BCI & DRII Professional Practices, and DHS/FEMA’s FPC 65 COOP Elements Crosswalk
NFPA 1600 BCI & DRII Professional Practices DHS/FEMA Chapter/Section (Subject Area) FPC 65 COOP Elements
4, Program Management 5.2, Laws and Authorities 5.3, Risk Assessment 5.4, Incident Prevention 5.5, Mitigation 5.6, Resource Management and Logistics
5.7, Mutual Aid/Assistance 5.8, Planning
5.9, Incident Management
5.10, Communications and Warning
5.11, Operational Procedures
5.12, Facilities
5.13, Training
5.14, Exercises, Evaluations, and Corrective Actions
5.15, Crisis Communication and Public Information
5.16, Finance and Administration 1, Project Initiation and Management
9, Public Relations and Crisis Coordination 10, Coordination with Public Authorities 2, Risk Evaluation and Control
2, Risk Evaluation and Control
2, Risk Evaluation and Control
3, Business Impact Analysis 4, Developing Business Continuity Strategies
1, Project Initiation and Management
2, Risk Evaluation and Control
3, Business Impact Analysis
4, Developing Business Continuity Strategies
5, Emergency Response and Operations
6, Developing and Implementing Business Continuity Plans
5, Emergency Response and Operations
6, Developing and Implementing Business Continuity Plans
5, Emergency Response and Operations
6, Developing and Implementing Business Continuity Plans
5, Emergency Response and Operations
6, Developing and Implementing Business Continuity Plans
4, Developing Business Continuity Strategies
6, Developing and Implementing Business Continuity Plans
7, Awareness and Training
7, Awareness and Training
8, Maintaining and Exercising Business Continuity Plans
9, Public Relations and Crisis Coordination
1, Project Initiation and Management
—
Human Capital —
Plans and Procedures Essential Functions Orders of Succession Delegations of Authority Vital Records and Databases Human Capital
Devolution of Control and Direction
Interoperable Communications
Plans and Procedures Orders of Succession Delegations of Authority Vital Records and Databases
Reconstitution Alternate Operating Facilities
Tests, Training and Exercises Tests, Training and Exercises
—
BCI: Business Continuity Institute. DRII: Disaster Recovery Institute International.
DHS: Department of Homeland Security. FEMA: Federal Emergency Management Agency.
A.5.3 A comprehensive risk assessment identifies the range of possible hazards, threats, or perils that have or might impact the entity, surrounding area, or critical infrastructure supporting the entity. The potential impact of each hazard, threat, or peril is determined by the severity of each and the vulnerability of people, property, operations, the environment, and the entity to each threat, hazard, or peril. The risk assessment should categorize threats, hazards, or perils by both their relative frequency and severity, keeping in mind that there might be many possible combinations of frequency and severity for each. The entity should attempt to mitigate, prepare for, plan to respond to, and recover from those threats, hazards, or perils that are able to significantly impact people, property, operations, the environment, or the entity itself.
A.5.3.1 A number of methodologies and techniques for risk assessment exist that range from simple to complex. These techniques and associated amplifying information include, but are not limited to, the following:
(1) “What-if”: The purpose of the what-if analysis is to identify specific hazards or hazardous situations that could result in undesirable consequences. This technique has limited structure but relies on knowledgeable individuals who are familiar with the areas/operations/processes. The value of the end result is dependent on the team and the exhaustive nature of the questions they ask regarding the hazards.
A.5.3.2 The hazard identification should include the following types of potential hazards. This list is not all-inclusive but reflects the general categories that should be assessed in the hazard identification.
Meteorological hazards
i. Flood, flash flood, seiche, tidal surge
ii. Drought
iii. Fire (forest, range, urban, wildland, urban interface)
vi. Extreme temperatures (heat, cold)
vii. Lightning strikes
viii. Famine
ix. Geomagnetic storm
Central computer, mainframe, software, or application (internal/external)
Ancillary support equipment
Telecommunications
Energy/power/utility
A.5.3.3 The impact analysis is a broad description and quantification of a potential event that can impact an entity. This analysis should give a clear idea of what hazards are most likely to occur; what entity facilities, functions, or services are affected based on their vulnerability to that hazard; what actions will most effectively protect them; and the potential impact on the entity in quantifiable terms.
Within the impact analysis, the entity should consider the impact external to its area of influence that can affect the entity’s ability to cope with an emergency. One example is the cascade effects of a hurricane. Direct impacts can include wind and flood damage. Secondary impacts can include communications, power, and transportation disruptions, both inside and outside the direct impact area, and the potential impact on the entity in quantifiable terms.
A.5.3.3(3) In order to maintain continuity of operations, the entity should identify essential or critical functions and processes, their recovery priorities, and internal and external interdependencies, so that recovery time objectives can be set.
A.5.3.3(7) An economic and financial impact analysis allows the quantification of the impacts without considering the cause of the emergency. This analysis is closely related to the process of identifying essential or critical functions or processes and helps decide where to place the emphasis in planning efforts.
The analysis examines potential economic or financial loss resulting from disruption of the functions, processes, or services over time.
The purpose of an economic and financial impact analysis is to arrive at a general loss expectancy that demonstrates what is at risk and to guide measures to mitigate the effects of an emergency.
A.5.3.3(10) It is important to consider the regional, national, or international implications of a hazard’s impact on a community, such as in New York City. A hazard that affects the New York Stock Exchange will have enormous national and international impacts that should be considered.
A.5.4.1 The prevention strategy should include the following:
A.5.4.2 Techniques to consider in a prevention strategy include the following:
An impact analysis could include a cost-benefit analysis. The cost-benefit analysis should not be the overriding factor in establishing a prevention strategy.
A.5.5.1 The mitigation strategy should include the following:
A.5.5.2 The mitigation strategy should establish interim and long-term actions to reduce the risks from hazards.
A.5.6 The five key principles of resource management that underpin effective resource management are as follows:
To the extent practical and feasible, an entity should type resources according to established definitions, such as utilizing the Department of Homeland Security/FEMA’s National Mutual Aid and Resource Management Initiative Resource Type Definitions.
Resources for program administration as well as emergency operations should be specifically identified. These resources include, but are not limited to, the following:
Emergency power production (generators)
Communications systems
Food and water
Technical information
Clothing
Shelter
A resource should be available in a timely manner and should have the capability to do its intended function. Restriction on the use of the resource should be taken into account, and application of the resource should not incur more liability than would failure to use the resource. Finally, the cost of the resource should not outweigh the benefit.
A.5.7 Mutual aid/assistance agreements between entities are an effective means to obtain resources and should be developed whenever possible. Mutual aid/assistance agreements should be in writing, be reviewed by legal counsel, be signed by a responsible official, define liability, and detail funding and cost arrangements. The term mutual aid/assistance agreement as used here includes cooperative assistance agreements, intergovernmental compacts, or other terms commonly used for the sharing of resources.
Mutual aid/assistance agreements are the means for one entity to provide resources, facilities, services, and other required support to another entity during an incident. Each entity should be party to a mutual aid/assistance agreement (such as the Emergency Management Assistance Compact) with appropriate entities from which they expect to receive or to which they expect to provide assistance during an incident. This would normally include all neighboring or nearby entities, as well as relevant private sector and nongovernmental organizations. States should participate in interstate compacts and look to establish intrastate agreements that encompass all local entities. Mutual aid/assistance agreements are also needed with private organizations, such as the International Red Cross, to facilitate the timely delivery of private assistance at the appropriate entity level during incidents. At a minimum, mutual aid/assistance agreements should include the following elements or provisions:
A.5.8.3.1 It should be noted that most entities engage in multiple planning activities (e.g., mitigation planning, land use planning). Coordination ensures nonduplication, improves understanding, increases support, and assures that all stakeholders have a voice.
A.5.8.3.2 The extent of planning requirements will depend on the program’s objectives, results of the hazard analysis, organizational culture and philosophy, regulations, and so on.
A.5.8.3.3 The plan should be reviewed annually and updated as necessary. It should also be re-evaluated when any of the following occur:
The strategic plan identifies the long-term goals, using broad general statements of desired accomplishments. The objectives developed from these goals include measurable activities that should be accomplished within identified time frames to meet those objectives.
A.5.8.3.4 The management functions of the incident command system (command, operations, planning, logistics, and finance/administration) can be used to structure the emergency operations/response plan. This approach can improve understanding and effective use of both.
A.5.8.3.7 A specific plan for all of the items might be impossible in advance of a disaster. A strategy for recovery covering all of the items in the standard might be more appropriate, based upon the entity.
In developing plans, short-term goals and objectives should be established and should include, but not be limited to, the following:
A.5.8.3.8 Plans for business continuity, continuity of government, and continuity of operations are generally similar in intent and less similar in content. Continuity plans have various names in both the public and private sectors. These include business continuity plans, business resumption plans, disaster recovery plans, and so on.
In addition, within the public sector, continuity of operations plans might use business impact analysis to identify critical governmental functions.
Recovery planning for public sector normally includes bringing infrastructure and individuals back to pre-incident conditions, including implementation of mitigation measures, to facilitate short-and long-term recovery.
Business continuity planning in the private sector incorporates both the initial activities to respond to an emergency situation and the restoration of the business and its functions to pre-incident levels. As a result, there are both differences and similarities between public sector recovery plans and private sector business continuity plans.
Specific areas to consider in continuity plans include the following:
(See A.5.12.1.)
with applicable laws [Health Insurance Portability andAccountability Act (HIPAA) or other privacy laws].
(7) Protection of resources, facilities, and personnel: The measures that are taken to deploy resources and personnel in a manner that will provide redundancy to ensure the entity can continue to function during emergency conditions. Plans and procedures are in place to ensure the protection of personnel, facilities, and resources so the entity can operate effectively. The entity should have the ability to allocate needed resources and restore functions during and after disasters/emergencies. Plans should address deployment procedures to relocate/ replicate resources or facilities, increase protection of facilities, and inform and train personnel in protective measures. Preparedness should be increased based on the threat level. (See A.5.3.)
A.5.9.1 An example of an approved incident management system (IMS) would be NIMS, as used in the United States, the British equivalent, or the Continental European system, or their equivalent. (See Annex E.)
For specific information on communications and warning and emergency public information, see Sections 5.10 and 5.15.
A.5.9.2 In emergencies, an incident management system would be used to systematically identify management functions assigned to various personnel. The system used varies among entities and among jurisdictions within entities. In minor emergencies, incident management functions might be handled by one person, the incident commander or equivalent designation.
An incident management system is designed to enable effective and efficient domestic incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. It is normally structured to facilitate activities in five major functional areas: command, operations, planning, logistics, and finance and administration. See Annex E for detailed information on incident management systems (IMSs).
A.5.9.5 See Annex E for information on incident action plans.
A.5.10.3 Means of maintaining capability includes redundant or multiple systems.
A.5.11 Procedures should include, but not be limited to, the following:
A.5.11.2 Property conservation, as used in 5.11.2, means minimizing property damage.
A.5.11.4 A needs assessment should include addressing the safety, health, and welfare of people, and the protection of property and the environment under the jurisdiction of the entity.
A.5.12.1 Emergency operations centers (EOCs) represent the physical location at which the coordination of information and resources to support incident management activities normally takes place. The Incident Command Post (ICP) located at or in the immediate vicinity of an incident site, although primarily focused on the tactical on-scene response, can perform an EOC-like function in smaller-scale incidents or during the initial phase of the response to larger, more complex events. Standing EOCs, or those activated to support larger, more complex events, are typically established in a more central or permanently established facility at a higher level of organization within a jurisdiction.
EOCs can be organized by major functional discipline (fire, law enforcement, medical services, and so on), by jurisdiction (city, county, region, and so on), or, more likely, by some combination thereof.
Department Operations Centers (DOCs) normally focus on internal agency incident management and response and are linked to and, in most cases, are physically represented in a higher level EOC. ICPs should also be linked to DOCs and EOCs to ensure effective and efficient incident management.
For complex incidents, EOCs can be staffed by personnel representing multiple jurisdictions and functional disciplines and a wide variety of resources. For example, a local EOC established in response to a bioterrorism incident would likely include a mix of law enforcement, emergency management, public health, and medical personnel (representatives of health care facilities, pre-hospitalization emergency medical services, patient transportation systems, pharmaceutical repositories, laboratories, and so on).
EOCs can be permanent organizations and facilities or can be established to meet temporary, short-term needs. The physical size, staffing, and equipping of an EOC will depend on the size of the jurisdiction, resources available, and anticipated incident management workload. EOCs can be organized and staffed in a variety of ways. Regardless of the specific organizational structure used, EOCs should include the following core functions: coordination; communications; resource dispatch and tracking; and information collection, analysis, and dissemination.
EOCs can also support multiagency coordination and joint information activities as discussed subsequently. On activation of a local EOC, communications and coordination have to be established between the Incident Command (IC) or Unified Command (UC) and the EOC when they are not collocated. ICS field organizations have to also establish communications with the activated local EOC, either directly or through their parent organizations. Additionally, EOCs at all levels of government and across functional agencies have to be capable of communicating appropriately with other EOCs during incidents, including those maintained by private organizations. Communications between EOCs has to be reliable and contain built-in redundancies. The efficient functioning of the EOCs most frequently depends on the existence of mutual aid/assistance agreements and joint communications protocols among participating agencies.
Facilities should be capable of accommodating any combination of essential representatives who are identified in the entity’s plan. Facilities should have adequate workspace, communications, and back-up utilities and should meet other basic human needs for each representative. Essential functions include gathering essential information capable of providing centralized direction and control, and warning for response and recovery actions. Facilities should be located so that they are not impacted by the same event. (See A.5.8.3.8.)
With the increased usage of virtual or mobile EOC capabilities, entities using this mode of operation should still meet the criteria in this section.
An emergency operations center would include an emergency coordination center or its equivalent.
A.5.14.3 Exercises should include, but not be limited to, tabletops, simulations, and full operational exercises.
A.5.14.4 ACorrectiveAction Program is a process that follows an actual occurrence or exercise to identify program shortfalls and necessary corrective actions to address those shortfalls. The Corrective Action Program provides the techniques to manage the capabilities improvement process.
The Corrective Action Program begins following the “afteraction” discussion/critique of the incident or exercise. The Corrective Action Program might also begin during the incident if a lengthy or extended event is being managed. During the evaluation, process deficiencies are noted that require improvement. Some corrective actions might not be taken immediately due to constraints, such as budgets, staffing, or contracts, and might be deferred as part of the long-range project. However, temporary actions should be taken to implement the desired option.
Typically, those process deficiencies fall within one or more of the 13 program elements found in the standard. There are three categories of corrective actions, listed as follows:
A task group is assigned to each identified area of noted deficiency to develop the necessary actions for improvement and a time schedule for development of the necessary corrective action is established.
The task group should do the following:
As a special note: The appropriate corrective actions might not be taken due to budgetary or other constraints or will be deferred as a part of the long-range capital project. However, temporary actions might be adopted during the time it takes to fund and implement the desired option.
A.5.15.1 Information can be accessed, both internally and externally, in many ways. There can be formal educational programs established to reach the populations that could be impacted by an emergency. In turn, these same populations might request information of the entity with regard to the hazards and the program in place. In both cases, the entity should establish procedures to disseminate this information to (or educate and inform) its own members and, if applicable, the public. Also, it should establish procedures to respond to internal and external requests for such information, which can be done through pamphlets, speaker’s bureaus, the Internet, community meetings, newsletters, and so forth. A schedule and identification of accountable and responsible individuals for resolution of stakeholder communications should be identified and implemented.
Information should be tailored to the appropriate audience or population. For example, internal members will need to know more about their role in the program. They will need to know how to respond, where to respond, and how to prevent or minimize the impact of the hazard. The public, on the other hand, will need to know how they will be notified of an emergency, the potential effect of the hazard, and how to protect themselves from the impact of the hazard.
A.5.15.2 An emergency public information capability should incorporate a joint information system that includes the following:
The system provides an organized, integrated, and coordinated mechanism to ensure the delivery of understandable, timely, accurate, and consistent information to the public in a crisis. It includes the plans, protocols, and structures used to provide information to the public during incident operations, and encompasses all public information operations related to the incident, including federal, state, local, tribal, and private organization public information officers (PIOs), staff, and a joint information center established to support an incident.
A joint information center is a physical location where public affairs professionals from organizations involved in incident management activities can colocate to perform critical emergency information, crisis communications, and public affairs functions. It is important for the center to have the most current and accurate information regarding incident management activities at all times. The center provides the organizational structure for coordinating and disseminating official information. Centers should be established at each level of incident management, as required.
It is important to note the following:
A.5.16 There should be a responsive financial management and administrative framework that complies with the entity’s program requirements and is uniquely linked to emergency operations. The framework should provide for maximum flexibility to expeditiously request, receive, manage, and apply funds in a non-emergency environment and in emergency situations to ensure the timely delivery of assistance. The administrative process should be documented through written procedures. The program should also be capable of capturing financial data for future cost recovery, as well as identifying and accessing alternative funding sources and managing budgeted and specially appropriated funds.
A.5.16.1 In addition to having sound financial and administration procedures for daily operations, it is equally important to have procedures in place that will allow an entity to expedite financial decision making and ensure that proper accounting occurs. To develop proper financial and administration procedures, the following steps should be taken:
A.5.16.3(5) Many emergency management programs in both the public and private sectors are supported in part by grants from government entities or private sources.
Annex B Disaster/Emergency Management and Business Continuity Related Organizations
This annex is not a part of the requirements of this NFPAdocument but is included for informational purposes only.
B.1 The following lists of U.S. federal and international agencies, organizations, and academic institutions have been identified for informational purposes only and are not intended to be all-inclusive. Inclusion on the list does not constitute an endorsement by NFPA or the Technical Committee on Emergency Management and Business Continuity.
B.2 Government Emergency Management and Related Agencies.
