Comprehensive Emergency Management Training Program

1. COURSE OUTLINE • 0800-0850 INTRO / GENERAL PRINCIPLES • 0900-0950 VULNERABILITY ASSESSMENT • 1000-1050 EMER. MGMT. CONSIDERATIONS • 1100-1150 TYPES OF EMERGENCIES • 1150-1300 LUNCH • 1300-1350 GENERAL HAZMAT RESPONSE • 1400-1450 CHEMICAL SPECIFIC RESPONSE • 1500-1550 PPE / AIR MONITORING • 1600-1650 REVIEW KENDALL PLAN / EXAM

2. CLASSROOM BASICS • 50 minute sessions / 10 minute breaks • The Rule of 8’s • Class Atmosphere • questions anytime • clarify Kendall aspects all the time • comfortable, relaxed, no hierarchy • no sleeping (please stand up, walk around)

3. INTRO GENERAL PRINCIPLES • Our Goal: • Provide a step-by-step discussion on your emergency management program • creation • maintenance • execution • evaluation • Didactic - Interactive - Informative

4. INTRO GENERAL PRINCIPLES • Background • Augusta Company spills sulfur trioxide • bad press, regulatory attention, public relations • Amoco faces scrutiny over new school • emergency plans helped reduce concern • Pam Tucker • good, tough, honest, but leaving soon • Other Examples • Ford Boiler Explosion, NC Fire, Hurricane Andrew

5. INTRO GENERAL PRINCIPLES • So What??? • Emergencies take their toll on business in lives, well-being, and dollars • Prevention is the best medicine, but • Preparedness is the key to survival • Other Terms: • emergency management, emergency response, emergency preparedness, emergency planning, contingency planning

6. INTRO GENERAL PRINCIPLES • The end result is the same: • - limit injuries and damage • - limit civil/criminal liability • - regulatory compliance / avoid fines • + return more quickly to normal operations • + protect employees, community, and env. • + enhances company image • So, lets get into it……...

7. GENERAL PRINCIPLES • What is an Emergency • Any unplanned event that can cause deaths, or significant injuries to: • employees, customers, or the public • Or, that can: • shut down your business • disrupt your operations • cause physical or environmental damage • threaten the facility’s financial standing • threaten the facility’s public image

8. GENERAL PRINCIPLES • Numerous Events Can Be Emergencies: • Fire, Explosion, • HazMat Incident • Hurricane, Tornado, Flood, Earthquake, Snow • Civil Disturbance • Avoid the term “Disaster” • confuses impact to different companies

9. GENERAL PRINCIPLES • What is Emergency Management? • The PROCESS of preparing for, mitigating, responding to, and recovering from one of these events • It is a DYNAMIC process, that MUST include • planning • training • conducting drills • testing equipment • coordinating activities

10. GENERAL PRINCIPLES • The Five Main Steps: • 1. Establish a planning team • 2. Analyze capabilities and hazards • 3. Develop the plan • 4. Implement the plan • 5. Go to Step 2

11. GENERAL PRINCIPLES Establish a Planning Team • Forming The Team • Involve all functional areas • Support Services • Management and Personnel • Emergency Response • Communications • Community

12. GENERAL PRINCIPLES Establish a Planning Team • Establish Authority, Schedule, Budget • commission the team • wear the managers “rank” • issue a mission statement • establish schedules, deadlines, priorities • determine the budget (needed vs. approved)

13. GENERAL PRINCIPLESAnalyze Capability/Hazards • Gather info about current capabilities • review internal plans and policies • meet with outside groups • identify codes and regulations • identify critical products, services, operations • identify internal resources • identify external resources • Conduct a Vulnerability Analysis • we’ll address this in detail later

14. GENERAL PRINCIPLESDevelop The Plan • The Plan should include: an Executive Summary, Emer. Mgmt Elements, Emer. Response Procedures, Support Documents • Emergency Management Elements are: • command, control, communications • life safety, property protection • administration and logistics • recovery and restoration • community outreach

15. GENERAL PRINCIPLESDevelop The Plan • The development process should include: • prioritizing • writing • training • outside coord • corporate comms • review/revision • approval • distribution

16. GENERAL PRINCIPLESImplementation • Integrate plan into Company Operations • It should become part of the company culture • Senior Management support? • Incorporated into personnel/financial proc.? • How is the plan distributed/communicated? • Are all levels of the organization involved? • Do personnel know what they should do?

