NFPA 1600
Standard on
Disaster/Emergency
Management and Business
Continuity Programs
2007 Edition
NFPA, 1 Batterymarch Park, Quincy, MA 02169-7471
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Copyright © 2007 National Fire Protection Association. All Rights Reserved.
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 Conti-
nuity 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 pre-
paredness 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 provid-
ing common program elements, techniques, and processes. The committee provided expanded
provisions for enhanced capabilities for disaster/emergency management and business continu-
ity programs so that the impacts of a disaster would be mitigated, while protecting life and prop-
erty. The chapters were expanded to include additional material relating to disaster/emergency
management and business continuity programs. The annex material was also expanded to in-
clude 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 represen-
tatives 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 addi-
tion to the other four. Doing so brings the standard into alignment with related disciplines
and practices of risk management, security, and loss prevention.
1600
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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]
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
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)
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)
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
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]
Martha H. Curtis,
NFPA Staff Liaison
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 the Association 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.
1600
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DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
Contents
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References for Extracts in Mandatory
Sections
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Resource Management and Logistics
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Exercises, Evaluations, and Corrective
Actions
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Crisis Communication and Public
Information
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Disaster/Emergency Management and
Business Continuity Related
Organizations
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Emergency Management Accreditation
and Certification Programs
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Incident Management System (IMS)
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CONTENTS
2007 Edition
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 Dis-
claimers 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 ap-
propriate division in this document or the inclusion of the
document number with the division number when the refer-
ence 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 cri-
teria for disaster/emergency management and business conti-
nuity programs hereinafter referred to as the program.
1.2 Purpose.
This standard shall provide disaster and emer-
gency management and business continuity programs, the cri-
teria to assess current programs or to develop, implement, and
maintain aspects for prevention, mitigation, preparation, re-
sponse, and recovery from emergencies.
1.3* Application.
This document shall apply to public, not-for-
profit, 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 con-
sidered 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 Manage-
ment 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 jurisdic-
tion.
3.2.2* Authority Having Jurisdiction (AHJ).
An organization,
office, or individual responsible for enforcing the require-
ments 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 adop-
tion 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, main-
tain 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 objec-
tives 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 con-
tinuity of operations responsibilities.
3.3.6* Impact Analysis [Business Impact Analysis (BIA)].
A
management 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
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DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
and reflects the overall incident strategy, tactics, risk manage-
ment, 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 communica-
tions operating within a common organizational structure, de-
signed 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.
A prearranged
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 avail-
able resources to enable timely and unimpeded access to re-
sources 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 af-
fected by the emergency.
Chapter 4
Program Management
4.1 Program Administration.
The entity shall have a docu-
mented 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 evalu-
ation
(3)*Program plan and procedures
(4) Applicable authorities, legislation, regulations, and/or in-
dustry 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.
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 co-
ordinator and others who have the appropriate expertise,
knowledge of the entity, and the capability to identify re-
sources 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 Sec-
tions 5.2 through 5.16, the scope of which shall be determined
by the impact of the hazards affecting the entity.
The program elements shall be applicable to preven-
tion, mitigation, preparedness, response, and recovery.
5.2 Laws and Authorities.
The program shall comply with applicable legislation,
policies, regulatory requirements, and directives.
The entity shall implement a strategy for addressing the
need for revisions to legislation, regulations, directives, poli-
cies, and industry codes of practice.
5.3* Risk Assessment.
The entity shall identify hazards, monitor those haz-
ards, the likelihood of their occurrence, and the vulnerability
of people, property, the environment, and the entity itself to
those hazards.
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
The entity shall conduct an impact analysis to deter-
mine potential detrimental impacts of the hazards on the fol-
lowing:
(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.
The entity shall develop a strategy to prevent an inci-
dent that threatens people, property, and the environment.
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PROGRAM ELEMENTS
2007 Edition
The prevention strategy shall be based on the informa-
tion 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.
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 can-
not be reasonably prevented.
The mitigation strategy shall be based on the results of
hazard identification and risk assessment, impact analysis, pro-
gram 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.
5.6.1
The entity shall establish resource management objec-
tives 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, per-
sonnel, resources, materials, and facilities procured or do-
nated 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 es-
sential to the program
5.6.4
Resource management shall include the following
tasks:
(1) Establishing processes for describing, inventorying, re-
questing, 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 inci-
dents
(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.
5.7.1
The 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 de-
velops plans for the strategy, prevention, mitigation, emer-
gency 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 stake-
holders 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 responsibili-
ties of internal and external agencies, organizations, depart-
ments, and positions.
5.8.2.3
Plans shall identify lines of authority for these agen-
cies, 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 com-
munication and flow of information, both internally and ex-
ternally.
5.8.3 Plans.
The program shall include a strategic plan, an emer-
gency operations/response plan, a prevention plan, a mitiga-
tion plan, a recovery plan, and a continuity plan.
The plans developed shall be either individual or inte-
grated into a single plan document, or a combination of the two.
The strategic plan shall define the vision, mission,
goals, and objectives of the program.
(See Section 4.1.)
The emergency operations/response plan shall as-
sign 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.
The recovery plan shall provide for short-term and
long-term priorities for restoration of functions, services, re-
sources, facilities, programs, and infrastructure.
The continuity plan shall identify stakeholders that
need to be notified, the critical and time-sensitive applica-
tions, alternative work sites, vital records, contact lists, pro-
cesses, 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 responsi-
bilities therein and to other stakeholders as required.
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5.9 Incident Management.
The entity shall develop an incident management sys-
tem to direct, control, and coordinate response and recovery
operations.
The incident management system shall describe spe-
cific 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, con-
tinuity, 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, includ-
ing activation and deactivation of plans, while ensuring com-
pliance with applicable statutes or regulations.
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.
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, peri-
odically 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.
5.11.1
The entity shall develop, coordinate, and implement
operational procedures to support the program and execute
its plans.
Procedures shall be established and implemented for
response to and recovery from the consequences of those haz-
ards identified in Section 5.3 and shall address health and
safety, incident stabilization, operational/business continuity,
property conservation, and protection of the environment un-
der 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.
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 re-
sponse 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.
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 aware-
ness 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 evalu-
ations.
Exercises shall be designed to test individual essential
elements, interrelated elements, or the entire plan(s).
Procedures shall be established to take corrective ac-
tion on any deficiency identified.
5.15 Crisis Communication and Public Information.
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 in-
ternal and external audiences, including the media, and deal
with their inquiries.
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 popula-
tions
(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 pub-
lic, through authorized agencies, of threats to people, prop-
erty, and the environment.
5.16* Finance and Administration.
The entity shall develop financial and administrative
procedures to support the program before, during, and after
an emergency or a disaster.
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5.16.2
Procedures shall be created and maintained for expe-
diting fiscal decisions in accordance with established authori-
zation 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 rela-
tionships 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 citi-
zens. Each of these entities has its own focus, unique missions
and responsibilities, varied resources and capabilities, and op-
erating 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 wide-
spread 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 re-
sources 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 dam-
age 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 in-
volves review of documentation, observations, and interviews
with program officials (e.g., officials with the emergency man-
agement agency and from partner agencies, such as transpor-
tation, health, utilities, environmental, and law enforcement).
NFPA 1600’s comprehensive framework has also been ap-
plied to standards for hospitals. The 2005 revision to NFPA 99,
Standard for Health Care Facilities
, Chapter 12, Health Care
Emergency Management, incorporated the “program” em-
phasis of NFPA 1600, serving to differentiate an “emergency
management program” for health care systems from the cur-
rent 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, proce-
dures, equipment, or materials; nor does it approve or evalu-
ate testing laboratories. In determining the acceptability of
installations, procedures, equipment, or materials, the author-
ity 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 jurisdic-
tion 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 “au-
thority 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 pub-
lic safety is primary, the authority having jurisdiction may be a
federal, state, local, or other regional department or indi-
vidual such as a fire chief; fire marshal; chief of a fire preven-
tion bureau, labor department, or health department; build-
ing official; electrical inspector; or others having statutory
authority. For insurance purposes, an insurance inspection de-
partment, rating bureau, or other insurance company repre-
sentative 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 depart-
mental 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 govern-
ment
. 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 escalat-
ing losses over time in order to provide the entity with reliable
data upon which to base decisions concerning hazard mitiga-
tion, 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 under-
standing, intergovernmental compacts, or other terms com-
monly 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, in-
vestigations to determine the nature and source of the threat,
and law enforcement operations directed at deterrence, pre-
emption, 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 prop-
erty, and reconstitute government operations and services.
Recovery actions often extend long after the incident itself.
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Recovery programs include mitigation components de-
signed 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 opera-
tions, and protecting property and the environment. An inci-
dent 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 orga-
nized in a chronological order to form a program develop-
ment schedule to include the following steps:
(1) Establish leadership and direction for the program.
(Form an Advisory Committee, designate a program coor-
dinator, conduct a program assessment, define the pro-
gram policy, and develop and approve a strategic admin-
istrative plan.)
(2) Identify hazards and take actions to eliminate or reduce
their impacts. (Conduct a hazards identification, risk as-
sessment and impact analysis; develop prevention, mitiga-
tion, and continuity plan(s); and establish a public educa-
tion program.)
(3) Prepare the entity for response and recovery operations.
(Develop the emergency operations/response and recov-
ery plan(s); establish operational procedures; define fa-
cilities; 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 prepara-
tion, implementation, evaluation, and revision of the pro-
gram. It is not the intent of this standard to restrict the users to
program coordinator titles. It is recognized that different en-
tities use various forms and names for their program coordi-
nator that performs the functions identified in the standard.
An example of a title for the public sector is emergency man-
ager, 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 com-
mittee. Within the private sector, representatives can include,
but are not limited to, information technology and communi-
cations, plant operations, transportation, maintenance, engi-
neering, personnel, public relations, environment, legal, fi-
nance, risk management, health and safety, security, stake-
holders, 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, stakehold-
ers, and the military (e.g., the National Guard). When determin-
ing the representation on the committee, consideration should
be given to public sector representation on a private sector com-
mittee 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 au-
thority 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 pro-
gram 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 adminis-
tration of the program crucially affect the ultimate implementa-
tion 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 en-
couraged that the program coordinator and the advisory com-
mittee 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 gen-
erals, chief law enforcement officers, county commissions, or
city commissions. These authorities set the agendas for emer-
gency 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 en-
tity 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 pre-
vention, 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 pro-
cess 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 flexibil-
ity 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 rela-
tionships in and among varying levels of government.
For example, the entity might have the appropriate author-
ity 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 au-
thorities 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 govern-
ing factors can be industry codes of practice or regulations
rather than statutory restrictions. A process should be estab-
lished 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.
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ANNEX A
2007 Edition
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 catego-
rize 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 environ-
ment, 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 struc-
ture but relies on knowledgeable individuals who are famil-
iar with the areas/operations/processes. The value of the
Table A.5.1 NFPA 1600, BCI & DRII Professional Practices, and DHS/FEMA’s FPC 65 COOP Elements Crosswalk
NFPA 1600
Chapter/Section
BCI & DRII Professional Practices
(Subject Area)
DHS/FEMA
FPC 65 COOP Elements
4, Program Management
1, Project Initiation and Management
—
5.2, Laws and Authorities
9, Public Relations and Crisis Coordination
10, Coordination with Public Authorities
—
5.3, Risk Assessment
2, Risk Evaluation and Control
—
5.4, Incident Prevention
2, Risk Evaluation and Control
—
5.5, Mitigation
2, Risk Evaluation and Control
—
5.6, Resource Management and Logistics
3, Business Impact Analysis
Human Capital
5.7, Mutual Aid/Assistance
4, Developing Business Continuity Strategies
—
5.8, Planning
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
Plans and Procedures
Essential Functions
Orders of Succession
Delegations of Authority
Vital Records and Databases
Human Capital
5.9, Incident Management
5, Emergency Response and Operations
6, Developing and Implementing Business
Continuity Plans
Devolution of Control and
Direction
5.10, Communications and Warning
5, Emergency Response and Operations
6, Developing and Implementing Business
Continuity Plans
Interoperable Communications
5.11, Operational Procedures
5, Emergency Response and Operations
6, Developing and Implementing Business
Continuity Plans
Plans and Procedures
Orders of Succession
Delegations of Authority
Vital Records and Databases
Reconstitution
5.12, Facilities
4, Developing Business Continuity Strategies
6, Developing and Implementing Business
Continuity Plans
7, Awareness and Training
Alternate Operating Facilities
5.13, Training
7, Awareness and Training
Tests, Training and Exercises
5.14, Exercises, Evaluations, and Corrective
Actions
8, Maintaining and Exercising Business
Continuity Plans
Tests, Training and Exercises
5.15, Crisis Communication and Public
Information
9, Public Relations and
Crisis Coordination
—
5.16, Finance and Administration
1, Project Initiation and Management
—
BCI: Business Continuity Institute. DRII: Disaster Recovery Institute International.
DHS: Department of Homeland Security. FEMA: Federal Emergency Management Agency.
1600
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DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
end result is dependent on the team and the exhaustive na-
ture 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 encour-
age 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 re-
quires an interdisciplinary team that is very knowledgeable
of the areas/operations/processes to be assessed. This ap-
proach 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 deter-
mine 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 creden-
tials of the team, and on the depth of the team’s analysis.
