date: january 4, 2021 · 2021. 1. 20. · from: subject: january 4, 2021 . technical committee on...

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DATE: TO: FROM: SUBJECT:

January 4, 2021 Technical Committee on Emergency Management and Business Continuity Nicole Cassels, Staff Liaison [email protected] (617) 984-7264 NFPA 1660 (EMB-AAA) First Draft Meeting AGENDA January 26 and 27, 2021 – 10:00 am to 2:00 pm (EST) Microsoft Teams

Unless otherwise noted, agenda items may be taken in any order. 21-01-1 Call to Order

(a) Welcome and opening remarks (b) Attendance and introductions (attendance will be taken at each session) (c) Approval of previous minutes

o NFPA 1600 Second Draft Meeting - March 12-14, 2018, Saint Louis, MO (d) Staff presentation

o NFPA Standards Development Process o NFPA Resources

21-01-2 NFPA 1660 First Draft

(a) Address public inputs submitted for NFPA 1660, Chapters 4-10 and develop any first revisions. o NFPA 1660, Chapters 17-23 received 11 public inputs. (See attachment.)

(b) Review recommendations from the Pre-Incident Planning and Mass Evacuation and Sheltering technical committees; address public inputs for NFPA 1660, Chapters 1-3 and global public inputs; and develop any first revisions.

o NFPA 1660, Chapters 1-3 received 4 public inputs (See attachment.) o NFPA 1660 received 3 global public inputs. (See attachment.)

(c) Revise title of consolidated document. 21-01-3 Other Business Discussion of any other business. 21-01-4 Adjournment The meeting will be adjourned when all agenda items have been addressed.

mailto:[email protected]

https://www.nfpa.org/assets/files/AboutTheCodes/1600/1600_F2018_EMB_AAA_SDMinutes_3_18.pdf

http://www.nfpa.org/codes-and-standards/standards-development-process

http://www.nfpa.org/research

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All NFPA Technical Committee meetings are open to the public. Please contact me for information on attending a meeting as a guest. If a guest wishes to address the committee regarding a specific agenda item, the request should be submitted at least seven days before the meeting. Read NFPA's Regulations Governing the Development of NFPA Standards (Section 3.3.3.3) for further information. Additional Meeting Information: See the Meeting Notice on the Document Information Page (http://www.nfpa.org/1660) for meeting details. If you have any questions, please feel free to contact Elena Carroll, Sr. Committee Administrator at 617-984-7952 or by email [email protected]. C. Standards Administration

https://www.nfpa.org/-/media/Files/Codes-and-standards/Regulations-directory-and-forms/RegsGovDevStds_2019.ashx?la=en

https://www.nfpa.org/-/media/Files/Codes-and-standards/Regulations-directory-and-forms/RegsGovDevStds_2019.ashx?la=en

https://www.nfpa.org/assets/files/AboutTheCodes/1660/1660_ERRS_Grp_2_EMB_AAA_FDMeetingnotice_01_21.pdf

http://www.nfpa.org/1660

mailto:[email protected]

Address List No PhoneEmergency Management and Business Continuity EMB-AAA

Nicole Cassels01/04/2021

EMB-AAA

Timothy Rice

ChairFire Department City of New York1 Randalls IslandBuilding 8, 2nd FloorNew York, NY 10035-5197Fire Department of New York

E 04/04/2017EMB-AAA

Richard R. Anderson

PrincipalAnderson Risk Consultants4801 Harbor Pointe BoulevardNorth Myrtle Beach, SC 29582Alternate: Andrew M. Tait

SE 1/12/2000

EMB-AAA

Suzanne Bernier

PrincipalSB Crisis ConsultingUnit 1, 3096 Danforth AvenueSuite 311Toronto, ON M1L 1B1 Canada

SE 08/11/2020EMB-AAA

Pete Brewster

PrincipalUS Department of Veterans AffairsOffice of Emergency Management510 Butler Avenue, Bldg. 203-BMartinsburg, WV 25405Alternate: Michael R. Zanotti

