The Impact of the National Fire Protection Association - Research Paper Example

Project Management in Safety, Security, and Emergency Management Project Management in Safety, Security, and Emergency Management The modern global environment derives relevant emergency management and continuity of operations responsibilities to diverse organizations. This emanates from the fact that such organizations have a responsibility of enhancing safety, security, and effective management to establish sustainable development. The presence of advanced technologies, competition, and demand for products and services promote the occurrence of accidents subject to various hazards in an organization. As such, organizations must design and adopt relevant plans and strategies to ensure that workers have a good working environment, gains competitive advantage, and complies with the set standards. Although, organizations fall into different industries, there are specific standards that define the operations, management, and control of reference organizations (Nollau, 2009). The National Fire protection Association (NFPA) 1600 is a standard that seeks to influence Business Continuity Plan development in different organizations. This paper defines, summarizes, and derives the impact of the NFPA 1600 standard on its impact on building a business Continuity Planning to restore stopped business operations at a warehouse. The 2013 edition of the NFPA 1600 is a standard on Disaster/Emergency Management and Business Continuity Programs produced by the National Fire protection Association that can have an impact on Business Continuity Plan development (National Fire Protection Association, 2014). The NFPA 1600 standard enjoys the recognition of the National Commission on Terrorist Attacks upon the United States where it assumes the role of a National Preparedness Standard (National Fire Protection Association, 2014). Subject to its effectiveness, the U.S. Department of Homeland Security adopts the NFPA 1600 standard as a voluntary consensus standard for emergency preparedness. The National Fire protection Association produces different editions of the NFPA 1600 standard with an aim of addressing different issues. The 2013 edition addresses Disaster/Emergency Management and Business Continuity Programs (National Fire Protection Association, 2014). As such, the public, governments, private companies, non-profitable associations, and nongovernmental organizations rely on this standard to address local, national, regional, and global issues (Lindström, Samuelsson & Hägerfors, 2010). As such, the NFPA 1600 standard seeks to inform the audience or users of NFPA, standards, codes, guidelines, and recommended actions that the issuance of Tentative Interim Amendments by Errata forms the basis of amending the NFPA recommendations and references with respect to time and needs (National Fire Protection Association, 2013). Notably, the Technical Committee on Emergency Management and Business Continuity designed the 2013 NFPA 1600 edition to address project management in safety, security and emergency management. The Standards Council issued the 2013 NFPA 1600 standard on November 27, 2012, which overruled previous editions of the NFPA 1600 standard. Ideally, the 2013 NFPA 1600 edition addresses the development, implementation, assessment, and maintenance of programs for prevention, mitigation, preparedness, response, continuity, and recovery (National Fire Protection Association, 2014). Subject to these provisions, emergency management officials in the public, private, and non-governmental sector should adopt this standard in the business community where they exercise control. Specifically, the 2013 edition of NFPA 1600 standard entails various aspects that include administration, program management, planning, implementation, training and education, exercises and tests, and program maintenance and improvement which relate to the stated provisions. Indeed this edition of NFPA standard introduces and analyzes a new chapter on training and education that enhances project management in safety, security and emergency management (National Fire Protection Association, 2014). The edition developed a new annex that seeks to establish the correlation between the NFPA 1600 standard and the DRII Professional Practices (National Fire Protection Association, 2014). Indeed, the world is alive to the development of new Annexes like the annex that allows NFPA 1600 to act as a management system standard (National Fire Protection Association, 2014). The development of such annexes bear the mandate of addressing certain problems that relate to emergency management and business continuity as defined by the 2013 edition of the NFPA 1600 standard. Notably, this edition is a reorganization of other editions, which makes it easier to reference and adopt the NFPA 1600 standard (National Fire Protection Association, 2014). The standard has nine chapters that define its provisions. Chapter one of the 2013 edition of the NFPA 1600 standard addresses the aspect of administration. The 2013 NFPA 1600 standard asserts that the standard establishes a common set of criteria for all hazards disaster/emergency management and business continuity programs (National Fire Protection Association, 2013). It is thus clear that the 2013 NFPA 1600 standard offers a relevant foundation to design, implement, assess, and maintain a program aimed at enhancing prevention, mitigation, preparedness, response, continuity, and recovery (National Fire Protection Association, 2014). Notably, the provisions of this chapter confirm that all governments, individuals, and organizations in the public and private sector can apply the 2013 NFPA 1600 standard to enhance safety, security, and emergency