NFPA Technical Committee on Emergency …...Fall 2018 Revision Cycle Process Stage Process Step...

NFPA Technical Committee on

Emergency Management and Business Continuity

NFPA 1600 Second Draft Meeting

AGENDA March 12th – 14th, 2018

Embassy Suites Hilton by St. Louis Downtown

610 North 7th Street St. Louis, MO 63101

Day One: 8:00 AM – 5:00 PM (ET) I. Chair Dean R. Larson calls meeting to order on March 12th, 2018 at 8:00 AM.

II. Welcome and Opening Remarks.

III. Introduction of attendees.

IV. NFPA Process Presentation.

V. Approval of the minutes from the NFPA 1600 First Draft Meeting April 4 ‐ 6, 2017

(Attachment A).

VI. Review purpose of meeting and document schedules (Attachment B).

VII. Old business:

Recap on items covered to date.

VIII. New business:

Review Task Group Reports/Public Comments and develop Second Revisions

(Attachment C).

Please email all Task Group Reports and Task Group work items to the Staff

Liaison ([email protected]) by March 9th, 2018.

Final review of Second Draft based on all developed Second Revisions.

Note: Second Revisions must be related to material that has received public

review during the Input Stage in accordance with 4.4.9.2 of the NFPA

Regulations.

IX. Committee training (Attachment D).

X. Date and location of next meeting.

XI. Adjournment.

ATTACHMENT A

Emergency/Disaster Management and Business Continuity/Continuity of Operations Planning

NFPA 1600 First Draft Meeting April 4-6, 2017

Minutes Dean Larson, Chair Pete Brewster Andrew Cuthbert Greg Cybulski Ken Katz Tim Gablehouse Dave Gluckman Carey Hamel Mike Janko Jeff Jellets Ray Lazarus

Brenna Medina Steve Majid Michael Morganti Jason Mumbach Melvyn Musson Scott Nicoll Manual O’Bryant Kelley Okolita Steven Pepper Jo Robertson Dawn Safine

Don Schmidt Virginia Stouffer Brian Strong Tom Adame Bobby Williams Christian Gray Teresa Newsome Graeme Jannaway Ericka Kuligowski, Guest Lis Ippolito, Guest Tom McGowan, Staff

Chair Dean Larson called the meeting to order at approximately 8:30am PST Introduction of members and guest. The TC approved the minutes of the Pre-First Draft Meeting minutes April 6, 2016. SL McGowan reviewed the NFPA standards development process and specifically the expectations of the TC for the first draft. Chair Larson remarked on the intention of the First Draft meeting. The TC shared their vision of the document. TC reviewed Public Inputs and approved First Revisions based on the PIs. TC adjourned at approximately 5:00pm PST. TC reconvened on second day at approximately 8:00am PST. TC reviewed Public Inputs and approved First Revisions based on the PIs. TC broke into TG mid-morning. TC reconvened at approximately 3:15pm PST and offered some revisions of First Revision. TC adjourned at approximately 4:45pm PST. TC reconvened on the third day at approximately 8:00am PST.

TC reviewed Public Inputs and approved First Revisions based on the PIs. TC accepted committee first draft revisions. No new or other business came before the TC. Next meeting is tentatively scheduled for February 6-8, 2018 with the first choice of Savannah, GA and second choice of Houston, TX. TC approved a motion to close the First Draft Meeting at approximately 9:45 am PST.

ATTACHMENT B

Fall 2018 Revision Cycle

Process Stage Process Step Dates for TCDates for TC

with CC

Public InputStage (First Draft)

Public Input Closing Date* 1/05/2017 1/05/2017

Final Date for TC First Draft Meeting 6/15/2017 3/16/2017

Posting of First Draft and TC Ballot 8/03/2017 4/27/2017

Final date for Receipt of TC First Draft ballot 8/24/2017 5/18/2017

Final date for Receipt of TC First Draft ballot - recirc 8/31/2017 5/25/2017

Posting of First Draft for CC Meeting 6/01/2017

Final date for CC First Draft Meeting 7/13/2017

Posting of First Draft and CC Ballot 8/03/2017

Final date for Receipt of CC First Draft ballot 8/24/2017

Final date for Receipt of CC First Draft ballot - recirc 8/31/2017

Post First Draft Report for Public Comment 9/07/2017 9/07/2017

Comment Stage(Second Draft)

Public Comment Closing Date* 11/16/2017 11/16/2017

Notice Published on Consent Standards (Standards that received no Comments)Note: Date varies and determined via TC ballot.