B.2.1 Australia/New Zealand. Ministry of Civil Defence and Emergency Management Australian Capital Territory Emergency Services Authority
33 Bowen Street
123–125 Carruthers Street Curtin, ACT 2605 Australia 02-6207-8444 02-6207-8447 (fax) www.esa.actgov.au
Emergency Management Australia (Federal)
Mount Macedon Road Mount Macedon, Victoria 3441 Australia 03-5421-5100 03-5421-5272 (fax) www.ema.gov.au
Department of Justice, Victoria, Australia
Victoria State Emergency Service – State Headquarters 168 Stuart Street Southbank, Victoria 3006 Australia 03-9684-6666 www.ses.vic.gov.au
Office of Emergency Services (New South Wales)
Level 12, 52 Phillip Street Sydney, NSW, 2000 Australia 02-8247-5900 02-9253-9168 (fax) www.emergency.nsw.gov.au
Northern Territory Emergency Service
PO Box 2630 Alice Springs, NT 0871 Australia 08-8951-6662 08-8953-2544 (fax) www.nt.gov.au
Queensland Department of Emergency Services
Emergency Services Complex Cnr Park Road and Kedron Park Road Kedron Brisbane 4031 Queensland Australia 07-3247-8821
South Australia Security and Emergency Management
GPO Box 2343 Adelaide 5000 Australia www.semo.sa.gov.au
State Emergency Service – Tasmania
Level 1, 47 Liverpool Street Hobart, Tasmania 7000 Australia 03-6230-2700 03-6234-9767 www.ses.tas.gov.au
PO Box 5010
Wellington, New Zealand
04-473-7363
04-473-7369 (fax)
www.civildefence.govt.nz
B.2.2 Canada.
B.2.2.1 Federal Government. Canadian Centre for Emergency Preparedness (CCEP)
1005 Skyview Drive
Suite 323
Burlington, ON L7P 5B1
Canada
www.ccep.ca
Canadian Centre for Occupational Health & Safety (CCOHS)
135 Hunter Street East
Hamilton, ON L8N 1M5
Canada
(800) 263-8466 or (905) 572-4400
(905) 572-4500 (fax)
www.ccohs.ca
Education and Training: www.ccohs.ca/education
Canadian Coast Guard (CCG)
200 Kent Street 13th Floor, Station 13228
Ottawa, ON K1A 0E6
Canada
www.ccg-gcc.gc.ca
Canadian General Standards Board (CGSB)
Gatineau, QC K1A 1G6
Canada
www.pwgsc.gc.ca/cgsb/home/index-e.html
Canadian Network of Toxicology Centers
University of Guelph
2nd Floor, Bovey Building
Gordon Street
Guelph, ON N1G 2W1
Canada
www.uoguelph.ca/cntc
Canadian Nuclear Safety Commission
Headquarters
280 Slater Street
P.O. Box 1046
Station B
Ottawa, ON K1P 5S9
Canada
(800) 668-5284 (in Canada)
(888) 222-2592
(819) 953-8353 (fax) www.cta-otc.gc.ca
CANUTEC (Transport Canada)
330 Sparks Street Office 1401 Ottawa, ON K1A 0N5 Canada
www.dres.dnd.ca/About DRDC/index_e.html
Environment Canada (EC)
351 St. Joseph Boulevard Hull, QC K1A 0H3 Canada
(819) 997-2800
(800) 668-6767 (toll free)
(819) 953-2225 (fax) www.ec.gc.ca
Hazardous Materials Information Review Commission
427 Laurier Avenue West, 7th Floor Ottawa, ON K1A 1M3 Canada
(613) 946-5690 www.hc-sc.gc.ca
Human Resources Development Canada
HRSDC — Labour Program Place du Portage, Phase II 165 Hotel de Ville Street, 10th Floor Gatineau, QC K1A 0J2
(613) 948-5200 www.nrcan-rncan.gc.ca/mms/explosif/over/over_e.htm
Public Health Agency of Canada Center for Emergency Preparedness and Response
130 Colonnade Road, A.L. 6501 H Ottawa, ON K1A 0K9 www.phac-aspc.gc.ca/cepr-cmiu/index.html
Public Safety and Emergency Preparedness Canada (PSEPC)
340 Laurier Avenue, West Ottawa, ON K1A 0P8 Canada
(613) 991-3283 www.psepc-sppcc.gc.ca
Transport Canada (TC)
Tower C, Place de Ville 330 Sparks Street Ottawa, ON K1A 0N5 Canada
B.2.2.2 Provincial Government. Alberta Emergency Management Alberta
Alberta Municipal Affairs
16th Floor, Commerce Place
10155 102 Street
Edmonton, AB T5J 4L4
Canada
310-0000 (toll free in Alberta)
www.gov.ab.ca/ma/ds
British Columbia
Justice Institute of British Columbia
715 McBride Boulevard
New Westminster, BC V3L 5T4
Canada
www.jibc.bc.ca
British Columbia Provincial Emergency Program
455 Boleskine Road
Victoria, BC V8Z 1E7
Canada
(250) 952-4913
(800) 663-3456 (24 hour emergency)
#7372 (cellular phone toll free in British Columbia)
(250) 952-4888 (fax)
www.pep.bc.ca
Mailing Address:
P.O. Box 9201 Stn Prov. Govt
Victoria, BC V8W 9J1
Canada
Manitoba
Manitoba Emergency Measures Organization
Room 1525
405 Broadway
Winnipeg, MB R3C 3L6
Canada
(204) 945-4772
(888) 267-8298
(204) 945-4620 (fax)
www.gov.mb.ca/emo/index.html
Newfoundland and Labrador Emergency Measures Organization (Newfoundland and Labrador)
Confederation Building
P.O. Box 8700
St. John’s, NL A1B 4J6
www.mpa.gov.nl.ca/mpa/emo.html
New Brunswick
New Brunswick Emergency Measures Organization
Victoria Health Centre
P. O. Box 6000, Stn A
65 Brunswick Street
Fredericton, NB E3B 5H1 Canada
(506) 453-2133
(800) 567-4034
(506) 456-5513 (fax) www.gnb.ca/cnb/emo-omu/index-e.asp
Northwest Territories
Emergency Measures Organization (Northwest Territories)
Municipal and Community Affairs Government of the Northwest Territories 5201 50th Avenue, Suite 600 Yellowknife, NT X1A 3S9
(867) 979-6262 (24 hour emergency)
(800) 693-1666 (24 hour emergency toll free)
(867) 979-4221 (fax)
Ontario Emergency Management Ontario
77 Wellesley Street West, Box 222 Toronto, ON M7A 1N3 Canada
(416) 314-3723
(866) 314-0472 (24 hour emergency line)
(416) 314-3758 (fax)
www.mpss.jus.gov.on.ca/english/pub_security/emo/ about_emo.html
Prince Edward Island Prince Edward Island Emergency Measures Organization
National Bank Tower 134 Kent Street, Suite 600 Charlottetown, PE C1A 8R8 Canada
(902)368-6361(902)892-9365 (24 hour emergency line)(902)368-6362 (fax) www.gov.pe.caQuébec Organisation de la Sécurité Civile du Québec (OSCQ)Direction des communications 2525, boul. Laurier, 5th Floor Tour du Saint-Laurent Québec, QC G1V 2L2 Canada(418)644-6826 or (866) 644-6826(418)643-3194 (fax) www.msp.gouv.qc.ca/secivileMinistère des Transports du QuébecDirection du transport routier des marchandises Service de la normalization technique Section transport des matières dangereuses 700 Boulevard René-Lévesque Est, 2e étage Québec, QC G1R 5H1 Canada(888) 355-0511(418) 643-1269 (fax) www.mtq.quov.qc.ca/fr/index.aspSaskatchewan Saskatchewan Emergency Planning220 – 1855 Victoria Avenue Regina, SK S4P 3V7 Canada(306)787-9563(306)787-1694 (fax) www.cps.gov.sk.ca/safety/emergencyYukon Yukon Emergency Measures OrganizationCommunity Services Emergency Measures Branch Combined Services Building, 2nd Floor 60 Norseman Road Whitehorse Airport Whitehorse, YT Canada Mailing Address: Government of Yukon Box 2703, EMO Whitehorse, YT Y1A 2C6 Canada(867) 667-5220(800) 661-0408, local 5220 (toll free in Yukon)(867) 393-6266 (fax) www.community.gov.yk.caB.2.3 Japan. Fire and Disaster Management Agency Ministry of Home Affairs1-2 Kasumigaseki 2-chome, Chiyoda-ku Tokyo 100-8926 Japan 81-3-5253-5111 www.fdma.go.jpB.2.4 United Kingdom. UK ResilienceCivil Contingencies Secretariat HM Government 10 Great George Street London SW1P 3AE United Kingdomwww.ukresilience.infor(main page) www.pfe.gov.uk(specific page for emergency management)B.2.5 United States. Agency for Toxic Substances and Disease RegistryPublic Health ServiceU.S. Department of Health and Human Services 1600 Clifton Road Atlanta, GA 30333(404)498-0110 or (888) 42-ATSDR or (888) 422-8737(404)498-0093 (fax) www.atsdr.cdc.gov/atsdrhome.htmlAir Force Hazardous Material Resource Information System2325 5th Street, Building 675 Wright-Patterson AFB OH 45433-7021 www.hazmat48.wpafb.af.mil/Centers for Disease Control and Prevention (CDC)1600 Clifton Road Atlanta, GA 30333(404)639-3311(404)639-3534 or (800) 311-3435 (public inquiries) www.cdc.govCDC Public Health Emergency Response Guide for State, Local, and Tribal Public Health Directorswww.bt.cdc.gov/planning/responseguide.aspCDC, Emergency Preparedness & ResponseBioterrorism Preparedness & Response Planning Centers for Disease Control and Prevention Mailstop C-18 1600 Clifton Road Atlanta, GA 30333(800) 232-4436(888) 232-6348 (TTY)(877) 554-4625 (CDC clinician information line) www.bt.cdc.govCDC, National Center for Infectious DiseasesOffice of Health Communication National Center for Infectious Diseases Centers for Disease Control and Prevention Mailstop C-14 1600 Clifton Road Atlanta, GA 30333 www.cdc.gov/ncidod/diseases/index.htmChemical and Biological Defense Information Analysis Center (CBIAC)Building E3330, Room 150 Aberdeen Proving Ground — Edgewood Area Gunpowder, MD 21010-0196(410)676-9030(410)676-9703 (fax) www.cbiac.apgea.army.milDepartment of Defense/Department of the Army, Director of Military SupportDefense Technical Information Center Attn: Information Analysis Center Program Office (DTIC-AI) 8725 John J. Kingman Road, Suite 0944 Fort Belvoir, VA 22060-6218 (703) 767-9120(800) 225-3842(703) 767-9119 (fax) www.iac.dtic.milDepartment of Defense, Defense Technical Information Center, Index of Resourceswww.dtic.mil/dtic/dDepartment of Defense, Office of the Deputy Assistant to the Secretary for Counterproliferation and Chemical and Biological Defense Programs (DASTD CP/CBD)www.acq.osd.mil/cp/Department of Education, Emergency PlanningU.S. Department of Education 400 Maryland Avenue, SW Washington, DC 20202(202) 401-2000(800) 872-5327(202) 401-0689 (fax)www.ed.gov/admins/lead/safety/emergencyplan/ index.htmlDepartment of Energy/National Nuclear Security AdministrationU.S. Department of Energy National Nuclear Security Administration Nevada Operations OfficeP.O. Box 98518 Las Vegas, NV 89193-8518(702)295-3521(702)295-0154 (fax) www.nnsa.doe.gov/nevada.htmDepartment of Health and Human Services (DHHS)200 Independence Avenue, SW Washington, DC 20201(202) 619-0257 or (877) 696-6775 www.hhs.govDepartment of Health and Human Services, Health and Medical Services Support Plan for the Federal Response to Acts of Chemical/Biological (C/B) Terrorism, 21 June 1996Department of Health and Human Services 200 Independence Avenue, SW Washington, DC 20201(877) 696-6775http://ndms.dhhs.gov/CT_Program/Response_ Planning/C-BHMPlan.pdfDepartment of Health and Human Services (DHHS), Office of Public Health Emergency Preparedness (OPHEP)U.S. Department of Health and Human Services 200 Independence Avenue, SW Washington, DC 20201(202) 401-5840 or (202) 619-0257 or (877) 696-6775 www.hhs.gov/ophepDepartment of Health and Human Services, Pandemic InfluenzaNational Vaccine Program OfficeU.S. Department of Health and Human Services 200 Independence Avenue, SW Washington, DC 20201 www.hhs.gov/nvpo/pandemics/index.htmlDepartment of Health and Human Services, U.S. Public Health Service, National Disaster Medical SystemUSPHS Office of Emergency Preparedness National Disaster Medical System 12300 Twinbrook Parkway, Suite 360 Rockville, MD 20857(301)443-1167 or (800) USA-NDMS(301)443-5146 or (800) USA-KWIK (fax) www.oep.ndms.dhhs.gov/NDMS/ndms.htmlDepartment of Homeland Security/FEMAHeadquarters DHS Federal Center Plaza 500 C Street, SW Washington, DC 20472(202)646-4600(202)646-4060 (fax) www.dhs.govDepartment of Homeland Security/Ready.govwww.ready.gov/default.html Ready Business: www.ready.gov/business/index.html Ready America: www.ready.gov/index.htmlDepartment of Homeland Security/FEMA National Disaster Medical System500 C Street, SW Washington, DC 20472(800) USA-NDMS or (800) 872-6367(202) 646-4618 (fax) www.ndms.fema.govDepartment of Homeland Security/Preparedness Directorate United States Fire AdministrationNational Fire Academy National Fire Data Center National Fire Programs National Emergency Training Center (NETC) 16825 South Seton Avenue Emmitsburg, MD 21727(800) 500-5164 www.usfa.fema.govDepartment of Homeland Security/FEMAEmergency Management Institute/Training Division National Emergency Training Center www.training.fema.gov/emiwebDepartment of Homeland Security/FEMA National Incident Management System (NIMS) Integration CenterCopies of the NIMS document:Call FEMA at (800) 480-2520, press option 4, ask for FEMA 501, National Incident Management System. Download from NIMS Website: www.fema.gov/nims Contact the NIMS Integration Center: NIMS IntegrationCenter @ dhs.gov or (202) 646-3850 www.fema.gov/nims/nims_about.shtm Department of Homeland Security/Preparedness Directorate Office of Grants and Training810 7th Street, NW Washington, DC 20531 ODP Centralized Scheduling and Information Desk (CSID)(800) 368-6498 (8:00 a.m. to 7:00 p.m. EST, Mon-Fri)(202) 514-5566 (fax) www.dhs.govDepartment of Justice/Office for Domestic PreparednessU.S. Department of Justice 950 Pennsylvania Avenue, NW Washington, DC 20530-0001 www.ojp.usdoj.gov/odp/Department of Transportation, Office of Hazardous Materials SafetyResearch and Special Programs Administration 400 7th Street, SW Washington, DC 20590(202) 366-4000 http://hazmat.dot.govDepartment of Veterans Affairs, Veterans Health AdministrationEmergency Management Strategic Healthcare Group 510 Butler Avenue, Building 203-B Martinsburg, WV 25401(304)264-4835(304)264-4499 (fax) www.va.gov/emshgEmergency Education Network, EENETNational Emergency Training Center (NETC) 16825 South Seton Avenue Emmitsburg, MD 21727(800) 500-5164 www.fema.gov/tab_education.shtmEmergency Management Institute, FEMANational Emergency Training Center (NETC) 16825 South Seton Avenue Emmitsburg, MD 21727(800) 500-5164 www.training.fema.gov/emiWebEmergency Management Assistance Compact (EMAC)National Emergency Management Association(859) 244-8217 www.emacweb.orgEmergency Response GuidebookFirst Responder’s Guide for HAZMAT Operations, DOT,hazmat.dot.gov/pubs/erg2004/gydebook.htm Download: hazmat.dot.gov/pubs/erg2004/erg2004.pdfEnvironmental Protection Agency, Chemical Emergency Preparedness and PreventionAriel Rios Federal Building 1200 Pennsylvania Avenue, NW Washington, DC 20460(800) 424-9346 (toll free)(703) 412-9810 (metropolitan DC area and internationalcalls) www.epa.gov/ceppo or www.epa.gov/swerceppEnvironmental Protection Agency, Environment Response Team2890 Woodbridge Avenue Building 18, MS 101 Edison, NJ 08837(732) 321-6740 www.ert.org/Environmental Protection Agency, National Response SystemAriel Rios Federal Building 1200 Pennsylvania Avenue, NW Washington, DC 20460(202) 260-2090 www.epa.gov/superfund/programs/er/nrs/index.htmFederal Emergency Management Agency (FEMA)500 C Street, SW Washington, DC 20472 Federal Response Plan: www.fema.gov State and Local Guide (SLG) 101: Guide for All-HazardEmergency Operations Planning:wwww.fema.gov/rrr/gaheop.shtmBibliography Listing for Emergency Management:www.fema.gov/library or (202) 566-1600Hazardous Materials Information Resource System, Department of Defense, Defense Logistics Agency Defense Supply Center RichmondATTN: DSCR-VBA Jefferson Davis Highway Richmond, VA 23297-5685(804)279-5252(804)279-5337 (fax) www.dlis.dla.mil/hmirsThe Health Library for Disasters, World Health Organization, and Pan-American Health Organizationwww.helid.desastres.net/cgi_bin/library.exeHomeland Security Integration Center, U.S. ArmyMANSCEN Homeland Security Office (ATZT-HLS) 203 Illinois Avenue Building 312, Room 304 Fort Leonard Wood, MO 65473-8936(573)596-0131 ext. 35328(573)563-8077 (fax) www.wood.army.mil/hlsLearning Resource Center, National Emergency Training Center, FEMA/NFA, LRC Online Card CatalogNational Emergency Training Center Learning Resource Center 16825 South Seton Avenue Emmitsburg, MD 21727(301)447-1000(301)447-1052 (fax) www.lrc.fema.gov/index.html Local Emergency Planning Committee (LEPC) Databasewww.epa.gov/swercepp/lepclist.htmNational Animal Health Emergency Management Systemwww.usaha.org/nahemsNational Institute of Building Science (NIBS)1090 Vermont Avenue, NW, Suite 700 Washington, DC 20005-4905(202)289-7800(202)289-1092 (fax) www.nibs.orgNational Institute of Health, National Library of MedicineMedlinePlus: Disasters and Emergency PreparednessU.S. National Library of Medicine 8600 Rockville Pike Bethesda, MD 20894(888) 346-3656 (toll free)(301)594-5983(301)402-1384 (fax) www.nlm.nih.gov/medlineplus/ disastersandemergencypreparedness.htmlNational Institutes of Health (NIH)9000 Rockville Pike Bethesda, MD 20892(301) 496-4000 www.nih.gov List of toll free numbers: www.nih.gov/health/infoline.htmNational Institute for Occupational Safety and Health (NIOSH)(800) 35-NIOSH or (800) 356-4674(513) 533-8573 (fax) www.cdc.gov/niosh/homepage.htmlNational Institute of Occupational Safety and Health (NIOSH) Publications(800) 35-NIOSH or (800) 356-4674(513)533-8328 (outside the U.S.)