A.5.3.2
The hazard identification should include the follow-
ing 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 influ-
ence 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, com-
ets, meteors)
i. Earthquake
ii. Tsunami
iii. Volcano
iv. Landslide, mudslide, subsidence
v. Glacier, iceberg
(b) Meteorological hazards
i. Flood, flash flood, seiche, tidal surge
ii. Drought
iii. Fire (forest, range, urban, wildland, urban inter-
face)
iv. Snow, ice, hail, sleet, avalanche
v. Windstorm, tropical cyclone, hurricane, tor-
nado, water spout, dust/sand storm
vi. Extreme temperatures (heat, cold)
vii. Lightning strikes
viii. Famine
ix. Geomagnetic storm
(c) Biological hazards
i. Emerging diseases that impact humans or ani-
mals [plague, smallpox, anthrax, West Nile virus,
foot and mouth disease, SARS, pandemic dis-
ease, 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 liq-
uid, 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, infla-
tion, financial system collapse
x. Communications systems interruptions
xi. Misinformation
(b) Intentional
i. Terrorism (explosive, chemical, biological, ra-
diological, 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 breach
xi. 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:
(a) Central computer, mainframe, software, or applica-
tion (internal/external)
(b) Ancillary support equipment
(c) Telecommunications
(d) Energy/power/utility
A.5.3.3
The impact analysis is a broad description and quan-
tification 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 af-
fected 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 im-
pact 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
1600
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ANNEX A
2007 Edition
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 pro-
cesses, their recovery priorities, and internal and external in-
terdependencies, 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 ser-
vices 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 com-
munity, such as in New York City. A hazard that affects the New
York Stock Exchange will have enormous national and inter-
national 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 documentation
Additional considerations for the prevention strategy
could include the following:
(1) Perimeter fence line and gates
(2) Access control system, increased camera surveillance, in-
truder detection systems (motion-sensing cameras, infra-
red detectors)
(3) Patrols (inside and outside) of facility and increased in-
spections of vehicles entering the facility
(4) Background checks for personnel
A.5.4.2
Techniques to consider in a prevention strategy in-
clude 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 pro-
tected
(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 sys-
tems, equipment, information, operations, or materials
(12) Acceptance/retention/transfer of risk (insurance pro-
grams)
(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 re-
sources in a variety of possible emergency circumstances.
(2) Resource Identification and Ordering. Entities use stan-
dardized 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 op-
erations.
(5) Effective Management of Resources. Resource managers
use validated practices to perform the following key re-
source 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 Demobili-
zation 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 utiliz-
ing the Department of Homeland Security/FEMA’s National
Mutual Aid and Resource Management Initiative Resource
Type Definitions.
Resources for program administration as well as emer-
gency operations should be specifically identified. These re-
sources 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, ad-
ministrative, ice)
(3) Sources of energy (electrical, fuel)
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(4) Emergency power production (generators)
(5) Communications systems
(6) Food and water
(7) Technical information
(8) Clothing
(9) Shelter
(10) Specialized personnel (medical, religious, volunteer or-
ganizations, emergency management staff, utility work-
ers, morticians, and private contractors)
(11) 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. Restric-
tion 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 devel-
oped 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 agree-
ment
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 re-
quired support to another entity during an incident. Each en-
tity 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 enti-
ties, 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 mini-
mum, 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, reim-
bursement, 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 mul-
tiple planning activities (e.g., mitigation planning, land use
planning). Coordination ensures nonduplication, improves
understanding, increases support, and assures that all stake-
holders 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, or-
ganizational 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 ac-
tivities that should be accomplished within identified time
frames to meet those objectives.
A.5.8.3.4
The management functions of the incident com-
mand system (command, operations, planning, logistics, and
finance/administration) can be used to structure the emer-
gency 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 impos-
sible 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 equip-
ment 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 restoration
The recovery strategy should include provisions for the re-
turn 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 systems
In 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 re-
sources
(5) Opportunities for disaster mitigation
1600
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ANNEX A
2007 Edition
A.5.8.3.8
Plans for business continuity, continuity of govern-
ment, and continuity of operations are generally similar in
intent and less similar in content. Continuity plans have vari-
ous names in both the public and private sectors. These in-
clude business continuity plans, business resumption plans,
disaster recovery plans, and so on.
In addition, within the public sector, continuity of opera-
tions plans might use business impact analysis to identify criti-
cal governmental functions.
Recovery planning for public sector normally includes
bringing infrastructure and individuals back to pre-incident
conditions, including implementation of mitigation mea-
sures, to facilitate short- and long-term recovery.
Business continuity planning in the private sector incorpo-
rates 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 pri-
vate 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 in-
ability to act.
(2) Pre-delegation of emergency authorities: To ensure that
sufficient enabling measures are in effect to continue op-
erations under emergency conditions. Emergency au-
thorities have been enacted that specify the essential du-
ties 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 mem-
bers 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 capabil-
ity is designated to ensure that the capacity exists for the
leadership to direct and control operations from a cen-
tralized 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 hav-
ing 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 dur-
ing 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 conti-
nuity of operations. Protection of records should comply
with applicable laws [Health Insurance Portability and Ac-
countability Act (HIPAA) or other privacy laws].
(7) Protection of resources, facilities, and personnel: The
measures that are taken to deploy resources and person-
nel 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 func-
tions during and after disasters/emergencies. Plans
should address deployment procedures to relocate/
replicate resources or facilities, increase protection of fa-
cilities, and inform and train personnel in protective mea-
sures. 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 func-
tions assigned to various personnel. The system used varies
among entities and among jurisdictions within entities. In mi-
nor emergencies, incident management functions might be
handled by one person, the incident commander or equiva-
lent designation.
An incident management system is designed to enable ef-
fective and efficient domestic incident management by inte-
grating 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 An-
nex E for detailed information on incident management sys-
tems (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 in-
cident
(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 emer-
gency
(7) Recovery, identification, and safeguarding of human re-
mains (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.
1600
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2007 Edition
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 nor-
mally 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 per-
form an EOC-like function in smaller-scale incidents or dur-
ing 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 cen-
tral or permanently established facility at a higher level of or-
ganization within a jurisdiction.
EOCs can be organized by major functional discipline
(fire, law enforcement, medical services, and so on), by juris-
diction (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 re-
positories, 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: coordi-
nation; communications; resource dispatch and tracking; and in-
formation 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 gov-
ernment and across functional agencies have to be capable of
communicating appropriately with other EOCs during inci-
dents, including those maintained by private organizations.
Communications between EOCs has to be reliable and con-
tain built-in redundancies. The efficient functioning of the
EOCs most frequently depends on the existence of mutual
aid/assistance agreements and joint communications proto-
cols among participating agencies.
Facilities should be capable of accommodating any combi-
nation of essential representatives who are identified in the
entity’s plan. Facilities should have adequate workspace, com-
munications, and back-up utilities and should meet other ba-
sic 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 capabili-
ties, entities using this mode of operation should still meet the
criteria in this section.
An emergency operations center would include an emer-
gency 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
A Corrective Action 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 “after-
action” discussion/critique of the incident or exercise. The
Corrective Action Program might also begin during the inci-
dent if a lengthy or extended event is being managed. During
the evaluation, process deficiencies are noted that require im-
provement. Some corrective actions might not be taken imme-
diately due to constraints, such as budgets, staffing, or con-
tracts, 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 correc-
tive 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 successful
There are eight components in the Corrective Action Pro-
gram, 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 ac-
tions 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
1600
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ANNEX A
2007 Edition
(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 appli-
cable, the public. Also, it should establish procedures to re-
spond 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 audi-
ence 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 pre-
vent 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 pro-
tect 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 fol-
lowing:
(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 coordi-
nated 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 pub-
lic affairs professionals from organizations involved in inci-
dent management activities can colocate to perform critical
emergency information, crisis communications, and public af-
fairs functions. It is important for the center to have the most
current and accurate information regarding incident manage-
ment activities at all times. The center provides the organiza-
tional structure for coordinating and disseminating official in-
formation. 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 juris-
diction, agency, private sector, and nongovernmental or-
ganization involved in incident management activities.
(2) A single center location is preferable, but the system
should be flexible and adaptable enough to accommo-
date 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 cen-
ters, 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 flex-
ibility 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 ad-
ministrative 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 bud-
geted and specially appropriated funds.
A.5.16.1
In addition to having sound financial and adminis-
tration procedures for daily operations, it is equally important
to have procedures in place that will allow an entity to expe-
dite financial decision making and ensure that proper ac-
counting occurs. To develop proper financial and administra-
tion 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 ex-
ternal resources.
(See Section 5.6.)
(3) The entity’s financial opportunities or limitations should
be identified within the strategic plan that defines the vi-
sion, 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 NFPA document
but is included for informational purposes only.
B.1
The following lists of U.S. federal and international agen-
cies, organizations, and academic institutions have been iden-
tified 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 Emer-
gency Management and Business Continuity.
B.2 Government Emergency Management and Related
Agencies.
1600
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DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
B.2.1 Australia/New Zealand.
Australian Capital Territory Emergency Services Authority
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
Ministry of Civil Defence and Emergency Management
33 Bowen Street
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
Headquarters
280 Slater Street
P.O. Box 1046
Station B
Ottawa, ON K1P 5S9
Canada
1600
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ANNEX B
2007 Edition
(800) 668-5284 (in Canada)
(613) 995-5894 (outside Canada)
(613) 995-5086 (fax)
www.nuclearsafety.gc.ca
Canadian Transportation Agency (CTA)
15 Eddy Street
Gatineau, QC K1A 0N9
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
(613) 996-6666 (emergency — call collect)
*666 (cellular phone in Canada only)
(613) 992-4624 (information — call collect)
(613) 954-5101 (fax)
www.tc.gc.ca/canutec
Defense R and D, Suffield
Box 4000, Station Main
Medicine Hat, AB T1A 8K6
Canada
(403) 544-4656
(403) 544-3388 (fax)
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) 993-4331
(613) 993-4686 (fax)
www.hmirc-ccrmd.gc.ca
Health Canada
Chemical 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.shtml
National Defense Headquarters
Major-General George R. Pearkes Building
101 Colonel By Drive
Ottawa, ON K1A 0K2
Canada
(613) 995-2534
(613) 995-2610 (fax)
www.forces.gc.ca
Natural Resources Canada
Explosives Research Laboratory
1431 Merivale Road
Ottawa, ON K1A 0G1
Canada
(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
(613) 990-2309 or (613) 954-4731
(613) 998-8620 or (613) 954-4731 (fax)
www.tc.gc.ca
Transportation 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.ca
Workplace 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
1600
–18
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
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)
(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
(709) 729-3703
(709) 729-3857 (fax)
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) 873-7083
(867) 873-7554 (24 hour emergency)
(867) 873-8193 (fax)
www.maca.gov.nt.ca/about/emergency.html
Nova Scotia
Emergency Measures Organization (Nova Scotia)
P.O. Box 2581
Halifax, NS B3J 3N5
Canada
(903) 424-5620
(903) 424-5376 (fax)
www.gov.ns.ca/emo
Nunavut
Nunavut Emergency Services
Dept. of Community Government & Transportation
P.O. Box 800
Iqaluit, NV X0A 0H0
(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.ca
Québec
Organisation de la Sécurité Civile du Québec (OSCQ)
Direction des communications
2525, boul. Laurier, 5th Floor
Tour du Saint-Laurent
1600
–19
ANNEX B
2007 Edition
Québec, QC G1V 2L2
Canada
(418) 644-6826 or (866) 644-6826
(418) 643-3194 (fax)
www.msp.gouv.qc.ca/secivile
Ministère des Transports du Québec
Direction 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.asp
Saskatchewan
Saskatchewan Emergency Planning
220 – 1855 Victoria Avenue
Regina, SK S4P 3V7
Canada
(306) 787-9563
(306) 787-1694 (fax)
www.cps.gov.sk.ca/safety/emergency
Yukon
Yukon Emergency Measures Organization
Community 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.ca
B.2.3 Japan.
Fire and Disaster Management Agency
Ministry of Home Affairs
1-2 Kasumigaseki 2-chome, Chiyoda-ku
Tokyo 100-8926
Japan
81-3-5253-5111
www.fdma.go.jp
B.2.4 United Kingdom.
UK Resilience
Civil Contingencies Secretariat
HM Government
10 Great George Street
London
SW1P 3AE
United Kingdom
www.ukresilience.infor(main page)
www.pfe.gov.uk(specific page for emergency management)
B.2.5 United States.