U 4/14/2005

EMB-AAA

Ray Hsienho Chang

PrincipalEmbry-Riddle Aeronautical University-Worldwide470 Bottlebrush LoopSanford, FL 32771


Gregory T. Cybulski

PrincipalAON Corporation146 West Shore TrailSparta, NJ 07871Alternate: Tony Adame

I 10/28/2008

EMB-AAA

John Treat Deming

Principal122 Bell RoadHuntsville, AL 35811

U 11/30/2016EMB-AAA

Sean Michael Flynn

PrincipalChicago Fire Department7276 West Everell AvenueChicago, IL 60631

E 08/08/2019

EMB-AAA

Timothy Gablehouse

PrincipalColorado Emergency Preparedness Partnership Inc.410 17th Street, Suite 275Denver, CO 80202


David Gluckman

PrincipalWillis Towers Watson150 John F. Kennedy ParkwaySuite 520Short Hills, NJ 07078Alternate: Lisbeth Ippolito

I 7/22/1999

EMB-AAA

Christian Gray

PrincipalCambia Health Solutions2890 East Cottonwood PkwyM/S 19Salt Lake City, UT 84121Alternate: Derrin Aiken

U 07/29/2013EMB-AAA

Carey Ann Hamel

PrincipalManulife/John Hancock37 Patten RoadMerrimack, NH 03054Alternate: Anna Mainville

I 10/29/2012

1



EMB-AAA

Michael W. Janko

PrincipalThe Goodyear Tire & Rubber CompanyManager Business Continuity200 Innovation WayAkron, OH 44316

M 10/28/2008EMB-AAA

Jeff Jellets

PrincipalThe Salvation Army1424 Northeast ExpresswayAtlanta, GA 30329

C 08/03/2016

EMB-AAA

Joseph E. Jones

PrincipalSelf Employed3584 Ayres DriveAurora, IL 60506The County of DuPage

E 4/5/2016EMB-AAA

Kenneth Katz

PrincipalTravelers Insurance Company11440 Carmel Commons BoulevardCharlotte, NC 28226Alternate: Dawn Safine

I 3/4/2008

EMB-AAA

Walter Lamar

PrincipalUniversity Of Miami Health Systems1400 NW 10th AvenueMiami, FL 33136

U 12/06/2019EMB-AAA

Dean R. Larson

PrincipalLarson Performance Consulting1849 Windfield DriveMunster, IN 46321-5184

SE 4/28/2000

EMB-AAA

Ray S. Lazarus

PrincipalOffice of the Fire Marshal and Emergency ManagementMinistry of Community Safety & Correctional Services25 Morton Shulman AvenueToronto, ON M3M 0B1 CanadaAlternate: Lorraine E. Webb

E 3/4/2009EMB-AAA

Carrie M. Little

PrincipalThe City of PlanoEmergency Management Division4125 West Parker RoadPlano, TX 75086International Association of Emergency ManagersAlternate: Chandra E. Fox

U 03/03/2014

EMB-AAA

Diane K. Mack

PrincipalMack Strategies, LLC11145 Ridgewater CircleFishers, IN 46037

SE 8/5/2009EMB-AAA

Thomas Randall MacKay

PrincipalThe Arizona Fire & Medical Authority8716 W Tuckey LaneGlendale, AZ 85305

E 08/11/2020

EMB-AAA

Marcello Marzoli

PrincipalMinistry of Internal Affairs-ItalyVia Edoardo Amaldi 324Rome, RM 00134 Italy

E 08/17/2018EMB-AAA

Michael J. Morganti

PrincipalDRI International10018 Green Ivy DriveTrinity, FL 34655Alternate: Gary R. Villeneuve

