Spill of National Significance Exercise 1997: Testing a New Organizational Concept1

1999 ◽  
Vol 1999 (1) ◽  
pp. 567-571
Author(s):  
Mark O'Malley
Keyword(s):  
Coast Guard ◽  
Federal State ◽  
Hazardous Substance ◽  
Response Effort ◽  
The Public ◽  
Incident Command ◽  
Critical Issues ◽  
Response Organization ◽  
Effective Organization ◽  
National Significance

ABSTRACT Following the Exxon Valdez spill, the need for an effective organization to manage a spill of such magnitude was readily apparent. The publication of a revised NC? reflected this need by defining a Spill of National Significance (SONS) as a spill that, because of its severity, size, location, or actual or potential impact on the public health and welfare or the environment, the necessary response effort is so complex that it requires extraordinary coordination of federal, state, local, and responsible party (RP) resources to contain and clean up the discharge. The U.S. Coast Guard adopted the Incident Command System (ICS) as the response management organization for oil and hazardous substance incidents in 1996. An integral part of ICS is the Area Command concept, which provides a level of strategic management and support for the existing Federal On-Scene Coordinator (FOSC) response organization. This concept was evaluated for its suitability at a SONS exercise held on 16–18 September 1997 in Philadelphia, Pennsylvania, and Washington, D.C. The exercise was also designed to assess interagency policy and cooperation with regard to emergency response by having the participants deliberate on critical issues in a collegial setting, as opposed to a stress-elevating, oil spill equipment deployment and command center organization drill. This paper examines the makeup of the unique design of the exercise and discusses several issues that arose during the exercise.

TO BOLDLY GO WHERE NO STATE HAS GONE BEFORE1

1995 ◽  
Vol 1995 (1) ◽  
pp. 761-765
Author(s):  
William Boland ◽  
Pete Bontadelli
Keyword(s):  
Oil Spill ◽  
Oil Pollution ◽  
Task Force ◽  
Action Plan ◽  
Coast Guard ◽  
Federal State ◽  
Incident Management ◽  
Incident Command ◽  
State And Local ◽  
Marine Safety

ABSTRACT The Marine Safety Division of the 11th Coast Guard District and the California Office of Oil Spill Prevention and Response are pursuing new avenues to assure that federal, state, and local efforts in California achieve the goals of the Oil Pollution Act of 1990 and the Lempert-Keene-Seastrand Oil Spill Prevention and Response Act of 1990. Coordination of the seven California area committees, publishing detailed area contingency plans, and the implemention of a memorandum of agreement on oil spill prevention and response highlight recent cooperative successes. In 1994 a joint Coast Guard/state/industry incident command system task force drafted an ICS field operations guide and incident action plan forms that meet National Interagency Incident Management System and fire scope ICS requirements.

Meeting the Changing National Preparedness and Response Needs for the Public in a Crisis

2017 ◽  
Vol 2017 (1) ◽  
pp. 1-20
Author(s):  
Anthony Lloyd ◽  
Gary Ott ◽  
Ann Hayward Walker
Keyword(s):  
Social Media ◽  
Coast Guard ◽  
International Standards ◽  
Incident Management ◽  
Role Of Government ◽  
Emergency Responders ◽  
Response Organization ◽  
National Significance ◽  
Policy Guidance

ABSTRACT Today, 24/7 news and social media herald, “Another Disaster!” The gap widens between public expectations – what is wanted – and what government emergency responders can deliver. Further, public trust in government evaporates when individual stakeholders fan anger, fear and frustration, through social media blogs and other media. The authors analyze current U.S. policy guidance, IOSC papers, after-action reports, and practitioner experience to identify gaps where stronger guidance, connectivity, and effort could improve emergency response and preparedness. US efforts will be contrasted with international standards published and implemented in Europe. US Coast Guard incident management doctrine now requires engagement and coordination with the broad range of community and leadership stakeholders. Meeting the concerns of that broader set of stakeholders requires: 1) a significant commitment of resources by industry and government to address the needs of stakeholders, and 2) the development of skills in crisis responders, and their leaders, that can assure the confidence (trust) of their community. The authors' recommendations focus on improving shared responsibilities for successful collaboration in the following general areas: 1) the role of government, policy and regulation, to insure proper early actions during large incidents and spills of national significance; 2) the roles of leaders, their preparedness and capabilities to manage the incident in the role of the Incident Commander; 3) plans needed to meet information management demands of large complex organizations stood up during a catastrophic incident; and 4) the development of collaborative and coordination approaches to meet the needs of stakeholders both inside and outside of the response organization.