Agency for Toxic Substances and Disease Registry
Public Health Service
U.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.html
Air Force Hazardous Material Resource Information System
2325 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.gov
CDC Public Health Emergency Response Guide for State,
Local, and Tribal Public Health Directors
www.bt.cdc.gov/planning/responseguide.asp
CDC, Emergency Preparedness & Response
Bioterrorism 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.gov
CDC, National Center for Infectious Diseases
Office 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.htm
Chemical 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.mil
Department of Defense/Department of the Army, Director
of Military Support
Defense Technical Information Center
Attn: Information Analysis Center Program Office (DTIC-AI)
8725 John J. Kingman Road, Suite 0944
Fort Belvoir, VA 22060-6218
1600
–20
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
(703) 767-9120
(800) 225-3842
(703) 767-9119 (fax)
www.iac.dtic.mil
Department of Defense, Defense Technical Information
Center, Index of Resources
www.dtic.mil/dtic/d
Department 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 Planning
U.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.html
Department of Energy/National Nuclear Security Ad-
ministration
U.S. Department of Energy
National Nuclear Security Administration
Nevada Operations Office
P.O. Box 98518
Las Vegas, NV 89193-8518
(702) 295-3521
(702) 295-0154 (fax)
www.nnsa.doe.gov/nevada.htm
Department of Health and Human Services (DHHS)
200 Independence Avenue, SW
Washington, DC 20201
(202) 619-0257 or (877) 696-6775
www.hhs.gov
Department 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 1996
Department of Health and Human Services
200 Independence Avenue, SW
Washington, DC 20201
(877) 696-6775
http://ndms.dhhs.gov/CT_Program/Response_
Planning/C-BHMPlan.pdf
Department 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/ophep
Department of Health and Human Services,
Pandemic Influenza
National Vaccine Program Office
U.S. Department of Health and Human Services
200 Independence Avenue, SW
Washington, DC 20201
www.hhs.gov/nvpo/pandemics/index.html
Department of Health and Human Services, U.S. Public
Health Service, National Disaster Medical System
USPHS 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.html
Department of Homeland Security/FEMA
Headquarters DHS
Federal Center Plaza
500 C Street, SW
Washington, DC 20472
(202) 646-4600
(202) 646-4060 (fax)
www.dhs.gov
Department of Homeland Security/Ready.gov
www.ready.gov/default.html
Ready Business: www.ready.gov/business/index.html
Ready America: www.ready.gov/index.html
Department of Homeland Security/FEMA
National Disaster Medical System
500 C Street, SW
Washington, DC 20472
(800) USA-NDMS or (800) 872-6367
(202) 646-4618 (fax)
www.ndms.fema.gov
Department of Homeland Security/Preparedness Direc-
torate
United States Fire Administration
National 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.gov
Department of Homeland Security/FEMA
Emergency Management Institute/Training Division
National Emergency Training Center
www.training.fema.gov/emiweb
Department of Homeland Security/FEMA
National Incident Management System (NIMS)
Integration Center
Copies 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 Integration
Center @ dhs.gov or (202) 646-3850
www.fema.gov/nims/nims_about.shtm
1600
–21
ANNEX B
2007 Edition
Department of Homeland Security/Preparedness
Directorate
Office of Grants and Training
810 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.gov
Department of Justice/Office for Domestic Preparedness
U.S. Department of Justice
950 Pennsylvania Avenue, NW
Washington, DC 20530-0001
www.ojp.usdoj.gov/odp/
Department of Transportation,
Office of Hazardous Materials Safety
Research and Special Programs Administration
400 7th Street, SW
Washington, DC 20590
(202) 366-4000
http://hazmat.dot.gov
Department of Veterans Affairs, Veterans Health
Administration
Emergency Management Strategic Healthcare Group
510 Butler Avenue, Building 203-B
Martinsburg, WV 25401
(304) 264-4835
(304) 264-4499 (fax)
www.va.gov/emshg
Emergency Education Network, EENET
National Emergency Training Center (NETC)
16825 South Seton Avenue
Emmitsburg, MD 21727
(800) 500-5164
www.fema.gov/tab_education.shtm
Emergency Management Institute, FEMA
National Emergency Training Center (NETC)
16825 South Seton Avenue
Emmitsburg, MD 21727
(800) 500-5164
www.training.fema.gov/emiWeb
Emergency Management Assistance Compact (EMAC)
National Emergency Management Association
(859) 244-8217
www.emacweb.org
Emergency Response Guidebook
First Responder’s Guide for HAZMAT Operations, DOT,
2004
hazmat.dot.gov/pubs/erg2004/gydebook.htm
Download: hazmat.dot.gov/pubs/erg2004/erg2004.pdf
Environmental Protection Agency, Chemical Emergency
Preparedness and Prevention
Ariel Rios Federal Building
1200 Pennsylvania Avenue, NW
Washington, DC 20460
(800) 424-9346 (toll free)
(703) 412-9810 (metropolitan DC area and international
calls)
www.epa.gov/ceppo or www.epa.gov/swercepp
Environmental Protection Agency, Environment
Response Team
2890 Woodbridge Avenue
Building 18, MS 101
Edison, NJ 08837
(732) 321-6740
www.ert.org/
Environmental Protection Agency, National Response System
Ariel Rios Federal Building
1200 Pennsylvania Avenue, NW
Washington, DC 20460
(202) 260-2090
www.epa.gov/superfund/programs/er/nrs/index.htm
Federal 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-Hazard
Emergency Operations Planning:
wwww.fema.gov/rrr/gaheop.shtm
Bibliography
Listing
for
Emergency
Management:
www.fema.gov/library or (202) 566-1600
Hazardous Materials Information Resource System,
Department of Defense, Defense Logistics Agency
Defense Supply Center Richmond
ATTN: DSCR-VBA
Jefferson Davis Highway
Richmond, VA 23297-5685
(804) 279-5252
(804) 279-5337 (fax)
www.dlis.dla.mil/hmirs
The Health Library for Disasters, World Health Organiza-
tion, and Pan-American Health Organization
www.helid.desastres.net/cgi_bin/library.exe
Homeland Security Integration Center, U.S. Army
MANSCEN
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/hls
Learning Resource Center, National Emergency Training
Center, FEMA/NFA, LRC Online Card Catalog
National 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
1600
–22
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
Local Emergency Planning Committee (LEPC) Database
www.epa.gov/swercepp/lepclist.htm
National Animal Health Emergency Management System
www.usaha.org/nahems
National Institute of Building Science (NIBS)
1090 Vermont Avenue, NW, Suite 700
Washington, DC 20005-4905
(202) 289-7800
(202) 289-1092 (fax)
www.nibs.org
National Institute of Health, National Library of Medicine
MedlinePlus: Disasters and Emergency Preparedness
U.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.html
National 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.htm
National Institute for Occupational Safety and Health
(NIOSH)
(800) 35-NIOSH or (800) 356-4674
(513) 533-8573 (fax)
www.cdc.gov/niosh/homepage.html
National 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.html
National Interagency Civil-Military Institute National Guard
Bureau
937 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.html
National Laboratory Training Network, CDC
Association 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.org
National Library of Medicine
8600 Rockville Pike
Bethesda, MD 20894
(888) 346-3656 (local and international calls)
(301) 594-5983
(301) 402-1384 (fax)
www.nlm.nih.gov
National Oceanic and Atmospheric Administration (NOAA)
14th Street and Constitution Avenue, NW
Washington, DC 20230
(202) 482-6090
(202) 482-3154 (fax)
www.noaa.gov
The National Response Center, Chemical/HAZMAT Spills
c/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.html
National Response Plan
DHS/FEMA
(800) 368-6498
Download site: www.dhs.gov/interweb/assetlibrary/NRP_
FullText.pdf
FEMA
500 C Street, SW
Washington, DC 20472
National Wildlife Health Center, USGS
Center Director
(608) 270-2401
www.nwhc.usgs.gov
Occupational 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.gov
Office of Counterproliferation and Chemical Biological
Defense, Department of Defense
www.acq.osd.mil/cp/
Office of Homeland Security
The White House
1600 Pennsylvania Avenue, NW
Washington, DC 20500
(202) 456-1414
(202) 456-2461 (fax)
www.whitehouse.gov/homeland
Public Health Service (DHHS) Office of Emergency
Preparedness
(Manages the National Disaster Medical System)
http://ndms.dhhs.gov/index.html
Public Health Training Network, Center for Disease Control
(800) 311-3435
www.phppo.cdc.gov/phtn/default.asp
1600
–23
ANNEX B
2007 Edition
U.S. Army Center for Health Promotion & Preventive
Medicine
5158 Blackhawk Road
Aberdeen Proving Ground, MD 21010-5403
(800) 222-9698
https://chppm-www.apgea.army.mil
U.S. Army Chemical School
Fort Leonard Wood Staff Duty Office
(573) 563-8053 (commercial phone)
www.wood.army.mil/usacmls
U.S. Army Corps of Engineers
For General Information:
Public Affairs Office, CEPA
(202) 761-0011
www.usace.army.mil
U.S. Army Medical Department
www.armymedicine.army.mil
U.S. Army Medical Research Institute of Chemical Defense
Commander
U.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.mil
U.S. Army Medical Research Institute of Chemical Defense,
Chemical Casualty Care Division
Commander
U.S. Army Medical Research Institute of Chemical Defense
(USAMRICD)
ATTN MCMR-UV-ZM
3100 Ricketts Point Road
Aberdeen Proving Ground, MD 21010-5400
(410) 436-2230
(410) 436-3086 (fax)
https://ccc.apgea.army.mil
U.S. Army Medical Research and Material Command
https://mrmc-www.army.mil
U.S. Army Soldier and Biological Chemical Command
(SBCCOM)
www.sbccom.apgea.army.mil
U.S. Coast Guard Command Center
www.uscg.mil/hq/commandcenter/oc.htm
U.S. Geological Survey
Headquarters
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.gov
U.S. Geological Survey/National Earthquake Information
Center
Box 25046, DFC
Denver, CO 80225-0046
(303) 273-8500
(303) 273-8450 (fax)
Earthquake Information Line: (303) 273-8516 (prere-
corded information on earthquakes located during the
previous 24 hours)
http://neic.usgs.gov
U.S. Geological Survey/National Landslide
Information Center
(800) 654-4966
(303) 273-8600 (fax)
http://landslides.usgs.gov/index.html
U.S. Marine Corps, Chemical Biological Incident
Response Force
(301) 744-2041 (Public Affairs Officer)
(301) 744-2038 (Command Duty Officer)
www.cbirf.usmc.mil
U.S. Nuclear Regulatory Commission
Office of Public Affairs (OPA)
Washington, DC 20555
(301) 415-8200 or (800) 368-5642
www.nrc.gov
U.S. Public Health Service,
National Disaster Medical System
500 C Street SW
Washington, DC 20472
(800) USA-NDMS or (800) 872-6367
(202) 646-4618 (fax)
www.oep.ndms.dhhs.gov
U.S. Secret Service
Office of Government Liaison & Public Affairs
245 Murray Drive
Building 410
Washington, DC 20223
(202) 406-5708
www.treas.gov/usss/index.shtml
USAID — 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/ofda
B.3 Non-Governmental Emergency Management and Related
Organizations.
B.3.1 Africa.
UN/ISDR Africa
Block U, Room 217
UNEP, Gigiri, Nairobi, Kenya
+ 254 2 62 41 01
+ 254 2 62 47 26 (fax)
ISDR-Africa@unep.org
www.unisdrafrica.org
B.3.2 Canada.
Air Transport Association of Canada (ATAC)
1100-255 Albert St.
Ottawa, ON K1T 3W8
1600
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DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
Canada
(613) 233-7727
(613) 230-8648 (fax)
www.atac.ca
Canadian Association of Chiefs of Police (CACP)
582 Somerset Street W
Ottawa, ON K1R 5K2
Canada
(613) 233-1106
(613) 233-6960 (fax)
www.cacp.ca
Canadian Association of Chemical Distributors
627 Lyons Lane #301
Oakville, ON L6J 5Z7
Canada
(905) 844-9140
(905) 844-5706 (fax)
www.cacd.ca
Canadian 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.ca
Canadian 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.ca
Canadian Association of Petroleum Producers (CAPP)
2100, 350 7th Avenue SW
Calgary, AB T2P 3N9
Canada
(403) 267-1100
(403) 261-4622 (fax)
www.capp.ca
Canadian Center for Pollution Prevention
100 Charlotte Street
Sarnia, ON N7T 4R2
Canada
(519) 337-3423 or (800) 667-9790
(519) 337-3486 (fax)
www.c2p2online.com
Canadian Chemical Producers’ Association (CCPA)
350 Sparks Street
Suite 805
Ottawa, ON K1R 7S8
Canada
(613) 237-6215
(613) 237-4061 (fax)
www.ccpa.ca
Canadian 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.aspx
Canadian Gas Association (CGA)
350 Sparks Street, Suite 809
Ottawa, ON K1R 7S8
Canada
(613) 748-0057
(613) 748-9078 (fax)
www.cga.ca
Canadian Interagency Forest Fire Center (CIFFC)
210-301 Weston Street
Winnipeg, MB R3E 3H4
Canada
(204) 784-2030
(204) 956-2398 (fax)
www.ciffc.ca
Canadian 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.ca
Canadian Red Cross
170 Metcalfe Street, Suite 300
Ottawa, ON K2P 2P2
Canada
(613) 740-1900
(613) 740-1911 (fax)
www.redcross.ca
Canadian Society of Safety Engineering (CSSE)
39 River Street
Toronto, ON M5A 3P1
Canada
(416) 646-1600
(416) 646-9460 (fax)
www.csse.org
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.ca
Disaster Recovery Information Exchange (DRIE)
Canada
157 Adelaide Street West
P.O. Box 247
Toronto, ON M5H 4E7
1600
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ANNEX B
2007 Edition
Canada
(647) 299-DRIE (3743)
www.drie.org
Disaster Recovery Institute Canada (DRI Canada)
200 Sanders Street, Suite 201
P.O. Box 552
Kemptville, ON K0G 1J0
Canada
(613) 258-2271
(888) 728-DRIC (3742)
(613) 258-1447 (fax)
www.dri.ca
DRIE Atlantic
644 Main Street
P.O. Box 220
Moncton, NB E1C 8L3
Canada
(506) 853-3729
(506) 863-4678 (cellular)
www.drie.org/atlantic
DRIE Central
P.O. Box 27271
360 Main Street
Winnipeg, MB R3C 4T3
Canada
www.drie.org/central
DRIE Montreal
600 Montée du Moulin
Casier Postal 74012
Laval, QC H7A 4A2
Canada
(514) 280-4044 (fax)
www.drie-montreal.org
DRIE Ottawa
P.O. Box 20518
390 Rideau Street
Ottawa, ON K1N 1A3
Canada
www.drieottawa.org
DRIE South Western Ontario
c/o Mike Ross
208-1063 King Street West
Hamilton, ON L8S 4S3
Canada
(800) 461-3095
(905) 526-9056 (fax)
www.drie-swo.org
DRIE Toronto
157 Adelaide Street West
P.O. Box 247
Toronto, ON M5H 4E7
Canada
(647) 299-3743
www.drie.org/toronto
DRIE West
P.O. Box 1557, Station M
Calgary, AB T2P 3B9
Canada
(403) 254-4376
www.drie.org/west
Federation of Canadian Municipalities
24 Clarence Street
Ottawa, ON K1A 0W6
Canada
(613) 241-5221
(613) 241-7440 (fax)
www.fcm.ca
Industrial 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.ca
Liquefied Petroleum Gas Emergency Response Corporation
800-717 7th Avenue SW
Calgary, AB T2P 0Z3
Canada
(403) 543-6090
(403) 543-6099 (fax)
www.propanegas.ca/lpgerc/index.asp
Ontario Association of Emergency Managers (OAEM)
2150 Burnhamthorpe Road West
P.O. Box 67043
Mississauga, ON L5L 5V4
Canada
Contact: president2006@oaem.ca
www.oaem.ca
Ontario Trucking Association
555 Dixon Road
Toronto, ON M9W 1H8
Canada
(416) 249-7401
(416) 245-6152 (fax)
www.ontruck.org
Railway Association of Canada
99 Bank Street, Suite 1401
Ottawa, ON K1P 6B9
Canada
(613) 567-8591
(613) 567-6726 (fax)
www.railcan.ca
B.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
1600
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DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
B.3.4 Latin America.
