1. 2009 Oklahoma Gas Association Conference

2.

Pipeline Emergency Management

- Crisis Planning

- Incident Command System

Crisis Communications Dealing with the News Media

Conducting Mock Emergency Exercises Testing Your Plan

3. What is a Crisis? Websters : a time of great danger or trouble, whose outcome decides whether possible bad consequences will follow Types of Crises:

Pipeline incidents

Fires

Natural Disasters

Accidents

Intentional Acts

Financial Issues

Loss of Key Leaders

Reduction/Loss of Supply

Crises management and emergency preparedness start with anall hazards plan. 4. Crisis Plan Regulatory Implications

49 CFR 192.605Procedural manual for operations, maintenance, and emergencies (PHMSA)

49 CFR 192.615Emergency Plans (PHMSA)

29 CFR 1910.38Emergency Plans (OSHA)

29 CFR 1910.120Hazardous Waste Operations & Emergency Response (OSHA)

National Incident Management System (DHS) required for governmental entities

Besides, it just makes good business sense! 5. Identify &Analyze Exposures Establish Emergency Management Structure Develop Emergency Management Plan Train & Exercise the Plan Review Results andImplementImprovements Stages of CrisisManagement Program Developmen t This is a continuous improvement cycle! 6. Crisis Management Plan Operations Managemen t Support Functions Comm, HR, Legal, Safety, etc. Engage all of the participants in the plans development! 7. Crisis Management Plans

Thicker isnt always better

Comprehensive, Concise, and User Friendly

Ensure plans are maintained and current

Does everyone understand their roles?

Does the Plan incorporate an organized structure Incident Command System

Periodically review the plan. Are contact lists current? Have exposures changed?

Are employees trained on the Plan?

Do you exercise the Plan?

8. Incident Command System

Developed in the 1970s in California during several major wildfires

Developed in response to identified shortcomings:

• Non-standard terminology

• Too many people reporting to onesupervisor

• Lack of ability to expand and contract

• Non standard/non-integratedcommunications

• Lack of consolidated action plans

• Lack of designated facilities

ICS is the foundation of the National Incident Management System (NIMS) developed in response to the terrorist attacks of September 11, 2001.

9. Why Use ICS?

ICS Myths

ICS takes too many people.Just look at how complicated an ICS organizational chart is!

ICS is just for large incidents. Its too cumbersome for small, routine incidents.

ICS is just for fire departments.

Use ICS to effectively manage an incident. ICS is a management systemnot just an organizational chart. ICS will enhance accountability andbring order to an otherwise chaotic event. 10. OSHA HAZWOPER Regulations 1910.120(q)(3) Procedures for handling emergency response: The senior emergency response official responding to an emergencyshallbecome the individual in charge of a site-specific Incident Command System (ICS).All emergency responders and their communicationsshallbe coordinated and controlled through the individual in charge of the ICS assisted by the senior official present for each employer. 11. NIMS & ICS

Homeland Security Presidential Directive -5,Management of Domestic Incidents:

Issued by the President on February 28, 2003

Directs the Secretary of Homeland Security to develop and administer the National Incident Management System (NIMS)

Requires all Federal departments and agencies to:

-Adopt NIMS

-Use it in their individual domestic incident management and emergency prevention, preparedness, response, recovery, and mitigation programs and activities.

Makes NIMS compliance a condition of Federal grant assistance.

ICS is a core component and interim compliance step.

12. ICS Organization Five Major Components : Command, Operations, Planning, Logistics, & Finance/Administration 13. Incident Commander

All incidents, regardless of size will have an incident commander.

First on the scene is typically the IC until relieved by a higher authority

On most incidents, the command activity is carried out by a single IC

Establishes Incident Command Post (ICP)

The IC has three major priorities:

Life Safety

Incident Stabilization

Property Conservation

14. Command & Leadership

Its all about Leadership:

Dont be afraid to leave the comfort zone of performing tactical operations when asked to perform a leadership role.

Take charge within the confines of your scope of authority.

Focus on the priorities:Life Safety, Incident Stabilization, Property Conservation

Remember that this is a team effort.

