The American National Standard on Disaster Emergency Management by marcjackson


									        The American National Standard on
        Disaster / Emergency Management &
     Business Continuity Programs – NFPA 1600

The National Preparedness Standard
      & The 9-11 Commission
  Looking Back and Moving Forward

What is a banker doing here?
             Emily Walker
           Managing Director
           Citigroup, London
Former Professional Staff & Family Liaison
            9-11 Commission

        The Charge of the 9-11
“Our aim has been to provide the fullest possible
  account of the events surrounding 9/11 and to
  identify lessons learned”

• 2.5 million pages of documents reviewed.
• 1,200 individuals interviewed in 10 countries
• 19 days of hearings and public testimony from 160
• Including nearly every relevant senior official from the
  current and previous administrations.

      Public & Private Targets
    & Public & Private Response
• The 9/11 attacks focused on two symbols of
  America power - one public and one private

   – The Pentagon – symbolizing our military strength
   – The World Trade Center – a symbol of American

• The response to 9/11 was also a mixture of public
  and private

   – with civilians responding right alongside public safety at
     Ground Zero and elsewhere

  Public & Private Sector Focus
• Initially, significant focus was rightly
  placed on our public safety efforts
  – Especially our first responders and intelligence

• The Commission also developed a focus
  on private sector preparedness
  – 85% of the Critical Infrastructure of the United
    States is controlled by the Private Sector
  – The vast majority of employees in America
    work in the private sector
  – Any future terrorist attacks will likely involve
    the private sector
  Lessons from 9-11 told us that
  companies were not prepared
• Evacuation procedures were inadequate
  – They were not communicated or practiced regularly
  – No full evacuation ever took place
  – Procedures for roof-top doors and elevators were not known

• Communication problems exacerbated efforts
  – Phone system was disrupted when the towers fell
  – Cell phones were jammed

• Finding Employees was significantly hampered
  – Companies had no current list of employees
  – Employees were not “checked in” to the buildings
  – No place was given to call upon exit
       Planning was Limited
Continuity of Business Operations failed in
 many cases
   Companies had lack of distant back-up sites and
    scrambled for new space
   Of those who had sites, employees were not
    informed, trained or ready for redeployment
   Utilities disruption (power, water, gas, phone)
    made recovery more tenuous
More Was Needed to be Learned …
    A Series of Business
 Roundtables was Requested

                  Bill Raisch
 International Center for Enterprise Preparedness
                New York University
      Former Advisor to the 9-11 Commission
& Chair of the Roundtable Series on Private Sector
       Roundtables Involved Key
• Senior Management             • University Researchers
• Corporate Safety & Security   • Government Researchers
  Professionals                 • Rating Agency Analysts
• Corporate Insurance / Risk    • Standards Organization
  Managers                        Representatives
• Regulatory Officials          • Insurance Industry
• Corporate Counsel               Underwriters / Specialists
• Legal Experts                 • Industry Trade Association
• Public Safety Officials         Personnel
                                • Other Stakeholders as
       Key Business Issues
Identified by Roundtables for 9-11 Commission

• Why Prepare? Many firms do not see
  themselves at risk and/or do not see any
  rationale to prepare for emergencies.
• What is Preparedness? Many private
  sector organizations are confused as to
  what “preparedness” is.
• How do we Work Together? Both across
  industries and as public & private sectors
     What to Do & How to Work
Our Research Efforts Identified a Potential Standard for
  the Private Sector Preparedness (NFPA 1600):
• A true consensus-based standard. Over 30
  organizations participate on its technical committee
• Founded with significant input from FEMA reflecting an
  all-hazards approach
• Designed as a high level programmatic approach
  emphasizing functional elements and performance
  outcomes - not overly complex or restrictive
• Scalable to organizations of any size or industry
• Already used by the public sector
    The American National Standard for
    Disaster/Emergency Management &
     Business Continuity - NFPA 1600
Program Management
• Program Administration
• Program Coordinator
• Advisory Committee
• Program Evaluation
Program Elements
• Laws and Authorities
• Hazard Identification, Risk Assessment, and Impact
• Hazard Mitigation
• Resource Management                               12
    The American National Standard for
    Disaster/Emergency Management &
     Business Continuity - NFPA 1600
Program Elements (cont’d)
• Mutual Aid
• Planning
• Direction, Control, and Coordination
• Communications and Warning
• Operations and Procedures
• Logistics and Facilities
• Training
• Exercises, Evaluations, and Corrective Actions
• Crisis Communication and Public Information
• Finance and Administration
                 Recent History
• At its November 19th, 2003 Public Hearing on Emergency
  Preparedness, the 9-11 Commission concluded that
   – the private sector remained largely unprepared and
   – identified the need for a National Preparedness Standard for
       Private Sector