UN/ISDR Latin America and the Caribbean
P.O. Box 3745-1000
San José, Costa Rica
+506 224 1186
+506 224 7758 (fax)
eird@eird.org
www.eird.org
B.3.5 Norway.
International Emergency Management Society (TIEMS)
P.O. Box 2777
Soli, N-0204
Oslo, Norway
www.tiems.org
B.3.6 Switzerland.
International Civil Defense Organization
10-12 Chemin de Surville
P.O. Box 172
1213 Petit-Lancy 2
Geneva, Switzerland
+41 22 879-6969
+41 22 879 6979 (fax)
www.icdo.org
International Federation of Red Cross and Red
Crescent Societies
PO Box 372
CH-1211 Geneva 19
Switzerland
+41 22 730 42 22
+41 22 733 03 95 (fax)
www.ifrc.org/index.ssd
United Nations Inter-Agency Secretariat of the Interna-
tional 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.org
World Health Organization
Avenue Appia 20
1211 Geneva 27
Switzerland
(+00 41 22) 791 21 11
(+00 41 22) 791 31 11 (fax)
www.who.ch
B.3.7 Thailand.
Asian Disaster Preparedness Center
58 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.net
B.3.8 United Kingdom.
The Business Continuity Institute
10-11 Southview Park
Marsack Street
Caversham
Reading
Berkshire, RG4 5AF
England
+44 (0) 870 603 8783
+44 (0) 870-603-8761 (fax)
www.thebci.org
UK Financial Services Authority
www.fsa.gov.uk
B.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.asp
Amateur Radio Emergency Services
www.ares.org
America’s Second Harvest
35 East Wacker Drive, #2000
Chicago, IL 60601
(312) 263-2303 or (800) 771-2303
(312) 263-5626
www.secondharvest.org
American Academy of Emergency Medicine
555 East Wells Street
Milwaukee, WI 53202-3823
(800) 884-2236
(414) 276-3349 (fax)
www.aaem.org
American Academy of Medical Administrators
701 Lee Street, Suite 600
Des Plaines, IL 60016-4516
(847) 759-8601
(847) 759-8602 (fax)
www.aameda.org
American Civil Defense Association
The American Civil Defense Association
P.O. Box 1057
Starke, FL 32091
(800) 425-5397 or (904) 964-5397
(904) 964-9641 (fax)
www.tacda.org
American Public Works Association
1401 K Street, NW, 11th Floor
Washington, DC 20005
(202) 408-9541
(202) 408-9542 (fax)
www.apwa.net
1600
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ANNEX B
2007 Edition
American Radio Relay League
225 Main Street
Newington, CT 06111-1494
(860) 594-0200
(860) 594-0259 (fax)
www.arrl.org
American Red Cross
American Red Cross National Headquarters
2025 E Street, NW
Washington, DC 20006
(202) 303-4498 or (877) 272-7337
Disaster assistance info: (866) 438-4636
www.redcross.org
American Society for Industrial Security
ASIS International
1625 Prince Street
Alexandria, VA 22314-2818
(703) 519-6200
(703) 519-6299 (fax)
www.asisonline.org
American 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.cfm
American 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.org
American 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.org
Association 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.com
Association of Energy Engineers
4025 Pleasantdale Road., Suite 420
Atlanta, GA 30340
(770) 447-5083
(770) 446-3969 (fax)
www.aeecenter.org
Association of Environmental & Engineering Geologists
(AEG)
P.O. Box 460518
Denver, CO 80246
(303) 757-2926
(303) 757-2969 (fax)
www.aegweb.org
Association of Public-Safety Communications Officials
(APCO) International
World Headquarters
351 North Williamson Boulevard
Daytona Beach, FL 32114-1112
(386) 322-2500 or (888) 272-6911
(386) 322-2501 (fax)
www.apcointl.org
Association of Records Managers & Administrators (ARMA)
ARMA International
13725 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.org
Association of Specialists in Cleaning & Restoration
International (ASCR)
8229 Cloverleaf Drive, Suite 460
Millersville, MD 21108
(800) 272-7012
(410) 729-3603 (fax)
www.ascr.org
Association 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.org
Association 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
1600
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DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
Association of Traumatic Stress Specialists (ATSS)
P.O. Box 2747
Georgetown, TX 78627
(512) 868-3677
(512) 868-3678 (fax)
www.atss-hq.com
Building Owners and Managers Association (BOMA)
International
1201 New York Avenue, NW, Suite 300
Washington, DC 20005
(202) 408-2662
(202) 371-0181 (fax)
www.boma.org
Building Seismic Safety Council (BSSC)
National Institute of Building Seismic
1090 Vermont Avenue, NW, Suite 700
Washington, DC 20005
(202) 289-7800
(202) 289-1092 (fax)
www.bssconline.org
Business Network of Emergency Resources, Inc.
11 Hanover Square, Suite 501
New York, NY 10005
(888) 353-2638
www.bnetinc.org
Center for Biosecurity
University 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.org
Center for Earthquake Research and Information (CERI)
University of Memphis
3876 Central Avenue Suite 1
Memphis, TN 38152-3050
(901) 678-2007
www.ceri.memphis.edu
Center of Excellence in Disaster Management &
Humanitarian Assistance
Tripler 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.org
Chartered Property Casualty Underwriters Society (CPCU)
720 Providence Road
Malvern, PA 19355-0709
(800) 932-2728
(610) 251-2780 (fax)
www.cpcusociety.org
DRI International
201 Park Washington Court
Falls Church, VA 22046-4513
(703) 538-1792
(703) 241-5603 (fax)
www.drii.org
Earthquake Engineering Research Institute
499 14th Street, Suite 320
Oakland, CA 94612-1934
(510) 451-0905
(510) 451-5411 (fax)
www.eeri.org
Emergency Infrastructure Partnership (EIIP)
Avagene Moore
www.emforum.org
EIIP Newsletter: www.emforum.org/eiip/news.htm
Emergency Management Laboratory
P.O. Box 117, MS-11
Oak Ridge, TN 37831- 0117
(865) 576-9647
www.orau.gov/eml
Florida Emergency Medicine Foundation
Emergency Medicine Learning and Resource Center
3717 South Conway Road
Orlando, FL 32812
(407) 281-7396 or (800) 766-6335
(407) 281-4407 (fax)
www.femf.org
Global Warming International Center (GWIC)
22W381, 75th Street
Naperville, IL 60565-9245
(630) 910-1551
(630) 910-1561 (fax)
www.GlobalWarming.net
Humane Society of the United States
2100 L Street, NW
Washington, DC 20037
(202) 452-1100
www.hsus.org/index.html
IT Governance Institute
3701 Algonquin Road, Suite 1010
Rolling Meadows, IL 60008
(847) 590-7491
(847) 253-1443 (fax)
www.itgi.org
Information Systems Audit & Control Association/
Foundation (ISACA)
3701 Algonquin Road, Suite 1010
Rolling Meadows, IL 60008
(847) 253-1545
(847) 253-1443 (fax)
www.isaca.org
1600
–29
ANNEX B
2007 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.org
Institute for Business and Home Safety (IBHS)
4775 E Fowler Avenue
Tampa, FL 33617
(813) 286-3400
(813) 286-9960 (fax)
www.ibhs.org
Insurance Information Institute (III)
110 William Street
New York, NY 10038
(212) 346-5500
www.iii.org
International Association of Arson Investigators (IAAI)
12770 Boenker Road
Bridgeton, MO 63044
(314) 739-4224
(314) 739-4219 (fax)
www.firearson.com
International 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.org
International 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.asp
International Association of Marine Investigators (IAMI)
711 Medford Center #419
Medford, OR 97504
(866) 844-4264
(541) 857-8498 (fax)
www.iamimarine.org
International 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.org
International Critical Incident Stress Foundation
3290 Pine Orchard Lane, Suite 106
Ellicott City, MD 21042
(410) 750-9600
(410) 313-2473 (emergency)
(410) 750-9601 (fax)
www.icisf.org
International Disaster Recovery Institute
c/o BWT Associates
P.O. Box 4515
Shrewsbury, MA 01545
(508) 845-6000
(508) 842-9003 (fax)
www.idra.com
International Facility Management Association (IFMA)
1 E Greenway Plaza, Suite 1100
Houston, TX 77046-0194
(713) 623-4362
(713) 623-6124 (fax)
www.ifma.org
Multidisciplinary Center for Earthquake Engineering
Research
University at Buffalo, State University of New York
Red Jacket Quadrangle
Buffalo, NY 14261
(716) 645-3391
(716) 645-3399 (fax)
www.mceer.buffalo.edu
National Association of Catastrophe Adjusters, Inc.
P.O. Box 821864
North Richland Hills, TX 76182
(817) 498-3466
(817) 498-0480 (fax)
www.nacatadj.org
National Association of Counties (NACO)
440 First Street, NW, Suite 800
Washington, DC 20001
(202) 393-6226
(202) 393-2630 (fax)
www.naco.org
National 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.org
National 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.org
National Association of SARA Title III Program Officials
(NASTTPO)
577 Wickham Way
Gahanna, OH 43230
www.nasttpo.org
National Association for Search and Rescue
25671 Tremaine Terrace
South Riding, VA 20152
1600
–30
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
(703) 222-6277
(877) 893-0702 (toll free)
(703) 222-6283 (fax)
www.nasar.org/nasar
National Center for Post-Traumatic Stress Disorder
Department of Veterans Affairs National Center for PTSD
(802) 296-6300
www.ncptsd.va.gov
National Defense Industrial Association
2111 Wilson Boulevard, Suite 400
Arlington, VA 22201
(703) 522-1820
(703) 522-1885 (fax)
www.ndia.org
National Emergency Management Association (NEMA)
P.O. Box 11910
Lexington, KY 40578-1910
(859) 244-8000
(859) 244-8239 (fax)
www.nemaweb.org/index.cfm
National Environmental Health Association
720 S Colorado Boulevard, Suite 970-S
Denver, CO 80246-1925
(303) 756-9090
(303) 691-9490 (fax)
www.neha.org
National 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.org
National Institute for Urban Search and Rescue
P.O. Box 91648
Santa Barbara, CA 93190
(805) 569-5066
www.niusr.org
National Safety Council
1121 Spring Lake Drive
Itasca, IL 60143-3201
(630) 285-1121
(630) 285-1315 (fax)
www.nsc.org
National 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.org
National Watershed Coalition
1023 Manvel, Suite D
P.O. Box 556
Chandler, OK 74834
(405) 627-0670
www.watershedcoalition.org
North East States Emergency Consortium
1 West Water Street
Wakefield, MA 01880
(781) 224-9876
(781) 224-4350 (fax)
www.nesec.org
New England Disaster Recovery Information Exchange
(NEDRIX)
McCormack P.O. Box 155
Boston, MA 02101-0155
(781) 485-0279
(781) 385-1616 (fax)
www.nedrix.com
Pacific Earthquake Engineering Research Center
University of California, Berkeley
1301 South 46th Street
Richmond, CA 94804-4698
(510) 231-9554
(510) 231-9471 (fax)
http://peer.berkeley.edu
Pan American Health Organization
525 23rd Street, NW
Washington, DC 20037-2895
(202) 974-3000
(202) 974-3663 (fax)
www.paho.org
PRISM International
605 Benson Road, Suite B
Garner, NC 27529
(919) 771-0657 or (800) 336-9793
(919) 771-0457 (fax)
www.prismintl.org
Private and Public Businesses, Inc.