17. GENERAL PRINCIPLESImplementation • Conduct Training • orientation and education sessions • tabletop exercises • walk-through drill • functional drills • evacuation drill • full scale exercise

18. GENERAL PRINCIPLES • Does Anyone Remember the Last Step? • Go to Step 2

19. VULNERABILITY ANALYSIS • This systematic process of evaluating the probability and potential impact of each emergency. • Use a numerical system to: • Assign probabilities • estimate impact • assess resources • The Higher The Score the Better

20. VULNERABILITY ANALYSIS • List Potential Emergencies • Include internal and external emergencies • Factors to consider: • historical • geographic • technological • human error • physical • regulatory

21. VULNERABILITY ANALYSIS • Historical Factors, what HAS occured • at this facility • at similar facilities • at other facilities in the area • in the community at-large • Geographical Factors (ie. due to location) • flood plains, seismic faults • adjacent company hazards • airports, railroads, highways, nuclear power

22. VULNERABILITY ANALYSIS • Technological Factors: • Process Safety • Computer Failure • Power Failure • Emergencies from human error due to: • poor training • misconduct • fatigue • drugs/alcohol

23. VULNERABILITY ANALYSIS • Physical Factors: • layout of equipment • proximity of shelter areas • physical construction • Regulatory Factors: • Limited by regulations? • Required to respond by regulations?

24. VULNERABILITY ANALYSIS • Estimate Probability • Rate the likelihood of emergency • Use scale of 1 to 5 (1 = lowest probability) • Subjective consideration • Be consistent

25. VULNERABILITY ANALYSIS • Estimate the Potential Human Impacts • the possibility of death or serious injury • Estimate the Potential Property Impacts • cost to repair/replace • cost of temporary facilities • Estimate the Potential Business Impacts • business interruption • breach of supply contracts • inaccessiblity by employees, customers, shippers

26. VULNERABILITY ANALYSIS • Assess Internal and External Resources • The lower the score the better • in-house assets/talents sufficient • responsiveness of external support • Add the columns • The lower the score the better • Subjective, but comparisons provide planning and resource priorities.

27. VULNERABILITY ANALYSIS • Sounds easy, Right??? • Lets do one on a “simple” emergency.

28. Emergency Management Elements • Command, Control, and Communications • Life Safety • Property Protection • Recovery and Restoration • Administration and Logistics • Community Outreach

29. Emergency Management Elements • Command, Control, and Communications • SomeONE has to be in charge • Emergency Action Group • Incident Commander • First Aiders, Fire Brigade, HazMat Team • Emergency Management Group • Plant Manager, General Manager, • Safety/Health Manager, Environmental Manager • Public Relations, HR, Logistics

30. Emergency Management Elements • Incident Command System • Developed specifically for the fire service • Can be applied to all emergencies • Provides for coordinated response and a • CLEAR Chain of Command for safe operations • Incident Commander • frontline management of the problem • tactical planning and execution • determines if outside assistance is needed

31. Emergency Management Elements • The Incident Commander must have authority to: • assume command • assess the situation • implement the emergency plan • determine response strategies • activate resources • order evacuation • declare the incident is “over”

32. Emergency Management Elements • Emergency Operations Center • communications equipment • copies of emergency plan / EOC procedures • blueprints, maps, status boards • a list of EAG members and their duties • technical information and data • data/info management capabilities • telephone directories • back-up power, comms and lighting

33. Emergency Management Elements • Emergency Operations Center • THE centralized management center • Where the EMG (decision makers) operates from during an emergency • The ONLY location/source to override the IC • Must be located in an area of the facility not likely to be involved in any of the Emergency Plan scenarios. • An alternate should also be designated

34. Emergency Management Elements • Other Command and Control issues: • Need a predetermined line of succession • Define duties of personnel with assigned role • Prepare checklists/procedures for each role • Maintain logs • Use security to isolate the involved area • coordination of outside response