management. Chapter two of this document defines the referenced publications that form the 2013 NFPA 1600 standard. The referenced publication includes NFPA Publications among other publications. On the other hand, chapter three defines the relevant terms used in this standard. Chapter 4 relates to project management where it discusses leadership and commitment, finance and administration, records management, program administration among other aspects. The standard asserts that the management and leadership in an organization must commit themselves to the emergency management and business continuity programs to guarantee prevention, mitigation, preparedness, response, continuity, and recovery in case of any incidents on reference organizations (National Fire Protection Association, 2013). Program coordinators are very significant in the programs where they develop, implement, administer, evaluate, and maintain the program upon their appointment by the management and leadership of the organization (National Fire Protection Association, 2013). Subject to the organizational policy, the leadership established a program committee to implement the policy. The standard notes that every program must be compliant to the applicable legislation, policies, regulatory requirements, and directives (National Fire Protection Association, 2013). Moreover, it is clear that organizations must design and adopt finance and administrative procedures that will support the program in case of any incident. Most assuredly, the standard reckons the need to establish, implement, and manage all records that relate to emergency management and business continuity programs with an aim of creating a point of reference for the incidents (National Fire Protection Association, 2013). Chapter 5 relates to planning where it explores the planning and design, resource needs assessment, performance objectives, risk assessment, and business impact analysis. The standard asserts that the safety, security, and emergency management program must rely on a planning process that entails strategies and resources to implement the program effectively (National Fire Protection Association, 2013). Indeed, strategic planning defines the organization’s objectives, goals, and mission statement of the program. To enhance the development and implementation of strategic planning, organizations will foster a risk assessment that will help in identifying, monitoring, and ascertaining the occurrence of hazards in the organization (National Fire Protection Association, 2013). Moreover, the standard compels organizations to identify, analyze, and monitor the vulnerability of people, property, resources, and the entire organization to specific hazards. The conduct of a business impact analysis is equally relevant according to this standard since it explores the eminent impact resulting from disturbances caused by hazards on individual operations and applications (National Fire Protection Association, 2013). Chapter 6 relates to the implementation of the program, which includes common plan requirements, prevention, mitigation, incident management, communication, business continuity, and recovery, emergency operations/response plan among other aspects. The standard prioritizes the health and safety of the personnel in implementing the program. Individuals shall implement the plans and the organization shall bear the responsibility of establishing a strategy that curbs incidents that jeopardizes human life, environment, and property. To achieve this, the standard recommends the establishment of an incident management system to direct, control, and coordinate response, continuity, and recovery operations (National Fire Protection Association, 2013). To address any incidents, the standard mandates the organization to establish and implement mitigation measures that seek to control the impact and frequency of a guaranteed incident. Moreover, a clear plan and method to pass information and respond to information requests in case of an incident is relevant in implementing the program (National Fire Protection Association, 2013). Chapter 7 relates to training and education with reference to the curriculum, management system training, and public education among other aspects. The standard asserts that the organization must establish and adopt a competency-based training and education curriculum that accommodates the needs of the entire personnel involved in the program (National Fire Protection Association, 2013). The standard notes that the organization must train the personnel on incident management system and other relevant components (National Fire Protection Association, 2013). Moreover, the organization should promote public education to communicate and implement the program in the public front. Chapter 8 explores exercises and tests that involve program evaluation, exercise and test evaluation, and exercise and test methodology. The standard claims that the organization should conduct periodic exercises and tests to enhance continuous improvement and help in the evaluation of strategies, resources, training, and procedures adopted by the organization in designing and implementing the program (National Fire Protection Association, 2013). The evaluation relies on post incident analyses, experiences, and performance with an aim of identifying opportunities for improvement. Chapter 9 relates to program maintenance and improvement, which addresses program reviews, corrective action, and continuous improvement. The standard asserts that organizations will use performance objectives to evaluate policies, resources, program, and procedures adopted by the institution that enhances maintenance and improvement of the program (National Fire Protection Association, 2013). The