Appeal Closing Date for Consent Standards (Standards that received no Comments)

Final date for TC Second Draft Meeting 5/17/2018 2/08/2018

Posting of Second Draft and TC Ballot 6/28/2018 3/22/2018

Final date for Receipt of TC Second Draft ballot 7/19/2018 4/12/2018

Final date for receipt of TC Second Draft ballot - recirc 7/26/2018 4/19/2018

Posting of Second Draft for CC Meeting 4/26/2018

Final date for CC Second Draft Meeting 6/07/2018

Posting of Second Draft for CC Ballot 6/28/2018

Final date for Receipt of CC Second Draft ballot 7/19/2018

Final date for Receipt of CC Second Draft ballot - recirc 7/26/2018

Post Second Draft Report for NITMAM Review 8/02/2018 8/02/2018

Tech SessionPreparation (&

Issuance)

Notice of Intent to Make a Motion (NITMAM) Closing Date 8/30/2018 8/30/2018

Posting of Certified Amending Motions (CAMs) and Consent Standards 10/11/2018 10/11/2018

Appeal Closing Date for Consent Standards 10/26/2018 10/26/2018

SC Issuance Date for Consent Standards 11/05/2018 11/05/2018

Tech Session Association Meeting for Standards with CAMs 6/20/2019 6/20/2019

Appeals andIssuance

Appeal Closing Date for Standards with CAMs 7/10/2019 7/10/2019

SC Issuance Date for Standards with CAMs 8/07/2019 8/07/2019

TC = Technical Committee or PanelCC = Correlating Committee

As of 1/27/2017

™

NFPA https://www.nfpa.org/codes-and-standards/all-codes-and-standards/list-o...

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ATTACHMENT C

Public Comment No. 1-NFPA 1600-2017 [ Global Input ]

See attached document for new annex.

Additional Proposed Changes

File Name Description Approved

Draft_Data_Inter_04052017_v.2.docxAnnex - Emergency Management, Continuity, and Crisis Management Data Interoperability

Statement of Problem and Substantiation for Public Comment

Chapter adds procedures to help crisis management on dissemination of information. Committee reviewed and adopted this draft in the first meeting, but was omitted in error.

Related Item

Omitted First Draft Change

Submitter Information Verification

Submitter Full Name: Dawn Safine

Organization: Travelers Insurance Company

Street Address:

City:

State:

Zip:

Submittal Date: Wed Sep 06 12:59:31 EDT 2017

National Fire Protection Association Report http://submittals.nfpa.org/TerraViewWeb/ContentFetcher?commentPara...

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1 Draft – Data Interoperability

Draft Annex XX ‐ Emergency Management, Continuity, and Crisis Management Data Interoperability

Coordinated standard or body of procedures to help crisis management that focuses on dissemination of information should be applied from small events to large catastrophes. This annex standard of operations was developed because of the strong belief that this subject needs more development for criteria and procedures to aid in crisis management.

Resources

Standardized Emergency Management System (SEMS). California government agencies are required to use the Standardized Emergency Management System (SEMS). This is a requirement for governments in California and is tied to state funding. The Standardized Emergency Management System (SEMS) is the cornerstone of California’s emergency response system and the fundamental structure for the response phase of emergency management. The system unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. Additional information is available on the internet by searching caloes.ca.gov.

The DHS SAFECOM Interoperability Continuums should be particularly useful to share an early common view on data interoperability.

2 Draft – Data Interoperability

Incident Command System (ICS). ICS is a management system designed to enable effective and efficient domestic incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. ICS is normally structured to facilitate activities in five major functional areas: command, operations, planning, logistics, Intelligence & Investigations, finance and administration. It is a fundamental form of management, with the purpose of enabling incident managers to identify the key concerns associated with the incident—often under urgent conditions—without sacrificing attention to any component of the command system.

Organization for the Advancement of Structured Information Standards (OASIS). OASIS is a nonprofit consortium that drives the development, convergence, and adoption of open standards for the global information society. OASIS promotes industry consensus and produces worldwide standards for security, Internet of Things, cloud computing, energy, content technologies, emergency management, and other areas. OASIS open standards offer the potential to lower cost, stimulate innovation, grow global markets, and protect the right of free choice of technology.

Public Comment No. 5-NFPA 1600-2017 [ Global Input ]

New annex and renumber existings

Type your content here ...



DRAFT_ANNEX_XX_proposed_modified_approach_003_.docx

DRAFT ANNEX XX – Emergency Management, Continuity, and Crisis Management Data Interoperability


Propose annex for guidance for data interoperability. We see a need for sharing data between organizations during a crisis or emergency event in real time with minimal time for conversion.