SE 3/21/2006

EMB-AAA

Amir Mousavi

PrincipalCity of Jeffersonville500 Quartermaster CourtJeffersonville, IN 47130

U 08/17/2015EMB-AAA

Jason C. Mumbach

PrincipalMarsh Risk Consulting501 Merritt SevenNorwalk, CT 06856

I 08/09/2012

2



EMB-AAA

Melvyn Musson

PrincipalEdward Jones Company2001 Seckman RoadImperial, MO 63052

U 1/1/1991EMB-AAA

Lee Newsome

PrincipalEmergency Response Educators & Consultants, Inc.233 NE 58th Avenue, Suite 101Ocala, FL 34470Alternate: Teresa A. Newsome

SE 1/12/2000

EMB-AAA

Manuel J. O'Bryant

PrincipalTampa Electric Company/TECO Energy, Inc.702 North Franklin StreetPO Box 111Tampa, FL 33601-0111Alternate: Emilio Frank Salabarria

U 08/11/2014EMB-AAA

Michael Paul Osman

PrincipalAshland City Fire Department101 Court StreetBox 36Ashland City, TN 37015

E 08/11/2020

EMB-AAA

Stephen Pepper

PrincipalPhillips 662331 Citywest BoulevardHQ-S0344-05Houston, TX 77042American Petroleum InstituteAlternate: Bradley Hubbard

M 08/03/2016EMB-AAA

Jo Robertson

PrincipalThe Madison Square Garden Company2960 Strathmeade StreetFalls Church, VA 22042

U 08/02/2010

EMB-AAA

Robert Sampson

PrincipalMass Bay Transportation Authority (MBTA)10 Park Plaza, Suite 4470Boston, MA 02116

U 08/03/2016EMB-AAA

David M. Sarabacha

PrincipalDeloitte & Touché LLP27627 North Monroe RoadDeer Park, WA 99006-8719

SE 10/28/2008

EMB-AAA

Donald L. Schmidt

PrincipalPreparedness, LLCCEO565 Woodbridge WayThe Villages, FL 32163-4351

SE 1/1/1994EMB-AAA

Kevin Sligh

PrincipalUS Coast Guard3336 Tony CourtDumfries, VA 22026

E 11/30/2016

EMB-AAA

Virginia Stouffer

PrincipalAforethought Consulting, LLC1006 Weikel RoadLansdale, PA 19446

SE 8/2/2010EMB-AAA

Brian Strong

PrincipalCIT Group Inc.10201 Centurion Parkway NorthJacksonville, FL 32256

SE 8/2/2010

EMB-AAA

Christopher A. Toten

PrincipalUS Marine CorpsMarine Corps Detachment Goodfellow224 Apache TrailGoodfellow AFB, TX 76908-3103Alternate: James Garrison

U 08/03/2016EMB-AAA

Joseph Bryan Travers

PrincipalNational Security AgencyInformation Assurance Directorate7800 Savage RoadFort Meade, MD 20755

SE 07/29/2013

3



EMB-AAA

Bobby Williams

PrincipalAdvance Auto Parts4729 Hargrove RoadRaleigh, NC 27616

U 07/29/2013EMB-AAA

Tony Adame

AlternateAONSenior Consultant100 Bayview Court, Suite 100Newport Beach, CA 92660Principal: Gregory T. Cybulski

I 08/03/2016

EMB-AAA

Derrin Aiken

AlternateCambia Health Solutions2890 East Cottonwood ParkwaySalt Lake City, UT 84121Principal: Christian Gray

U 08/17/2018EMB-AAA

Chandra E. Fox

AlternateP.O. Box 1782Bothell, WA 98041-1782International Association of Emergency ManagersPrincipal: Carrie M. Little

U 3/3/2014

EMB-AAA

James Garrison

AlternateUS Marine Corps (USMC)Chemical Biological Incident Response Force3399 Strauss Avenue, Suite 219Indian Head, MD 20640Principal: Christopher A. Toten

U 08/17/2018EMB-AAA

Bradley Hubbard

AlternateShell Oil Company701 Poydras Street, Suite 1018New Orleans, LA 70139American Petroleum InstitutePrincipal: Stephen Pepper