(513)533-8573 (fax)(888) 232-3299 (fax-on-demand) www.cdc.gov/niosh/publistd.htmlNational Interagency Civil-Military Institute National Guard Bureau937 North Harbor Drive Broadway Navy Complex Building 1, 2nd Deck San Diego, CA 92132 Office of the Director: (619) 532-1486(619) 532-1571 (fax) www.jitc-west.org/index.htmlNational Laboratory Training Network, CDCAssociation of Public Health Laboratories 2025 M Street, NW, Suite 550 Washington, DC 20036(202)822-5227 or (800) 536-6586(202)887-5098 (fax) www.aphl.orgNational Library of Medicine8600 Rockville Pike Bethesda, MD 20894(888) 346-3656 (local and international calls)(301)594-5983(301)402-1384 (fax) www.nlm.nih.govNational Oceanic and Atmospheric Administration (NOAA)14th Street and Constitution Avenue, NW Washington, DC 20230(202)482-6090(202)482-3154 (fax) www.noaa.govThe National Response Center, Chemical/HAZMAT Spillsc/o United States Coast Guard (G-OPF) 2100 2nd Street, SW, Room 2611 Washington, DC 20593-0001(800) 424-8802 (toll free)(202)267-2675 (direct)(202)267-2165 (fax)(202)267-4477 (TDD) www.nrc.uscg.mil/nrchp.htmlNational Response Plan DHS/FEMA(800) 368-6498Download site: www.dhs.gov/interweb/assetlibrary/NRP_ FullText.pdfFEMA500 C Street, SW Washington, DC 20472National Wildlife Health Center, USGSCenter Director(608) 270-2401 www.nwhc.usgs.govOccupational Safety and Health Administration (OSHA)National Office — U.S. Department of Labor 200 Constitution Avenue, NW Washington, DC 20210(800) 321-OSHA (6742)(877) 889-5627 (TTY) www.osha.govOffice of Counterproliferation and Chemical Biological Defense, Department of Defensewww.acq.osd.mil/cp/Office of Homeland SecurityThe White House 1600 Pennsylvania Avenue, NW Washington, DC 20500(202)456-1414(202)456-2461 (fax) www.whitehouse.gov/homelandPublic Health Service (DHHS) Office of Emergency Preparedness(Manages the National Disaster Medical System) http://ndms.dhhs.gov/index.htmlPublic Health Training Network, Center for Disease Control(800) 311-3435 www.phppo.cdc.gov/phtn/default.asp U.S. Army Center for Health Promotion & Preventive Medicine5158 Blackhawk Road Aberdeen Proving Ground, MD 21010-5403(800) 222-9698 https://chppm-www.apgea.army.milU.S. Army Chemical SchoolFort Leonard Wood Staff Duty Office(573) 563-8053 (commercial phone) www.wood.army.mil/usacmlsU.S. Army Corps of EngineersFor General Information: Public Affairs Office, CEPA(202) 761-0011 www.usace.army.milU.S. Army Medical Departmentwww.armymedicine.army.milU.S. Army Medical Research Institute of Chemical DefenseCommanderU.S. Army Medical Research Institute of Chemical Defense 3100 Ricketts Point Road Aberdeen Proving Ground, MD 21010-5400(410)436-3628(410)436-1960 (fax) http://chemdef.apgea.army.milU.S. Army Medical Research Institute of Chemical Defense, Chemical Casualty Care DivisionCommanderU.S. Army Medical Research Institute of Chemical Defense (USAMRICD) ATTN MCMR-UV-ZM3100 Ricketts Point Road Aberdeen Proving Ground, MD 21010-5400(410)436-2230(410)436-3086 (fax) https://ccc.apgea.army.milU.S. Army Medical Research and Material Commandhttps://mrmc-www.army.milU.S. Army Soldier and Biological Chemical Command (SBCCOM)www.sbccom.apgea.army.milU.S. Coast Guard Command Centerwww.uscg.mil/hq/commandcenter/oc.htmU.S. Geological SurveyHeadquarters USGS National Center John W. Powell Federal Building 12201 Sunrise Valley Drive Reston, VA 20192(703) 648-4000 (main switchboard)(888) 275-8747 www.usgs.govU.S. Geological Survey/National Earthquake Information CenterBox 25046, DFC Denver, CO 80225-0046(303)273-8500(303)273-8450 (fax) Earthquake Information Line: (303) 273-8516 (prerecorded information on earthquakes located during the previous 24 hours) http://neic.usgs.govU.S. Geological Survey/National Landslide Information Center(800) 654-4966(303) 273-8600 (fax) http://landslides.usgs.gov/index.htmlU.S. Marine Corps, Chemical Biological Incident Response Force(301)744-2041 (Public Affairs Officer)(301)744-2038 (Command Duty Officer) www.cbirf.usmc.milU.S. Nuclear Regulatory CommissionOffice of Public Affairs (OPA) Washington, DC 20555(301) 415-8200 or (800) 368-5642 www.nrc.govU.S. Public Health Service, National Disaster Medical System500 C Street SW Washington, DC 20472(800) USA-NDMS or (800) 872-6367(202) 646-4618 (fax) www.oep.ndms.dhhs.govU.S. Secret ServiceOffice of Government Liaison & Public Affairs 245 Murray Drive Building 410 Washington, DC 20223(202) 406-5708 www.treas.gov/usss/index.shtmlUSAID — Office of U.S. Foreign Disaster Assistance (OFDA)U.S. Agency for International Development Information Center Ronald Reagan Building Washington, DC 20523-1000(202)712-4810(202)216-3524 (fax) www.usaid.gov/hum_response/ofdaB.3 Non-Governmental Emergency Management and Related Organizations.B.3.1 Africa. UN/ISDR AfricaBlock U, Room 217 UNEP, Gigiri, Nairobi, Kenya +2542624101+ 254 2 62 47 26 (fax) ISDR-Africa@unep.org www.unisdrafrica.orgB.3.2 Canada. Air Transport Association of Canada (ATAC)1100-255 Albert St. Ottawa, ON K1T 3W8 Canada(613)233-7727(613)230-8648 (fax) www.atac.caCanadian Association of Chiefs of Police (CACP)582 Somerset Street W Ottawa, ON K1R 5K2 Canada(613)233-1106(613)233-6960 (fax) www.cacp.caCanadian Association of Chemical Distributors627 Lyons Lane #301 Oakville, ON L6J 5Z7 Canada(905)844-9140(905)844-5706 (fax) www.cacd.caCanadian Association of Fire Chiefs (CAFC)P.O. Box 1227, Station B Ottawa, ON K1P 5R3 Canada(613)270-9138(613)599-7027 (fax) www.cafc.caCanadian Association of Oilwell Drilling Contractors (CAODC)Manager, Technical Services (CAODC) 800, 540 -5 Avenue SW Calgary, AB T2P 0M2 Canada(403)264-4311(403)263-3796 (fax) www.caodc.caCanadian Association of Petroleum Producers (CAPP)2100, 350 7th Avenue SW Calgary, AB T2P 3N9 Canada(403)267-1100(403)261-4622 (fax) www.capp.caCanadian Center for Pollution Prevention100 Charlotte Street Sarnia, ON N7T 4R2 Canada(519)337-3423 or (800) 667-9790(519)337-3486 (fax) www.c2p2online.comCanadian Chemical Producers’Association (CCPA)350 Sparks Street Suite 805 Ottawa, ON K1R 7S8 Canada(613)237-6215(613)237-4061 (fax) www.ccpa.caCanadian Emergency Response Contractors Alliance (CERCA)c/o CCPA 350 Sparks Street Suite 805 Ottawa, ON K1R 7S8 Canada(613)237-6215(613)237-4061 (fax) www.ccpa.ca/issues/transportation/cerca.aspxCanadian Gas Association (CGA)350 Sparks Street, Suite 809 Ottawa, ON K1R 7S8 Canada(613)748-0057(613)748-9078 (fax) www.cga.caCanadian Interagency Forest Fire Center (CIFFC)210-301 Weston Street Winnipeg, MB R3E 3H4 Canada(204)784-2030(204)956-2398 (fax) www.ciffc.caCanadian National Rail (CN Rail)Dangerous Goods and Responsible Care 935 de la Gauchetiere Street West Montreal, QC H3B 2M9 Canada(888) 888-5909 www.cn.caCanadian Red Cross170 Metcalfe Street, Suite 300 Ottawa, ON K2P 2P2 Canada(613)740-1900(613)740-1911 (fax) www.redcross.caCanadian Society of Safety Engineering (CSSE)39 River Street Toronto, ON M5A 3P1 Canada(416)646-1600(416)646-9460 (fax) www.csse.orgCanadian Standards Association (CSA)5060 Spectrum Way Mississauga, ON L4W 5N6 Canada(416)747-4000 or (800) 463-6727(416)747-2473 (fax) www.csa.caDisaster Recovery Information Exchange (DRIE) Canada157 Adelaide Street WestP.O. Box 247 Toronto, ON M5H 4E7 Canada (647) 299-DRIE (3743) www.drie.orgDisaster Recovery Institute Canada (DRI Canada)200 Sanders Street, Suite 201P.O. Box 552 Kemptville, ON K0G 1J0 Canada(613) 258-2271(888) 728-DRIC (3742)(613) 258-1447 (fax) www.dri.caDRIE Atlantic644 Main StreetP.O. Box 220 Moncton, NB E1C 8L3 Canada(506)853-3729(506)863-4678 (cellular) www.drie.org/atlanticDRIE CentralP.O. Box 27271 360 Main Street Winnipeg, MB R3C 4T3 Canada www.drie.org/centralDRIE Montreal600 Montée du Moulin Casier Postal 74012 Laval, QC H7A 4A2 Canada(514) 280-4044 (fax) www.drie-montreal.orgDRIE OttawaP.O. Box 20518 390 Rideau Street Ottawa, ON K1N 1A3 Canada www.drieottawa.orgDRIE South Western Ontarioc/o Mike Ross 208-1063 King Street West Hamilton, ON L8S 4S3 Canada(800) 461-3095(905) 526-9056 (fax) www.drie-swo.orgDRIE Toronto157 Adelaide Street WestP.O. Box 247 Toronto, ON M5H 4E7 Canada(647) 299-3743 www.drie.org/torontoDRIE WestP.O. Box 1557, Station M Calgary, AB T2P 3B9 Canada(403) 254-4376 www.drie.org/westFederation of Canadian Municipalities24 Clarence Street Ottawa, ON K1A 0W6 Canada(613)241-5221(613)241-7440 (fax) www.fcm.caIndustrial Accident Prevention Association (IAPA)207 Queen’s Quay West, Suite 550 Toronto, ON M5J 2Y3 Canada(416) 506-8888(800) 669-4939 (toll free)(416) 506-8880 (fax) www.iapa.caLiquefied Petroleum Gas Emergency Response Corporation800-717 7th Avenue SW Calgary, AB T2P 0Z3 Canada(403)543-6090(403)543-6099 (fax) www.propanegas.ca/lpgerc/index.aspOntario Association of Emergency Managers (OAEM)2150 Burnhamthorpe Road WestP.O. Box 67043 Mississauga, ON L5L 5V4 Canada Contact: president2006@oaem.ca www.oaem.caOntario Trucking Association555 Dixon Road Toronto, ON M9W 1H8 Canada(416)249-7401(416)245-6152 (fax) www.ontruck.orgRailway Association of Canada99 Bank Street, Suite 1401 Ottawa, ON K1P 6B9 Canada(613)567-8591(613)567-6726 (fax) www.railcan.caB.3.3 Germany. UN/ISDR Platform for the Promotion of Early Warning Görresstrasse 30 D-53113 Bonn, Germany 0049 228 249 88 10 0049 228 249 88 88 (fax) isdr-ppew@un.org www.unisdr-earlywarning.org B.3.4 Latin America. UN/ISDR Latin America and the CaribbeanP.O. Box 3745-1000 San José, Costa Rica +506 224 1186 +506 224 7758 (fax) eird@eird.org www.eird.orgB.3.5 Norway. International Emergency Management Society (TIEMS)P.O. Box 2777 Soli, N-0204 Oslo, Norway www.tiems.orgB.3.6 Switzerland. International Civil Defense Organization10-12 Chemin de SurvilleP.O. Box 172 1213 Petit-Lancy 2 Geneva, Switzerland +41 22 879-6969 +41 22 879 6979 (fax) www.icdo.orgInternational Federation of Red Cross and Red Crescent SocietiesPO Box 372 CH-1211 Geneva 19 Switzerland +41 22 730 42 22 +41 22 733 03 95 (fax) www.ifrc.org/index.ssdUnited Nations Inter-Agency Secretariat of the International Strategy for Disaster Reduction (UN/ISDR)Palais des Nations CH 1211 Geneva 10, Switzerland +41 22 9172529 / 762 / 759 +41 22 9170563 (fax) isdr@un.org www.unisdr.orgWorld Health OrganizationAvenue Appia 20 1211 Geneva 27 Switzerland (+00 41 22) 791 21 11 (+00 41 22) 791 31 11 (fax) www.who.chB.3.7 Thailand. Asian Disaster Preparedness Center58 Moo 9, Km. 42, Paholyothin Highway Klong Luang, Pathumthani 12120 Thailand(66)02 516 5900 or (66) 02 516 5910 or (66) 02 524 5350(66)02 524 5360 (fax) www.adpc.netB.3.8 United Kingdom. The Business Continuity Institute10-11 Southview Park Marsack Street Caversham Reading Berkshire, RG4 5AF England +44 (0) 870 603 8783 +44 (0) 870-603-8761 (fax) www.thebci.orgUK Financial Services Authoritywww.fsa.gov.ukB.3.9 United States.AFCOM (formerly Association for Computer Operations Management)742 East Chapman Avenue Orange, CA 92866(714)997-7966(714)997-9743 (fax) www.afcom.com/afcomnew/index.aspAmateur Radio Emergency Serviceswww.ares.orgAmerica’s Second Harvest35 East Wacker Drive, #2000 Chicago, IL 60601(312)263-2303 or (800) 771-2303(312)263-5626 www.secondharvest.orgAmerican Academy of Emergency Medicine555 East Wells Street Milwaukee, WI 53202-3823(800) 884-2236(414) 276-3349 (fax) www.aaem.orgAmerican Academy of Medical Administrators701 Lee Street, Suite 600 Des Plaines, IL 60016-4516(847)759-8601(847)759-8602 (fax) www.aameda.orgAmerican Civil Defense Association The American Civil Defense AssociationP.O. Box 1057 Starke, FL 32091(800) 425-5397 or (904) 964-5397(904) 964-9641 (fax) www.tacda.orgAmerican Public Works Association1401 K Street, NW, 11th Floor Washington, DC 20005(202)408-9541(202)408-9542 (fax) www.apwa.net American Radio Relay League225 Main Street Newington, CT 06111-1494(860)594-0200(860)594-0259 (fax) www.arrl.orgAmerican Red Cross American Red Cross National Headquarters2025 E Street, NW Washington, DC 20006(202) 303-4498 or (877) 272-7337 Disaster assistance info: (866) 438-4636 www.redcross.orgAmerican Society for Industrial Security ASIS International1625 Prince Street Alexandria, VA 22314-2818(703)519-6200(703)519-6299 (fax) www.asisonline.orgAmerican Society for Public Administration (ASPA)1120 G Street, NW, Suite 700 Washington, DC 20005(202)393-7878(202)638-4952 (fax) www.aspanet.org/scriptcontent/index.cfmAmerican Society of Civil Engineers (ASCE)World Headquarters 1801 Alexander Bell Drive Reston, VA 20191-4400(800) 548-2723(703)295-6300 (international)(703)295-6222 (fax) www.asce.orgAmerican National Standards Institute (ANSI) Homeland Security Standards Panel (HSSP)25 West 43rd Street New York, NY 10036(212)642-4992(212)840-2298 (fax) www.ansi.org/hssp ANSI Homeland Security Standards Database (HSSD)Applied Technology Council (West Coast Office)201 Redwood Shores Parkway, Suite 240 Redwood City, CA 94065(650)595-1542(650)593-2320 (fax)Applied Technology Council (East Coast Office)2111 Wilson Boulevard, Suite 700 Arlington, VA 22201(703)351-5052(703)351-9532 (fax) www.atcouncil.orgAssociation of Contingency Planners (ACP) National Headquarters Technical Enterprises, Inc. (TEI)7044 South 13th Street Oak Creek, WI 53154(800)445-4227 x450 (information)(800)445-4227 x116 (membership) www.acp-international.comAssociation of Energy Engineers4025 Pleasantdale Road., Suite 420 Atlanta, GA 30340(770)447-5083(770)446-3969 (fax) www.aeecenter.orgAssociation of Environmental & Engineering Geologists (AEG)P.O. Box 460518 Denver, CO 80246(303)757-2926(303)757-2969 (fax) www.aegweb.orgAssociation of Public-Safety Communications Officials (APCO) InternationalWorld Headquarters 351 North Williamson Boulevard Daytona Beach, FL 32114-1112(386)322-2500 or (888) 272-6911(386)322-2501 (fax) www.apcointl.orgAssociation of Records Managers & Administrators (ARMA) ARMA International13725 West 109th Street, Suite 101 Lenexa, KS 66215(913)341-3808 or (800) 422-2762 (U.S. and Canada)(913)341-3742 (fax) www.arma.orgAssociation of Specialists in Cleaning & Restoration International (ASCR)8229 Cloverleaf Drive, Suite 460 Millersville, MD 21108(800) 272-7012(410) 729-3603 (fax) www.ascr.orgAssociation of State Dam Safety Officials (ASDSO)450 Old Vine Street, 2nd Floor Lexington, KY 40507-1544(859)257-5140(859)323-1958 (fax) www.damsafety.orgAssociation of State Floodplain Managers, Inc.2809 Fish Hatchery Road Madison, WI 53713(608)274-0123(608)274-0696 (fax) www.floods.org/home/default.asp Association of Traumatic Stress Specialists (ATSS)P.O. Box 2747 Georgetown, TX 78627(512)868-3677(512)868-3678 (fax) www.atss-hq.comBuilding Owners and Managers Association (BOMA) International1201 New York Avenue, NW, Suite 300 Washington, DC 20005(202)408-2662(202)371-0181 (fax) www.boma.orgBuilding Seismic Safety Council (BSSC) National Institute of Building Seismic1090 Vermont Avenue, NW, Suite 700 Washington, DC 20005(202)289-7800(202)289-1092 (fax) www.bssconline.orgBusiness Network of Emergency Resources, Inc.11 Hanover Square, Suite 501 New York, NY 10005(888) 353-2638 www.bnetinc.orgCenter for BiosecurityUniversity of Pittsburgh Medical Center The Pier IV Building 621 East Pratt Street, Suite 210 Baltimore, MD 21202(443)573-3304(443)573-3305 (fax) www.upmc-biosecurity.orgCenter for Earthquake Research and Information (CERI)University of Memphis 3876 Central Avenue Suite 1 Memphis, TN 38152-3050(901) 678-2007 www.ceri.memphis.eduCenter of Excellence in Disaster Management & Humanitarian AssistanceTripler Army Medical Center 1 Jarrett White Road (MCPA-DM) Tripler Army Medical Center HI 96859-5000(808)433-7035(808)433-1757 (fax)Central U.S. Earthquake Consortium (CUSEC)2630 East Holmes Road Memphis, TN 38118(901)544-3570 or (800) 824-5817(901)544-0544 (fax) www.cusec.orgChartered Property Casualty Underwriters Society (CPCU)720 Providence Road Malvern, PA 19355-0709 (800) 932-2728(610) 251-2780 (fax) www.cpcusociety.orgDRI International201 Park Washington Court Falls Church, VA 22046-4513(703)538-1792(703)241-5603 (fax) www.drii.orgEarthquake Engineering Research Institute499 14th Street, Suite 320 Oakland, CA 94612-1934(510)451-0905(510)451-5411 (fax) www.eeri.orgEmergency Infrastructure Partnership (EIIP)Avagene Moore www.emforum.org EIIP Newsletter: www.emforum.org/eiip/news.htmEmergency Management LaboratoryP.O. Box 117, MS-11 Oak Ridge, TN 37831-0117(865) 576-9647 www.orau.gov/emlFlorida Emergency Medicine Foundation Emergency Medicine Learning and Resource Center3717 South Conway Road Orlando, FL 32812(407)281-7396 or (800) 766-6335(407)281-4407 (fax) www.femf.orgGlobal Warming International Center (GWIC)22W381, 75th Street Naperville, IL 60565-9245(630)910-1551(630)910-1561 (fax) www.GlobalWarming.netHumane Society of the United States2100 L Street, NW Washington, DC 20037(202) 452-1100 www.hsus.org/index.htmlIT Governance Institute3701 Algonquin Road, Suite 1010 Rolling Meadows, IL 60008(847)590-7491(847)253-1443 (fax) www.itgi.orgInformation Systems Audit & Control Association/ Foundation (ISACA)3701 Algonquin Road, Suite 1010 Rolling Meadows, IL 60008(847)253-1545(847)253-1443 (fax) www.isaca.org2007 Edition Information Systems Security Association (ISSA)Technical Enterprises, Inc. 7044 S 13th Street Oak Creek, WI 53154(414) 908-4949(800) 370-4772 (toll free in U.S.)