35. Emergency Management Elements • Communications • Cant stress this enough! • Think about comms during a routine day, then think about them during an emergency • Consider comms between: • the EAG and the IC • the IC and the EOC/EMG • the EOC and everyone else • customers, neighbors, media, fire department

36. Emergency Management Elements • Contingency Planning Communications • Business/Recovery impact • Prioritize communications • Consider backup communications • messengers • radios: short wave, microwave, CB, etc • satellite • Family Communications

37. Emergency Management Elements • Communications - Notification • How should employees report an emergency • Post emergency telephone numbers • MAINTAIN a list of repsonders’ numbers • consider a weather radio watch • Communications - Alarm • Be audible or within view of ALL personnel • auxiliary power supply • distinct and recognizable signal

38. Emergency Management Elements • Life Safety • Evacuation planning • Pre-determine conditions warranting evac • Identify personnel authorized to order evac • Use a system to account for personnel • Establish alternate muster areas • disabled / non-English speaking persons • Define approved shelter areas • physically sound? Supplies?

39. Emergency Management Elements • Property Safety - Consider: • fire fighting • spill control/clean-up • closing barricades, doors, windows • shutting down equipment • covering/moving equipment • protection systems • retrofitting mitigative modifications • Facility shutdown (similar to evac policy)

40. Emergency Management Elements • Records Preservation • A major source of “loss”, often overlooked • off site copies • electronic back-ups • improved storage • include in evacuation policy (initial response) • procedure to recreate lost records

41. Emergency Management Elements • Community Outreach • involving the community • mutual aid agreements • community service • public information • media relations • risk = hazard + outrage

42. Emergency Management Elements • Recovery and Restoration • involve your insurance carrier • determine critical ops and make plans to bring those on-line first • repair/replace equipment • relocating operations • contracting operations • Community Outreach • Evaluate continuity of management and key personnel

43. TYPES OF EMERGENCIESFire • Prevention, Prevention, Prevention • Fire Extinguishers / Training • Assign fire wardens to each area • Predetermine the level of response • Meet with Local FD to: • review their capabilities • review their fire plan for your facility • request their help with evac drills

44. TYPES OF EMERGENCIESHazMat Incidents • Review both on-site and off-site sources • Highly regulatory environment • OSHA - HazWoper, HazComm, Resp Standard, Ventilation • EPA - RCRA, CERCLA, SARA, HMTA, TSCA • Consider: • labelling, MSDS’s (HazComm) • Predetermine the level of response • Meet with the Local FD

45. TYPES OF EMERGENCIESFloods • Determine if you are in a flood plain • Know NOW where the higher ground is • Establish a weather radio watch • Consider • permanent flood proofing measures • contingent flood proofing • emergency flood proofing

46. TYPES OF EMERGENCIESHurricanes • The Season is June-November • This far inland storm surge and direct wind damage is unlikely, but • Hurricanes can spawn Tornadoes • Emergency planning involves flood and tornado preparations

47. TYPES OF EMERGENCIESTornadoes • Winds can reach 300 mph • Damage up to 1 mile wide 50 miles long • Establish a weather radio watch • Designate shelter areas in the plant • area of 6sqft per person • structurally sound (engineer) • away from exterior wall, windows, doors • conduct drills

48. TYPES OF EMERGENCIESSevere Winter Storms • A little snow can cause a lot of problems • Plan for shutdowns and early releases • Plan for employees stranded at the facility • Back-Up power

49. TYPES OF EMERGENCIESEarthquakes • Geologically minor risk for Augusta • Ensure new construction considers seismic rating • prevent resultant damage • secure shelves and equipment to floor/wall • secure utility and process piping • move large heavy objects to lower shelves • install safety glass where appropriate • if indoors, stay…if outdoors, get away

50. TYPES OF EMERGENCIESTechnological Emergency • Loss of utility service, power, information system, or critical business equipment • Avoid or mitigate the loss • redundancy • plan for rapid restoration • establish preventive maintenance system • review building systems with key safety and maintenance personnel