M 04/02/2020

EMB-AAA

Lisbeth Ippolito

AlternateAllianzRisk Consulting, LLCP.O. Box 325Agoura Hills, CA 91377Principal: David Gluckman

I 04/11/2018EMB-AAA

Anna Mainville

AlternateManulife Financial250 Bloor Street EastToronto, ON M4W 1E5 CanadaPrincipal: Carey Ann Hamel

I 04/04/2017

EMB-AAA

Teresa A. Newsome

AlternateEmergency Response Educators & Consultants, Inc.233 NE 58th Avenue, Suite 101Ocala, FL 34470Principal: Lee Newsome


Dawn Safine

AlternateTravelers Insurance Company243 Sydney DriveAlamo, CA 94507-2672Principal: Kenneth Katz

I 08/17/2015

EMB-AAA

Emilio Frank Salabarria

AlternateTampa Electric Company702 N. Franklin StreetTampa, FL 33602Principal: Manuel J. O'Bryant

U 12/06/2019EMB-AAA

Andrew M. Tait

AlternateCore Risks Ltd.5671 South Deer Run RoadDoylestown, PA 18902Principal: Richard R. Anderson

SE 10/28/2014

4



EMB-AAA

Gary R. Villeneuve

AlternateDRI InternationalDRII Education Directorate11445 Last Dollar PassLittleton, CO 80127Principal: Michael J. Morganti


Lorraine E. Webb

AlternateOffice of the Fire Marshal and Emergency ManagementMinistry of Community Safety & Correctional Services25 Morton Shulman Avenue5th FloorToronto, ON M3M 0B1 CanadaPrincipal: Ray S. Lazarus

E 10/23/2003

EMB-AAA

Michael R. Zanotti

AlternateUS Department of Veterans AffairsVA Medical Center-Martinsburg281 Hedrick AvenueMartinsburg, WV 25405Principal: Pete Brewster

U 1/1/1992EMB-AAA

Lloyd W. Bokman

Member EmeritusCedar Global Consulting577 Wickham WayGahanna, OH 43230-2244

SE 1/1/1993

EMB-AAA

Nicole Cassels

Staff LiaisonNational Fire Protection AssociationOne Batterymarch ParkQuincy, MA 02169

10/27/2020

5

Document Consolidation Overview

NFPA 1660, Standard on Community Risk Assessment, Pre-Incident Planning, Mass Evacuation, Sheltering, and Re-entry Programs

• Three Documents – NFPA 1600, Standard on Continuity, Emergency, and Crisis Management – NFPA 1616, Standard on Mass Evacuation, Sheltering, and Re-entry Programs – NFPA 1620, Standard for Pre-Incident Planning

• Three Technical Committees – Emergency Management and Business Continuity (NFPA 1600) – Mass Evacuation and Sheltering (NFPA 1616) – Pre-Incident Planning (NFPA 1620)

How will we all work together?

• There will not be a correlating committee for this document, so only one technical committee (TC) can work on each chapter.

• Each TC will be responsible for the chapters covering the material from their original document, and the NFPA 1600 TC will be responsible for Chapters 1-3 and most global public inputs.

o One global public input (PI-24) has been assigned to the NFPA 1616 TC, due to the text affected by the recommended changes.

• The NFPA 1616 and NFPA 1620 TCs will meet first to develop recommendations on the shared content for the NFPA 1600 TC to review. These recommendations will be recorded as committee input and will remain in the First Draft Report, regardless of the NFPA 1600 TC’s decisions.

o The NFPA 1600 TC has the authority to change the title of the standard and should consider input from all three committees.

o Duplicate terms in Chapter 3 should be reconciled, so there is only one definition for each. o Chapter 2 and Annex Z will generally be handled by NFPA staff, since the reference lists must

match those references that are cited in the text. If any reference updates require the committee’s attention, they will be addressed at the meeting(s).