P.O. Box 510229
St. Louis, MO 63151-0110
(314) 894-2052
www.ppbi.org
Public Risk Management Association
500 Montgomery Street, Suite 750
Alexandria, VA 22314
(703) 528-7701
(703) 739-0200 (fax)
www.primacentral.org
Risk and Insurance Management Society (RIMS)
1065 Avenue of the Americas, 13th Floor
New York, NY 10018
(212) 286-9292
www.rims.org
Seismological Society of America
201 Plaza Professional Building
El Cerrito, CA 94530
(510) 525-5474
(510) 525-7204 (fax)
www.seismosoc.org
1600
–31
ANNEX B
2007 Edition
Society for Risk Analysis
1313 Dolley Madison Boulevard
Suite 402
McLean, VA 22101
(703) 790-1745
www.sra.org
South East Business Recovery Exchange
www.drj.com/groups/sebre.htm
Southern California Earthquake Center
University of Southern California
3651 Trousdale Parkway, Suite 169
Los Angeles, CA 90089-0742
(213) 740-5843
www.scec.org
State Guard Association of the United States (SGAUS)
P.O. Box 1416
Fayetteville, GA 30214-1416
(770) 460-1215
www.sgaus.org
Storage Networking Industry Association
500 Sansome Street, Suite 504
San Francisco, CA 94111
(415) 402-0006 ext. 103
(415) 402-0009 (fax)
www.snia.org/home
Volunteers in Technological Assistance
1600 Wilson Boulevard, Suite 1030
Arlington, VA 22209
(703) 276-1800
(703) 243-1865 (fax)
www.vita.org
Western States Seismic Policy Council
644 Emerson Street, Suite 22
Palo Alto, CA 94301
(650) 330-1101
(650) 330-1973 (fax)
www.wsspc.org
B.4 Academic Institutions.
B.4.1 Coordination Project for Higher Education Programs
Including FEMA Higher Education Project.
FEMA Higher Education Project
National 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/edu
B.4.2 Canada.
Fire Etc., Division of Lakeland College
Integrated 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.ca
Fleming College
1005 Elgin Street West
Cobourg, ON K9A 5J4
(866) 353-6464 or (905) 372-6865
(705) 749-5525 (fax)
www.flemingc.on.ca
Lambton College of Applied Arts and Technology
Fire Science Technology Program
1457 London Road
Sarnia, ON N7S 6K4
Canada
(519) 542-7751
www.lambton.on.ca
McGill University
School 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/mse
Underwriters Laboratories of Canada
UL University Customer Training Workshops
7 Underwriters Road
Toronto, ON M1R 3B4
Canada
(888) 503-5536
www.uluniversity.com/ca
University of Québec, Trois-Rivières
Gestion des Matières Dangereuses (GMD)
3351 Boulevard des Forges
C.P. 500, Trois-Rivières, QC G9A 5H7
Canada
(819) 376-5011 ext. 2687
(819) 376-5012 (fax)
www.uqtr.uquebec.ca/sppu/gmd.html
University of Toronto, Center for Environment
Earth Sciences Building
33 Willcocks Street, Room 1016V
Toronto, ON M5S 3E8
Canada
(416) 978-6526
www.environment.utoronto.ca
B.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.htm
Canada 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
1600
–32
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
The Canadian Journal of Chemical Engineering
Canadian Society for Chemical Engineering (CSChe)
130 Slater Street, Suite 550
Ottawa, ON K1P 6E2
Canada
www.chemistry.ca/publications/cjche/cschefrm_index__
e.htm
Canadian Journal of Chemistry
NRC Research Press
National Research Council of Canada
Ottawa, ON K1A 0R6
Canada
http://pubs.nrc-cnrc.gc.ca/cgi-bin/rp/rp2_desc_e?cjc
Journal of Hazardous Materials
Environmental Control, Risk Assessment, Impact and
Management
ISSN: 0304-3894
www.elsevier.com/wps/find/journaldescription.cws_
home/502691/description#description
Occupational Health and Safety Magazine
Business Information Group, a division of Hollinger
Canadian Newspapers, L.P.
www.ohscanada.com/about/about.asp
Transport of Dangerous Goods Newsletter
Transport Canada, Transport of Dangerous Goods
Directorate
www.tc.gc.ca/tdg/newsletter/menu/htm
B.5.2 United States.
CB Quarterly, U.S. Army Soldiers and Biological Chemical
Command
www.sbccom.apgea.army.mil/rda/quarterly/index.htm
The Chemical and Biological Information Analysis Center
Newsletter
www.cbiac.apgea.army.mil/awareness/newsletter/intro.html
CHPPM News Bulletins, U.S. Army Center For Health
Promotion and Preventive Medicine
www.apgea.army.mil/imo/ddb/dmd/dmd/news.html
CML, Army Chemical Review, U.S. Army Chemical School
Periodical
www.wood.army.mil/chbulletin/default.htm
Contingency Planning and Management
20 Commerce Street
Flemington, NJ 08822
(908) 788-0343
(908) 788-3782 (fax)
www.contingencyplanning.com
Disaster Recovery Journal
P.O. Box 510110
St. Louis, MO 63151
(314) 894-0276
(314) 894-7474 (fax)
www.drj.com/
Disaster Research Newsletter, University of Colorado
www.colorado.edu/hazards/sub.html
Disaster Resource.com, Online Journal www.disaster-
resource.com
Dispatch, The Chemical and Biological Arms Control
Institute
1747 Pennsylvania Avenue, NW, Seventh Floor
Washington, DC 20006
(202) 296-3550
(202) 296-3574 (fax)
www.cbaci.org/cbaci/index.html
Emerging Infectious Diseases Journal, CDC, National
Center for Infectious Diseases
Mailstop D-61
1600 Clifton Road
Atlanta, GA 30333
www.cdc.gov/ncidod/eid/index.htm
Emergency Information Infrastructure Partnership
Newsletter (EIIP)
www.emforum.org/eiip/news.htm
Emergency Preparedness Information Exchange (EPIX)
http://epix.hazard.net
Hazardous Technical Information Service Newsletter,
Department of the Army
Defense 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.htm
The Homeland Defense Journal
Homeland Defense Journal, Inc.
4301 Wilson Boulevard
Suite 1003
Arlington, VA 22203
(703) 807-2753
www.homelanddefensejournal.com/conf_border2.htm
Institute of Homeland Security
www.homelanddefense.org
The Journal of Homeland Security
www.homelandsecurity.org/journal
Military Medical Technology Online
Kerrigan 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.com
Morbidity and Mortality Weekly Report
Centers for Disease Control and Prevention
1600 Clifton Rd, Mailstop K-95
Atlanta, GA 30333
www.cdc.gov/mmwr
National Fire and Rescue Magazine
www.nfrmag.com
1600
–33
ANNEX B
2007 Edition
Natural Hazards Center, University of Colorado at Boulder
Consolidated list of sources
www.colorado.edu/hazards/resources/sites.html
The Nonproliferation Review, Center for Nonproliferation
Studies, Monterey Institute of International Studies
460 Pierce Street
Monterey, CA 93940
(831) 647-4154
(831) 647-3519 (fax)
http://cns.miis.edu/pubs/npr/index.htm
Office for State and Local Domestic Preparedness
Support Bulletins
Department of Justice
www.ojp.usdoj.gov/odp/docs/bulletins.htm
OSHA Job Safety and Health Quarterly Magazine
Occupational Safety & Health Administration
200 Constitution Avenue, NW
Washington, DC 20210
www.osha.gov/html/jshq-index.html
B.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 Website
www.canoshweb.org/en/
North American Emergency Response Guidebook
Offered through CANUTEC, Transport Canada
www.tc.gc.ca/canutec/ERG_GMU/ERG2000_menu.htm
Canadian Transport of Dangerous Goods Act and
Regulations
Transport Canada, Transport of Dangerous Goods
Directorate
www.tc.gc.ca/tdg/clear/menu.htm
Government of Canada Official Website
www.canada.gc.ca
Reg Watch, Standards Alert
Search tool for Canadian and International Standards
referenced in Canadian Federal Law
Standards Council of Canada Service
www.scc.ca/en/news_events/subscriptions/regwatch.shtml
www.scc.ca/en/news_events/subscriptions/standards_
alert.shtml
B.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 Resources
www.apic.org/bioterror/
BioHazard News
www.biohazardnews.net/index.htm
BIO-War. Biological Warfare Discussion List
http://lists.topica.com/lists/biowar
BioWeapons Prevention Project (BWPP)
www.bwpp.org
The Chemical and Biological Arms Control Institute,
Chemical & Biological Arms Control Dispatch, Bulletin
www.cbaci.org/cbaci/index.html (e-mail to request service)
The Chemical and Biological Weapons Information Gateway
www.cbwinfo.com/intro.html
George Washington University Department of Emergency
Medicine, Terrorism Discussion Group, List Server
http://gwu.edu/~gwems
The Chemical and Biological Weapons Nonproliferation
and Response Project
www.stimson.org/cwc
Information Sharing and Analysis Centers (ISACs)
www.isaccouncil.com/sites/index.php
Joint SIPRI-Bradford Chemical and Biological Warfare
Project
http://projects.sipri.se/cbw/cbw-sipri-bradford.html
Monterey Institute, Center for Nonproliferation Studies,
Weapons of Mass Destruction Bulletin
http://cns.miis.edu/research/cbw/index.htm
NIOSH Documentation for Immediately Dangerous To Life
or Health Concentrations (IDLHs)
www.cdc.gov/niosh/idlh/intridl4.html
Health Physics Society Reports and Other Information on
Radiological Aspects of Weapons of Mass Destruction
http://hps.org/hsc/reports.html
Stockholm International Peace Research Institute (SIPRI)
Chemical and Biological Warfare Project
http://projects.sipri.se/cbw/cbw-mainpage.html
The Terrorism Research Center, Information Bulletins
www.terrorism.org/mailman/listinfo/realnews
Weapons of Mass Destruction Commission (WMDC)
www.wmdcommission.org
WMD Info Share, List Server
To subscribe send email to:
wmdinfosharerequest@wmdfirstresponders.com with
the word “subscribe” in the body of the message.
WMD Links
www.msiac.dmso.mil/wmd/links.asp
Annex C
Additional Resources
This annex is not a part of the requirements of this NFPA document
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 identi-
fied for informational purposes only and are not intended to be
all-inclusive. Inclusion on the list does not constitute an endorse-
ment by NFPA or the Technical Committee on Emergency Man-
agement 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 Highway
Commack, NY 11725
1600
–34
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
(631) 543-2217
(631) 543-6977 (fax)
www.aaets.org
American 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.org
Association of Homeland Defense Professionals
5659 Coventry Lane, #174
Fort Wayne, IN 46804
866-404-2437
260-459-6139 (fax)
Chemical Education Foundation
1560 Wilson Boulevard, Suite 1250
Arlington, VA 22209
(703) 527-6223
(703) 527-7747 (fax)
www.chemed.org/html-index.html
CHEMTREC, American Chemistry Council Emergency
HAZMAT Information
1300 Wilson Boulevard
Arlington, VA 22209
(703) 741-5000
(703) 741-6000 (fax)
www.americanchemistry.com
Corporate 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.org
Department of Homeland Security/FEMA
Homeland Security Presidential Directive/HSPD-5,
Subject: Man-
agement of Domestic Incidents
Homeland Security Presidential Directive/HSPD-7
, Subject: Critical
Infrastructure Identification, Prioritization, and Protection
Homeland Security Presidential Directive/HSPD-8,
Subject: Na-
tional 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.gov
Disastercom
Disaster Preparedness and Emergency Response Association
(DERA)
P.O. Box 797
Longmont, CO 80502
(303) 809-4412
www.disasters.org/dera/dera.htm
Doctors for Disaster Preparedness
1601 N Tucson Boulevard, #9
Tucson, AZ 85716
(520) 325-2680
www.oism.org/ddp
DRI International
201 Park Washington Court
Falls Church, VA 22046-4527
(703) 538-1792
(703) 241-5603 (fax)
www.drii.org
The Emergency Information Infrastructure Partnership
Forum
www.emforum.org
Emergency Nursing World, Internet Site, Bioterrorism
Resources
http://enw.org/Bioterrorism.htm
Employee Assistance Society of North America
230 E Ohio Street, Suite 400
Chicago, IL 60611-3265
(312) 644-0828
(312) 644-8557 (fax)
www.easna.org
Federal 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.gov
Humanitarian Resource Institute Community and Family
Preparedness Network
Humanitarian Resource Institute
Western U.S.: (775) 884-4680
P.O. Box 21372
Carson City, NV 89721
Eastern U.S.: (203) 668-0282
167 Cherry Street, # 260
Milford, CT 06460
www.humanitarian.net
International 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.com
International Center for Enterprise Preparedness (InterCEP)
New York University
113 University Place, 9th Floor
New York, NY 10003
1600
–35
ANNEX C
2007 Edition
(212) 998-2000
(212) 995-4614 (fax)
www.nyu.edu/intercep
International Fire Safety Training Association
930 N Willis
Stillwater, OK 74078
(405) 744-5723
(405) 744-8204 (fax)
www.ifsta.org
International Society of Fire Service Instructors
2425 Highway 49 East
Pleasant View, TN 37146
(800) 435-0005
(615) 746-1170
www.isfsi.org
Metropolitan 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.org
National Center for Post-Traumatic Stress Disorder
(802) 296-6300
www.ncptsd.org/index.html
National Emergency Management Association (NEMA)
c/o Council of State Governments
P.O. Box 11910
Lexington, KY 40578
(859) 244-8000
(859) 244-8239 (fax)
www.nemaweb.org/index.cfm
National 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.asp
National Governor’s Association Center for Best Practices,
Emergency Management Site
Hall 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.html
National Institute for Chemical Studies
2300 MacCorkle Avenue SE
Charleston, WV 25304
(304) 346-6264
(304) 346-6349 (fax)
www.nicsinfo.org
National Voluntary Organizations Active in Disaster
(NVOAD)
14253 Ballinger Terrace
Burtonsville, MD 20866
(301) 890-2119
(253) 541-4915 (fax)
www.nvoad.org
Natural Hazards Center, University of Colorado at Boulder
University of Colorado
482 UCB
Boulder, CO 80309-0482
(303) 492-6818
(303) 492-2151 (fax)
www.colorado.edu/hazards/index.html
NBC Industry Group
P.O. Box 2781
Springfield, VA 22152
www.nbcindustrygroup.com
New England Disaster Recovery Information Exchange
(NEDRIX)
McCormack P.O. Box 155
Boston, MA 02101-0155
(781) 485-0279
(617) 385-1616 (fax)
www.nedrix.com
People Availability
www.availability.com
Public Entity Risk Institute
11350 Random Hills Road, Suite #210
Fairfax, VA 22030
(703) 352-1846
(703) 352-6339 (fax)
www.riskinstitute.org
U.S. Nuclear Regulatory Commission
Office 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 of
Radiological Emergency Response Plans and Preparedness
in Support of Nuclear Power Plants
C.2.1 States, Territories, and Insular Areas — Offices of Emer-
gency Management Contact Lists.