evaluation of implementation of changes that relate to the program promotes the effectiveness of the program. Through the evaluation, the organization will establish the requirement for internal and external communications that relate to emergency and business continuity management (National Fire Protection Association, 2013). After the evaluation, the organization will devise the correct response mechanism and take corrective action towards addressing the identified deficiencies. This will enhance the continuous improvement of the program since the evaluation will derive the strengths and weaknesses of the program. Indeed, the standard offers a self-assessment tool for conformity with the 2013 edition of NFPA 1600. The 2013 edition of NFPA 1600 standard can apply in developing a Business Continuity Plan. Indeed, my final project involves building a business continuity plan to restore business operations at a warehouse where a fire outbreak around the motor of a conveyor belt stopped operations. The fire outbreak around the motor of a conveyor belt defines a safety hazard in the warehouse. Notably, the incident jeopardized operations and productivity in the warehouse and hence the need for a program to address the issue (Nollau, 2009). The program should develop mitigation measures, maintain, and evaluate production in the warehouse. Building a business continuity plan is a responsibility for the management and leadership of the warehouse. Ideally, restoring business operations at the warehouse relates to project management in safety, security and emergency management. As such, my final project will relate to a program that seeks to guarantee safety, emergency management, and business continuity. As seen in the definition of my final project, the hazard posed by fire outbreak around the motor of a conveyor belt influenced the operations and continuity of the warehouse and hence the need to address the issue. Only a business continuity plan can salvage the situation as I seek to restore the stopped operations in the warehouse. The 2013 edition of the NFPA 1600 standard is relevant and applicable in this scenario since it addresses the development, implementation, assessment, and maintenance of programs for mitigation, continuity, and recovery (National Fire Protection Association, 2013). Indeed, it is a standard on disaster/emergency management and business continuity. As such, emergency management officials in the warehouse have an opportunity to use this standard in their business operations and continuity. The business continuity plan will involve establishing mitigation measures, restoring the stopped operations, and enhancing business continuity in the warehouse. The Business Continuity Plan is a fundamental part of any organization’s response planning since it defines how a business will recover and operate after an incident and how it intends to return to normal business in the shortest time possible (Centre for the protection of National Infrastructure, 2014). Notably, a Business Continuity Plan is not specific to any incident and applies universally to any hazard that disrupts the course of business in an organization. It applies to all organizations that deliver critical services and products to the relevant stakeholders (Public Safety Canada, 2014). As such, it seeks to guarantee the survival of a business after an incident. In my case, the warehouse requires a business continuity plan that seeks to restore and ensure the continued availability of critical business operations. The program will equally describe how the warehouse will resume business after the disruption (Public Safety Canada, 2014). In this context, critical services or products relate to all the products and services that ensure survival and satisfy the legal or other obligations of the warehouse (Public Safety Canada, 2014). The Business Continuity Plan will guarantee the restoration and delivery of the critical services or products during the disruption caused by fire outbreak around the motor of a conveyor belt (Public Safety Canada, 2014). The program will include plans, mitigation measures, and strategies to enhance continuous delivery of critical services and products that allows the warehouse to recover its business operations. The program will equally identify the necessary resources to support the business continuity plan. Such resources will include finances, personnel, facilities, information, and legal advice. In fact, the management will ensure that the warehouse resumes its business operations in a timely manner and with reduced negative operational and financial impacts during the disruption (PricewaterhouseCoopers LLP, 2012). The management of the program will assume an important role in the organization’s overall governance, plan development, business impact analysis, risk assessment, and evaluation (Public Safety Canada, 2014). The program will enjoy support from the senior management that allows for the adoption of necessary steps, identification of the impact of potential losses, establishment of efficient recovery strategies and recovery plans (Lindström, Samuelsson & Hägerfors, 2010). The first step of designing an effective business continuity program will involve identifying the requirements for keeping the organization viable during the disruption (PricewaterhouseCoopers LLP, 2012). This will help in defining the appropriate response strategies and actions that will restore business operations at the warehouse. Upon the identification of recovery strategies, the management should build a business continuity plan that defines strategic actions and necessary resources to respond to the disruption, restore stalled operations, and continue with the delivery of business operations (PricewaterhouseCoopers