(414) 768-8001 (fax) www.issa.orgInstitute for Business and Home Safety (IBHS)4775 E Fowler Avenue Tampa, FL 33617(813)286-3400(813)286-9960 (fax) www.ibhs.orgInsurance Information Institute (III)110 William Street New York, NY 10038(212) 346-5500 www.iii.orgInternational Association of Arson Investigators (IAAI)12770 Boenker Road Bridgeton, MO 63044(314)739-4224(314)739-4219 (fax) www.firearson.comInternational Association of Chiefs of Police (IACP)515 N Washington Street Alexandria, VA 22314(703)836-6767 or (800) THE IACP(703)836-4543 (fax) www.theiacp.orgInternational Association of Fire Chiefs (IAFC)4025 Fair Ridge Drive, Suite 300 Fairfax, VA 22033-2868(703)273-0911(703)273-9363 (fax) www.iafc.org/home/index.aspInternational Association of Marine Investigators (IAMI)711 Medford Center #419 Medford, OR 97504(866) 844-4264(541) 857-8498 (fax) www.iamimarine.orgInternational City/County Management Association (ICMA)Director, Program Development 777 North Capitol Street, NE, Suite 500 Washington, DC 20002(202)289-4262(202)962-3500 (fax) www.icma.orgInternational Critical Incident Stress Foundation3290 Pine Orchard Lane, Suite 106 Ellicott City, MD 21042(410)750-9600(410)313-2473 (emergency)(410)750-9601 (fax) www.icisf.orgInternational Disaster Recovery Institutec/o BWT AssociatesP.O. Box 4515 Shrewsbury, MA 01545(508)845-6000(508)842-9003 (fax) www.idra.comInternational Facility Management Association (IFMA)1 E Greenway Plaza, Suite 1100 Houston, TX 77046-0194(713)623-4362(713)623-6124 (fax) www.ifma.orgMultidisciplinary Center for Earthquake Engineering ResearchUniversity at Buffalo, State University of New York Red Jacket Quadrangle Buffalo, NY 14261(716)645-3391(716)645-3399 (fax) www.mceer.buffalo.eduNational Association of Catastrophe Adjusters, Inc.P.O. Box 821864 North Richland Hills, TX 76182(817)498-3466(817)498-0480 (fax) www.nacatadj.orgNational Association of Counties (NACO)440 First Street, NW, Suite 800 Washington, DC 20001(202)393-6226(202)393-2630 (fax) www.naco.orgNational Association of EMS Physicians (NAEMSP)P.O. Box 15945-281 Lenexa, KS 66285-5945(913)492-5858 or (800) 228-3677(913)599-5340 (fax) www.naemsp.orgNational Association of Emergency Medical Technicians (NAEMT)P.O. Box 1400 Clinton, MS 39060-1400(601)924-7744 or (800) 34 NAEMT (62368)(601)924-7325 (fax) www.naemt.orgNational Association of SARA Title III Program Officials (NASTTPO)577 Wickham Way Gahanna, OH 43230 www.nasttpo.orgNational Association for Search and Rescue25671 Tremaine Terrace South Riding, VA 20152 (703) 222-6277(877) 893-0702 (toll free)(703) 222-6283 (fax) www.nasar.org/nasarNational Center for Post-Traumatic Stress DisorderDepartment of Veterans Affairs National Center for PTSD(802) 296-6300 www.ncptsd.va.govNational Defense Industrial Association2111 Wilson Boulevard, Suite 400 Arlington, VA 22201(703)522-1820(703)522-1885 (fax) www.ndia.orgNational Emergency Management Association (NEMA)P.O. Box 11910 Lexington, KY 40578-1910(859)244-8000(859)244-8239 (fax) www.nemaweb.org/index.cfmNational Environmental Health Association720 S Colorado Boulevard, Suite 970-S Denver, CO 80246-1925(303)756-9090(303)691-9490 (fax) www.neha.orgNational Governors Association (NGA)Committee Director, Justice and Safety Hall of the States 444 North Capitol Street Washington, DC 20001-1572(202)624-5300(202)624-5313 (fax) www.nga.orgNational Institute for Urban Search and RescueP.O. Box 91648 Santa Barbara, CA 93190(805) 569-5066 www.niusr.orgNational Safety Council1121 Spring Lake Drive Itasca, IL 60143-3201(630)285-1121(630)285-1315 (fax) www.nsc.orgNational Voluntary Organizations Active in Disaster (NVOAD)5960 Kingstowne Center, Suite 120, PMB 111 Alexandria, VA 22315(703) 339-5596(253) 541-4915 (fax) www.nvoad.orgNational Watershed Coalition1023 Manvel, Suite DP.O. Box 556 Chandler, OK 74834 (405) 627-0670 www.watershedcoalition.orgNorth East States Emergency Consortium1 West Water Street Wakefield, MA 01880(781)224-9876(781)224-4350 (fax) www.nesec.orgNew England Disaster Recovery Information Exchange (NEDRIX)McCormack P.O. Box 155 Boston, MA 02101-0155(781)485-0279(781)385-1616 (fax) www.nedrix.comPacific Earthquake Engineering Research CenterUniversity of California, Berkeley 1301 South 46th Street Richmond, CA 94804-4698(510)231-9554(510)231-9471 (fax) http://peer.berkeley.eduPan American Health Organization525 23rd Street, NW Washington, DC 20037-2895(202)974-3000(202)974-3663 (fax) www.paho.orgPRISM International605 Benson Road, Suite B Garner, NC 27529(919)771-0657 or (800) 336-9793(919)771-0457 (fax) www.prismintl.orgPrivate and Public Businesses, Inc.P.O. Box 510229 St. Louis, MO 63151-0110(314) 894-2052 www.ppbi.orgPublic Risk Management Association500 Montgomery Street, Suite 750 Alexandria, VA 22314(703)528-7701(703)739-0200 (fax) www.primacentral.orgRisk and Insurance Management Society (RIMS)1065 Avenue of the Americas, 13th Floor New York, NY 10018(212) 286-9292 www.rims.orgSeismological Society of America201 Plaza Professional Building El Cerrito, CA 94530(510)525-5474(510)525-7204 (fax) www.seismosoc.org Society for Risk Analysis1313 Dolley Madison Boulevard Suite 402 McLean, VA 22101(703) 790-1745 www.sra.orgSouth East Business Recovery Exchangewww.drj.com/groups/sebre.htmSouthern California Earthquake CenterUniversity of Southern California 3651 Trousdale Parkway, Suite 169 Los Angeles, CA 90089-0742(213) 740-5843 www.scec.orgState Guard Association of the United States (SGAUS)P.O. Box 1416 Fayetteville, GA 30214-1416(770) 460-1215 www.sgaus.orgStorage Networking Industry Association500 Sansome Street, Suite 504 San Francisco, CA 94111(415)402-0006 ext. 103(415)402-0009 (fax) www.snia.org/homeVolunteers in Technological Assistance1600 Wilson Boulevard, Suite 1030 Arlington, VA 22209(703)276-1800(703)243-1865 (fax) www.vita.orgWestern States Seismic Policy Council644 Emerson Street, Suite 22 Palo Alto, CA 94301(650)330-1101(650)330-1973 (fax) www.wsspc.orgB.4 Academic Institutions.B.4.1 Coordination Project for Higher Education ProgramsIncluding FEMA Higher Education Project. FEMA Higher Education ProjectNational Emergency Training Center Emergency Management Institute 16825 S Seton Avenue Emmitsburg, MD 21727(301)447-1000(301)447-1346 (fax)(301)447-1441 or (301) 447-1000 (admissions fax) http://training.fema.gov/EMIWeb/eduB.4.2 Canada. Fire Etc., Division of Lakeland CollegeIntegrated Response Training, Risk Management Training 5704 47 Avenue Vermilion, AB T9X 1K4 Canada(780) 853-5800 or (888) 863-2387 (Canada only)(780) 853-3008 (fax) www.fire-etc.caFleming College1005 Elgin Street West Cobourg, ON K9A 5J4(866) 353-6464 or (905) 372-6865(705) 749-5525 (fax) www.flemingc.on.caLambton College of Applied Arts and TechnologyFire Science Technology Program 1457 London Road Sarnia, ON N7S 6K4 Canada(519) 542-7751 www.lambton.on.caMcGill UniversitySchool of Environment MSE Administration 3534 University Montreal, QC H3A 2A7 Canada(514)398-5331 or (514) 398-4306(514)398-1643 (fax) www.mcgill.ca/mseUnderwriters Laboratories of Canada UL University Customer Training Workshops7 Underwriters Road Toronto, ON M1R 3B4 Canada(888) 503-5536 www.uluniversity.com/caUniversity of Québec, Trois-RivièresGestion des Matières Dangereuses (GMD) 3351 Boulevard des ForgesC.P. 500, Trois-Rivières, QC G9A 5H7 Canada(819)376-5011 ext. 2687(819)376-5012 (fax) www.uqtr.uquebec.ca/sppu/gmd.htmlUniversity of Toronto, Center for EnvironmentEarth Sciences Building 33 Willcocks Street, Room 1016V Toronto, ON M5S 3E8 Canada(416) 978-6526 www.environment.utoronto.caB.5 Periodicals and Publications.B.5.1 Canada. L’Actualite Chimique Canadienne / Canadian Chemical News (ACCN)Chemical Institute of Canada www.chimiste.ca/publications/accn/cicfrm_index_e.htmCanada Institute for Scientific and Technical Information (CISTI)National Research Council of Canada Journal listings: http://cisti-icist.nrc-cnrc.gc.ca/main_e.html http://pubs.nrc-cnrc.gc.ca/cgi-bin/rp/rp2_jour_e The Canadian Journal of Chemical EngineeringCanadian Society for Chemical Engineering (CSChe) 130 Slater Street, Suite 550 Ottawa, ON K1P 6E2 Canada www.chemistry.ca/publications/cjche/cschefrm_index__e.htmCanadian Journal of ChemistryNRC Research Press National Research Council of Canada Ottawa, ON K1A 0R6 Canada http://pubs.nrc-cnrc.gc.ca/cgi-bin/rp/rp2_desc_e?cjcJournal of Hazardous MaterialsEnvironmental Control, Risk Assessment, Impact and ManagementISSN: 0304-3894 www.elsevier.com/wps/find/journaldescription.cws_ home/502691/description#descriptionOccupational Health and Safety MagazineBusiness Information Group, a division of Hollinger Canadian Newspapers, L.P. www.ohscanada.com/about/about.aspTransport of Dangerous Goods NewsletterTransport Canada, Transport of Dangerous Goods Directorate www.tc.gc.ca/tdg/newsletter/menu/htmB.5.2 United States.CB Quarterly, U.S. Army Soldiers and Biological Chemical Commandwww.sbccom.apgea.army.mil/rda/quarterly/index.htmThe Chemical and Biological Information Analysis Center Newsletterwww.cbiac.apgea.army.mil/awareness/newsletter/intro.htmlCHPPM News Bulletins, U.S. Army Center For Health Promotion and Preventive Medicinewww.apgea.army.mil/imo/ddb/dmd/dmd/news.htmlCML, Army Chemical Review, U.S. Army Chemical School Periodicalwww.wood.army.mil/chbulletin/default.htmContingency Planning and Management20 Commerce Street Flemington, NJ 08822(908)788-0343(908)788-3782 (fax) www.contingencyplanning.comDisaster Recovery JournalP.O. Box 510110 St. Louis, MO 63151(314)894-0276(314)894-7474 (fax) www.drj.com/Disaster Research Newsletter, University of Coloradowww.colorado.edu/hazards/sub.html Disaster Resource.com, Online Journal www.disasterresource.comDispatch, The Chemical and Biological Arms Control Institute1747 Pennsylvania Avenue, NW, Seventh Floor Washington, DC 20006(202)296-3550(202)296-3574 (fax) www.cbaci.org/cbaci/index.htmlEmerging Infectious Diseases Journal, CDC, National Center for Infectious DiseasesMailstop D-61 1600 Clifton Road Atlanta, GA 30333 www.cdc.gov/ncidod/eid/index.htmEmergency Information Infrastructure Partnership Newsletter (EIIP)www.emforum.org/eiip/news.htmEmergency Preparedness Information Exchange (EPIX)http://epix.hazard.netHazardous Technical Information Service Newsletter, Department of the ArmyDefense Supply Center Richmond DSCR-VBC/HTIS 8000 Jefferson Davis Highway Richmond, VA 23297-5609(804) 279-5168(800) 848-4847(804) 279-4194 (fax) www.dscr.dla.mil/userweb/htis/htis.htmThe Homeland Defense JournalHomeland Defense Journal, Inc. 4301 Wilson Boulevard Suite 1003 Arlington, VA 22203(703) 807-2753 www.homelanddefensejournal.com/conf_border2.htmInstitute of Homeland Securitywww.homelanddefense.orgThe Journal of Homeland Securitywww.homelandsecurity.org/journalMilitary Medical Technology OnlineKerrigan Media International, Inc. 1300 Piccard Drive, Suite 200 Rockville, MD 20850(301) 926-5090(888) 299-8292 (toll free)(301) 926-5091 (fax) www.military-medical-technology.comMorbidity and Mortality Weekly ReportCenters for Disease Control and Prevention 1600 Clifton Rd, Mailstop K-95 Atlanta, GA 30333 www.cdc.gov/mmwrNational Fire and Rescue Magazinewww.nfrmag.com Natural Hazards Center, University of Colorado at BoulderConsolidated list of sources www.colorado.edu/hazards/resources/sites.htmlThe Nonproliferation Review, Center for Nonproliferation Studies, Monterey Institute of International Studies460 Pierce Street Monterey, CA 93940(831)647-4154(831)647-3519 (fax) http://cns.miis.edu/pubs/npr/index.htmOffice for State and Local Domestic Preparedness Support Bulletins Department of Justicewww.ojp.usdoj.gov/odp/docs/bulletins.htmOSHA Job Safety and Health Quarterly MagazineOccupational Safety & Health Administration 200 Constitution Avenue, NW Washington, DC 20210 www.osha.gov/html/jshq-index.htmlB.6 List Servers, Bulletins, Services, and Forums.B.6.1 Canada.(Note: Some mailing lists are restricted to particular programs and are by invitation only. Those are generally not shown here. Some of the following lists also have access restrictions.) Canada’s National Occupational Health and Safety Websitewww.canoshweb.org/en/North American Emergency Response GuidebookOffered through CANUTEC, Transport Canada www.tc.gc.ca/canutec/ERG_GMU/ERG2000_menu.htmCanadian Transport of Dangerous Goods Act and RegulationsTransport Canada, Transport of Dangerous Goods Directorate www.tc.gc.ca/tdg/clear/menu.htmGovernment of Canada Official Websitewww.canada.gc.caReg Watch, Standards AlertSearch tool for Canadian and International Standards referenced in Canadian Federal Law Standards Council of Canada Servicewww.scc.ca/en/news_events/subscriptions/regwatch.shtml www.scc.ca/en/news_events/subscriptions/standards_ alert.shtmlB.6.2 United States.(Note: Some mailing lists are restricted to particular programs and are by invitation only. Those are generally not shown here. Some of the following lists also have access restrictions.) APIC Bioterrorism Resourceswww.apic.org/bioterror/BioHazard Newswww.biohazardnews.net/index.htmBIO-War. Biological Warfare Discussion Listhttp://lists.topica.com/lists/biowarBioWeapons Prevention Project (BWPP)www.bwpp.orgThe Chemical and Biological Arms Control Institute,Chemical & Biological Arms Control Dispatch, Bulletinwww.cbaci.org/cbaci/index.html (e-mail to request service)The Chemical and Biological Weapons Information Gatewaywww.cbwinfo.com/intro.htmlGeorge Washington University Department of Emergency Medicine, Terrorism Discussion Group, List Serverhttp://gwu.edu/~gwemsThe Chemical and Biological Weapons Nonproliferation and Response Projectwww.stimson.org/cwcInformation Sharing and Analysis Centers (ISACs)www.isaccouncil.com/sites/index.phpJoint SIPRI-Bradford Chemical and Biological Warfare Projecthttp://projects.sipri.se/cbw/cbw-sipri-bradford.htmlMonterey Institute, Center for Nonproliferation Studies, Weapons of Mass Destruction Bulletinhttp://cns.miis.edu/research/cbw/index.htmNIOSH Documentation for Immediately Dangerous To Life or Health Concentrations (IDLHs)www.cdc.gov/niosh/idlh/intridl4.htmlHealth Physics Society Reports and Other Information on Radiological Aspects of Weapons of Mass Destructionhttp://hps.org/hsc/reports.htmlStockholm International Peace Research Institute (SIPRI) Chemical and Biological Warfare Projecthttp://projects.sipri.se/cbw/cbw-mainpage.htmlThe Terrorism Research Center, Information Bulletinswww.terrorism.org/mailman/listinfo/realnewsWeapons of Mass Destruction Commission (WMDC)www.wmdcommission.orgWMD Info Share, List ServerTo subscribe send email to: wmdinfosharerequest@wmdfirstresponders.com with the word “subscribe” in the body of the message.WMD Linkswww.msiac.dmso.mil/wmd/links.aspAnnex C Additional ResourcesThis annex is not a part of the requirements of this NFPAdocument but is included for informational purposes only. C.1 The following lists of planning information resources, emergency management agencies of states and territories and incident management and training resources have been identified for informational purposes only and are not intended to be all-inclusive. Inclusion on the list does not constitute an endorsement by NFPA or the Technical Committee on Emergency Management and Business Continuity. The Internet contains a wealth of resources that should be explored for additional information.C.2 Planning Information Resources. American Academy of Experts in Traumatic Stress (AAETS)368 Veterans Memorial HighwayCommack, NY 11725 (631)543-2217(631)543-6977 (fax) www.aaets.orgAmerican Society of Safety Engineers (ASSE)Customer Service 1800 E Oakton St Des Plaines, IL 60018(847)699-2929 between 8:30 a.m. and 5:00 p.m., CST(847)768-3434 (fax) www.asse.orgAssociation of Homeland Defense Professionals5659 Coventry Lane, #174 Fort Wayne, IN 46804 866-404-2437 260-459-6139 (fax)Chemical Education Foundation1560 Wilson Boulevard, Suite 1250 Arlington, VA 22209(703)527-6223(703)527-7747 (fax) www.chemed.org/html-index.htmlCHEMTREC, American Chemistry Council Emergency HAZMAT Information1300 Wilson Boulevard Arlington, VA 22209(703)741-5000(703)741-6000 (fax) www.americanchemistry.comCorporate Angel Network, Inc.Westchester County Airport One Loop Road White Plains, NY 10604-1215(914)328-1313(914)328-3938 (fax)(866) 328-1313 (toll free patient line) www.corpangelnetwork.orgDepartment of Homeland Security/FEMAHomeland Security Presidential Directive/HSPD-5, Subject: Management of Domestic Incidents Homeland Security Presidential Directive/HSPD-7, Subject: Critical Infrastructure Identification, Prioritization, and Protection Homeland Security Presidential Directive/HSPD-8, Subject: National Preparedness Homeland Security Presidential Directive/HSPD-12, Subject: Policy for a Common Identification Standard for Federal Employees and Contractors National Response Plan (NRP) State and Local Guide, Guide for All-Hazards Emergency Operations Planning (SLG 101), 1996 Capability Assessment for Readiness (CAR) Disaster Planning Guide for Business and Industry, 1983 NRT-1, Hazardous Materials Emergency Planning Guide, National Response Team, 1987 www.fema.govDisastercomDisaster Preparedness and Emergency Response Association (DERA)P.O. Box 797 Longmont, CO 80502(303) 809-4412 www.disasters.org/dera/dera.htmDoctors for Disaster Preparedness1601 N Tucson Boulevard, #9 Tucson, AZ 85716(520) 325-2680 www.oism.org/ddpDRI International201 Park Washington Court Falls Church, VA 22046-4527(703)538-1792(703)241-5603 (fax) www.drii.orgThe Emergency Information Infrastructure Partnership Forumwww.emforum.orgEmergency Nursing World, Internet Site, Bioterrorism Resourceshttp://enw.org/Bioterrorism.htmEmployee Assistance Society of North America230 E Ohio Street, Suite 400 Chicago, IL 60611-3265(312)644-0828(312)644-8557 (fax) www.easna.orgFederal Emergency Management Agency (FEMA)State and Local Guide, Guide for All-Hazards Emergency Operations Planning (SLG 101), 1996 National Response Plan (NRP) Capability Assessment for Readiness (CAR) Disaster Planning Guide for Business and Industry, 1993 NRT-1, Hazardous Materials Emergency Planning Guide, National Response Team, 1987 www.fema.govHumanitarian Resource Institute Community and