C.2.1.1 States.
Alabama
Emergency Management Agency
5898 County Road 41, P.O. Drawer 2160
Clanton, AL 35046-2160
(205) 280-2200
(205) 280-2410 (fax)
www.aema.state.al.us
Alaska
Division of Homeland Security & Emergency Management
Military and Veterans Affairs Department
P.O. Box 5750
Fort Richardson (Anchorage), AK 99505-5750
(907) 428-7000
(907) 428-7009 (fax)
www.ak-prepared.com
1600
–36
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
Arizona
Arizona Division of Emergency Management
Emergency 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.us
Arkansas
Arkansas Department of Emergency Management
P.O. Box 758
Conway, AR 72033-7058
(501) 730-9750
(501) 730-9754 (fax)
www.adem.state.ar.us
California
Governor’s Office of Emergency Services
P.O. Box 419047
Rancho Cordova, CA 95741-9047
(916) 845-8527
(916) 845-8505 (fax)
www.oes.ca.gov
Colorado
Colorado Division of Emergency Management
9195 East Mineral Avenue, Suite 200
Centennial, CO 80112
(720) 852-6600
(720) 852-6750(fax)
www.dola.state.co.us/eom
Connecticut Office of Emergency Management
Department of Public Safety
360 Broad Street
Hartford, CT 06105
(860) 566-3180
(860) 247-0664 (fax)
www.ct.gov/oem/site/default.asp
Delaware
Emergency Management Agency
165 Brick Store Landing Road
Smyrna, DE 19977
(302) 659-DEMA(3362) or (877)SAY-DEMA
(302) 659-6855 (fax)
www.state.de.us/dema
District of Columbia
Emergency Management Agency
2000 14th Street, NW, 8th Floor
Washington, DC 20009
(202) 727-6161
www.dcema.dc.gov/main.shtm
Florida
Division of Emergency Management
2555 Shumard Oak Boulevard
Tallahassee, FL 32399-2100
(850) 413-9900
(850) 488-7842 (fax)
www.floridadisaster.org
Georgia
Emergency Management Agency, Southeast
P.O. Box 18055
935 East Confederate Avenue, SE
Atlanta, GA 30316-0055
(404) 635-7000
(404) 635-7205 (fax)
www.state.ga.us/GEMA
Hawaii
State Civil Defense
3949 Diamond Head Road
Honolulu, HI 96816-4495
(808) 733-4300
(808) 733-4287 (fax)
www.scd.state.hi.us
Idaho
Bureau of Disaster Services/Military Division
4040 Guard Street, Building 600
Boise, ID 83705-5004
(208) 334-3460
(208) 334-2322 (fax)
www.state.id.us/bds
Illinois
Emergency Management Agency
110 E Adams Street
Springfield, IL 62701-1109
(217) 782-2700
(217) 782-2589 (fax)
www.state.il.us/iema
Indiana
Department of Homeland Security
302 W Washington Street, Room E-208
Indianapolis, IN 46204
(317) 232-3830
(317) 232-3895 (fax)
www.in.gov/sema/emerg_mgt
Iowa
Emergency Management Division
Hoover 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/emd
Kansas
Division of Emergency Management
2800 SW Topeka Boulevard
Topeka, KS 66611-1287
(785) 274-1000
(785) 274-1426 (fax)
www.accesskansas.org/kdem
Certification: Kansas Certified Emergency Manager Through
Kansas Emergency Management Association
Kentucky
Division of Emergency Management
Boone Center, 100 Minuteman Parkway
Frankfort, KY 40601
1600
–37
ANNEX C
2007 Edition
(800) 255-2587 or (502) 564-7815
(502) 607-1614 (fax)
www.kyem.dma.state.ky.us
Louisiana
Office of Emergency Preparedness
7667 Independence Boulevard
Baton Rouge, LA 70806
(225) 925-7500
(225) 925-7501 (fax)
www.loep.state.la.us
Maine
Emergency Management Agency
72 State House Station
Augusta, ME 04333-0072
(207) 626-4503
(207) 626-4299 (fax)
www.state.me.us.mema
Maryland
Emergency Management Agency
Camp 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.us
Massachusetts
Emergency Management Agency
400 Worcester Road
Framingham, MA 01702-5399
(508) 820-2000 or (800) 982-6846
(508) 820-2030 (fax)
www.state.ma.us/mema
Michigan
Michigan State Police
Emergency Management Division
4000 Collins Road
Lansing, MI 48909
(517) 336-6198
(517) 333-4987 (fax)
www.michigan.gov/msp
Minnesota
Division of Homeland Security and Emergency Management
444 Cedar Street, Suite 223
St. Paul, MN 55101-6223
(651) 201-7400
(651) 296-0459 (fax)
www.hsem.state.mn.us
Mississippi
Emergency Management Agency
P.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.htm
Missouri
State Emergency Management Agency
P.O. Box 116
2302 Militia Drive
Jefferson City, MO 65102
(573) 526-9101
(573) 634-7966 (fax)
www.sema.state.mo.us/semapage.htm
Montana
Disaster and Emergency Services Division
P.O. Box 4789
1900 Williams Street
Helena, MT 59604-4789
(406) 841-3911
(406) 841-3965 (fax)
www.state.mt.us
Nebraska
Emergency Management Agency
1300 Military Road
Lincoln, NE 68508-1090
(402) 471-7421 or (877) 297-2368
(402) 471-7433 (fax)
www.nebema.org
Nevada
Division of Emergency Management
2525 S Carson Street, Capital Complex
Carson City, NV 89701
(702) 687-4240
(702) 687-6788 (fax)
www.dem.state.nv.us
New Hampshire
Office of Emergency Management
State 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.us
New Jersey
New Jersey State Police
Office of Emergency Management
P.O. Box 7068, Old River Road
West Trenton, NJ 08268-0068
(609) 882-2000
(609) 538-0345 (fax)
www.state.nj.us/njoem
New Mexico
State of New Mexico, Emergency Management
Emergency Management Center
13 Bataan Boulevard
P.O. Box 1628
Santa Fe, NM 87504-1628
1600
–38
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
(505) 476-9600
(505) 476-9650 (fax)
www.dps.nm.org/emergency
New York
Contingency Planning Exchange, Inc.
551 Fifth Avenue, Suite 3025
New York, NY 10176-3099
(212) 983-8644
(212) 687-4016 (fax)
www.cpeworld.org
New York State Emergency Management Office
1220 Washington Avenue
Building 22, Suite 101
Albany, NY 12226-2251
(518) 457-2222
(518) 457-9995 (fax)
www.nysemo.state.ny.us
North Carolina
Division of Emergency Management
116 W Jones Street
Raleigh, NC 27603-1335
(919) 733-3867
(919) 733-7554 (fax)
www.ncem.org
North Dakota
Division of Emergency Management
P.O. Box 5511
Bismarck, ND 58506-5511
(701) 328-8100
(701) 328-8181 (fax)
www.state.nd.us/dem
Northeast States Emergency Consortium
419 Main Street, Suite 5
Wakefield, MA 01880
(781) 224-9876
(781) 224-4350 (fax)
www.serve.com/NESEC
Ohio
Ohio Department of Public Safety
Emergency 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.htm
Oklahoma
Department of Civil Emergency Management
2401 North Lincoln Blvd, Suite C51
Oklahoma City, OK 73152-3365
(405) 521-2481
(405) 521-4053 (fax)
www.odcem.state.ok.us
Oregon
Office of Emergency Management
3225 State Street
Salem, OR 97310
(503) 378-2911
(503) 588-1378 (fax)
www.osp.state.or.us/oem
Pennsylvania
Emergency Management Agency
P.O. Box 3321
Harrisburg, PA 17105-3321
(717) 651-2001
(717) 651-2040 (fax)
www.pema.state.pa.us
Puerto Rico
State Civil Defense
P.O. Box 5127
San Juan, PR 00906
(809) 724-0124
www.disaster-management.net/puerto_di.htm
Rhode Island
Emergency Management Agency
645 New London Avenue
Cranston, RI 02920
(401) 946-9996
(401) 944-1891 (fax)
www.state.ri.us/riema
South Carolina
South Carolina Emergency Preparedness Division
1100 Fish Hatchery Road
West Columbia, SC 29172
(803) 737-8500
(803) 734-8062 (fax)
www.state.sc.us/emd
South Dakota
Division of Emergency Management
500 East Capitol Avenue
Pierre, SD 57501-5070
(605) 773-3231
(605) 773-3580 (fax)
www.state.sd.us/military/sddem.htm
Tennessee
Emergency Management Agency
3041 Sidco Drive
P.O. Box 45102
Nashville, TN 37204
(615) 741-4332
(615) 242-9635 (fax)
www.tnema.org
Texas
Division of Emergency Management
Department of Public Safety
P.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
1600
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ANNEX C
2007 Edition
Utah
Division of Comprehensive Emergency Management
Room 1110, State Office Building
Salt Lake City, UT 84114
(801) 538-3400
(801) 538-3770 (fax)
www.cem.state.ut.us
Vermont
Division of Emergency Management
103 S Main Street
Waterbury, VT 05671-2101
(802) 244-8721 or (800) 347-0488
(802) 244-8655 (fax)
www.dps.state.vt.us/vem
Virginia
Department of Emergency Services
10501 Trade Court
Richmond, VA 23236
(804) 897-6510
(804) 897-6506 (fax)
www.vdem.state.va.us
Washington
Washington State Military Department
Emergency 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.gov
West Virginia
Office of Emergency Services
Office of Emergency Services
Room EB-80, State Capitol
Charleston, WV 25305-0360
(304) 558-5380
(304) 344-4538 (fax)
www.state.wv.us/wvoes
Wisconsin
Division of Emergency Management
2400 Wright Street
Madison, WI 53704
(608) 242-3232
(608) 242-3247 (fax)
www.emergencymanagement.wi.gov
Wyoming
Emergency Management Agency
5500 Bishop Road
Cheyenne, WY 82009-3320
(307) 777-4900
(307) 635-6017 (fax)
www.wyohomelandsecurity.state.wy.us
C.2.1.2 Territories and Insular Areas.
Pacific Rim Caucus
American Samoa
Territorial Emergency Management Coordinating Office
TEMCO Manager
Department of Public Safety
P.O. Box 086
Pago Pago, AS 96799
(684) 633-2331
(684) 633-2300 (fax)
Guam
Division of Civil Defense
Emergency Services Office
P.O. Box 2877
Agana, GU 96910
(671) 475-9600
(671) 477-3727 (fax)
www.ns.gov.gu
Northern Mariana Islands
Emergency Management Office
Office of the Governor
Capitol Hill
P.O. Box 10007
Saipan, MP 96950
(670) 322-9274 or (670) 322-8001
(670) 322-7743 (fax)
www.cnmiemo.org
Marshall Islands
Civil Defense Coordinator
Republic of the Marshall Islands
P.O. Box 15
Majuro, RMI 96960
011-692-625-3234 / 3445
011-692-625-3649 (fax)
Micronesia
Special Assistant to the President for Disaster Coordination
Disaster Control
Office of the President
P.O. Box P.S. 490
Kolonia, Pohnpel, FSM 96941
011-691-320-2822
011-691-320-2785 (fax)
Republic of Palau
NEMO Coordinator
Office of the Vice President
P.O. Box 100
Koror, Republic of Palau, 96940
011-680-488-2422
011-680-488-3312 (fax)
Virgin Islands
Territorial Emergency Management Agency
102 Estate Hermon Hill
Christiansted
St. Croix, VI 00820
(809) 773-2244
(809) 778-8980 (fax)
www.usvi.org/vitema
C.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
1600
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2007 Edition
Annex D
Emergency Management Accreditation
and Certification Programs
This annex is not a part of the requirements of this NFPA document
but is included for informational purposes only.
D.1
The following lists of certification and accreditation pro-
grams 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.
D.1.1 Accreditation — Canada.
Canadian Emergency Preparedness College
Public 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.asp
Emergency Management Ontario
Ministry 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.html
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/emergency/default.htm
York University
Emergency 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=618
D.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.cfm
EMAP is a voluntary accreditation process based on a national
standard (NFPA 1600). A nine-member independent commis-
sion 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 peri-
odic review.
D.2 National and International Certifications.
D.2.1 Canada.
DRI Canada
2175 Sheppard Avenue E, Suite 310
Willowdale, ON M2J 1W8
Canada
(416) 491-5335
(888) 728-DRIC (3742)
(416) 491-1670 (fax)
www.drii.ca
DRI Canada is a Canadian not-for-profit corporation estab-
lished in 1996 to create a base of common disaster recovery plan-
ning knowledge through education, assistance, and the develop-
ment of a resource base; to certify qualified individuals; and to
promote the credibility and professionalism of certified profes-
sionals. 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 Park
Marsack Street
Caversham
RG4 5AF
United Kingdom
+44 (0) 870 603 8783 or +44 118 947 8215
+44 (0) 870 603 8761(fax)
www.thebci.org
The Business Continuity Institute (BCI) was established in
1994 to provide opportunities to obtain guidance and support
from fellow professionals. The Institute provides an internation-
ally 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 stan-
dards of professional competence and commercial ethics in
the provision and maintenance of business continuity plan-
ning 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 prac-
titioners. These standards are reviewed annually by the BCI to
ensure that they remain current.