Related Item

1


Submitter Full Name: Dawn Safine

Organization: Travelers Insurance Company

Street Address:

City:

State:

Zip:

Submittal Date: Fri Oct 20 11:00:30 EDT 2017


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DRAFT ANNEX XX – Emergency Management, Continuity, and Crisis Management Data Interoperability

Introduction

Chapter 6 of NFPA 1600, and especially §§ 6.7, 6.8 and 6.9 along with Annexes A and F, require facilities to use coordinated planning, preparedness and operational practices. In each case, data interoperability is necessary for success. This annex was developed to assist practitioners to better understand the elements of data interoperability. The essence of data interoperability is the ability to share data with any organization across platforms in real time with minimal time of conversion. The ideal is to be able to use any software that can have immediate access to the data.

There are many software products marketed for data interoperability. This annex does not recommend any product, nor does it call for practitioners to acquire or rely on such a product. Instead, it provides criteria by which the organizations needs and capabilities are assessed and plans can be developed to fill capability gaps.

Proposed Draft Annex XX - Emergency Management, Continuity, and Crisis Management Data Interoperability

Chapters 6, 7 and 8 of NFPA 1600 along with Annexes A and F, required the organization to practice incident and resource management using situation analysis and coordination; emergency operations/response using situation analysis and crisis communication; and continuity using a variety of data and communication resources. In all these cases, the success of the activity depends upon good data kept in an interoperable system so that access by all those responsible for planning, making operational decisions or communicating during a crisis have the same and current information.

Accordingly the organization must create and maintain such a system. The vision of success for such a system is that the data it contains be accurate and updated, that it be accessible during planning as well as during a crisis, that it be easily used and accessed by the entire range of potential users, and that it be kept in a fashion that will maintain these traits during even catastrophic events.

While every organization working to comply with NFPA 1600 will have its own set of critical data elements, there are some commonalities. For example, data elements that capture information on the organization’s critical and time-sensitive

processes and the status of key personnel will all be critical in following the requirements of §§ 6.6, 6.7, 6.8, 6.9 and others regardless of the nature of the organization’s operations.

Many users will immediately be drawn to software products to fill these needs. This annex does not recommend any software product nor does it necessarily stand for the proposition that software is the solution.

Instead, the organization must assess the hazards it may face and evaluate its current data interoperability capabilities in the arenas of emergency management, continuity and crisis management. Most organizations will find that in comparison to the vision of success, their current data interoperability systems will have capability gaps.

The next step is to strategically plan to fill these gaps. While there is a great temptation to immediately grab for a quick solution, these solutions often bring their own additional capability gaps in the areas of financial burdens, the need for training and staffing support, the difficulties of system operation and maintenance, and the usefulness and reliability of the system during incidents. These new or additional capability gaps must be factored into the strategic plan.

As the vision of success notes as its first priority, data accuracy and updates are of paramount importance. It is pointless to have a wonderful software system if the data it contains is not accurate and updated. The practical aspects of data creation and maintenance must remain top of mind in the strategic planning process.

The strategic plan to fill gaps is a process. The organization must establish its data interoperability priorities. It is valid for an organization to prioritize communication during an incident while another might prioritize the value of data in continuity and recovery as long as these initial prioritizations are not viewed as completing the process. Planning to fill these gaps represent a process with many steps all of which should demonstrate progress towards achieving the elements of NFPA 1600.

Data interoperability is such a key foundation for emergency management, continuity, and crisis management that the techniques required under Chapters 6, 7 and 8 of NFPA 1600 must be applied to this function. For example, the base assumptions under which the system was created must be constantly reevaluated to determine if they are still valid. Points of failure must be identified and plans to bypass these failures put in place. The data interoperability system must be tested

repeatedly under a variety of scenarios. Identifying failures, finding corrections and implementing enhancements are as much a part of good data interoperability as they are of emergency management, continuity, and crisis management generally.

Public Comment No. 6-NFPA 1600-2017 [ Chapter D ]

Annex D Crosswalk Between NFPA 1600 and DRII Professional Practices, CSA Z1600, and FederalContinuity Directive 1

This annex is not a part of the requirements of this NFPA document but is included for informationalpurposes only.


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D.1


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Annex E is a cross-reference to the requirements of NFPA 1600 and Disaster Recovery InstituteInternational’s Professional Practices for Business Continuity Practitioners; CSA Z1600, EmergencyManagement and Business Continuity Programs; and Federal Continuity Directive 1. [See Table D.1(a)through Table D.1(c)]. This annex is intended purely as a high-level comparison of the component sectionsof the indicated standards. Reference should be made to the actual details in each section if a fullcomparison is needed.