Family Preparedness NetworkHumanitarian Resource Institute Western U.S.: (775) 884-4680P.O. Box 21372 Carson City, NV 89721 Eastern U.S.: (203) 668-0282 167 Cherry Street, # 260 Milford, CT 06460 www.humanitarian.netInternational Association of Emergency Managers (IAEM)American Society of Professional Emergency Planners (ASPEP) 201 Park Washington Court Falls Church, VA 22046-4527(703)538-1795(703)241-5603 (fax) www.iaem.comInternational Center for Enterprise Preparedness (InterCEP)New York University 113 University Place, 9th Floor New York, NY 10003 (212)998-2000(212)995-4614 (fax) www.nyu.edu/intercepInternational Fire Safety Training Association930 N Willis Stillwater, OK 74078(405)744-5723(405)744-8204 (fax) www.ifsta.orgInternational Society of Fire Service Instructors2425 Highway 49 East Pleasant View, TN 37146(800) 435-0005(615) 746-1170 www.isfsi.orgMetropolitan Washington Council of Governments (MWCOG)Regional Emergency Coordination Plan 777 North Capitol Street, NE, Suite 300 Washington, DC 20002-4239(202)962-3200(202)962-3201 (fax) www.mwcog.orgNational Center for Post-Traumatic Stress Disorder(802) 296-6300 www.ncptsd.org/index.htmlNational Emergency Management Association (NEMA)c/o Council of State GovernmentsP.O. Box 11910 Lexington, KY 40578(859)244-8000(859)244-8239 (fax) www.nemaweb.org/index.cfmNational Fire Protection Association (NFPA)1 Batterymarch Park Quincy, MA 02169-7471(617)770-3000 or (800) 344-3555(617)770-0700 (fax) www.nfpa.org/catalog/home/index.aspNational Governor’s Association Center for Best Practices, Emergency Management SiteHall of States 444 N Capitol Street Washington, DC 20001-1512(202) 624-5300 www.nga.org/center/topics/1,1188,C_CENTER_ ISSUE%5ED_854,00.htmlNational Institute for Chemical Studies2300 MacCorkle Avenue SE Charleston, WV 25304(304)346-6264(304)346-6349 (fax) www.nicsinfo.orgNational Voluntary Organizations Active in Disaster (NVOAD)14253 Ballinger Terrace Burtonsville, MD 20866 (301) 890-2119(253) 541-4915 (fax) www.nvoad.orgNatural Hazards Center, University of Colorado at BoulderUniversity of Colorado 482 UCB Boulder, CO 80309-0482(303)492-6818(303)492-2151 (fax) www.colorado.edu/hazards/index.htmlNBC Industry GroupP.O. Box 2781 Springfield, VA 22152 www.nbcindustrygroup.comNew England Disaster Recovery Information Exchange (NEDRIX)McCormack P.O. Box 155 Boston, MA 02101-0155(781) 485-0279(617) 385-1616 (fax) www.nedrix.comPeople Availabilitywww.availability.comPublic Entity Risk Institute11350 Random Hills Road, Suite #210 Fairfax, VA 22030(703)352-1846(703)352-6339 (fax) www.riskinstitute.orgU.S. Nuclear Regulatory CommissionOffice of Public Affairs (OPA) Washington, DC 20555(800) 368-5642 or local (301) 415-8200 www.nrc.gov NUREG-0654, Criteria for Preparation and Evaluation ofRadiological Emergency Response Plans and Preparedness in Support of Nuclear Power PlantsC.2.1 States, Territories, and Insular Areas — Offices of Emergency Management Contact Lists.C.2.1.1 States. Alabama Emergency Management Agency5898 County Road 41, P.O. Drawer 2160 Clanton, AL 35046-2160(205)280-2200(205)280-2410 (fax) www.aema.state.al.usAlaska Division of Homeland Security & Emergency ManagementMilitary and Veterans Affairs DepartmentP.O. Box 5750 Fort Richardson (Anchorage), AK 99505-5750(907)428-7000(907)428-7009 (fax) www.ak-prepared.com Arizona Arizona Division of Emergency ManagementEmergency and Military Affairs Department 5636 E McDowell Road Phoenix, AZ 85008(602)244-0504 or (800) 411-2336(602)231-6356 (fax) www.dem.state.az.usArkansas Arkansas Department of Emergency ManagementP.O. Box 758 Conway, AR 72033-7058(501)730-9750(501)730-9754 (fax) www.adem.state.ar.usCalifornia Governor’s Office of Emergency ServicesP.O. Box 419047 Rancho Cordova, CA 95741-9047(916)845-8527(916)845-8505 (fax) www.oes.ca.govColorado Colorado Division of Emergency Management9195 East Mineral Avenue, Suite 200 Centennial, CO 80112(720)852-6600(720)852-6750(fax) www.dola.state.co.us/eomConnecticut Office of Emergency Management Department of Public Safety360 Broad Street Hartford, CT 06105(860)566-3180(860)247-0664 (fax) www.ct.gov/oem/site/default.aspDelaware Emergency Management Agency165 Brick Store Landing Road Smyrna, DE 19977(302)659-DEMA(3362) or (877)SAY-DEMA(302)659-6855 (fax) www.state.de.us/demaDistrict of Columbia Emergency Management Agency2000 14th Street, NW, 8th Floor Washington, DC 20009(202) 727-6161 www.dcema.dc.gov/main.shtmFlorida Division of Emergency Management2555 Shumard Oak Boulevard Tallahassee, FL 32399-2100(850)413-9900(850)488-7842 (fax) www.floridadisaster.orgGeorgia Emergency Management Agency, SoutheastP.O. Box 18055 935 East Confederate Avenue, SE Atlanta, GA 30316-0055(404)635-7000(404)635-7205 (fax) www.state.ga.us/GEMAHawaii State Civil Defense3949 Diamond Head Road Honolulu, HI 96816-4495(808)733-4300(808)733-4287 (fax) www.scd.state.hi.usIdaho Bureau of Disaster Services/Military Division4040 Guard Street, Building 600 Boise, ID 83705-5004(208)334-3460(208)334-2322 (fax) www.state.id.us/bdsIllinois Emergency Management Agency110 E Adams Street Springfield, IL 62701-1109(217)782-2700(217)782-2589 (fax) www.state.il.us/iemaIndiana Department of Homeland Security302 W Washington Street, Room E-208 Indianapolis, IN 46204(317)232-3830(317)232-3895 (fax) www.in.gov/sema/emerg_mgtIowa Emergency Management DivisionHoover State Office Building, Level A, Room 29 Des Moines, IA 50319-0113(515)281-3231(515)281-7539 (fax) www.state.ia.us/government/dpd/emdKansas Division of Emergency Management2800 SW Topeka Boulevard Topeka, KS 66611-1287(785)274-1000(785)274-1426 (fax) www.accesskansas.org/kdem Certification: Kansas Certified Emergency Manager ThroughKansas Emergency Management AssociationKentucky Division of Emergency ManagementBoone Center, 100 Minuteman Parkway Frankfort, KY 40601 (800) 255-2587 or (502) 564-7815 (502) 607-1614 (fax) www.kyem.dma.state.ky.usLouisiana Office of Emergency Preparedness7667 Independence Boulevard Baton Rouge, LA 70806(225)925-7500(225)925-7501 (fax) www.loep.state.la.usMaine Emergency Management Agency72 State House Station Augusta, ME 04333-0072(207)626-4503(207)626-4299 (fax) www.state.me.us.memaMaryland Emergency Management AgencyCamp Fretterd Military Reservation 5401 Rue Saint Lo Drive Reisterstown, MD 21136(410)517-3600 or (877) MEMA-USA(410)517-3610 (fax) www.mema.state.md.usMassachusetts Emergency Management Agency400 Worcester Road Framingham, MA 01702-5399(508)820-2000 or (800) 982-6846(508)820-2030 (fax) www.state.ma.us/memaMichigan Michigan State PoliceEmergency Management Division 4000 Collins Road Lansing, MI 48909(517)336-6198(517)333-4987 (fax) www.michigan.gov/mspMinnesota Division of Homeland Security and Emergency Management444 Cedar Street, Suite 223 St. Paul, MN 55101-6223(651)201-7400(651)296-0459 (fax) www.hsem.state.mn.usMississippi Emergency Management AgencyP.O. Box 4501 1410 Riverside Drive Jackson, MS 39296-4501(601)352-9100 or (800) 222-MEMA(6362)(601)352-8314 (fax) www.msema.org/index.htmMissouri State Emergency Management AgencyP.O. Box 116 2302 Militia Drive Jefferson City, MO 65102(573)526-9101(573)634-7966 (fax) www.sema.state.mo.us/semapage.htmMontana Disaster and Emergency Services DivisionP.O. Box 4789 1900 Williams Street Helena, MT 59604-4789(406)841-3911(406)841-3965 (fax) www.state.mt.usNebraska Emergency Management Agency1300 Military Road Lincoln, NE 68508-1090(402)471-7421 or (877) 297-2368(402)471-7433 (fax) www.nebema.orgNevada Division of Emergency Management2525 S Carson Street, Capital Complex Carson City, NV 89701(702)687-4240(702)687-6788 (fax) www.dem.state.nv.usNew Hampshire Office of Emergency ManagementState Office Park South 107 Pleasant Street Concord, NH 03301-3809 Mailing address: 10 Hazen Drive Concord, NH 03305(603)271-2231 or (800) 852-3792(603)225-7341 (fax) www.nhoem.state.nh.usNew Jersey New Jersey State PoliceOffice of Emergency ManagementP.O. Box 7068, Old River Road West Trenton, NJ 08268-0068(609)882-2000(609)538-0345 (fax) www.state.nj.us/njoemNew Mexico State of New Mexico, Emergency ManagementEmergency Management Center 13 Bataan BoulevardP.O. Box 1628 Santa Fe, NM 87504-1628 (505)476-9600(505)476-9650 (fax) www.dps.nm.org/emergencyNew York Contingency Planning Exchange, Inc.551 Fifth Avenue, Suite 3025 New York, NY 10176-3099(212)983-8644(212)687-4016 (fax) www.cpeworld.orgNew York State Emergency Management Office1220 Washington Avenue Building 22, Suite 101 Albany, NY 12226-2251(518)457-2222(518)457-9995 (fax) www.nysemo.state.ny.usNorth Carolina Division of Emergency Management116 W Jones Street Raleigh, NC 27603-1335(919)733-3867(919)733-7554 (fax) www.ncem.orgNorth Dakota Division of Emergency ManagementP.O. Box 5511 Bismarck, ND 58506-5511(701)328-8100(701)328-8181 (fax) www.state.nd.us/demNortheast States Emergency Consortium419 Main Street, Suite 5 Wakefield, MA 01880(781)224-9876(781)224-4350 (fax) www.serve.com/NESECOhio Ohio Department of Public SafetyEmergency Management Agency 2855 W Dublin Granville Road Columbus, OH 43235-2206(614)889-7150(614)889-7183 (fax) www.state.oh.us/odps/division/ema/index.htmOklahoma Department of Civil Emergency Management2401 North Lincoln Blvd, Suite C51 Oklahoma City, OK 73152-3365(405)521-2481(405)521-4053 (fax) www.odcem.state.ok.usOregon Office of Emergency Management3225 State Street Salem, OR 97310(503)378-2911(503)588-1378 (fax) www.osp.state.or.us/oemPennsylvania Emergency Management AgencyP.O. Box 3321 Harrisburg, PA 17105-3321(717)651-2001(717)651-2040 (fax) www.pema.state.pa.usPuerto Rico State Civil DefenseP.O. Box 5127 San Juan, PR 00906(809) 724-0124 www.disaster-management.net/puerto_di.htmRhode Island Emergency Management Agency645 New London Avenue Cranston, RI 02920(401)946-9996(401)944-1891 (fax) www.state.ri.us/riemaSouth Carolina South Carolina Emergency Preparedness Division1100 Fish Hatchery Road West Columbia, SC 29172(803)737-8500(803)734-8062 (fax) www.state.sc.us/emdSouth Dakota Division of Emergency Management500 East Capitol Avenue Pierre, SD 57501-5070(605)773-3231(605)773-3580 (fax) www.state.sd.us/military/sddem.htmTennessee Emergency Management Agency3041 Sidco DriveP.O. Box 45102 Nashville, TN 37204(615)741-4332(615)242-9635 (fax) www.tnema.orgTexas Division of Emergency ManagementDepartment of Public SafetyP.O. Box 4087 5805 N Lamar Boulevard Austin, TX 78752-4422(512)424-2138, (512) 424-2000 (non-duty hours)(512)424-2444 (fax) www.txdps.state.tx.us/dem Utah Division of Comprehensive Emergency ManagementRoom 1110, State Office Building Salt Lake City, UT 84114(801)538-3400(801)538-3770 (fax) www.cem.state.ut.usVermont Division of Emergency Management103 S Main Street Waterbury, VT 05671-2101(802)244-8721 or (800) 347-0488(802)244-8655 (fax) www.dps.state.vt.us/vemVirginia Department of Emergency Services10501 Trade Court Richmond, VA 23236(804)897-6510(804)897-6506 (fax) www.vdem.state.va.usWashington Washington State Military DepartmentEmergency Management Division MS: TA-20, Building 20 Camp Murray, WA 98430-5122(253)512-7000 or (800) 562-6108(253)512-7207 (fax) www.emd.wa.govWest Virginia Office of Emergency ServicesOffice of Emergency Services Room EB-80, State Capitol Charleston, WV 25305-0360(304)558-5380(304)344-4538 (fax) www.state.wv.us/wvoesWisconsin Division of Emergency Management2400 Wright Street Madison, WI 53704(608)242-3232(608)242-3247 (fax) www.emergencymanagement.wi.govWyoming Emergency Management Agency5500 Bishop Road Cheyenne, WY 82009-3320(307)777-4900(307)635-6017 (fax) www.wyohomelandsecurity.state.wy.usC.2.1.2 Territories and Insular Areas. Pacific Rim Caucus American Samoa Territorial Emergency Management Coordinating OfficeTEMCO Manager Department of Public SafetyP.O. Box 086 Pago Pago, AS 96799(684)633-2331(684)633-2300 (fax)Guam Division of Civil Defense Emergency Services OfficeP.O. Box 2877 Agana, GU 96910(671)475-9600(671)477-3727 (fax) www.ns.gov.guNorthern Mariana Islands Emergency Management Office Office of the GovernorCapitol HillP.O. Box 10007 Saipan, MP 96950(670)322-9274 or (670) 322-8001(670)322-7743 (fax) www.cnmiemo.orgMarshall Islands Civil Defense Coordinator Republic of the Marshall IslandsP.O. Box 15 Majuro, RMI 96960 011-692-625-3234 / 3445 011-692-625-3649 (fax)Micronesia Special Assistant to the President for Disaster CoordinationDisaster Control Office of the PresidentP.O. Box P.S. 490 Kolonia, Pohnpel, FSM 96941 011-691-320-2822 011-691-320-2785 (fax)Republic of PalauNEMO Coordinator Office of the Vice PresidentP.O. Box 100 Koror, Republic of Palau, 96940 011-680-488-2422 011-680-488-3312 (fax)Virgin Islands Territorial Emergency Management Agency102 Estate Hermon Hill Christiansted St. Croix, VI 00820(809)773-2244(809)778-8980 (fax) www.usvi.org/vitemaC.3 Risk Assessment. Systems Safety Analysis Handbook: A Source Book for Safety Practitioners, 2nd ed., System Safety Society, Unionville, VA, 1997.www.system-safety.org Annex D Emergency Management Accreditation and Certification ProgramsThis annex is not a part of the requirements of this NFPAdocument but is included for informational purposes only. D.1 The following lists of certification and accreditation programs have been identified for informational purposes only and are not intended to be all-inclusive. Inclusion on the list does not constitute an endorsement by NFPAor the Technical Committee on Emergency Management and Business Continuity.D.1.1 Accreditation — Canada. Canadian Emergency Preparedness CollegePublic Safety and Emergency Preparedness Canada 1495 Heron Road Ottawa, ON Canada(613)949-5050(613)998-9589 (fax) www.psepc.gc.ca/prg/em/cepc/cepc_index-en.aspEmergency Management OntarioMinistry of Community Safety and Correctional Services 25 Grosvenor Street, 18th Floor Toronto, ON M7A 1Y6 Canada(416) 326-5010 www.mpss.jus.gov.on.ca/english/pub_security/emo/ EMO_training.htmlJustice Institute of British Columbia715 McBride Boulevard New Westminster, BC V3L 5T4 Canada(604)525-5422(604)528-5518 (fax) www.jibc.bc.ca/emergency/default.htmYork UniversityEmergency Management Certificate Program 4700 Keele Street Toronto, ON M3J 1P3 Canada(416)736-2100(416)736-5536 (fax) www.yorku.ca/web/futurestudents/programs/ template.asp?id=618D.1.2 Accreditation — United States. Emergency Management Accreditation Program (EMAP)P.O. Box 11910 Lexington, KY 40578(859)244-8210(859)244-8239 (fax) www.emaponline.org/index.cfmEMAP is a voluntary accreditation process based on a national standard (NFPA 1600). A nine-member independent commission oversees the accreditation program. EMAP takes the CAR and NFPA 1600 to the next level by adding requirements for documentation, on-site assessment, committee review, and periodic review.D.2 National and International Certifications.D.2.1 Canada.DRI Canada2175 Sheppard Avenue E, Suite 310Willowdale, ON M2J 1W8Canada(416) 491-5335(888) 728-DRIC (3742)(416) 491-1670 (fax) www.drii.caDRI Canada is a Canadian not-for-profit corporation established in 1996 to create a base of common disaster recovery planning knowledge through education, assistance, and the development of a resource base; to certify qualified individuals; and to promote the credibility and professionalism of certified professionals. DRI Canada is the only affiliate of DRI International and provides DRI International education and certification programs in Canada.D.2.2 United Kingdom. Business Continuity Institute (BCI)10 Southview ParkMarsack StreetCavershamRG4 5AFUnited Kingdom+44 (0) 870 603 8783 or +44 118 947 8215+44 (0) 870 603 8761(fax)www.thebci.orgThe Business Continuity Institute (BCI) was established in 1994 to provide opportunities to obtain guidance and support from fellow professionals. The Institute provides an internationally recognized status in relation to the individual’s experience as a continuity practitioner. The BCI has over 2000 members in more than 50 countries.The wider role of the BCI is to promote the highest standards of professional competence and commercial ethics in the provision and maintenance of business continuity planning and services.The main method of entry into the BCI is by certification through a structured interview. The certification process is based on a set of 10 certification standards for business continuity practitioners. These standards are reviewed annually by the BCI to ensure that they remain current.D.2.3 United States. DRI International201 Park Washington CourtFalls Church, VA 22046-4527(703)538-1792(703)241-5603 (fax) www.drii.orgDRI International (DRII) was originally formed in 1988 as the Disaster Recovery Institute in St. Louis, MO. A group of professionals from the industry and from Washington University in St. Louis foresaw the need for comprehensive education in business continuity. Alliances with academia helped shape early research and curriculum development.The group understood that both individual certification and the establishment of a common body of knowledge (standards) could only enhance industry professionalism.As a result, the new nonprofit organization established the following goals:(1)To promote a base of common knowledge for the business continuity planning/disaster recovery industry