• In January, 2004, the Commission requested the American
  National Standards Institute (ANSI) to convene stakeholders to
  identify an appropriate standard

• After vetting with 2,000 + organizations, ANSI recommended
  NFPA 1600 in April 2004

• Endorsed by Department of Homeland Security Secretary Tom
  Ridge in May 2004
    The Final Report of the 9/11
     Commission – July 2004
“We endorse the American National Standards
  Institute’s recommended standard for private
  preparedness [NFPA 1600]…

We believe that compliance with the standard
 should define the standard of care owed by a
 company to its employees and the public for
 legal purposes…”

    The Final Report of the 9/11
     Commission – July 2004
“We… encourage the insurance and credit-rating
  industries to look closely at a company’s
  compliance with the…standard in assessing its
  insurability and creditworthiness…

Private sector preparedness is not a luxury…it is
  ignored at a tremendous potential cost in lives,
  money and national security.”

Current Legislation on Capitol Hill
• Sec. 756 Private Sector Preparedness of HR
  – Findings: Consistent with the 9-11 Commission
  – Recommendation by ANSI to support a voluntary
    national preparedness standard for the private
    sector based on NFPA 1600
  – Standard would “establish a common set of
    criteria and terminology for preparedness, disaster
    management, emergency management and
    continuity of business programs
         Expanded Role for
         Homeland Security

• Secretary of DHS will be asked to
  promote private sector preparedness
  including adoption of voluntary
  standards NFPA 1600
• Insurance and credit rating agencies
  should consider a company’s
  compliance with voluntary standards
          Moving Forward
• 9-11 Commission members continue to
  forward its recommendations through the
  9-11 Public Discourse Project (www.9-

• NFPA is working with the Project to
  forward Commission Recommendations

 International Center for Enterprise
      Preparedness - InterCEP
• World’s First Major Academic Center dedicated
  to Private Sector Emergency Preparedness
• Funded by U.S. Dept. of Homeland Security
• Research, Special Projects and Training
• 21 City Workshop Series on The National
  Preparedness Standard with NFPA
Tel: 212-998-2000
Web:                        20
  Actively Evolving Incentives
Being advanced by InterCEP & Working Group:
  • Insurance – Related Incentives

  • Legal Liability Safeguards

  • Rating Agency Acknowledgement

  • Recognition Programs including a National
    Preparedness Award for the private sector

  • Other Incentives including Targeted Research
    especially on bottom-line impacts

       International Challenge
• Current Head of MI5 “Warns business of
  Terrorism Risk” Financial Times, London, Nov. 9, 2005
   – “I would urge you all to consider the events of 9-
     11…Be under no illusion. The threat is real and
     here and affects us all”
   – Companies must broaden their thinking about
     security issues, regularly reviewing and updating
     their business continuity plans…
   – “I worry that, against the background of no attacks,
     we risk becoming complacent”
Going forward, public safety
 and private enterprise must
 work together more closely.

We can all learn a great
 lesson from history.

In 1736, a series of
deadly fires
impacted large areas
of Philadelphia
resulting in great
loss of life and

Many could only ask why?

Others took it upon themselves to
make sure that if disaster struck

…they and others would be prepared.
Business and community
leaders came together to
establish the first community-
                 Volunteer Fire
                 that quickly became a
                 model for many others.
      This public and
    private effort was
led by a man named
  Benjamin Franklin.

Today, there are hundreds of
volunteer fire departments
and thousands of volunteer
        serving communities across

We have a similar
opportunity today
to jointly advance
public and private
    But only if we
  continue to work
together as we all
       did on 9/11.   30
        The American National Standard on
        Disaster / Emergency Management &
     Business Continuity Programs – NFPA 1600

The National Preparedness Standard
      & The 9-11 Commission
  Looking Back and Moving Forward


To top