Table D.1(a) Cross-Reference of NFPA 1600 to DRII Professional Practices

NFPA 1600 (2016)Chapter/Section

DRII Professional Practices forBusiness Continuity Practitioners

(2012) Subject Area

Chapter 4 ProgramManagement

4.1 Leadership and Commitment 1. Project Initiation and Management

4.2 Program Coordinator 1. Project Initiation and Management

4.3 Program Committee 1. Project Initiation and Management

4.4 Program Administration 1. Project Initiation and Management

4.5 Laws and Authorities 1. Program Initiation and Management

3. Business Impact Analysis

9. Crisis Communications

10. Coordinating with ExternalAgencies

4.6 Finance and Administration 1. Project Initiation and Management

4.7 Records Management 3. Business Impact Analysis

Chapter 5 Planning

5.1 Planning and DesignProcess

2. Risk Evaluation and Control


4. Business ContinuityStrategies

5. Emergency Preparednessand Response

6. Business Continuity PlanDevelopment andImplementation

5.2 Risk Assessment 2. Risk Evaluation and Control

5.3 Business Impact Analysis 3. Business Impact Analysis

5.4 Resource NeedsAssessment

1. Program Initiation and Management



5. Emergency Response andOperations


5.5 Performance Objectives 1. Project Initiation and Management

Chapter 6 Implementation

6.1 Common Plan Requirements 1. Project Initiation



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(2012) Subject Area


4. Business ContinuityStrategies

5. Emergency Preparednessand Response


7. Awareness and TrainingProgram

8. Business Continuity PlanExercise, Audit andMaintenance


10. Coordination with ExternalAgencies

6.2 Prevention 2. Risk Evaluation and Control


6.3 Mitigation 2. Risk Evaluation and Control



6.4 Crisis Communications andPublic Information

5. Emergency Response and Operations




6.5 Warning, Notifications, andCommunications

5. Emergency Preparedness andResponse





6.6 Operational Procedures5. Emergency Preparedness andResponse




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(2012) Subject Area



6.7 Incident Management5. Emergency Preparedness andResponse




6.8 EmergencyOperations/Response Plan






6.9 Business Continuity andRecovery

4. Business Continuity Strategies





6.10 Employee Assistance andSupport







Chapter 7 Training andEducation

8. Business Continuity Plan Exercise,Audit and Maintenance


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(2012) Subject Area

7.1 Training and EducationCurriculum

7.2 Goal of the Curriculum

7.3 Scope and Frequency ofInstruction


7.4 Incident ManagementSystem Training



7.5 Recordkeeping

7.6 Regulatory and ProgramRequirements

10. Coordination with External Agencies

7.7 Public Education

Chapter 8 Exercises and Tests 5. Emergency Preparedness andResponse



8.1 Program Evaluation

8.2 Exercise and TestMethodology

8.3 Design of Exercises andTests

8.4 Exercise and Test Evaluation

8.5 Frequency

Chapter 9 ProgramMaintenance andImprovement







9.1 Program Reviews

9.2 Corrective Action

9.3 Continuous Improvement

DRII: DRI International, Inc.


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Table DTable D .1(b)

CrossCross -Reference of

NFPA 1600–13NFPA 1600-19 to CSA

Z1600–14

NFPA 1600 (2013)

Z1600-17

NFPA 1600 (2019)

Chapter/SectionCSA Z1600-

14

17 , Emergency

Management and Business Continuity Programs Chapter/Section Chapter 4

and continuity management program

Chapter/Section

Chapter 4 Program Management 4 Program Management

4.

1 Leadership

1 Leadership and Commitment 4.

1 Leadership

1 Leadership and Commitment

4.2 Program Coordinator 4.2 Program Coordinator

4.3 Performance Objectives4.4.3 Goals, objectives, and performancemeasures

4.4 Program Committee 4.3 Program Committee

4.

4

5 Program Administration 4.4 Program Administration

4.

5 Laws

6 Laws and Authorities 4.

5 Compliance

5 Compliance with Laws and Authorities

4.

6

7 Finance and Administration 4.6

Financial


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Financial Management

4.

7

8 Records Management 4.4.6 Records Management

Chapter 5

Chapter 5 Planning 5 Planning

5.1 Planning and Design Process 5.1 Planning Process

5.2 Risk Assessment 5.3 Risk Assessment

5.3 Business Impact Analysis 5.4

Impact

Impact Analysis

5.4 Resource Needs Assessment 4.7 Resources

5.4.3

(supporting resources for RTO)

6.2.7 Resource

Management 5.5 Performance Objectives 4.4.3 Goals, Objectives, and Performance Measures Chapter 6

management

Chapter 6 Implementation 6 Implementation

6.