through education, assistance, and publication of the standard resource base(2)To certify qualified individuals in the discipline(3)To promote the credibility and professionalism of certified individualsDRII sets standards that provide the minimum acceptable level of measurable knowledge, thus providing a baseline for levels of knowledge and capabilities.Accordingly, in 1997, DRII, together with BCI, published the Professional Practices for Business Continuity Planners as the industry’s international standard.Certified Emergency Manager (CEM®)Associate Emergency Manager (AEM)International Association of Emergency Managers(IAEM—Formerly NCCEM)201 Park Washington CourtFalls Church, VA 22046-4527(703)538-1795(703)241-5603 (fax) www.iaem.com/certification.htmlCEM®certification is a peer review process administered through the International Association of Emergency Managers (IAEM). It is not necessary to be an IAEM member to be certified, although IAEM membership does offer a number of benefits that can assist individuals through the certification process. Certification is maintained in five-year cycles. The CEM Program is served by a CEM Commission, which is composed of emergency management professionals, including representatives from allied fields, educations, the military, and private industry. Development of the CEM Program was supported by the Federal Emergency Management Agency (FEMA), the National Emergency Management Association (NEMA), and a host of allied organizations.D.3 United States — State Certifications. Colorado Colorado Emergency Management Certification Program15075 South Golden RoadGolden, CO 80401-3979(303)273-1622(303)273-1795 (fax) www.dola.state.co.us/oemThe Colorado certification program is designed to provide a method of professional certification for emergency management personnel in the state of Colorado. This volunteer program seeks to establish a clearly visible set of career goals for emergency management professionals, provide public officials and chief executive officers with defined standards in selecting personnel to fill emergency management positions, promote continued training and education of emergency management personnel, and increase the visibility and professional scope of emergency management personnel.FloridaFEPA Certification Program3015 Shannon Lakes North, Suite 303Tallahassee, FL 32309(850)906-0779(850)893-1845 (fax) www.fepa.orgThe Florida Emergency PreparednessAssociation (FEPA) certification plan was approved in 1998, and offers the following certifications: Florida Associate Emergency Manager (FAEM), Florida Professional Emergency Manager (FPEM), and Florida Emergency Management Volunteer (FEMV).In addition, the CEM certification is recognized for reciprocity.IndianaEmergency Management Agency (Indiana)302 W Washington Street, Room E-208Indianapolis, IN 46204(317)232-3830(317)232-3895 (fax) www.in.gov/sema/emerg_mgtThe State of Indiana and the Indiana Public Safety Training Institute certify emergency management personnel through a Professional Emergency Manager (PEM) program. The program covers three phases of recognition (Basic Level, Senior Level, and Master Level), which must be completed in order.To receive a certificate for each level, participants must pass a 100-question comprehensive written examination with a minimum of 75 correct answers. In order to maintain the PEM designation, each participant is required to complete 24 hours annually of professional development/continuing education training. The present curriculum encompasses 172 hours of training at the Basic Level, 188 hours of training at the Senior Level, and an additional 158 hours of training at the Master Level.Additional information may be obtained by contacting the PEM Coordinator, Amy Lindsey, at (317) 234-2539 or at alindsey@sema.state.in.us.KansasKansas Emergency Manager ProgramKansas Emergency Management AssociationReno County Emergency Management206 W First AnenueHutchinson, KS 67501(620) 694-2975 www.kema.org/KCEMFor information contact:Janice Davidson, KCEMOttawa County Emergency Management307 N Concord, Suite 170Minneapolis, KS 67467785-392-3600Michigan Michigan Professional Emergency Manager (PEM) Certification Michigan State PoliceEmergency Management Division4000 Collins RoadLansing, MI 48909(517)336-6198(517)333-4987 (fax) www.michigan.gov/mspEmergency management is a discipline that, like any other profession, requires an academic background. The PEM certification program meets this requirement with nearly 240 instructional hours built into the program. The PEM credential has gained acceptance as the single most important development within emergency management in the State of Michigan. The PEM program has been designed to offer formal academic preparation as well as practical classroom experience to anyone involved in emergency management. Minnesota Emergency Manager Certification Program, Division of Homeland Security and Emergency ManagementState Training Officer444 Cedar Street, Suite 223St. Paul, MN 55501-6223(651)201-7400(651)296-0459 (fax) www.hsem.state.mn.usTexasTexas Emergency Manager (TEM) CertificationEmergency Management Association of Texas314 Highland Mall Boulevard, Suite 510Austin, TX 78752(512)454-4476(512)451-9556 (fax) www.emat-tx.orgThe Texas Emergency Manager (TEM©) certification is an indicator of experience, hard work, continuing education, dedication to integrity, and creativity. It is also an assurance that the individual has passed at least a minimum screening of competence. Obtaining certification as a TEM proves that you can effectively accomplish the goals and objectives of comprehensive emergency management in Texas. The TEM certification program is a modification of the International Association of Emergency Managers Certified Emergency Manager (CEM®) program. It is different from the CEM in that the TEM has requirements unique to Texas and does not require a college degree. The Emergency Management Association of Texas (EMAT) Board recognizes that many emergency managers have not had the opportunity to attend college, yet possess the knowledge, skills, and abilities to effectively manage a comprehensive emergency management program. The TEM addresses that situation.VirginiaVirginia Emergency Management Certification Program,Virginia Emergency Management Association (VEMA)c/o Joe A. MellenderExecutive Assistant11023 Popes Head RoadFairfax, VA 22030www.vemaweb.org/prodev/cert.htm#readVEMA Emergency Management Certification Program provides a structured certification program for professional development by support staff, administrative personnel, volunteers, technical specialists, and program managers in local jurisdiction, agency, or state government emergency management programs.WisconsinWisconsin Division of Emergency Management2400 Wright StreetP.O. Box 7865 Madison, WI 53707-7865(608)242-3232(608)242-3247 (fax) www.emergencymanagement.wi.govWisconsin Emergency Management (WEM), in partnership with the Wisconsin Emergency Management Association (WEMA), established a voluntary, nonmandatory Emergency Manager Certification program. This program was designed for the dedicated emergency manager who seeks professional status and certification in the field of emergency management. The program encourages emergency managers to enhance their career development, expand their knowledge by completing a specified training curriculum, and successfully finish an examination in order to gain recognition as a Certified Emergency Manager.D.4 Additional Certifications of Interest. American Society for Industrial Security (ASIS)1625 Prince StreetAlexandria, VA 22314-2818(703)518-1470(703)519-6299 (fax) www.asisonline.orgASIS International is the largest international organization for professionals responsible for security. These professionals are becoming involved with ASIS International to understand the constant changes in security issues and solutions. ASIS International is dedicated to increasing the effectiveness and productivity of security practices by developing educational programs and materials that address broad security concerns.Certified Floodplain ManagerAssociation of Floodplain Managers, Inc.FEMA500 C Street, SWWashington, DC 20472(202) 566-1600 www.fema.govCertified Safety Professional (CSP)Associate Safety Professional (ASP)Board of Certified Safety Professionals208 Burwash AvenueSavoy, IL 61874(217)359-9263(217)359-0055 (fax)Certified Safety Professional (CSP) is a title or designation awarded by the Board of Certified Safety Professionals (BCSP) to individuals who meet the standards for a safety professional established by BCSP. A safety professional is a person engaged in the prevention of accidents, incidents, and events that harm people, property, or the environment. Safety professionals use qualitative and quantitative analysis of simple and complex products, systems, operations, and activities to identify hazards; evaluate the hazards to identify what events can occur and the likelihood of occurrence, severity of results, risk (a combination of probability and severity), and cost; and identify what controls are appropriate and their cost and effectiveness. Safety professionals make recommendations to managers, designers, employers, government agencies, and others. Safety professionals may manage and implement controls. Controls may involve administrative controls (such as plans, policies, procedures, training, etc.) and engineering controls (such as safety features and systems, fail-safe features, barriers, and other forms of protection).International Facility Management Association (IFMA)1 E Greenway Plaza, Suite 1100Houston, TX 77046-0194(713)623-4362(713)623-6124 (fax) www.ifma.orgIFMA is committed to meeting the educational needs of all workplace professionals through the most convenient and cost effective delivery methods possible. IFMA’s self-study courses provide the workplace professional with opportunities to earn continuing education units and certification maintenance points.Emergency Number Professional (ENP) CertificationNational Emergency Number Association (NENA)422 Beecher RoadColumbus, OH 43230(800) 332-3911 or (614) 741-2080(614) 933-0911 (fax) www.nena.org/certificationOccupational Health and Safety Technologist (OHST) Council on Certification of Health, Environmental and Safety Technologists208 Burwash AvenueSavoy, IL 61874-9571(217)359-2686(217)359-0055 (fax) www.cchest.orgThis program is intended for persons who work in occupational health and safety. Typical individuals are involved in safety inspections, industrial hygiene monitoring, safety and health training, investigating and maintaining records and similar functions. The job duties may be full time or part time. Qualifications are less stringent than those of the Certified Safety Professional (CSP) operated by the Board of Certified Safety Professionals or the Certified Industrial Hygiene (CIH) operated by the American Board of Industrial Hygiene. The OHST certification has achieved recognition in several state regulations related to safety, workers’ compensation, and other areas.Annex E Incident Management System (IMS)This annex is not a part of the requirements of this NFPAdocument but is included for informational purposes only. E.1 Incident Command System Resources. The incident command system (ICS) is based on proven management characteristics. Each management characteristic contributes to the strength and efficiency of the overall system.E.1.1 Common Terminology. ICS establishes common terminology that allows diverse incident management and support entities to work together across a wide variety of incident management functions and hazard scenarios. This common terminology covers the following:(1) Organizational Functions. Major functions and functional units with domestic incident management responsibilities are named, and defined terminology for the organizational elements involved is standard and consistent.(2)Resource Descriptions. Major resources including personnel, facilities, and major equipment and supply items used to support incident management activities are given common names and are “typed” with respect to their capabilities to help avoid confusion and to enhance interoperability. The process for accomplishing this task is specified in Chapter IV of NIMS.(3)Incident Facilities. Common terminology is used to designate the facilities in the vicinity of the incident area that will be used in the course of incident management activities.(a)Modular Organization. The incident command organizational structure develops in a top-down, modular fashion that is based on the size and complexity of the incident, as well as the specifics of the hazard environment created by the incident. When needed, separate functional elements can be established, each of which can be further subdivided to enhance external organizational management and external coordination. Responsibility for the establishment and expansion of the ICS modular organization ultimately rests with the Incident Commander (IC), who bases these decisions on the requirements of the situation. As incident complexity increases, the organization expands from the top down as functional responsibilities are delegated and the number of management positions expand to adequately address the requirement of the incident.(b)Management by Objectives. Management by objectives represents an approach that is communicated throughout the entire ICS organization. This approach includes establishing overarching objectives for the following:i. Developing and issuing assignments, plans, procedures, and protocolsii. Establishing specific, measurable objectives for various incident management functional activities, and directing efforts to attain them, in support of defined strategic objectivesiii. Documenting results to measure performance and facilitate corrective action(c)Reliance on an Incident Action Plan. Incident action plans (IAPs) provide a coherent means of communicating the overall incident objectives in the contexts of both operational and support activities.(d)Manageable Span of Control. Span of control is key to effective and efficient incident management. Within ICS, the span of control of any individual with incident management supervisory responsibility should range from three to seven subordinates. The type of incident, nature of the task, hazards and safety factors, and distances between personnel and resources all influence span-of-control considerations.(e)Predesignated Incident Locations and Facilities. Various types of operational locations and support facilities are established in the vicinity of an incident to accomplish a variety of purposes, such as decontamination, donated goods processing, mass care, and evacuation. The IC will direct the identification and location of facilities based on the requirements of the situation at hand. Typical predesignated facilities include incident command posts, bases, camps, staging areas, mass casualty triage areas, and others, as required.Comprehensive Resource Management. Maintaining an accurate and up-to-date picture of resource utilization is a critical component of domestic incident management. Resource management includes processes for categorizing, ordering, dispatching, tracking, and recovering resources. It also includes processes for reimbursement for resources, as appropriate. Resources are defined as personnel, teams, equipment, supplies, and facilities available or potentially available for assignment or allocation in support of incident management and emergency response activities.(g)Integrated Communications. Incident communications are facilitated through the development and use of a common communications plan and interoperable communications processes and architectures. This integrated approach links the operational and support units of the various agencies involved and is necessary to maintain communications connectivity and discipline and enable common situational awareness and interaction. Preparedness planning has to address the equipment, systems, and protocols necessary to achieve integrated voice and data incident management communications.(h)Establishment and Transfer of Command. The command function has to be clearly established from the beginning of incident operations. The agency with primary jurisdictional authority over the incident designates the individual at the scene responsible for establishing command. When command is transferred, the process must include a briefing that captures all essential information for continuing safe and effective operations.(i)Chain of Command and Unity of Command. Chain of command refers to the orderly line of authority within the ranks of the incident management organization. Unity of command means that every individual has a designated supervisor to whom they report at the scene of the incident. These principles clarify reporting relationships and eliminate the confusion caused by multiple, conflicting directives. Incident managers at all levels have to be able to control the actions of all personnel under their supervision.