15. Command Staff Command Staff positions may be established to assign/delegate command activities that the IC cannot perform due to the complexity of the incident Safety Officer monitors all scene safety; has authority to stop operations based on safety concern. Public Information Officer Handles media inquires, prepares statements, establishes media area Liaison Officer On-scene contact for other agencies Commander Safety Officer (SO) Public Information Officer (PIO) Liaison Officer (LO) 16. General Staff Operations Section responsible for managing on-scene tactical operations.Executes Incident Action Plan Planning Section responsible for collecting, evaluating and disseminating information.Prepares Incident Action Plan Logistics Section meets all support needs for the incident Finance/Administration Section tracks expenditures Command Operations Planning Logistics Finance/ Administration 17. ICS Span of Control

Span of Control supervise no more than3 to 7 resources with five to one being optimum

As resources increase, so does the organizational structure

18. Designated Facilities Command Post Command Post (CP)- the location from which the incident operations are directed.There is only one Command Post per incident.If a Unified Command structure where several agencies are involved, the responsible individuals designated by their respective agencies will be co-located at the Command Post.The Planning Function is also performed at the Command Post. How would you identify the Command Post? 19. Designated Facilities Staging Area Staging Area-the temporary location in proximity to an incident where people and equipment are kept while awaiting tactical assignment.Staging areas must be located out of line of direct hazards and should be large enough to accommodate resources. 20. Operations Section

Operations can be organized and executed in many ways depending on the type of incident, agencies involved, and objectives and strategies of the incident management process.

Branches are usually requireddue to:

Span of Control

Need for a Functional BranchStructure

Multi-jurisdictional Incidents

Divisions are established to divide an incident geographically or by jurisdictional boundaries.

Groups are established to describe functional areas of operation.

Operations Section Branches (up to 5) Divisions or Groups (up to 25 ) Strike Team Task Force Single Resource 21. Planning Section

The Planning Section is responsible for collecting, evaluating, and disseminating information

The Planning Section prepares Incident Action Plans

The Planning Section can have up to four primary units and may include technical specialists.

Planning Section Resources Unit Situation Unit Demobilization Unit DocumentationUnit Technical Specialist(s) 22. Logistics Section

The Logistics Section meets all of the support needs for the incident.

These resources include facilities, transportation, supplies, equipment maintenance and fueling, food, and medical services

Staging is managed by the Logistics Section

When the incident is very large, the Logistics Section can be divided into two branches:Service and Support Logistics Section Supply Unit Ground Support Unit Facilities Unit Food Unit Communications Unit Medical Unit 23. Finance & Administration Section

When there is a need for financial reimbursement and/or administrative services, a Finance/Administration Section is established.

The Section Chief must track and report incident costs to the IC.

In some cases, only one specific function, such as cost analysis may be needed and can be assigned in the Planning Section.

Finance/ Administration Section Compensation/ Claims Unit Procurement Unit Cost Unit Time Unit 24. Incident Commander Safety Officer Public Information Officer Liaison Officer Operations Section Planning Section Logistics Section Finance/Admin Section Branches Divisions or Groups Strike Team Task Force Single Resource Resource Unit Situation Unit Demobilization Unit Documentation Unit Technical Specialists Supply Unit Ground Support Unit Facilities Unit Food Unit Comm. Unit Medical Unit Time Unit Procurement Unit Comp./Claims Unit Cost Unit 25. ICSKey Points

ICS is a modular concept resources are organized into Sections. Branches, Groups, Divisions, Units or Teams when the span of control exceeds seven.

ICS organizations should only reflect what is required to meet tactical objectives.

ICS is adaptable to any type of incident regardless of complexity.

Public and private sector responders can operate jointly within an ICS structure.

26. Unity of Command vs. Unified Command

Unity of Command

Usually implemented when only one jurisdiction is involved in the incident

Each person within an organization reports to only one designated individual

Unified Command

Individuals designated by their jurisdictions jointly determine objectives, strategies and priorities

Usually implemented when the incident is multi-jurisdictional in nature

27. Incident Objectives

Set by Incident Commander

Examples:

Identify safety and risk management issues

Conduct Search and Rescue

Commence Firefighting operations

Account for and provide temporary shelter for displaced victims

Provide protection for environmentally sensitiveareas

28. Incident Action Plan

Every incident, large or small must have an IAP

May be oral or written EXCEPT for HAZMAT which must be written.

For small incidents, the IAP is developed by the Incident Commander and passed on verbally to subordinates and assigned resources.

On large incidents, the Planning Section develops the IAP.

The IAP addresses:

-What must be done

-Who is responsible

-How information will be communicated

-What should be done if someone is injured

29. Responders to an Incident

Fire Service

Law Enforcement

Emergency Medical Services (EMS)

Hazardous Materials Response Teams (HAZMAT)

Emergency Management

CERT (Community Emergency Response Teams)

Private entities Utilities, Locate services, contractors etc.