LLP, 2012). The business continuity plan will include various sections that include business continuity governance, business impact analysis, recovery strategies, plan development, readiness procedures, and testing and exercise (FEMA, 2012). In initiating the business continuity program, there is need to plan the entire project by appointing the program committee and program coordinators to implement the policy as defined in the organization’s culture and overall requirements (PricewaterhouseCoopers LLP, 2012). The program committee and program coordinators will keep the warehouse operating by establishing recovery strategies and continuity plans that will guarantee continued delivery of critical business functions. This will ensure that the warehouse offers crucial services that will enable the organization to attain sustainable level of operations during the disruption caused by fire outbreak around the motor of a conveyor belt. In doing this, the program committee and program coordinators will prioritize the safety of the staff and the protection of organization resources during and after the incident (PricewaterhouseCoopers LLP, 2012). The business continuity plan will also involve business impact analysis and risk assessment where the analysis will establish the overall impact of the incident (Nollau, 2009). Indeed, the program committee and program coordinators will bear the responsibility of categorizing threats and vulnerabilities, evaluating risk mitigation strategies, assessing financial and non-financial impacts, gathering and validating data about the organization’s processes, systems and recovery requirements (PricewaterhouseCoopers LLP, 2012). Moreover, the program will identify critical processes and fundamental factors relating to business operations in the warehouse. Indeed, the organization must consider various mitigation measures that relate to the risk assessment process with an aim of adopting strategies that will restore the business operations at a reduced cost and within the shortest time possible (Australian Department of Foreign Affairs and Trade, 2013). The team should consequently devise good risk management processes to mitigate the risks associated with the fire outbreak around the motor of a conveyor belt. The plan also entails strategizing which relates to recovery strategy development. The program team will identify, analyze, and integrate recovery requirements, propose risk mitigation measures, evaluate current strategies, and analyze recovery strategy alternatives that will help in designing and adopting the selected strategy (PricewaterhouseCoopers LLP, 2012). The implementation of the strategy will seek to restore business operations and establish continued delivery of critical services and products. The team will establish an incident management system to direct, control, and coordinate response, continuity, and recovery operations (PricewaterhouseCoopers LLP, 2012). They will also devise a clear plan to pass information and respond to information requests during the incident. The program will entail plan and capability development where the program team will identify the plan, resources, and strategy to satisfy the organization’s requirements of restoring business operations at the warehouse. The team will document the adopted plans, measures, and procedures that manage the crisis and achieve business continuity in the organization (PricewaterhouseCoopers LLP, 2012). The program requires maintenance to guarantee sustainability and hence the team will ensure implementation and maintenance by developing testing, education, training, and maintenance processes for the adopted strategy. Indeed, the organization should carryout periodic program assessment, validation, testing, and simulations as defined in the 2013 NFPA 1600 standard (National Fire Protection Association, 2013). This will validate the understanding and effectiveness of the business continuity plan (PricewaterhouseCoopers LLP, 2012). For example, the understanding of the risks involved, impact of the incident, resources required, and personnel required will form a foundation for the business continuity program. This will guarantee the sustainable restoration of business operations at the warehouse. References Australian Department of Foreign Affairs and Trade. (2013). Mitigation measures. Retrieved from: http://www.smartraveller.gov.au/business/mitigation-measures.html Centre for the protection of National Infrastructure. (2014). Business continuity planning. Retrieved from: http://www.cpni.gov.uk/Security-Planning/Business-continuity-plan/ FEMA. (2012). Business Continuity Plan. Retrieved from: http://www.ready.gov/business/implementation/continuity Lindström, J., Samuelsson, S., & Hägerfors, A. (2010). Business continuity planning methodology. Disaster Prevention and Management, 19(2), 243-255. National Fire Protection Association. (2013). Standard on Disaster/Emergency Management and Business Continuity Programs. Retrieved from: http://www.nfpa.org/assets/files/AboutThaCodes/1600/1600-13PDF.pdf National Fire Protection Association. (2014). NFPA 1600®: Standard on Disaster/Emergency Management and Business Continuity Programs, 2013 Edition. Retrieved from: http://www.nfpa.org/catalog/product.asp?pid=160013 Nollau, B. (2009). Disaster recovery and business continuity. Journal of GXP Compliance, 13(3), 51-58. PricewaterhouseCoopers LLP. (2012). Business continuity and disaster recovery. Retrieved from: http://www.pwc.com/en_US/us/power-and-utilities/publications/assets/pwc-utility-business-contiuity-and-disaster-recovery.pdf Public Safety Canada. (2014). A Guide to Business Continuity Planning. Retrieved from: http://www.publicsafety.gc.ca/cnt/rsrcs/pblctns/bsnss-cntnt-plnnng/index-eng.aspx Read More