1 Common

1 Common Plan Requirements 5.

2 Common Plan Requirements 5.5.

2 Common plan requirements

6. 2 Prevention

5.5.

3 Mitigation

2 Prevention

6.1.2 Prevention


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6.3 Mitigation5.5.3 Mitigation

6.1.3 Mitigation

6.

4 Crisis Communications and Public Information

4 Crisis Management 5.

5.8 Communications

1.2 (part of the planning process)

6.2.

5.2 Communications Assessment 6.2.5.3 Communication Systems

4 (described in the response plan)

6.5 Crisis Communications and Public Information 6.2.5.

4 Communication Procedures

2 Communications assessment

6.2.5.

6 Emergency Communication and Warning Capability

3 Communication systems

6.2.5.7 Emergency

Information

information

6.2.5.

8 Crisis Information

8 Crisis information

6.3.

5 Communications

6

.3.6

Emergency

Information

information

6.

5 Warning

6 Warning , Notifications, and Communications 6.2.

5 Communication and Warning 6.2.

5

.6 Emergency


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Communication and Warning

Capability

6.

6

7 Operational Procedures 6.3.1 Operational Procedures

6.

7

8 Incident Management 6.

5 Incident Management System

2.3 Incident management system

6.

8

9 Emergency Operations/Response Plan 5.5.5 Response

6.2.4 Response

Plan

plan

6.

3

3 Response

6.

9 Business

10 Continuity and Recovery 6.

10 Business Continuity 5.5.6 Continuity 6.2.6 Continuity

2.6 Continuity

6.3.

3 Continuity

3 Continuity

5.5.

7 Recovery 6.4 Recovery

6 Continuity

6.4


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.1

Recovery

Procedures6

5 .

4

5 .

2

7 Recovery

Assessment

6.

10 Chapter 7

11 Employee Assistance and Support

—

Chapter 7 Training and Education

7.1 Curriculum

5.5.9 Training and education

6.2.8 Training

7.1 Curriculum 6.2.8.2 (competency-based curriculum)

7.2 Goal of the Curriculum

—

-

7.3 Scope and Frequency of Instruction 6.2.8.3 (frequency & scope of training)

7.4 Incident Management System Training

—

-

7.5 Recordkeeping 6.2.8.4 (maintain training records)

7.6 Regulatory and Program Requirements (pertainingto training curriculum)

4.

5 Compliance

5 Compliance with

Laws

laws and


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Authorities

authorities (pertaining to overall program)

7.7 Public Education 6.2.5.5 Public

Awareness

awareness and

Education

education

6.3.7 Public

Awareness

awareness

Chapter 8

Chapter 8 Exercises and Tests 7 Program

Evaluation

evaluation

8.1 Program Evaluation 7.1 Evaluation

8.2 Exercise and Test Methodology

—

-

8.3 Design of Exercises and Tests

—

-

8.4 Exercise and Test Evaluation 7.2 Exercises and

Tests 7.2.1 Exercises 7.2.2 Tests 8.5 Frequency — Chapter 9


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tests

8.5 Frequency -

Chapter 9 Execution -

9.1 Incident Recognition -

9.2 Initial Reporting/Notification -

9.3 Plan Activation and Incident Action Plan -

9.4 Activate Incident Management Plan -

9.5 Ongoing Incident Management andCommunications

-

9.6 Documenting Incident Information, Decisions, andActions

-

9.7 Incident Stabilization -

9.8 Demobilize Resources and Termination -

Chapter 10 Program Maintenance andImprovement

8 Management

Review

review

9

10 .1 Program Reviews 8

Management Review 8

.1 Senior

Management Review

management review

7.

3 Audit

3 Audit and

Review

review

9

10 .

2 Corrective

2 Corrective Action 7.

4 Corrective

4 Corrective Action

9


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10 .

