- 1. 2009 Oklahoma Gas Association Conference
2.
- Pipeline Emergency Management
- - 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:
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:
-
- 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 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:
- -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:
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:
- 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
- Usually implemented when only one jurisdiction is involved in
the incident
- Each person within an organization reports to only one
designated individual
- 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
- 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.
- -How information will be communicated
- -What should be done if someone is injured
29. Responders to an Incident
- Emergency Medical Services (EMS)
- Hazardous Materials Response Teams (HAZMAT)
- CERT (Community Emergency Response Teams)
- Private entities Utilities, Locate services, contractors
etc.
30. Common Objectives
- Protect the public, responders, employees
- Get it under control and resolved
- 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
- 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
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
- -What assets are involved
- -Isolation and evacuation 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
37. Response Considerations
- Weather (wind & direction, heat/cold, precipitation, severe
weather)
- Service Interruption considerations
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
- 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
- Emergency information software solution
- 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?