Current Structure and Chapter Assignments of NFPA 1660

• Chapters 1-3: Administration, references, and definitions for all documents • Chapters 4-10: NFPA 1600 • Chapters 11-16: NFPA 1616 • Chapters 17-23: NFPA 1620

• Annex A: NFPA 1600, 1616, 1620 • Annexes B-L: NFPA 1600 • Annexes M-X: NFPA 1616 • Annex Y: NFPA 1616, 1620 • Annex Z: NFPA 1600, 1616, 1620

• Members are encouraged to become familiar with the draft before the meeting. It can be accessed by clicking on ‘View Public Input’ at nfpa.org/1660next.

1660 First Draft Meeting Dates

• NFPA 1620: January 13 and 15, 2021, 9:00 am – 1:00 pm EST [7 public inputs to review] • NFPA 1616: January 20 and 22, 2021, 10:00 am – 2:00 pm EST [7 public inputs to review] • NFPA 1600: January 26 and 27, 2021, 10:00 am – 2:00 pm EST [18 public inputs to review]

• Please note that additional meetings can be scheduled if more time is needed, but all first draft meetings must be completed by mid-March 2021.

http://nfpa.org/1660next

12/16/2020 National Fire Protection Association Report

https://submittals.nfpa.org/TerraViewWeb/ViewerPage.jsp

Public Input No. 22-NFPA 1660-2020 [ Global Input ]

This input applies to the proposed title of this combined standard.

I, like several other NFPA 1600 TC members, feel that the concept of business continuity-regardless of organization to which it is applied, does get lost in the proposed title. Whilerepresented in the body of the document itself, the title should give a user a clear idea of whatthe Standard is about. Additionally, I can acknowledge that the combined standards are relatedto comprehensive resilience goals, the breadth and depth of NFPA 1600 is capable of standingon its own.

Statement of Problem and Substantiation for Public Input

The problem that would be resolved here is that the TC desire to have NFPA 1600 stand on its own would be fulfilled. Additionally, other resilience standards may gain more favorable or preferred adoption by users, thus rendering 1660 less applicable to their organizational resilience objectives.

Submitter Information Verification

Submitter Full Name: Brian StrongOrganization: CIT Group Inc.Street Address:City:State:Zip:Submittal Date: Fri Nov 13 14:47:24 EST 2020Committee: EMB-AAA




My proposed change is from Standard on Community Risk Assessment, Pre-IncidentPlanning, Mass Evacuation, Sheltering and Re-Entry Programs to Standard onContinuity, Emergency and Crisis Management


The poposed name of the NFPA 1660 document does not reflect the majority of the contents from NFPA 1600. Many organizations public and private have adopted the NFPA 1600 Standard and in many cases have been audited on their implementation of NFPA 1600. Additionally, the 9/11 Commission Act of 2007 recommended NFPA 1600 as one of three standards to be used by organizations under the PS-Prep: Voluntary Private Sector Preparedness Program.


Submitter Full Name: Manuel O`BryantOrganization: Tampa Electric Company/TECO EnStreet Address:City:State:Zip:Submittal Date: Fri Nov 13 16:29:30 EST 2020Committee: EMB-AAA




Type your content here ...The combining of these three documents while well intentioneddilutes the purpose of the host document NFPA 1600. Pre-Emergency Planing, a task orpreparedness and Mass Evacuation a task of preparedness and response would bebetter served to become Annexes of NFPA 1600 and keep the integrity and purpose ofNFPA 1600 intact.


Combines the three standards in a manner that leaves the purpose of NFPA 1600 intact


Submitter Full Name: Richard AndersonOrganization: Anderson Risk ConsultantsAffiliation: Anderson Risk ConsultingStreet Address:City:State:Zip:Submittal Date: Fri Nov 13 18:00:43 EST 2020Committee: MEP-AAA

***Note: This PI is assigned to NFPA 1616 for official action, but all three committees are asked to provide a recommendation/response.***



Public Input No. 4-NFPA 1660-2020 [ Section No. 2.3.2 ]

2.3.2 Other Publications.

Merriam-Webster’s Collegiate Dictionary, 11th edition, Merriam-Webster, Inc., Springfield, MA,2003.