AUTOMATED ICS: A FRAMEWORK FOR SUCCESS

2001 ◽  
Vol 2001 (2) ◽  
pp. 1033-1034
Author(s):  
Don Costanzo
Keyword(s):  
Poster Presentation ◽  
Action Plan ◽  
Rapid Change ◽  
Response Effort ◽  
Incident Command System ◽  
Incident Command ◽  
Integrated Automation ◽  
Road Map ◽  
Response Organization ◽  
Over Time

ABSTRACT Over the years, many organizations have attempted to automate the Incident Command System (ICS). These attempts have ranged from computerizing T-cards to a nationwide spill operations system. Over time, these systems have had varying degrees of success. While certain inherent reasons exist for not automating ICS, they are outweighed by the tremendous potential of successful automation. The need to produce documentation, the integration of ICS sections, and the rapid change of information all lend themselves to automation. Successful ICS automation does not start with computerizing ICS forms. The hey to automating ICS is to automate both ICS and response processes. In a response effort, many separate and distinct processes occur daily. The requisitioning of resources, the planning and application of the response organization, cost accounting, and the development of an Incident Action Plan (IAP) occur many times during an incident. This paper describes a framework for automating and integrating these processes. This framework offers organizations a road map for successful ICS automation. The poster presentation includes a software demonstration that illustrates the benefits of integrated automation.

PLANNING AND EXERCISING FOR SUCCESS: THE FOUR-STEP, SCENARIO-BASED PROCESS1

1997 ◽  
Vol 1997 (1) ◽  
pp. 3-8
Author(s):  
Gary L. Ott ◽  
LCDR David C. Stalfort
Keyword(s):  
Problem Solving ◽  
Public Perception ◽  
Planning Process ◽  
Oil Spills ◽  
Team Building ◽  
Coast Guard ◽  
Contingency Planning ◽  
Incident Command ◽  
Organizational Problem ◽  
Response Organization

ABSTRACT “No two spills are alike” is an important maxim in oil spill response that requires planners and responders alike to remain adaptable in their thinking regarding response actions. The majority of oil spills are small and can usually be addressed adequately within the confines of a rigid response management system. However, a large spill is not simply a “scaling up” of a routine, small spill. Large spills require input from many more stakeholders, public outrage is intensified, and often difficult decisions on environmental, economic, and emotional tradeoffs are necessary. As a result, a catastrophic spill requires responders to have more than the equipment-focused organizational skills that are satisfactory during routine spills. Complex spills require responders to have advanced interpersonal skills such as team building, risk communication, and organizational problem solving. It is very difficult, however, to evaluate the responder's grasp of these skills and ability to implement them, even though these skills are so critical to the success of a large spill response. The skills that often ensure success for small, frequently occurring spills are not the only skills required for success in a large, complex spill incident. On the federal level, the area contingency planning process was established to plan for, respond to, and evaluate the adequacy of response capability in a given area. Currently, area contingency plans consist primarily of boiler-plate language, reference materials such as lists of resources, notification procedures, and general incident command system information, all written to satisfy the format required by the guidelines (U.S. Coast Guard, 1992). What is usually missing, however, is a useful discussion by the area committee on how responders might work together to solve problems and on detailed “how to” strategies for preventing a bad situation from getting worse. As a result, the requirement that there be an “assessment of the effectiveness of the plan” (Public Law 101-380, 1990 and 1992) may not be able to take into account an evaluation of the problem-solving and communications skills of the response organization, which is necessary for both the public perception and the reality of a successful complex spill response. Our objective is to demonstrate how a four-step, scenario-based approach to training, contingency planning, and exercises can improve the response management system's (RMS) performance and ability to succeed. If the area committee is trained with an outward focus on stakeholder needs, develops a scenario-based contingency plan with its stakeholders, and exercises its response organization using these scenario-based processes, it will improve the effectiveness of a response to a major, complex spill.

Implementing a Geographic Information System as a Geographic Response Plan and Beyond…

2003 ◽  
Vol 2003 (1) ◽  
pp. 675-678
Author(s):  
Robert Cooper
Keyword(s):  
Information System ◽  
Geographic Information System ◽  
Response Times ◽  
Action Plan ◽  
Geographic Information ◽  
Coast Guard ◽  
Federal State ◽  
Incident Command ◽  
Response Team ◽  
Action Process