(j)Unified Command (UC). In incidents involving multiple jurisdictions, a single jurisdiction with multi-agency involvement, or multiple jurisdictions with multi-agency involvement, unified command allows agencies with different legal, geographic, and functional authorities and responsibilities to work together effectively without affecting individual agency authority, responsibility, or accountability.(k)Accountability. Effective accountability at all jurisdictional levels and within individual functional areas during incident operations is essential. To that end, the following principles have to be adhered to:i. Check-In. All responders, regardless of agency affiliation, have to report in to receive an assignment in accordance with the procedures established by the IC.ii. Incident Action Plan (IAP). Response operations have to be directed and coordinated as outlined in the IAP.iii. Unity of Command. Each individual involved in incident operations will be assigned to only one supervisor.iv.Span of Control. Supervisors have to be able to adequately supervise and control their subordinates, as well as communicate with and manage all resources under their supervision.v.Resource Tracking. Supervisors have to record and report resource status changes as they occur.(l)Deployment. Personnel and equipment should respond only when requested or when dispatched by an appropriate authority.(m)Information and Intelligence Management. The incident management organization has to establish a process for gathering, sharing, and managing incident-related information and intelligence.E.1.2 The Command Function. The command function can be conducted in one of the two following general ways:(1)Single Command IC. When an incident occurs within a single jurisdiction and there is no jurisdictional or functional agency overlap, a single IC should be designated with overall incident management responsibility by the appropriate jurisdictional authority. (In some cases in which incident management crosses jurisdictional and/or functional agency boundaries, a single IC can be designated if all parties agree to such an option.) Jurisdictions should consider pre-designating ICs in their preparedness plans. The designated IC will develop the incident objectives on which subsequent incident action planning will be based. The IC will approve the incident action plan (IAP) and all requests pertaining to the ordering and releasing of incident resources.(2)Unified Command (UC). UC is an important element in multi-jurisdictional or multi-agency domestic incident management. It provides guidelines to enable agencies with different legal, geographic, and functional responsibilities to coordinate, plan, and interact effectively. As a team effort, UC overcomes much of the inefficiency and duplication of effort that can occur when agencies from different functional and geographic jurisdictions, or agencies at different levels of government, operate without a common system or organizational framework.All agencies with jurisdictional authority or functional responsibility for any or all aspects of an incident and those able to provide specific resource support participate in the UC structure and contribute to the process of determining overall incident strategies; selecting objectives; ensuring that joint planning for tactical activities is accomplished in accordance with approved incident objectives; ensuring the integration of tactical operations; and approving, committing, and making optimum use of all assigned resources. The exact composition of the UC structure will depend on the location(s) of the incident [i.e., which geographical administrative jurisdiction(s) are involved] and the type of incident [i.e., which functional agencies of the involved jurisdiction(s) are required]. In the case of some multi-jurisdictional incidents, the designation of a single IC can be considered to promote greater unity of effort and efficiency.E.1.3 Area Command.(1) Description. An Area Command is activated only if necessary, depending on the complexity of the incident and incident management span-of-control considerations. An agency administrator or other public official with jurisdictional responsibility for the incident usually makes the decision to establish an Area Command. An Area Command is established either to oversee the management of multiple incidents that are each being handled by a separate ICS organization or to oversee the management of a very large incident that involves multiple ICS organizations, such as would likely be the case for incidents that are not site specific, geographically dispersed, or evolve over long periods of time (a bioterrorism event). In this sense, acts of biological, chemical, radiological, and/or nuclear terrorism represent particular challenges for the traditional ICS structure and will require extraordinary coordination between federal, state, local, tribal, private-sector, and nongovernmental organizations.Area Command is also used when there are a number of incidents in the same area and of the same type, such as two or more hazardous material (HAZMAT) or oil spills, and fires. These represent incidents that can compete for the same resources. When incidents do not have similar resource demands, they are usually handled separately and are coordinated through an Emergency Operations Center (EOC). If the incidents under the authority of the Area Command are multi-jurisdictional, then a Unified Area Command should be established. This allows each jurisdiction to have representation in the command structure. Area Command should not be confused with the functions performed by an EOC. An Area Command oversees management of the incident(s), while an EOC coordinates support functions and provides resources support.(2) Responsibilities. For incidents under its authority, an Area Command has the following responsibilities:(a)Set overall incident-related priorities(b)Allocate critical resources according to priorities(c)Ensure that incidents are properly managed and that incident management objectives are met and do not conflict with each other or with agency policy(d)Identify critical resource needs and report them to EOCs and/or multi-agency(e)Coordinate entities(f)Ensure that short-term emergency recovery is coordinated to assist in the transition to full recovery operationsWhere necessary, equivalent titles and functions should be cross-referenced.E.2 Incident Management System Resources. Incident management systems have numerous versions throughout the world. The versions sometimes differ by agency, state, province, or government, and in the public and private sectors. The following list of resources is not intended to be inclusive or to signify endorsement or approval.E.2.1 Incident Management Publications.E.2.1.1 Canada. (Reserved)E.2.1.2 United States. National Fire Protection Association (NFPA) NFPA Publications1 Batterymarch Park Quincy, MA 02169-7471 NFPA 1561, Standard on Emergency Services Incident Management System, 2005 edition.Oklahoma State University Fire Protection PublicationsHeadquarters for the International Fire Service Training Association (IFSTA) 930 N Willis Stillwater, OK 74078(800) 654-4055(405) 744-8204 (fax)Model Procedures for Incident Management Systems for Structural Firefighting Model Procedures for Incident Management Systems for EMS Model Procedures for Incident Management Systems for Hi-Rise Firefighting Model Procedures for Incident Management Systems for Wildland Firefighting Model Procedures for Incident Management Systems for HazMat Model Procedures for Incident Management Systems for USAR United States Government Occupational Safety and Health Administration (www.osha.gov)29 CFR 1910.38 Employee Emergency Plans 29 CFR 1910.120 Hazardous Waste Operations and Emergency ResponseHICS (Hospital Incident Command System) BCERMS (British Columbia Emergency Response Management System) www.pep.bc.ca/bcerms/bcerms_overview-manual.pdfHSPD-5, Management of Domestic Incidents (Homeland Security Presidential Directive), February 2003HSPD-7, Critical Infrastructure Identification, Prioritization, and Protection (Homeland Security Presidential Directive), December 2003HSPD-8, National Preparedness (Homeland Security Presidential Directive), December 2003HSPD-12, Policy for a Common Identification Standard for Federal Employees and Contractors (Homeland Security Presidential Directive), August 2004NIMS (National Incident Management System) NIIMS (National Interagency Incident Management System) NRP (National Response Plan) SEMS (Standardized Emergency Management System) E.3 Training Resources.E.3.1 Canada. DART Rescue Inc.75 King Street South Box 40061 Waterloo, ON N2J 4V1 Canada(519)721-DART(519)721-3278 www.dartrescue.comEchelon Response and Training10 Kenmore Avenue, Unit 4 Stoney Creek, ON L8E 5N1 Canada(905)388-4444(905)643-3106 (fax) www.echelonresponse.com Emergency Response Management ConsultingSuite 280, 17010 103 Avenue Edmonton, AB T5S 1K7 Canada(780)483-9168 or (800) 718-ERMC (3762)(780)444-6167 (fax) www.ru-ready.comENFORM, Petroleum Industry Training ServiceCalgary Training Centre 1538 25th Avenue NE Calgary, AB T2E 8Y3 Canada(403)250-9606(403)250-1289 (fax) (800)667-5557 (registration line) www.pits.ca/index.htmEnvironmental Accident Protection Incorporated4156 Petrolia StreetP.O. Box 929 Petrolia, ON N0N 1R0 Canada(519)882-3542(519)882-3562 (fax) www.eap-inc.com/main.htmlFielding Chemical Technologies3575 Mavis Road Mississauga, ON L5C 1T7 Canada(888) 873-2524 or (905) 279-5122(905) 279-4130 (fax) www.fieldchem.com/trainingservices.aspMagellan Engineering185 Rideau Street, 3rd Floor Ottawa, ON K1N 5X8 Canada(613)562-9535(613)562-9538 (fax) www.emergencies.caProfessional Emergency ManagementPROEM LTD. Calgary, AB Canada(403) 560-9456 www.proem.comSécurité Publique du Québec Civil Protection TrainingDirection des Communications 2525 boul. Laurier, 5th floor Tour du Saint-Laurent Québec, QC G1V 2L2 Canada(418)644-6826 or (866) 644-6826(418)643-3194 (fax)www.msp.gouv.qc.ca/secivile/secivile_ en.asp?ndn=03&txtSection=formationShield Specialized Emergency Services2257 Premier Way, # 100 Sherwood Park, AB T8H 2K8 Canada(780)416-6082(780)416-6084 (fax) www.shieldspecialized.comTeam-1 Environmental Services1650 Upper Ottawa Street Hamilton, ON L8W 3P2 Canada(905)383-5550(905)574-0492 (fax) www.team-1.comE.3.2 United States. Various training courses are available in both the public and private sectors to support Incident Management among other emergency management functions identified in this standard. Training sources for courses include, but are not limited to, the following:The National Emergency Training Center, U.S. Fire Administration, Emmitsburg, MD Federal, State and Local Emergency ManagementAgencies State Fire Academies and Schools National Interagency Fire Coordination Center, Boise, ID California Specialized Training Institute DRI International, Falls Church, VAAnnex F Informational ReferencesF.1 Referenced Publications. The documents or portions thereof listed in this annex are referenced within the informational sections of this code and are not part of the requirements of this document unless also listed in Chapter 2 for other reasons.F.1.1 NFPA Publications. National Fire Protection Association, 1 Batterymarch Park, Quincy, MA 02169-7471. NFPA 99, Standard for Health Care Facilities, 2005 edition.F.1.2 Other Publications. Department of Homeland Security/ FEMA, 500 C Street, SW, Washington, DC 20472.National Mutual Aid and Resource Management Initiative Resource Type Definitions, National Incident Management System, Chapter IV.F.2 Informational References. The following documents or portions thereof are listed here as informational resources only. They are not a part of the requirements of this document.F.2.1 Canada. Bureau de normalization du Québec Montréal 8475 Avenue Christophe-Colomb Montréal, QC H2M 2N9 Canada(418)652-2238 or (800) 386-5114(418)652-2292 (fax) www.bnq.qc.ca Canadian Standards Association (CSA)5060 Spectrum Way Mississauga, ON L4W 5N6 Canada(416)747-4000 or (800) 463-6727(416)747-2473 (fax) www.csa.caNational Pollutant Release InventoryEnvironment Canada Inquiry Centre 70 Crémazie Street Gatineau, QC K1A 0H3 Canada(819)997-2800 or (800) 668-6767(819)994-1412 (fax) www.ec.gc.ca/pdb/npri/npri_home_e.cfmStandards Council of Canada270 Albert Street, Suite 200 Ottawa, ON K1P 6N7 Canada(613)238-3222(613)569-7808 (fax) www.scc.caUnderwriters Laboratories of Canada7 Underwriters Road Toronto, ON M1R 3B4(866) 9373-ULC or (416) 757-3611(416) 757-8727 (fax) www.ulc.caF.2.2 United States.F.2.2.1 NFPA Publications.National Fire Protection Association, 1 Batterymarch Park, Quincy, MA 02169-7471.NFPA codes, standards, recommended practices, and guides are excellent resources to assist in developing, implementing, and maintaining disaster and emergency management and business continuity programs. This annex provides a summary of the resources that are most commonly referenced.For a complete list of NFPA documents, see NFPA at www.nfpa.org.F.2.2.1.1 Building Design Features.NFPA 220, Standard on Types of Building Construction, 2006 edition. NFPA 221, Standard for High Challenge Fire Walls, Fire Walls, and Fire Barrier Walls, 2006 edition. NFPA 232, Standard for the Protection of Records, 2007 edition. NFPA 241, Standard for Safeguarding Construction, Alteration, and Demolition Operations, 2004 edition.F.2.2.1.2 Codes.NFPA 1, Uniform Fire Code™, 2006 edition. NFPA 54, National Fuel Gas Code, 2006 edition. NFPA 70, National Electrical Code®, 2005 edition. NFPA 70A, National Electrical Code® Requirements for One-and Two-Family Dwellings, 2005 edition. NFPA 70B, Recommended Practice for Electrical Equipment Maintenance, 2006 edition. NFPA 72®, National Fire Alarm Code®, 2007 edition.NFPA 73, Electrical Inspection Code for Existing Dwellings, 2006 edition.NFPA 101®, Life Safety Code®, 2006 edition.F.2.2.1.3 Emergency Operations.NFPA13E, Recommended Practice for Fire Department Operations in Properties Protected by Sprinkler and Standpipe Systems, 2005 edition.NFPA 414, Standard for Aircraft Rescue and Fire-Fighting Vehicles, 2007 edition.NFPA 422, Guide for Aircraft Accident/Incident Response Assessment, 2004 edition.NFPA 424, Guide for Airport/Community Emergency Planning, 2002 edition.NFPA 471, Recommended Practice for Responding to Hazardous Materials Incidents, 2002 edition.NFPA 600, Standard on Industrial Fire Brigades, 2005 edition.NFPA 601, Standard for Security Services in Fire Loss Prevention, 2005 edition.NFPA 704, Standard System for the Identification of the Hazards of Materials for Emergency Response, 2007 edition.NFPA 901, Standard Classifications for Incident Reporting and Fire Protection Data, 2006 edition.NFPA 921, Guide for Fire and Explosion Investigations, 2004 edition.NFPA 1141, Standard for Fire Protection in Planned Building Groups, 2003 edition.NFPA 1600, Standard on Disaster/Emergency Management and Business Continuity Programs, 2007 edition.NFPA 1620, Recommended Practice for Pre-Incident Planning, 2003 edition.F.2.2.1.4 Emergency Power.NFPA 110, Standard for Emergency and Standby Power Systems, 2005 edition.NFPA 111, Standard on Stored Electrical Energy Emergency and Standby Power Systems, 2005 edition.NFPA 853, Standard for the Installation of Stationary Fuel Cell Power Systems, 2007 edition.F.2.2.1.5 Fire Department.NFPA 1201, Standard for Providing Emergency Services to the Public, 2004 edition.NFPA1221, Standard for the Installation, Maintenance, and Use of Emergency Services Communications Systems, 2007 edition.NFPA 1250, Recommended Practice in Emergency Service Organization Risk Management, 2004 edition.NFPA 1401, Recommended Practice for Fire Service Training Reports and Records, 2006 edition.NFPA 1402, Guide to Building Fire Service Training Centers, 2007 edition.NFPA 1403, Standard on Live Fire Training Evolutions, 2007 edition.NFPA 1404, Standard for Fire Service Respiratory Protection Training, 2006 edition.NFPA 1405, Guide for Land-Based Fire Fighters Who Respond to Marine Vessel Fires, 2006 edition.NFPA 1410, Standard on Training for Initial Emergency Scene Operations, 2005 edition.NFPA 1451, Standard for a Fire Service Vehicle Operations Training Program, 2007 edition.NFPA 1452, Guide for Training Fire Service Personnel to Conduct Dwelling Fire Safety Surveys, 2005 edition. NFPA 1500, Standard on Fire Department Occupational Safety and Health Program, 2007 edition.NFPA 1521, Standard for Fire Department Safety Officer, 2002 edition.NFPA 1561, Standard on Emergency Services Incident Management System, 2005 edition.NFPA 1581, Standard on Fire Department Infection Control Program, 2005 edition.NFPA 1582, Standard on Comprehensive Occupational Medical Program for Fire Departments, 2007 edition.NFPA 1583, Standard on Health-Related Fitness Programs for Fire Fighters, 2000 edition.NFPA 1670, Standard on Operations and Training for Technical Search and Rescue Incidents, 2004 edition.NFPA 1710, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments, 2004 edition.NFPA 1720, Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Volunteer Fire Departments, 2004 