3 Continuous

3 Continuous Improvement 8.

2 Continual Improvement

2 Continual improvement

Table D.1(c) Cross-Reference of NFPA 1600 to FCD-1


Federal Continuity Directive1 Chapter/Section

Chapter 4 ProgramManagement

8 Program Management

4.1 Leadership andCommitment

9 Elements of a Viable ContinuityCapability (9.b Orders of Successionand 9.c Delegations of Authority)

12 Roles and Responsibilities(assigned responsibilities are outlinedin NSPD-51/HSPD-20 and the NCPIP)

4.2 Program Coordinator9 Elements of a Viable ContinuityCapability (9.g Human Resources)

4.3 Program Committee —

4.4 Program Administration 8 Program Management

4.5 Laws and Authorities —

4.6 Finance andAdministration

—

4.7 Records Management9 Elements of a Viable ContinuityCapability (9.f Essential RecordsManagement)

Chapter 5 Planning 8 Program Management

5.1 Planning and DesignProcess

5.2 Risk Assessment8 Program Management (RiskManagement)

5.3 Business ImpactAnalysis

9 Elements of a Viable ContinuityCapability (9.a Essential Functions)

5.4 Resource NeedsAssessment

—

5.5 Performance Objectives —

Chapter 6 Implementation 11 Continuity Plan OperationalPhases and Implementation

6.1 Common PlanRequirements

8 Program Management (Annex AProgram Plans and Procedures)

6.2 Prevention —

6.3 Mitigation —

6.4 Crisis Communicationsand Public Information

9 Elements of a Viable ContinuityCapability (9.e ContinuityCommunications)

6.5 Warning, Notifications,and Communications


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6.6 Operational Procedures8 Program Management (Annex AProgram Plans and Procedures)

6.7 Incident Management —

6.8 EmergencyOperations/Response Plan

—

6.9 Business Continuity andRecovery

8 Program Management (Annex AProgram Plans and Procedures)

9 Elements of a Viable ContinuityCapability (9.j Reconstitution)

6.10 Employee Assistanceand Support

9 Elements of a Viable ContinuityCapability (9.g Human Resources)

Chapter 7 Training andEducation

9 Elements of a Viable ContinuityCapability (9.h Tests, Training, andExercises)

7.1 Curriculum

7.2 Goal of Curriculum

7.3 Scope and Frequency ofInstruction

7.4 Incident ManagementSystem Training

7.5 Recordkeeping

7.6 Regulatory and ProgramRequirements

7.7 Public Education

Chapter 8 Exercises andTests

9 Elements of a Viable ContinuityCapability (9.h Tests, Training, andExercises)

8.1 Program Evaluation

8.2 Exercise and TestMethodology

8.3 Design of Exercises andTests

8.4 Exercise and TestEvaluation

8.5 Frequency

Chapter 9 ProgramMaintenance andImprovement

11 Continuity Plan OperationalPhases and Implementation

9.1 Program Reviews

9.2 Corrective Action

9.3 ContinuousImprovement

—9 Elements of a Viable ContinuityCapability (9.d Continuity Facilities)

—9 Elements of a Viable ContinuityCapability (9.i Devolution of Controland Direction)


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—10 Coordination with Tribal, State,Territorial, Local Governments andthe Private Sector



Crosswalk_NFPA1600-CSA_Z1600_Nov_1_2017.docx

Updated cross-walk between the draft NFPA 1600-2019 and the new CSA Z1600-2017


Both NFPA 1600 and CSA Z1600 have changed. The new cross-walk uploaded reflects these changes.

Related Item

There was no public input on updating this cross-walk.


Submitter Full Name: Ray Lazarus

Organization: Office of the Fire Marshal and Emergency Management

Affilliation: Emergency Management in Ontario, Canada

Street Address:

City:

State:

Zip:

Submittal Date: Wed Nov 01 09:06:49 EDT 2017


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Table D.1(b) Cross-Reference of NFPA 1600-19 to CSA Z1600-17

NFPA 1600 (2019)

Chapter/Section

CSA Z1600-17, Emergency and continuity management program

Chapter/Section

Chapter 4 Program Management 4 Program Management

4.1 Leadership and Commitment 4.1 Leadership and Commitment

4.2 Program Coordinator 4.2 Program Coordinator

4.3 Performance Objectives 4.4.3 Goals, objectives, and performance measures

4.4 Program Committee 4.3 Program Committee

4.5 Program Administration 4.4 Program Administration

4.6 Laws and Authorities 4.5 Compliance with Laws and Authorities

4.7 Finance and Administration 4.6 Financial Management

4.8 Records Management 4.4.6 Records Management

Chapter 5 Planning 5 Planning

5.1 Planning and Design Process 5.1 Planning Process

5.2 Risk Assessment 5.3 Risk Assessment

5.3 Business Impact Analysis 5.4 Impact Analysis

5.4 Resource Needs Assessment 4.7 Resources

5.4.3 (supporting resources for RTO)

6.2.7 Resource management

Chapter 6 Implementation 6 Implementation

6.1 Common Plan Requirements 5.2 Common plan requirements

6.2 Prevention 5.5.2 Prevention

6.1.2 Prevention

6.3 Mitigation 5.5.3 Mitigation

6.1.3 Mitigation

6.4 Crisis Management 5.1.2 (part of the planning process)

6.2.4 (described in the response plan)