ABSTRACT In a continuous effort to improve oil spill management, the Ninth Coast Guard District is utilizing a Geographic Information System (GIS) to integrate data, coordinate information, and implement actions with incident planning and response. During an incident, initial team goals are to minimize response times in order to more effectively bring resources to bear thus creating a more effective outcome, which reduce impacts and overall costs. The Ninth Coast Guard District's GIS system enables the user to make informed, quick decisions during an incident by diminishing the guesswork of the response action process. During the planning phase, and for specific areas, several objectives can be completed prior to the actual incident in order to assist in decision-making when an incident occurs. Some of these objectives include 1.) The integration of the Incident Command System,2.) Development of an Incident Action Plan, 3.) Pre-approved on-water and shoreline removal strategies, 4.) The use of Shoreline Pre-Impact Assessment Team (SPIAT) information. Finally, the GIS allows effective assimilation of field data and information as it becomes available thus providing the response team efforts with an accurate and up-to-the-minute picture of actual conditions. The Ninth Coast Guard District is continually conforming to and taking advantage of the latest technology offered. Our goal is to meet the ever-changing response methodologies and enhance the multifaceted resources available to the responder. Involvement from all stakeholders including federal, state, tribal, local and from the private sector undoubtedly helps drive a very effective environmental and economical response.

UNIQUE LOGISTICS DIFFICULTIES ENCOUNTERED DURING RESPONSE TO THE M/V SELENDANG AYU STRANDING AND BREAK UP

2008 ◽  
Vol 2008 (1) ◽  
pp. 1175-1183 ◽  
Author(s):  
John J. Gallagher ◽  
Nancy A. Gudonis
Keyword(s):  
Ad Hoc ◽  
Oil Spills ◽  
Weather Conditions ◽  
Lessons Learned ◽  
Response Effort ◽  
Incident Command ◽  
Response Organization ◽  
Rugged Topography ◽  
Local Populace ◽  
Transport Problems

ABSTRACT The response to the MIV SELENDANG AYU stranding, breakup and oil spill in the Aleutian Islands presented unique logistics challenges for the response organization. Conducted over the best part of two years in an environment described as containing “some of the harshest weather conditions Alaska has to offer,” the response effort was heartily tested by both location and setting of the operation. The coincidental opening of the largest fishery in the U.S. nearby, weeks after the casualty, placed significant pressures on matters from the very inception. Added to this, the limited availability of traditional indigenous OSRO support as well as the extreme distances to sources of resource supply and receptors for recovered oil and associated wastes further encumbered the effort and posed extraordinary logistics and transport problems. With one important element of logistics, the rugged topography and lack ground access to impacted shorelines complicated the establishment of reliable and effective communications between incident command and response forces in the field presenting challenges of their own. A key to dealing effectively with the unique array of problems presented by the situation was the development and implementation of an overall logistics plan adapted to and workable under the unusual constraints posed. Lessons learned included the realization that there still exist areas in the world and/or prevailing conditions that, even with the advanced capabilities provided by current technology, ad-hoc augmentation, resourcefulness and ingenuity to make things work are still important assets. Because of the unavailability of major OSRO support, we were also obligated to create our own OSRO to be capable of fielding the forces necessary effect the major shoreline cleanup effort when the time came to do that. Most importantly, the results demonstrated that maritime oil spills can be effectively dealt with in even the most hostile and remote locations. A significant factor helping achieve these results was the outstanding cooperation between and support by all of the elements involved in the response including both the Federal and State on Scene Coordinators, the local populace and, most importantly, the Aleut stakeholders of the impacted areas.

scholarly journals The SONS Money Tale: From Exxon Valdez to Deepwater Horizon to ??

2021 ◽  
Vol 2021 (1) ◽  
Author(s):  
Allen Thuring ◽  
Jonathan A. Abramson
Keyword(s):  
Deepwater Horizon ◽  
The United States ◽  
Federal State ◽  
Multiple Perspectives ◽  
Operations Planning ◽  
Incident Command ◽  
Fund Balance ◽  
Legislative Changes ◽  
National Significance ◽  
Financial Issues

Synopsis SONS (Spill of National Significance) have been extensively studied from multiple perspectives. In the realm of the Incident Command Structure (ICS) there have been numerous Operations, Planning, and Logistics examinations, reviews, and recommendations. The fourth ICS node – Finance – has seen little such scrutiny or review. This paper, written by two individuals at the heart of each respective response, will address that gap and identify the problems that arose, were solved, or remain problematic for the next SONS that occurs in the United States. Each spill posed different problems, driven by statute, prior experience, fiscal systems, and the expectations of outside stakeholders. The paper will examine the following dimensions. 1) The available fund balance at the start of the response, and how the fund could be replenished under existing statute.2) The financial role taken by the spillers/responsible parties.3) The mechanisms to provide response funding to the FOSC during the incident.4) Funding National Contingency Plan participants (Federal, State, Local) supporting the FOSC response.5) Funding Trustee led natural resource damage assessments and damage restoration plans during and after the response concluded.6) Payment of claims to injured third parties.7) Billing the spillers/responsible parties for the incident costs and the disposition of the resulting payments. The paper will conclude with an examination of the financial issues that remain and will probably arise for the next SONS. It will summarize possible solutions, reflecting when appropriate a number of legislative changes that have been proposed by various parties.