Add applicable FEMA COOP documentation.

Add applicable private sector BC/DR (i.e. DRII)

Additional Proposed Changes

File Name Description Approved1600_PI_No._13_P._Bosche.pdf 1600_PI_No. 13_P. Bosche


Both FEMA and the private sector have robust COOP / BC/DR programs and with that, information and documentation. Such should be referenced throughout the 1600 document.


Submitter Full Name: Phil BoscheOrganization: Charlotte Fire DepartmentStreet Address:City:State:Zip:Submittal Date: Mon Jul 27 12:52:13 EDT 2020Committee: EMB-AAA




3.3.25 Continuity.

A term that includes business continuity/continuity of operations (COOP), operational continuity,succession planning, continuity of government (COG), which support the resilience of the entity

The ability to provide uninterrupted services and support, while maintaining organizationalviability, before, during, and after an incident that disrupts normal operations .


File Name Description Approved1600_PI_No._1_P._Bosche.pdf 1600_PI No. 1_P. Bosche


This definition of continuity is consistent with the FEMA definition of Continuity per the latest Continuity Guidance Circular.






3.3.25 Continuity.

A term that includes business continuity/continuity of operations (COOP), operational continuity,succession planning, continuity of government (COG), which support the resilience of the entity.




COG is an outcome of a successful COOP program. Consider adding further explanation consistent with this principle elsewhere in the document. Consult FEMA E-0548 "Continuity of Operations Program Manager Course", slide 13 "facilitators notes."






3.3.107 Stakeholder(s).

Any individual, group person, member of the public , or organization that might affect, beaffected by, or perceive itself to be affected by the emergency entity that is affected by theoutcome of a program or program action .


File Name Description Approved1600_PI_No._12_P._Bosche.pdf 1600_PI_No._12_P._Bosche


The term "stakeholder" is used in the document, but there is no definition of the term.






4.1.3* Application.

This document shall apply to public, private, and nonprofit and nongovernmental entities.




Simple grammatical error.






4.5.1

A program committee shall should be established by the entity in accordance with its policy.




Smaller agencies may not have the resources or personnel with expertise to constitute a committee. If possible, they "should." Same modification 4.4.1 through 4.4.4






4.6.1

The entity shall should have a documented program that includes the following:

(1) Executive policy, including vision, mission statement, roles and responsibilities, andenabling authority

(2)

(3)

(4) Program budget and schedule, including milestones

(5) Program plans and procedures that include the following:

(6) Anticipated cost

(7) Priority

(8) Resources required

(9) Records management practices as required by Section 4.9

(10) Management of change

Include the 11 elements recommended in a COOP plan per FEMA CGC-1 and 2




The 11 elements recommended for a COOP plan are consistent with FEMA CGC 1 and 2 recommendations, and FCD 1 and 2. https://www.fema.gov/pdf/about/org/ncp/coop_brochure.pdf https://www.fema.gov/media-library-data/1389194323803-5d98dd1ec9f3af8ad15774b74a92bba5/Non-Federal+Continuity+Plan+Template.pdf



* Program scope, goals, performance, objectives, and metrics for program evaluation

* Applicable authorities, legislation, regulations, and industry codes of practice as requiredby Section 4.7



Public Input No. 10-NFPA 1660-2020 [ Section No. 5.2.2.1 ]



5.2.2.1



Hazards to be evaluated shall should include the following:

(1) Geological:

(2) Earthquake

(3) Landslide, mudslide, subsidence

(4) Tsunami

(5) Volcano

(6) Meteorological:

(7) Drought

(8) Extreme temperatures (hot, cold)