Media

The Public

30. Common Objectives

Life Safety

Protect the public, responders, employees

Incident Stabilization

Get it under control and resolved

Property Conservation

Minimize further property damage/loss

31. Whos in Charge?

Local, State, and Federal Regulations

Emergency Management vs. Law Enforcement vs. Fire Service

Many states have statutes that address jurisdiction during emergency response.

Some statutes address interference with emergency officials at the scene of an incident.

32. Coordination is Paramount for a Successful Outcome

A MUST for safety!

All participants need to understand the game plan. (Strategy, Objectives & Tactics the Incident Action Plan)

Keep the Incident Commander informed and updated

Explain company procedures

Communicate!

33. Size-Up

Size-up begins when the call comes in.

The initial responder on the scene assumes command and determines:

- The nature and scope of the incident

-Hazards and safety concerns

-Injuries

-What assets are involved

-Isolation and evacuation issues

-Security issues

Size-up information is provided to other responders

34. You have arrived at the scene of the incident depicted on the next slide.Quickly perform a size-up and relay your observations 35. 36. Emergency Responder Considerations

Lack of familiarity with product & systems

Response to a wide variety of emergencies

Put the wet stuff on the red stuff

Lack of detection/monitoring equipment

Industry lack of familiarity with responder procedures & resources

Tunnel Vision

37. Response Considerations

Weather (wind & direction, heat/cold, precipitation, severe weather)

Terrain

Fire/No fire

Size of Release

Gas Migration

Exposures

Population

Rescue/Evacuation

Service Interruption considerations

Manpower

Security

Ignition sources

Airspace closure

????

38. Crisis Communications Dealing with the News Media 39. Crisis Communications

• A crisis will attract media and public attention

• If you dont tell your story, others will

• In todays environment of instantaneous communications, companies need to be prepared to respond quickly and proactively to media inquiries.

40. Crisis Communications

Remember to focus on what you are doing about the crisis-not the details of the crisis ( size of flames, amount of product loss, etc.)

Focus on key points and re-emphasize them whenever possible: we have activated our crisis response plan and we are working closely with the local emergency responders

Consider providing media hand-off training to key field supervisors.Help the designated company spokesperson to establish a positive and proactive response to the crisis

41. Crisis Communications Tips

No comment or off the record simply doesnt work

Dont allow reporters or sightseers to wander around unescorted-establish a public information/media area

Dont estimate damages or place blame

Dont be afraid to say you dont know

Do speak in non-technical, no jargon, understandable language

Emphasize your key points

Train, practice, and exercise!

42. Crisis Communications Now lets see how it to put this in practice Building a Foundation 43. Mock Emergency Exercises 44. Mock Emergency Exercises

Table tops versus full field mock emergency drills

Exercise the Crisis Management Plan

In addition to the operational response, evaluate the outside looking in exposures

Develop realistic scenarios- dont be afraid of Achilles' heels

Establish a system for managing and sharing crisis response information

Identify areas of improvement and revise procedures and the Crisis Management Plan accordingly

45. Exercise Guidelines

Heres a sample

All safety measures and precautions will be observed

Allcommunications (telephone calls, emails, faxes and radio communications will stress that the event is asimulated crisis exerciseat both the start and end of the communication

Emergency response actions will be performed up to the point of, but not including, the physical action of any system or process shutdown.Do notopen or close valves

46. What Would You Do?

A delivery truck backs into a meter set behind a large retail outlet store in a large shopping complex

Shoppers and store employees begin smelling gas inside

Fire Department and Law Enforcement personnel arrive on the scene and establish a Command Post

They are requesting gas company technical assistance

A large elementary school is located across the street from the shopping complex

School officials express concern over the leaking gas and some parents are requesting to pick up their children

47. Nixon & Associates Nixon & Associates is a Leesburg, Virginia based communications and emergency management consulting firm with offices in Houston, Texas, and Columbia, South Carolina.Our client base consists of primarily energy companies. Our services include:

Crisis Consultation/Media Training

Incident Command System Training

Mock Emergency Drills

Emergency information software solution

Issues Management

Pipeline Public Awareness/RP 1162 Consultation

Pipeline Construction Public Relations

Skills Performance Evaluator Training in Conjunction with the Southern Gas Association

48. Glen Boatwright Vice President Nixon & Associates 803-360-9890 [email_address] Questions?