scholarly journals THE NATIONAL RESPONSE SYSTEM: WHERE DO WE GO FROM HERE?1

1993 ◽  
Vol 1993 (1) ◽  
pp. 67-72
Author(s):  
Richard C. Johnson
Keyword(s):  
Management System ◽  
Management Practices ◽  
Response Effort ◽  
Effective Response ◽  
Incident Command System ◽  
Incident Command ◽  
Response System ◽  
National Response ◽  
National Significance ◽  
Sound Management

ABSTRACT The response to the Exxon Valdez incident showed that the nation needs to be better prepared to respond to a spill of that magnitude. In research conducted on the Valdez response, several inadequacies were noted in the National Response System (NRS). A key deficiency identified was the critical need for a standardized management system to direct the response effort more effectively and efficiently. The most pressing question for preparedness planners in improving the NRS is “where do we go from here?” In answering this question, planners must address another question, “how long is it going to take?” There has been widespread failure to put existing knowledge into practice. To fill the management void identified in the NRS, it is imperative that a response management system be adopted as soon as possible. Once adopted, it can be modified and refined to provide a more effective response. The system proposed in this paper uses the sound management practices of an incident command system and modifies and/or expands these practices to fit onto the foundation built by the NRS. This response management system could be used for all spills from minor ones to large, catastrophic spills of national significance (SONS).

RESPONSE TO A SPILL OF NATIONAL SIGNIFICANCE1

1993 ◽  
Vol 1993 (1) ◽  
pp. 3-6 ◽  
Author(s):  
Donald S. Jensen ◽  
Robert Pond ◽  
Mark H. Johnson
Keyword(s):  
Task Force ◽  
Coast Guard ◽  
Response Strategy ◽  
Local Response ◽  
National Response ◽  
Response Organization ◽  
Unified Command ◽  
National Significance ◽  
The U.S

ABSTRACT Responding to a spill of national significance (SONS), such as the 1989 Exxon Valdez spill, requires an augmenting organization to support the local response organization. The U.S. Coast Guard has developed a SONS protocol to be better prepared to respond to these infrequent catastrophic spills. A flag-level Coast Guard officer assumes the role of national incident commander (NIC) and federal on-scene coordinator (OSC), and is supported by a national incident task force (NITF). The major role of the NITF is to develop a national response strategy, acquire response resources and allocate them efficiently, and effectively deal with many peripheral national issues. Unified command concepts have been incorporated into the NITF and its primary organizational elements. In addition, frequent training and exercising is essential to keep the SONS protocol's preparedness at an acceptable level.

Standing Up a Comprehensive Training and Position Qualifications Program for a Response and Regulatory Organization

2017 ◽  
Vol 2017 (1) ◽  
pp. 419-430
Author(s):  
Lea Gibson ◽  
Jeff Westervel ◽  
Yvonne Addassi
Keyword(s):  
Training Program ◽  
Oil Spills ◽  
Coast Guard ◽  
Worker Safety ◽  
Online Classroom ◽  
Incident Command ◽  
Job Classification ◽  
Standing Up ◽  
Response Organization ◽  
Unified Command

ABSTRACT: The Office of Spill Prevention and Response (OSPR) is tasked with preventing, preparing for, and responding to oil spills impacting state waters throughout California. A key component of prevention and preparedness is a robust training program that ensures worker safety and provides the necessary skills to work effectively. As a response organization, OSPR must also verify that its staff is appropriately qualified to assume specified positions within the Incident Command System, in order to achieve the best protection of California’s natural resources, as well as to maintain credibility with stakeholders and partners within the Unified Command. To achieve these training and response objectives, OSPR established a program that includes a dedicated Response Qualifications and Certifications Unit, identification of training needs based on job classification, development of a tracking database, a comprehensive task book system consistent with the framework instituted by the U.S. Coast Guard and the Federal Emergency Management Agency, succession planning, and ongoing evaluations to measure the effectiveness of OSPR’s training program. The Response Qualifications and Certifications Unit collaborates with local, State, and Federal agencies, as well as private entities, to develop and provide advanced online, classroom, and hands-on training courses. This paper will outline the successes, complications, and ongoing challenges in establishing OSPR’s training and qualifications program, as well as plans for the future of the program.

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