(9) Famine

(10) Flood, flash flood, seiche, tidal surge

(11) Geomagnetic storm

(12) Lightning

(13) Snow, ice, hail, sleet, avalanche

(14) Wildland fire

(15) Windstorm, tropical cyclone, hurricane, tornado, waterspout, dust storm, sandstorm

(16) Biological:

(17) Food-borne illnesses

(18)

(19) Accidental human-caused:

(20) Building/structure collapse

(21)

(22) Explosion/fire

(23) Fuel/resource shortage

(24)

(25) Equipment failure

(26) Nuclear reactor incident

(27) Radiological incident

(28)

(29) Unavailability of essential employee(s)

(30)

(31) Misinformation

* Infectious/communicable/pandemic diseases

* Entrapment

* Hazardous material spill or release

* Transportation incident

* Water control structure failure



(32) Intentional human-caused:

(33) Incendiary fire

(34) Bomb threat

(35) Demonstrations/civil disturbance/riot/insurrection

(36) Discrimination/harassment

(37) Disinformation (rumors, false allegations, or accusations)

(38) Kidnapping/hostage/extortion

(39) Geopolitical risks including acts of war, change in government, and political instability

(40) Missing person

(41)

(42) Product defect or contamination

(43) Robbery/theft/fraud

(44) Strike or labor dispute

(45) Suspicious package

(46)

(47) Vandalism/sabotage

(48) Workplace/school/university violence

(49) Supply chain constraint or failure

(50) Technological:

(51)

(52)

(53) Economic/financial:

(54) Foreign currency exchange rate change

(55) Economic recession

(56) Boycott

(57) Theft/fraud/malfeasance/impropriety/scandal involving currency, monetary instruments,goods, and intellectual property

(58) Strategic:

(59) Loss of senior executive

(60) Failed acquisition/strategic initiative

(61) Humanitarian issues


* Cyber security incidents

* Terrorism

* Hardware, software, and network connectivity interruption, disruption, or failure

* Utility interruption, disruption, or failure





Either replace "shall" with "should" or improve the section to reflect the limited capabilities of some entities. i.e. a smaller local government may not have the resources to evaluate a COOP plan against fluctuations of the "foreign currency exchange rate."



Public Input No. 17-NFPA 1660-2020 [ New Section after 5.2.2.2 ]

TITLE OF NEW CONTENTType your content here ... 5.2.2.3 Emergency Fuel Storage Tank Administration Program - The entityshall have online access to all fuel tank levels assuring fuel awareness for refilling tank and hazardousexposure.


The Federal Energy Commission Emergency Planning Program and California Energy Commission’s Local Government Emergency Planning Handbook stipulates the requirement of fuel tank inventory control. Having access to fuel tank inventory during an emergency situation, is not just common sense, it is a requirement.


Submitter Full Name: Ken BishopOrganization: TankVisionsAffiliation: UC, CSU, Cities and Counties of CaliforniaStreet Address:City:State:Zip:Submittal Date: Thu Jul 30 15:28:10 EDT 2020Committee: EMB-AAA



Public Input No. 11-NFPA 1660-2020 [ Section No. 5.3 ]

5.3 Business Impact Analysis (BIA).

5.3.1

The entity shall conduct a BIA that includes an assessment of how a disruption could affect anentity's operations, reputation, and market share, ability to do business, or relationships withkey stakeholders and identifies the resources and capabilities that might be needed tomanage the disruptions.

5.3.1.1* The BIA shall identify processes that are required for the entity to perform its mission.

5.3.1.2* The BIA shall identify the following resources that enable the processes:

(1) Personnel

(2) Equipment

(3) Infrastructure

(4) Technology

(5) Information

(6) Supply chain

5.3.2*The BIA shall evaluate the following:

(1) Dependencies

(2) Single-source and sole-source suppliers

(3) Single points of failure

(4) Potential qualitative and quantitative impacts from a disruption to the resources in 5.3.1.2

5.3.2.1*The BIA shall determine the point in time [recovery time objective (RTO)] when the impacts ofthe disruption become unacceptable to the entity.