6.5 Crisis Communications and Public Information

6.2.5.2 Communications assessment

6.2.5.3 Communication systems

6.2.5.7 Emergency information

6.2.5.8 Crisis information

6.3.6 Emergency information

6.6 Warning, Notifications, and Communications

6.2.5 Communication and Warning

6.7 Operational Procedures 6.3.1 Operational Procedures

6.8 Incident Management 6.2.3 Incident management system

6.9 Emergency Operations/Response Plan

5.5.5 Response

6.2.4 Response plan

6.3 Response

6.10 Continuity and Recovery 6.2.6 Continuity

6.3.3 Continuity

5.5.6 Continuity

6.4 Recovery

5.5.7 Recovery

6.11 Employee Assistance and Support

Chapter 7 Training and Education 5.5.9 Training and education

6.2.8 Training

7.1 Curriculum 6.2.8.2 (competency-based curriculum)

7.2 Goal of the Curriculum -

7.3 Scope and Frequency of Instruction 6.2.8.3 (frequency & scope of training)

7.4 Incident Management System -

Training

7.5 Recordkeeping 6.2.8.4 (maintain training records)

7.6 Regulatory and Program Requirements (pertaining to training curriculum)

4.5 Compliance with laws and authorities (pertaining to overall program)

7.7 Public Education 6.2.5.5 Public awareness and education

6.3.7 Public awareness

Chapter 8 Exercises and Tests 7 Program evaluation

8.1 Program Evaluation 7.1 Evaluation

8.2 Exercise and Test Methodology -

8.3 Design of Exercises and Tests -

8.4 Exercise and Test Evaluation 7.2 Exercises and tests

8.5 Frequency -

Chapter 9 Execution -

9.1 Incident Recognition -

9.2 Initial Reporting/Notification -

9.3 Plan Activation and Incident Action Plan

-

9.4 Activate Incident Management Plan -

9.5 Ongoing Incident Management and Communications

-

9.6 Documenting Incident Information, Decisions, and Actions

-

9.7 Incident Stabilization -

9.8 Demobilize Resources and Termination

-

Chapter 10 Program Maintenance and Improvement

8 Management review

10.1 Program Reviews 8.1 Senior management review

7.3 Audit and review

10.2 Corrective Action 7.4 Corrective Action

10.3 Continuous Improvement 8.2 Continual improvement

ATTACHMENT D

2/27/2018

NFPA.ORG | © National Fire Protection Association. All rights reserved.

NFPA® 1600 Committee Training

Committee Actions and the Process

March 14, 2018 | Michael Wixted, Emergency Services Specialist

Elena Carroll, Project Administrator


Goal

Enhance the knowledge, skills and abilities of the Technical Committee to understand the benefit of technically strong substantiated changes, and the committee’s obligations as required by NFPA Regulations.

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Objectives

• Recognize the merits of a technically strong substantiation

• Differentiate between technically strong and weak substantiations

• Generate technically strong substantiations in an efficient and timely manner

• How can we work efficiently for the 2019/2020 edition

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Segment 1. What's a strong committee action & why have one?

Segment 1. What's a strong committee action & why have one?

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NFPA.ORG © National Fire Protection Association. All rights reserved.

Hint, it’s the same for all of these:

– Input (First Draft)

– You don’t want a change (respond to a PI)

– You do want a change (create an FR)

– Comment (Second Draft)

– You don’t want a change (Reject or Reject but Hold) You do want a change (Accept or Reject but See)

One that has a technically strong substantiation

• What's in a technically strong substantiation?1. Technical reasoning

2. Scientific justification

3. Facts supporting the action

4. Data supporting the action

• Where do these come from? NFPA Regs

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What is a strong committee action?


Why have a strong substantiation? Regs

• 3.3.6 NFPA Standards Content…It shall also base its recommendations on one or more of the following factors: fire experience, research data, engineering fundamentals, or other such information as may be available.

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NFPA Regulations, Guide for the Conduct of Participants –see NFPA Standards Directory (http://www.nfpa.org/Regs)

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Regulations• 4.3.7.3 Responding to the Public and Correlating Input

… advise the submitter of flaws in the Public Input, give reasons why the TC disagreed with the Public Input, and/or provide guidance or directions as to further information or refinement that might be needed to substantiate the Public Input or gain TC support of the proposed change.

• 4.3.9.2.2 Committee Statement. For each Revision, the TC shall develop an associated Committee Statement.

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Regulations• 4.4.8.2 Committee Statements on Comments. The TC

shall develop a Committee Statement for all its Actions on Comments. Committee Statements supporting Committee Actions shall preferably be technical in nature and shall be sufficiently detailed so as to convey the Committee’s rationale for its Action. Committee Statements may consist, in whole or in part, of a cross-reference to Committee Statements on other Comments and Second Revisions.