edition.F.2.2.1.6 Fire Protection Equipment.NFPA 10, Standard for Portable Fire Extinguishers, 2007 edition.NFPA13, Standard for the Installation of Sprinkler Systems, 2007 edition.NFPA13D, Standard forthe Installation of SprinklerSystems in One-and Two-Family Dwellings and Manufactured Homes, 2007 edition.NFPA 13R, Standard for the Installation of Sprinkler Systems in Residential Occupancies up to and Including Four Stories in Height, 2007 edition.NFPA 20, Standard for the Installation of Stationary Pumps for Fire Protection, 2007 edition.NFPA 25, Standard for the Inspection, Testing, and Maintenance of Water-Based Fire Protection Systems, 2002 edition.NFPA 720, Standard for the Installation of Carbon Monoxide (CO) Warning Equipment in Dwelling Units, 2005 edition.NFPA1142, Standard on Water Supplies for Suburban and Rural Fire Fighting, 2007 edition.F.2.2.1.7 Industrial Operations.NFPA30, Flammable and Combustible Liquids Code, 2003 edition.NFPA 30A, Code for Motor Fuel Dispensing Facilities and Repair Garages, 2003 edition.NFPA30B, Code for the Manufacture and Storage ofAerosol Products, 2007 edition.NFPA 32, Standard for Drycleaning Plants, 2007 edition.NFPA 45, Standard on Fire Protection for Laboratories Using Chemicals, 2004 edition.NFPA 75, Standard for the Protection of Information Technology Equipment, 2003 edition.NFPA 76, Standard for the Fire Protection of Telecommunications Facilities, 2005 edition.NFPA 88A, Standard for Parking Structures, 2007 edition.NFPA 99, Standard for Health Care Facilities, 2005 edition.NFPA 130, Standard for Fixed Guideway Transit and Passenger Rail Systems, 2007 edition.NFPA 140, Standard on Motion Picture and Television Production Studio Soundstages and Approved Production Facilities, 2004 edition.NFPA 150, Standard on Fire and Life Safety in Animal Housing Facilities, 2007 edition.NFPA 303, Fire Protection Standard for Marinas and Boatyards, 2006 edition.NFPA 318, Standard for the Protection of Semiconductor Fabrication Facilities, 2006 edition.NFPA 415, Standard onAirport Terminal Buildings, Fueling Ramp Drainage, and Loading Walkways, 2002 edition.NFPA 418, Standard for Heliports, 2006 edition.NFPA 501A, Standard for Fire Safety Criteria for Manufactured Home Installations, Sites, and Communities, 2005 edition.NFPA 502, Standard for Road Tunnels, Bridges, and Other Limited Access Highways, 2004 edition.NFPA 909, Code for the Protection of Cultural Resource Properties — Museums, Libraries, and Places of Worship, 2005 edition.NFPA 914, Code for Fire Protection of Historic Structures, 2007 edition.F.2.2.1.8 Prevention.NFPA 730, Guide for Premises Security, 2006 edition.NFPA 731, Standard for the Installation of Electronic Premises Security Systems, 2006 edition.F.2.2.1.9 Professional Qualifications.NFPA 472, Standard for Professional Competence of Responders to Hazardous Materials Incidents, 2002 edition.NFPA 473, Standard for Competencies for EMS Personnel Responding to Hazardous Materials Incidents, 2002 edition.NFPA 1000, Standard for Fire Service Professional Qualifications Accreditation and Certification Systems, 2006 edition.NFPA1001, Standard for Fire Fighter Professional Qualifications, 2002 edition.NFPA 1002, Standard for Fire Apparatus Driver/Operator Professional Qualifications, 2003 edition.NFPA 1003, Standard for Airport Fire Fighter Professional Qualifications, 2005 edition.NFPA 1006, Standard for Rescue Technician Professional Qualifications, 2003 edition.NFPA 1021, Standard for Fire Officer Professional Qualifications, 2003 edition.NFPA 1031, Standard for Professional Qualifications for Fire Inspector and Plan Examiner, 2003 edition.NFPA 1033, Standard for Professional Qualifications for Fire Investigator, 2003 edition.NFPA 1035, Standard for Professional Qualifications for Public Fire and Life Safety Educator, 2005 edition.NFPA 1041, Standard for Fire Service Instructor Professional Qualifications, 2007 edition.NFPA 1051, Standard for Wildland Fire Fighter Professional Qualifications, 2007 edition.NFPA 1061, Standard for Professional Qualifications for Public Safety Telecommunicator, 2007 edition.NFPA 1071, Standard for Emergency Vehicle Technician Professional Qualifications, 2006 edition.NFPA 1081, Standard for Industrial Fire Brigade Member Professional Qualifications, 2007 edition.F.2.2.1.10 Risk Control.NFPA 51B, Standard for Fire Prevention During Welding, Cutting, and Other Hot Work, 2003 edition.NFPA70E®, Standard for Electrical Safety in the Workplace, 2004 edition.NFPA 1144, Standard for Protection of Life and Property from Wildfire, 2002 edition.F.3 References for Extracts in Informational Sections.(Reserved)IndexCopyright © 2007 National Fire ProtectionAssociation.All Rights Reserved.Thecopyrightinthisindexisseparateanddistinctfromthecopyrightinthedocumentthatitindexes.Thelicensingprovisionssetforthforthe document are not applicable to this index. This index may not be reproduced in whole or in part by any means without the express written permission of NFPA.-A- Accreditation programs, disaster/emergency management ……. A.1.3,Annex D Administration ………………………………………… 5.16,A.5.16 Advisory committee ……………………………………… 4.3,A.4.3 Application of standard …………………………………. 1.3,A.1.3 Approved (definition) ……………………………….. 3.2.1,A.3.2.1 Authorities …………………………………….. 5.2,A.5.2.1,A.5.2.2 Authority having jurisdiction (definition) ……………. 3.2.2,A.3.2.2-B-Business continuity (definition) …………………….. 3.3.1,A.3.3.1; see also Continuity of operations; Recovery Business impact analysis (BIA) …see Impact analysis [business impact analysis (BIA)]-C-Canadian disaster/emergency management and related organizations …………………….. B.2.2, B.3.2, E.2.1.1 Certification programs, disaster/emergency management ……………………………….. Annex D Communications ……………. 5.10, 5.15,A.5.10.3,A.5.15.1,A.5.15.2 Continuity of operationsActivities …………………………………………….. 5.9.3, 5.9.4 Impactanalysis ………………………………5.3.3(3),A.5.3.3(3) Plan ………………….5.8.1.1,5.8.3.1,5.8.3.8,A.5.8.3.1,A.5.8.3.8 Corrective Action Program ……………………………….. A.5.14.4-D-Damage assessment ……………………………….. 5.11.4,A.5.11.4 Definition …………………………………………………. 3.3.2 Definitions ……………………………………………….. Chap. 3 Disaster/emergency management (definition) ……………….. 3.3.3 Disaster, emergency management, and related organizations …………. Annex B,Annex C-E- Economic impact analysis …………………….. 5.3.3(7),A.5.3.3(7) Emergency management program (definition) ……………….. 3.3.4 Emergency operations centers (EOCs) ……………. 5.12.1,A.5.12.1 Emergency operations plan ………………… 5.8.1.1, 5.8.3.1, 5.8.3.4, A.5.8.3.1,A.5.8.3.4 Entity (definition) ……………………………………………. 3.3.5 Evaluation …………………………………..see Program evaluation Exercises, test ……………………………. 5.14.3,A.5.14.3,A.5.14.4-F-Facilities …………………………………………….. 5.12,A.5.12.1 FinanceImpactanalysis ………………………………5.3.3(7),A.5.3.3(7) Procedures ………………………………………….5.16,A.5.16-H- Hazard identification ……………………………………. 5.3,A.5.3 Mitigationbasedon ……………………….5.5.2,A.5.5.1,A.5.5.2 Prevention based on ………………………………………. 5.4.3 Types of hazards …………………………………… 5.3.2,A.5.3.2 Hazard mitigation …………………………………….see Mitigation-I- Impact analysis [business impact analysis (BIA)] …….. 5.3.3,A.5.3.3 Definition ………………………………………….3.3.6,A.3.3.6 Incident action plan …………………………….. 5.9.5,A.5.9.5, E.1 Definition …………………………………………………. 3.3.7 Incident management system (IMS) …………. 5.9,A.5.9.1 toA.5.9.5 Definition ………………………………………….3.3.8,A.3.3.8 Resources for ……………………………………………….. E.2 Training …………………………………………………. 5.13.4International disaster/emergency management and related agencies and organizationsCertification programs ……………………………………… D.2 List ……………………………………………………. Annex B-L-Laws …………………………………………… 5.2,A.5.2.1,A.5.2.2 Logistics …………………………………………………. 5.6,A.5.6-M- Mitigation ……………… 5.1.2, 5.5,A.4.1(3),A.5.1.2,A.5.5.1,A.5.5.2 Definition …………………………………………………. 3.3.9 Plan ……………………………5.8.1.1,5.8.3.1,5.8.3.6,A.5.8.3.1 Mutual aid/assistance agreements ………………………. 5.7,A.5.7 Definition ……………………………………….3.3.10,A.3.3.10-NNFPA 1600, BCI & DRII professional practices, and DHS/FEMA’s FPC 65 COOP elements crosswalk ……….. TableA.5.1-O-Operational procedures …………. 5.11,A.5.11; see also Continuity of operations; Recovery; Response Emergency operations plan …………….. 5.8.1.1, 5.8.3.1, 5.8.3.4, A.5.8.3.1,A.5.8.3.4-P- Performance objectives ……………………………………… 5.6.1 Plans and planning ………………………. 5.8,A.5.8.3.1 toA.5.8.3.8 Evaluation ……………………………………………….. 5.14.1 Exercisestotestplan …………………..5.14.3,A.5.14.3,A.5.14.4 Revisionof ………………………………………5.14.4,A.5.14.4 Preparedness ……………. 5.1.2,A.5.1.2; see also Plans and planning Definition ………………………………………………… 3.3.11 Prevention ………………………. 5.1.2, 5.4,A.5.1.2,A.5.4.1,A.5.4.2 Definition ……………………………………….3.3.12,A.3.3.12 Plan ……………………5.8.1.1,5.8.1.3,5.8.3.1,5.8.3.5,A.5.8.3.1 Procedures ……………………………..see Operational procedures Program administration ……………………………… 4.1,A.4.1(3) Program coordinator ……………. 4.2, 4.3.3,A.4.1(3),A.4.2,A.4.3.1 Program elements ………………………………………… Chap. 5 Program evaluation …………………………….. 4.4, 5.14,A.5.14.4 Program management …………………………………….. Chap. 4 Public information ………………………… 5.15,A.5.15.1,A.5.15.2 Purpose of standard …………………………………………… 1.2 -R- Recovery …………………………………… 5.1.2,A.4.1(3),A.5.1.2 Definition ……………………………………….3.3.13,A.3.3.13 Incidentmanagementsystemfor ……………5.9,A.5.9.1,A.5.9.2 Plan ………………….5.8.1.1,5.8.3.1,5.8.3.7,A.5.8.3.1,A.5.8.3.7 Situationanalysis ………………………………..5.11.4,A.5.11.4 References ……………………………………… Chap. 2,Annex F Resource management ………………………………….. 5.6,A.5.6 Definition ………………………………………………… 3.3.14Resources Accreditation and certification programs ……………… Annex D Incident management system ……………………………….. E.2 Organizations ………………………………..AnnexB,AnnexCResponse …………………………………… 5.1.2,A.4.1(3),A.5.1.2 Definition ……………………………………….3.3.15,A.3.3.15 Incidentmanagementsystemfor ………….5.9,A.5.9.1toA.5.9.5 Plan ………………….5.8.1.1,5.8.3.1,5.8.3.4,A.5.8.3.1,A.5.8.3.4 Situationanalysis ………………………………..5.11.4,A.5.11.4Risk assessment …………………………………….. 5.3,A.5.3, C.3 Mitigationbasedon ……………………………….5.5.2,A.5.5.2-S- Scope of standard ……………………………………….. 1.1,A.1.1 Shall (definition) …………………………………………….. 3.2.3 Should (definition) ………………………………………….. 3.2.4 Situation analysis ………………………………….. 5.11.4,A.5.11.4 Definition ………………………………………………… 3.3.16 Stakeholder (definition) ……………………………………. 3.3.17 Standard (definition) ………………………………………… 3.2.5 State certifications …………………………………………….. D.3 State offices of emergency management …………………… C.2.1.1 Strategic plan ………….. 5.8.1.1, 5.8.3.1, 5.8.3.3,A.5.8.3.1,A.5.8.3.3-T-Training ………………………………………………………. 5.13 Disaster/emergency management accreditation and certification programs …………………………………… Annex D Resources for ……………………………………………….. E.3-W-Warning process/procedure …………………………. 5.10,A.5.10.3Sequence of Events Leading to Issuance of an NFPA Committee DocumentStep 1: Call for Proposals•Proposed new Document or new edition of an existing Document is entered into one of two yearly revision cycles, and a Call for Proposals is published.Step 2: Report on Proposals (ROP)Committee meets to act on Proposals, to develop its own Proposals, and to prepare its Report.Committee votes by written ballot on Proposals. If two-thirds approve, Report goes forward. Lacking two-thirds approval, Report returns to Committee.Report on Proposals (ROP) is published for public review and comment.Step 3: Report on Comments (ROC)Committee meets to act on Public Comments to develop its own Comments, and to prepare its report.Committee votes by written ballot on Comments. If two-thirds approve, Report goes forward. Lacking two-thirds approval, Report returns to Committee.Report on Comments (ROC) is published for public review.Step 4: Technical Report Session”Notices of intent to make a motion” are filed, are reviewed, and valid motions are certified for presentation at the Technical Report Session. (“Consent Documents” that have no certified motions bypass the Technical Report Session and proceed to the Standards Council for issuance.)NFPA membership meets each June at the Annual Meeting Technical Report Session and acts on Technical Committee Reports (ROP and ROC) for Documents with “certified amending motions.”Committee(s) vote on any amendments to Report approved at NFPA Annual Membership Meeting.Step 5: Standards Council IssuanceNotification of intent to file an appeal to the Standards Council on Association action must be filed within 20 days of the NFPA Annual Membership Meeting.Standards Council decides, based on all evidence, whether or not to issue Document or to take other action, including hearing any appeals.Committee Membership ClassificationsThe following classifications apply to Technical Committee members and represent their principal interest in the activity of the committee.M U I/ML R/TEI CSE Manufacturer: A representative of a maker or marketer of a product, assembly, or system, or portion thereof, that is affected by the standard. User: A representative of an entity that is subject to the provisions of the standard or that voluntarily uses the standard. Installer/Maintainer: A representative of an entity that is in the business of installing or maintaining a product, assembly, or system affected by the standard. Labor: A labor representative or employee concerned with safety in the workplace. Applied Research/Testing Laboratory: A representative of an independent testing laboratory or independent applied research organization that promulgates and/or enforces standards. Enforcing Authority: A representative of an agency or an organization that promulgates and/or enforces standards. Insurance: A representative of an insurance company, broker, agent, bureau, or inspection agency. Consumer: A person who is, or represents, the ultimate purchaser of a product, system, or service affected by the standard, but who is not included in the User classification. Special Expert: A person not representing any of the previous classifications, but who has a special expertise in the scope of the standard or portion thereof.NOTES;”Standard” connotes code, standard, recommended practice, or guide.A representative includes an employee.While these classifications will be used by the Standards Council to achieve a balance for Technical Committees, the Standards Council may determine that new classifications of members or unique interests need representation in order to foster the best possible committee deliberations on any project. In this connection, the Standards Council may make appointments as it deems appropriate in the public interest, such as the classification of “Utilities” in the National Electrical Code Committee.Representatives of subsidiaries of any group are generally considered to have the same classification as the parent organization.NFPA Technical Committee Document Proposal FormNOTE: All Proposals must be received by 5:00 pm EST/EDST on the published Proposal Closing Date.FOR OFFICE USE ONLYLog #:For further information on the standards-making process, please contact the Codes and Standards Administration at 617-984-7249 or visit www.nfpa.org/codes.For technical assistance, please call NFPA at 617-770-3000.Date Rec’d:Please indicate in which format you wish to receive your ROP/ROC electronic paper download (Note: If choosing the download option, you must view the ROP/ROC from our website; no copy will be sent to you.)5. 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I further agree and acknowledge that I acquire no rights in any publication of the NFPA and that copyright and all rights in materials produced by NFPA Technical Committees are owned by the NFPA and that the NFPA may register copyright in its own name. Signature (Required)PLEASE USE SEPARATE FORM FOR EACH PROPOSAL • NFPA Fax: (617) 770-3500 Mail to:Secretary, Standards Council, National Fire Protection Association, 1 Batterymarch Park, Quincy, MA 02169-7471NFPA Technical Committee Document Proposal FormNOTE: All Proposals must be received by 5:00 pm EST/EDST on the published Proposal Closing Date.FOR OFFICE USE ONLYFor further information on the standards-making process, please contact the Codes and Standards Administration at 617-984-7249 or visit www.nfpa.org/codes. For technical assistance, please call NFPA at 617-770-3000. 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Its source is as follows(please identify which material and provide complete information on its source):I agree that any material that I author, either individually or with others, in connection with work performed by an NFPA Technical Committee shall be considered to be works made for hire for the NFPA. To the extent that I retain any rights in copyright as to such material, or as to any other material authored by me that I submit for the use of an NFPA Technical Committee in the drafting of an NFPA code, standard, or other NFPA document, I hereby grant and assign all and full rights in copyright to the NFPA. I further agree and acknowledge that I acquire no rights in any publication of the NFPA and that copyright and all rights in materials produced by NFPA Technical Committees are owned by the NFPA and that the NFPA may register copyright in its own name. 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