5.3.3* The BIA shall identify the acceptable amount of data loss for physical and electronic records toidentify the recovery point objective (RPO).

5.3.4* The BIA shall identify gaps between the RTOs and RPOs and demonstrated capabilities.

5.3.5* The BIA shall be used in the development of continuity and recovery strategies and plans.

5.3.6* The BIA shall identify critical supply chains, including those exposed to domestic andinternational risks, and the timeframe within which those operations become critical to theentity.






Recent BC/DR thinking questions the necessity of the BIA. Executives and key members of the entity can identify business elements that cannot be deferred or, if impacted, will severely disrupt the organization's operations. As such, the necessity of a BIA is in question. Additionally, RTO and RPO are subject to a variety of variables and can be difficult to identify without knowing all of the reasons for the continuity event. (i.e.- hurricane event that affects data center, but key IT personnel are also unavailable or incapacitated.)




6.1.3* Plans shall be individual, integrated into a single plan document, or a combination of the two.




Unnecessary. An 'either-or' statement where the outcome is one of the two.





Public Input No. 13-NFPA 1660-2020 [ New Section after 6.10.1 ]

Dependencies.Continuity plans should reflect routine dependencies on external vendors (i.e. fuel vendors).




Too often plans address the impact of an event on the agency, but do not consider the need for redundancies in the supply chain.






6.10.1.2* Continuity plans shall identify and document the following:

(1) Stakeholders that need to be notified

(2) Processes that must be maintained / essential functions

(3) Roles and responsibilities of the individuals implementing the continuity strategies

(4) Delegations of Authority

(5) Succession planning

(6) Procedures for activating the plan, including authority for plan activation (including activeand passive triggers)

(7) Critical and time-sensitive technology, application systems, and information

(8) Security of information

(9) Alternative work sites

(10) Continuity communications

(11) Workaround procedures

(12) Vital records

(13) Contact lists

(14) Required personnel

(15) Vendors and contractors supporting continuity

(16) Resources for continued operations

(17) Mutual aid or partnership agreements

(18) Activities to return critical and time-sensitive processes to the original state

(19) Devolution

(20) Reconstitution team members




Added information is consistent with FEMA CGC and FEMA COOP practices.


Submitter Full Name: Phil BoscheOrganization: Charlotte Fire DepartmentStreet Address:City:State:



Zip:Submittal Date: Mon Jul 27 13:58:01 EDT 2020Committee: EMB-AAA




6.10.2.2* Recovery plans shall document the following:

(1) Damage assessment

(2) Coordination of the restoration, rebuilding, and replacement of facilities, infrastructure,materials, equipment, tools, vendors, and suppliers

(3) Restoration of the supply chain

(4) Continuation of communications with stakeholders

(5) Recovery of critical and time-sensitive processes, technology, systems, applications, andinformation

(6) Roles and responsibilities of the individuals implementing the recovery strategies

(7) Internal and external (vendors and contractors) personnel who can support theimplementation of recovery strategies and contractual needs

(8) Adequate controls to prevent the corruption or unlawful access to the entity’s data duringrecovery

(9) Compliance with regulations that would become applicable during the recovery

(10) Maintenance of pre-incident controls

(11) Circumstances in which succession planning and delegations of authority revert




The document makes references to succession planning and delegation of authority, but does not discuss how and when those authorities return to the primary individual response for those activities.






10.1.3

The program shall be re-evaluated when a change in any of the following impacts the entity'sprogram:

(1) Regulations

(2) Hazards and potential impacts

(3) Resource availability or capability

(4) Entity's organization

(5)

(6) Infrastructure, including technology environment

(7) Economic and geographic stability

(8) Entity operations

(9) Critical suppliers

(10) Entity leadership or significant personnel turnover




Current section fails to address the change in leadership.



* Funding changes