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Guide for conduct of participants

• 2. Statement of General Principles…(c) To promote the development of codes and standards that are scientifically and technically sound, that promote creativity and innovation in the development of new methods and technologies, and that set reasonable standards intended to minimize the possibility and effects of fire and related hazards.

• 3.1 Guidelines Applicable to All Participants…(f) In all discussion, debate, and deliberation within the Standards Development Process, participants should confine their comments to the merits of the scientific, technical, and procedural issues under review.

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Segment 2. What's in a strong committee action?

Segment 2. What's in a strong committee action?

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Strong

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• Technical & scientific reasoning


Weak

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• No technical or scientific reasoning

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Strong

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• Based on facts or data


Weak

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• No real facts or data

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Strong

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• Not only based on facts/data derived from research, but points back to the exact study


Strong

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• Provides guidance on why the proposed change is not being supported

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Useful tips & tricks1) The bigger the change, the greater the need for a

technically strong substantiation

2) Quality vs. quantity

3) Why do it and where does it come from?

4) In essence, capturing the debate

5) Factual, the change is not substantiated (i.e. no supporting info), the section is revised based on etc.

6) Different from editorial updates, MOS, wordsmithing

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Segment 3. Lets write a technically strong substantiation

Segment 3. Lets write a technically strong substantiation

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Reports

Display

TG Report Templates

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Segment 4. Compare a technically strong Vs. weak substantiation

Segment 4. Compare a technically strong Vs. weak substantiation

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Benefit’s of technically strong substantiationsStatement: The addition of the words to the parenthesis in the second sentence is to distinguish the falsification of the hypothesis from the falsification of the test results, a distinction the committee believes needs to be made. Also, data may support but not prove a hypothesis.

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• Historical record

• Reflects the technical consideration of the TC

• Consideration of industry

• Gives support to the Chair and defends the TC position

• Guidance to submitters


Flaws in technically weak substantiationsStatement: The revisions add new information from recent research.

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• No real historical record

• Doesn't reflect the technical consideration/discussion of TC

• Doesn't show consideration of industry viewpoints

• Doesn’t provide information to support the Chair and anyone who wants to defend the TC position

• Doesn't offer any real guidance to submitters

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Strong Vs. weakStatement: The addition of the words to the parenthesis in the second sentence is to distinguish the falsification of the hypothesis from the falsification of the test results, a distinction the committee believes needs to be made. Also, data may support but not prove a hypothesis.

Statement: The revisions add new information from recent research.

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Segment 5. Follow a strong sub. through the process

Segment 5. Follow a strong sub. through the process

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Input Stage

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Public Input (PI) – First Draft Meeting – First Revision (FR) or Response to PI


Comment Stage

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Public Comment (PC) – Second Draft Meeting – Second Revision (FR) or Rejected PC

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So what can happen at the Tech Session?

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In front of the NFPA Membership

• So what does that technically strong substantiation do in front of the NFPA Membership?– That complete historical record

– Reflects the technical consideration of the TC

– Shows consideration of industry viewpoints

– Gives support to the Chair and defends the TC position

– Shows guidance was given to the submitters

• If you go up to the microphone, supports your opinion

• Remember, this could be 12 months later31


Appealed before the Standards Council

1.6 Appeals to the Standards Council.

1.6.1 General. Anyone can appeal to the Standards Council concerning procedural or substantive matters related to the development, content, or issuance of any NFPA Standard of the NFPA or on matters within the purview of the authority of the Standards Council, as established by the Bylaws and as determined by the Board of Directors. Such appeals shall be in written form and filed with the Standards Council Secretary in accordance with 1.6.3.

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What is the Standards Council looking at?• Everything, the complete record

• Has the TC met its obligations in accordance with NFPA Regs? (Remember our Reg slides at the beginning)

• How can we show that?

• A technically strong substantiation that shows:– The complete historical record

– The technical consideration of the TC

– Consideration of industry viewpoints

– Gives support to the Chair and defends the TC position

– Shows guidance was given to the submitters

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Segment 6. What about next cycle, how can we work even more cohesively?

Segment 6. What about next cycle, how can we work even more cohesively?

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Reports

NFPA TG Report Templates

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Input Stage

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TM

NFPA Technical Committee on Emergency …...Fall 2018 Revision Cycle Process Stage Process Step...

Documents

Transcript of NFPA Technical Committee on Emergency …...Fall 2018 Revision Cycle Process Stage Process Step...