D.2.3 United States.
DRI International
201 Park Washington Court
Falls Church, VA 22046-4527
(703) 538-1792
(703) 241-5603 (fax)
www.drii.org
DRI 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 Univer-
sity 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:
1600
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ANNEX D
2007 Edition
(1) To promote a base of common knowledge for the business
continuity planning/disaster recovery industry through edu-
cation, 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
individuals
DRII 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 Court
Falls Church, VA 22046-4527
(703) 538-1795
(703) 241-5603 (fax)
www.iaem.com/certification.html
CEM
®
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 certi-
fied, although IAEM membership does offer a number of ben-
efits 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 emer-
gency 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 Emer-
gency Management Association (NEMA), and a host of allied
organizations.
D.3 United States — State Certifications.
Colorado
Colorado Emergency Management Certification Program
15075 South Golden Road
Golden, CO 80401-3979
(303) 273-1622
(303) 273-1795 (fax)
www.dola.state.co.us/oem
The 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 man-
agement professionals, provide public officials and chief execu-
tive officers with defined standards in selecting personnel to fill
emergency management positions, promote continued training
and education of emergency management personnel, and in-
crease the visibility and professional scope of emergency manage-
ment personnel.
Florida
FEPA Certification Program
3015 Shannon Lakes North, Suite 303
Tallahassee, FL 32309
(850) 906-0779
(850) 893-1845 (fax)
www.fepa.org
The Florida Emergency Preparedness Association (FEPA) cer-
tification 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 reci-
procity.
Indiana
Emergency Management Agency (Indiana)
302 W Washington Street, Room E-208
Indianapolis, IN 46204
(317) 232-3830
(317) 232-3895 (fax)
www.in.gov/sema/emerg_mgt
The 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 mini-
mum of 75 correct answers. In order to maintain the PEM desig-
nation, each participant is required to complete 24 hours annu-
ally 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.
Kansas
Kansas Emergency Manager Program
Kansas Emergency Management Association
Reno County Emergency Management
206 W First Anenue
Hutchinson, KS 67501
(620) 694-2975
www.kema.org/KCEM
For information contact:
Janice Davidson, KCEM
Ottawa County Emergency Management
307 N Concord, Suite 170
Minneapolis, KS 67467
785-392-3600
Michigan
Michigan Professional Emergency Manager (PEM) Certi-
fication
Michigan State Police
Emergency Management Division
4000 Collins Road
Lansing, MI 48909
(517) 336-6198
(517) 333-4987 (fax)
www.michigan.gov/msp
Emergency management is a discipline that, like any other
profession, requires an academic background. The PEM certifi-
cation program meets this requirement with nearly 240 instruc-
tional 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
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DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
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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 Management
State Training Officer
444 Cedar Street, Suite 223
St. Paul, MN 55501-6223
(651) 201-7400
(651) 296-0459 (fax)
www.hsem.state.mn.us
Texas
Texas Emergency Manager (TEM) Certification
Emergency Management Association of Texas
314 Highland Mall Boulevard, Suite 510
Austin, TX 78752
(512) 454-4476
(512) 451-9556 (fax)
www.emat-tx.org
The 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 compre-
hensive emergency management in Texas. The TEM certifica-
tion program is a modification of the International Associa-
tion 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 manag-
ers 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.
Virginia
Virginia Emergency Management Certification Program
,
Virginia Emergency Management Association (VEMA)
c/o Joe A. Mellender
Executive Assistant
11023 Popes Head Road
Fairfax, VA 22030
www.vemaweb.org/prodev/cert.htm#read
VEMA Emergency Management Certification Program
provides a structured certification program for professional
development by support staff, administrative personnel, vol-
unteers, technical specialists, and program managers in local
jurisdiction, agency, or state government emergency manage-
ment programs.
Wisconsin
Wisconsin Division of Emergency Management
2400 Wright Street
P.O. Box 7865
Madison, WI 53707-7865
(608) 242-3232
(608) 242-3247 (fax)
www.emergencymanagement.wi.gov
Wisconsin Emergency Management (WEM), in partner-
ship 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 manage-
ment. The program encourages emergency managers to en-
hance their career development, expand their knowledge by
completing a specified training curriculum, and successfully
finish an examination in order to gain recognition as a Certi-
fied Emergency Manager.
D.4 Additional Certifications of Interest.
American Society for Industrial Security (ASIS)
1625 Prince Street
Alexandria, VA 22314-2818
(703) 518-1470
(703) 519-6299 (fax)
www.asisonline.org
ASIS 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 In-
ternational is dedicated to increasing the effectiveness and
productivity of security practices by developing educational
programs and materials that address broad security concerns.
Certified Floodplain Manager
Association of Floodplain Managers, Inc.
FEMA
500 C Street, SW
Washington, DC 20472
(202) 566-1600
www.fema.gov
Certified Safety Professional (CSP)
Associate Safety Professional (ASP)
Board of Certified Safety Professionals
208 Burwash Avenue
Savoy, 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 haz-
ards; 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 iden-
tify what controls are appropriate and their cost and effective-
ness. Safety professionals make recommendations to manag-
ers, 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).
1600
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ANNEX D
2007 Edition
International Facility Management Association (IFMA)
1 E Greenway Plaza, Suite 1100
Houston, TX 77046-0194
(713) 623-4362
(713) 623-6124 (fax)
www.ifma.org
IFMA 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 pro-
vide the workplace professional with opportunities to earn con-
tinuing education units and certification maintenance points.
Emergency Number Professional (ENP) Certification
National Emergency Number Association (NENA)
422 Beecher Road
Columbus, OH 43230
(800) 332-3911 or (614) 741-2080
(614) 933-0911 (fax)
www.nena.org/certification
Occupational Health and Safety Technologist (OHST)
Council on Certification of Health, Environmental and Safety
Technologists
208 Burwash Avenue
Savoy, IL 61874-9571
(217) 359-2686
(217) 359-0055 (fax)
www.cchest.org
This program is intended for persons who work in occupa-
tional 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 NFPA document
but is included for informational purposes only.
E.1 Incident Command System Resources.
The incident com-
mand system (ICS) is based on proven management charac-
teristics. Each management characteristic contributes to the
strength and efficiency of the overall system.
E.1.1 Common Terminology.
ICS establishes common termi-
nology that allows diverse incident management and support
entities to work together across a wide variety of incident man-
agement functions and hazard scenarios. This common termi-
nology covers the following:
(1)
Organizational Functions.
Major functions and functional
units with domestic incident management responsibilities
are named, and defined terminology for the organiza-
tional elements involved is standard and consistent.
(2)
Resource Descriptions.
Major resources including per-
sonnel, facilities, and major equipment and supply items
used to support incident management activities are given
common names and are “typed” with respect to their ca-
pabilities to help avoid confusion and to enhance interop-
erability. The process for accomplishing this task is speci-
fied in Chapter IV of NIMS.
(3)
Incident Facilities.
Common terminology is used to desig-
nate 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 orga-
nizational 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 environ-
ment created by the incident. When needed, separate
functional elements can be established, each of which
can be further subdivided to enhance external organi-
zational management and external coordination. Re-
sponsibility for the establishment and expansion of the
ICS modular organization ultimately rests with the Inci-
dent Commander (IC), who bases these decisions on
the requirements of the situation. As incident complex-
ity increases, the organization expands from the top
down as functional responsibilities are delegated and
the number of management positions expand to ad-
equately address the requirement of the incident.
(b)
Management by Objectives.
Management by objec-
tives represents an approach that is communicated
throughout the entire ICS organization. This approach
includes establishing overarching objectives for the fol-
lowing:
i. Developing and issuing assignments, plans, pro-
cedures, and protocols
ii. Establishing specific, measurable objectives for
various incident management functional activi-
ties, and directing efforts to attain them, in sup-
port of defined strategic objectives
iii. 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 communi-
cating 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 inci-
dent management supervisory responsibility should
range from three to seven subordinates. The type of
incident, nature of the task, hazards and safety fac-
tors, and distances between personnel and resources
all influence span-of-control considerations.
(e)
Predesignated Incident Locations and Facilities.
Vari-
ous types of operational locations and support facilities
are established in the vicinity of an incident to accom-
plish a variety of purposes, such as decontamination,
donated goods processing, mass care, and evacuation.
The IC will direct the identification and location of fa-
cilities based on the requirements of the situation at
hand. Typical predesignated facilities include incident
command posts, bases, camps, staging areas, mass casu-
alty triage areas, and others, as required.
(f)
Comprehensive Resource Management.
Maintaining
an accurate and up-to-date picture of resource utiliza-
tion is a critical component of domestic incident
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DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
management. Resource management includes pro-
cesses for categorizing, ordering, dispatching, tracking,
and recovering resources. It also includes processes for
reimbursement for resources, as appropriate. Re-
sources are defined as personnel, teams, equipment,
supplies, and facilities available or potentially available
for assignment or allocation in support of incident man-
agement and emergency response activities.
(g)
Integrated Communications.
Incident communica-
tions are facilitated through the development and
use of a common communications plan and interop-
erable 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 aware-
ness and interaction. Preparedness planning has to
address the equipment, systems, and protocols neces-
sary to achieve integrated voice and data incident
management communications.
(h)
Establishment and Transfer of Command.
The com-
mand function has to be clearly established from the
beginning of incident operations. The agency with
primary jurisdictional authority over the incident des-
ignates the individual at the scene responsible for es-
tablishing command. When command is transferred,
the process must include a briefing that captures all
essential information for continuing safe and effec-
tive 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 orga-
nization. Unity of command means that every indi-
vidual has a designated supervisor to whom they
report at the scene of the incident. These prin-
ciples clarify reporting relationships and eliminate
the confusion caused by multiple, conflicting direc-
tives. 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 mul-
tiple jurisdictions, a single jurisdiction with multi-
agency involvement, or multiple jurisdictions with
multi-agency involvement, unified command allows
agencies with different legal, geographic, and func-
tional authorities and responsibilities to work to-
gether effectively without affecting individual agency
authority, responsibility, or accountability.
(k)
Accountability.
Effective accountability at all jurisdic-
tional 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 assign-
ment in accordance with the procedures estab-
lished by the IC.
ii.
Incident Action Plan (IAP).
Response opera-
tions 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 subordi-
nates, 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 re-
spond only when requested or when dispatched by an
appropriate authority.
(m)
Information and Intelligence Management.
The inci-
dent management organization has to establish a pro-
cess 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 func-
tional agency overlap, a single IC should be designated with
overall incident management responsibility by the appropri-
ate jurisdictional authority. (In some cases in which incident
management crosses jurisdictional and/or functional
agency boundaries, a single IC can be designated if all par-
ties agree to such an option.) Jurisdictions should consider
pre-designating ICs in their preparedness plans. The desig-
nated IC will develop the incident objectives on which sub-
sequent incident action planning will be based. The IC will
approve the incident action plan (IAP) and all requests per-
taining 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 responsi-
bilities 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 with-
out a common system or organizational framework.
All agencies with jurisdictional authority or functional re-
sponsibility 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 inci-
dent [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 neces-
sary, depending on the complexity of the incident and
incident management span-of-control considerations. An
agency administrator or other public official with jurisdic-
tional responsibility for the incident usually makes the
1600
–45
ANNEX E
2007 Edition
decision to establish an Area Command. An Area Com-
mand is established either to oversee the management of
multiple incidents that are each being handled by a sepa-
rate ICS organization or to oversee the management of a
very large incident that involves multiple ICS organiza-
tions, 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 re-
source 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 jurisdic-
tion to have representation in the command structure. Area
Command should not be confused with the functions per-
formed by an EOC. An Area Command oversees manage-
ment 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 coor-
dinated to assist in the transition to full recovery
operations
Where necessary, equivalent titles and functions should be
cross-referenced.
E.2 Incident Management System Resources.
Incident man-
agement systems have numerous versions throughout the
world. The versions sometimes differ by agency, state, prov-
ince, 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 Publications
1 Batterymarch Park
Quincy, MA 02169-7471
NFPA 1561,
Standard on Emergency Services Incident Manage-
ment System
, 2005 edition.
Oklahoma State University
Fire Protection Publications
Headquarters 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 Emer-
gency Response
HICS (Hospital Incident Command System)
BCERMS (British Columbia Emergency Response Management
System)
www.pep.bc.ca/bcerms/bcerms_overview-manual.pdf
HSPD-5, Management of Domestic Incidents (Homeland Security
Presidential Directive),
February 2003
HSPD-7, Critical Infrastructure Identification, Prioritization,
and Protection (Homeland Security Presidential Directive),
Decem-
ber 2003
HSPD-8, National Preparedness (Homeland Security Presidential
Directive),
December 2003
HSPD-12, Policy for a Common Identification Standard for Fed-
eral Employees and Contractors (Homeland Security Presidential Di-
rective),
August 2004
NIMS (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.com
Echelon Response and Training
10 Kenmore Avenue, Unit 4
Stoney Creek, ON L8E 5N1
Canada
(905) 388-4444
(905) 643-3106 (fax)
www.echelonresponse.com
1600
–46
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
Emergency Response Management Consulting
Suite 280, 17010 103 Avenue
Edmonton, AB T5S 1K7
Canada
(780) 483-9168 or (800) 718-ERMC (3762)
(780) 444-6167 (fax)
www.ru-ready.com
ENFORM, Petroleum Industry Training Service
Calgary 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.htm
Environmental Accident Protection Incorporated
4156 Petrolia Street
P.O. Box 929
Petrolia, ON N0N 1R0
Canada
(519) 882-3542
(519) 882-3562 (fax)
www.eap-inc.com/main.html
Fielding Chemical Technologies
3575 Mavis Road
Mississauga, ON L5C 1T7
Canada
(888) 873-2524 or (905) 279-5122
(905) 279-4130 (fax)
www.fieldchem.com/trainingservices.asp
Magellan Engineering
185 Rideau Street, 3rd Floor
Ottawa, ON K1N 5X8
Canada
(613) 562-9535
(613) 562-9538 (fax)
www.emergencies.ca
Professional Emergency Management
PROEM LTD.
Calgary, AB
Canada
(403) 560-9456
www.proem.com
Sécurité Publique du Québec
Civil Protection Training
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/secivile/secivile_
en.asp?ndn=03&txtSection=formation
Shield Specialized Emergency Services
2257 Premier Way, # 100
Sherwood Park, AB T8H 2K8
Canada
(780) 416-6082
(780) 416-6084 (fax)
www.shieldspecialized.com
Team-1 Environmental Services
1650 Upper Ottawa Street
Hamilton, ON L8W 3P2
Canada
(905) 383-5550
(905) 574-0492 (fax)
www.team-1.com
E.3.2 United States.
Various training courses are available in
both the public and private sectors to support Incident Man-
agement among other emergency management functions
identified in this standard. Training sources for courses in-
clude, but are not limited to, the following:
The National Emergency Training Center, U.S. Fire Adminis-
tration, Emmitsburg, MD
Federal, State and Local Emergency Management Agencies
State Fire Academies and Schools
National Interagency Fire Coordination Center, Boise, ID
California Specialized Training Institute
DRI International, Falls Church, VA
Annex F
Informational References
F.1 Referenced Publications.
The documents or portions
thereof listed in this annex are referenced within the informa-
tional sections of this code and are not part of the require-
ments of this document unless also listed in Chapter 2 for
other reasons.
F.1.1 NFPA Publications.
National Fire Protection Associa-
tion, 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
1600
–47
ANNEX F
2007 Edition
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.ca
National Pollutant Release Inventory
Environment 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.cfm
Standards Council of Canada
270 Albert Street, Suite 200
Ottawa, ON K1P 6N7
Canada
(613) 238-3222
(613) 569-7808 (fax)
www.scc.ca
Underwriters Laboratories of Canada
7 Underwriters Road
Toronto, ON M1R 3B4
(866) 9373-ULC or (416) 757-3611
(416) 757-8727 (fax)
www.ulc.ca
F.2.2 United States.
F.2.2.1 NFPA Publications.
National Fire Protection Associa-
tion, 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 busi-
ness 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.
NFPA 13E,
Recommended Practice for Fire Department Operations
in Properties Protected by Sprinkler and Standpipe Systems
, 2005 edi-
tion.
NFPA 414,
Standard for Aircraft Rescue and Fire-Fighting Ve-
hicles
, 2007 edition.
NFPA 422,
Guide for Aircraft Accident/Incident Response Assess-
ment
, 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.
NFPA 1221,
Standard for the Installation, Maintenance, and Use
of Emergency Services Communications Systems
, 2007 edition.
NFPA 1250,
Recommended Practice in Emergency Service Organi-
zation Risk Management
, 2004 edition.
NFPA 1401,
Recommended Practice for Fire Service Training Re-
ports 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 Train-
ing Program
, 2007 edition.
NFPA 1452,
Guide for Training Fire Service Personnel to Conduct
Dwelling Fire Safety Surveys
, 2005 edition.
1600
–48
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 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 Manage-
ment System
, 2005 edition.
NFPA 1581,
Standard on Fire Department Infection Control Pro-
gram
, 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 Op-
erations 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 Op-
erations 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.
NFPA 13,
Standard for the Installation of Sprinkler Systems
, 2007
edition.
NFPA 13D,
Standard for the Installation of Sprinkler Systems 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.
NFPA 1142,
Standard on Water Supplies for Suburban and Rural
Fire Fighting
, 2007 edition.
F.2.2.1.7 Industrial Operations.
NFPA 30,
Flammable and Combustible Liquids Code
, 2003 edition.
NFPA 30A,
Code for Motor Fuel Dispensing Facilities and Repair
Garages
, 2003 edition.
NFPA 30B,
Code for the Manufacture and Storage of Aerosol Prod-
ucts
, 2007 edition.
NFPA 32,
Standard for Drycleaning Plants
, 2007 edition.
NFPA 45,
Standard on Fire Protection for Laboratories Using Chemi-
cals
, 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 Produc-
tion 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 Fabrica-
tion Facilities
, 2006 edition.
NFPA 415,
Standard on Airport 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 Lim-
ited 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 Re-
sponding to Hazardous Materials Incidents
, 2002 edition.
NFPA 1000,
Standard for Fire Service Professional Qualifications
Accreditation and Certification Systems
, 2006 edition.
NFPA 1001,
Standard for Fire Fighter Professional Qualifications
,
2002 edition.
NFPA 1002,
Standard for Fire Apparatus Driver/Operator Profes-
sional Qualifications
, 2003 edition.
NFPA 1003,
Standard for Airport Fire Fighter Professional Quali-
fications
, 2005 edition.
NFPA 1006,
Standard for Rescue Technician Professional Quali-
fications
, 2003 edition.
NFPA 1021,
Standard for Fire Officer Professional Qualifications
,
2003 edition.
NFPA 1031,
Standard for Professional Qualifications for Fire In-
spector and Plan Examiner
, 2003 edition.
NFPA 1033,
Standard for Professional Qualifications for Fire In-
vestigator
, 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 Quali-
fications
, 2007 edition.
NFPA 1061,
Standard for Professional Qualifications for Public
Safety Telecommunicator
, 2007 edition.
NFPA 1071,
Standard for Emergency Vehicle Technician Profes-
sional Qualifications
, 2006 edition.
NFPA 1081,
Standard for Industrial Fire Brigade Member Profes-
sional Qualifications
, 2007 edition.
F.2.2.1.10 Risk Control.
NFPA 51B,
Standard for Fire Prevention During Welding, Cut-
ting, and Other Hot Work
, 2003 edition.
NFPA 70E
®
,
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.(Re-
served)
1600
–49
ANNEX F
2007 Edition
Index
Copyright © 2007 National Fire Protection Association. All Rights Reserved.
The copyright in this index is separate and distinct from the copyright in the document that it indexes. The licensing provisions set forth for the
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 operations
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.9.3, 5.9.4
Impact analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 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
Finance
Impact analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3.3(7), A.5.3.3(7)
Procedures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.16, A.5.16
-H-
Hazard identification
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3, A.5.3
Mitigation based on . . . . . . . . . . . . . . . . . . . . . . . . . . . . 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 to A.5.9.5
Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.3.8, A.3.3.8
Resources for . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E.2
Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.13.4
International disaster/emergency management and related agencies
and organizations
Certification 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
-N-
NFPA 1600, BCI & DRII professional practices, and DHS/FEMA’s
FPC 65 COOP elements crosswalk
. . . . . . . . . . . Table A.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 to A.5.8.3.8
Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.14.1
Exercises to test plan . . . . . . . . . . . . . . . . . . . . . . . 5.14.3, A.5.14.3, A.5.14.4
Revision of . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 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
1600
–50
DISASTER/EMERGENCY MANAGEMENT AND BUSINESS CONTINUITY PROGRAMS
2007 Edition
-R-
Recovery
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.1.2, A.4.1(3), A.5.1.2
Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.3.13, A.3.3.13
Incident management system for . . . . . . . . . . . . . . . 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
Situation analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.11.4, A.5.11.4
References
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Chap. 2, Annex F
Resource management
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.6, A.5.6
Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.3.14
Resources
Accreditation and certification programs . . . . . . . . . . . . . . . . . . Annex D
Incident management system . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E.2
Organizations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Annex B, Annex C
Response
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.1.2, A.4.1(3), A.5.1.2
Definition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3.3.15, A.3.3.15
Incident management system for . . . . . . . . . . . . . 5.9, A.5.9.1 to A.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
Situation analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.11.4, A.5.11.4
Risk assessment
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5.3, A.5.3, C.3
Mitigation based on . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 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.5.10.3
1600
–51
INDEX
2007 Edition
Cou/W
1
2
3
4
5
6
10
09
08
07
Sequence of Events Leading to Issuance
of an NFPA Committee Document
Step 1: Call for Proposals
•
Proposed new Document or new edition of an existing
Document is entered into one of two yearly revision cy-
cles, 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 re-
view 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 re-
view.
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 issu-
ance.)
•
NFPA membership meets each June at the Annual Meet-
ing 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 ap-
proved at NFPA Annual Membership Meeting.
Step 5: Standards Council Issuance
•
Notification 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 ac-
tion, including hearing any appeals.
Committee Membership Classifications
The following classifications apply to Technical Commit-
tee members and represent their principal interest in the
activity of the committee.
M
Manufacturer:
A representative of a maker or mar-
keter of a product, assembly, or system, or portion
thereof, that is affected by the standard.
U
User:
A representative of an entity that is subject to
the provisions of the standard or that voluntarily
uses the standard.
I/M
Installer/Maintainer:
A representative of an entity
that is in the business of installing or maintaining
a product, assembly, or system affected by the stan-
dard.
L
Labor:
A labor representative or employee con-
cerned with safety in the workplace.
R/T
Applied Research/Testing Laboratory:
A representative
of an independent testing laboratory or indepen-
dent applied research organization that promul-
gates and/or enforces standards.
E
Enforcing Authority:
A representative of an agency
or an organization that promulgates and/or en-
forces standards.
I
Insurance:
A representative of an insurance com-
pany, broker, agent, bureau, or inspection agency.
C
Consumer:
A person who is, or represents, the ul-
timate purchaser of a product, system, or service
affected by the standard, but who is not included
in the
User
classification.
SE
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;
1. “Standard” connotes code, standard, recommended
practice, or guide.
2. A representative includes an employee.
3. While these classifications will be used by the Standards
Council to achieve a balance for Technical Committees,
the Standards Council may determine that new classifi-
cations of members or unique interests need representa-
tion in order to foster the best possible committee delib-
erations 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 “Utili-
ties” in the National Electrical Code Committee.
4. Representatives of subsidiaries of any group are gener-
ally considered to have the same classification as the par-
ent organization.
NFPA Technical Committee Document Proposal Form
NOTE: All Proposals must be received by 5:00 pm EST/EDST on the published Proposal Closing Date.
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.
FOR OFFICE USE ONLY
Log #:
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.)
Date
April 1, 200X
Name
John J. Doe
Tel. No.
716-555-1234
Company
Air Canada Pilot's Association
Street Address
123 Summer Street Lane
City
Lewiston
State
NY
Zip
14092
Please indicate organization represented (if any)
1. (a) NFPA Document Title
National Fuel Gas Code
NFPA No. & Year
54, 200X Edition
(
b) Section/Paragraph
3.3
2. Proposal Recommends (check one):
new text
revised text
deleted text
3. Proposal (include proposed new or revised wording, or identification of wording to be deleted):
[Note: Proposed text should
be in legislative format; i.e., use underscore to denote wording to be inserted (inserted wording) and strike-through to denote wording to
be deleted (deleted wording).]
Revise definition of effective ground-fault current path to read:
3.3.78 Effective Ground-Fault Current Path. An intentionally constructed, permanent, low impedance electrically conductive path
designed and intended to carry underground electric fault current conditions from the point of a ground fault on a wiring system to the
electrical supply source.
4. Statement of Problem and Substantiation for Proposal:
(Note: State the problem that would be resolved by your
recommendation; give the specific reason for your Proposal, including copies of tests, research papers, fire experience, etc. If more
than 200 words, it may be abstracted for publication.)
Change uses proper electrical terms.
5. Copyright Assignment
(a)
I am the author of the text or other material (such as illustrations, graphs) proposed in this Proposal.
(b)
Some or all of the text or other material proposed in this Proposal was not authored by me. Its source is as
follows
(please identify which material and provide complete information on its source)
:
ABC Co.
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.
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 02169-7471
1/19/2007
NFPA Technical Committee Document Proposal Form
NOTE: All Proposals must be received by 5:00 pm EST/EDST on the published Proposal Closing Date.
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.
FOR OFFICE USE ONLY
Log #:
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.)
Date
Name
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Company
Street Address
City
State
Zip
Please indicate organization represented (if any)
1. (a) NFPA Document Title
NFPA No. & Year
(
b) Section/Paragraph
2. Proposal Recommends (check one):
new text
revised text
deleted text
3. Proposal (include proposed new or revised wording, or identification of wording to be deleted):
[Note: Proposed text should
be in legislative format; i.e., use underscore to denote wording to be inserted (inserted wording) and strike-through to denote wording to
be deleted (deleted wording).]
4. Statement of Problem and Substantiation for Proposal:
(Note: State the problem that would be resolved by your
recommendation; give the specific reason for your Proposal, including copies of tests, research papers, fire experience, etc. If more
than 200 words, it may be abstracted for publication.)
5. Copyright Assignment
(a)
I am the author of the text or other material (such as illustrations, graphs) proposed in this Proposal.
(b)
Some or all of the text or other material proposed in this Proposal was not authored by me. 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.
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 02169-7471
1/19/2007