Practical Guidance for Developing Implementation Guidelines for Federal On-Scene Coordinators to Protect Historic Properties During Emergency Response

2003 ◽  
Vol 2003 (1) ◽  
pp. 893-897
Author(s):  
Pamela Bergmann ◽  
Judith Bittner ◽  
James W. LaBelle
Keyword(s):  
Emergency Response ◽  
Hazardous Substances ◽  
Federal State ◽  
Successful Implementation ◽  
Incident Command System ◽  
Incident Command ◽  
Response Team ◽  
Federal Land ◽  
Implementation Guidelines ◽  
Practical Guidance

ABSTRACT In 1997, the national Programmatic Agreement on Protection of Historic Properties during Emergency Response under the National Oil and Hazardous Substances Pollution Contingency Plan (PA) was signed. The agreement, developed by the National Response Team (NRT), provides federal On-Scene Coordinators (OSCs) with an effective approach for considering the protection of historic properties during emergency response. In January 2002, the nation's first regional implementation guidelines for the PA were completed and signed by federal, state, and tribal representatives in Alaska. This paper presents suggestions for successful implementation of the PA gained through the development of regional implementation guidelines and use of the PA. Awareness of these “tips for success” and the guidelines themselves may help other regions develop their own procedures to protect historic properties in a way that contributes to the overall success of emergency response. This paper provides practical guidance on: (1) how federal OSCs may obtain reliable and timely historic properties expertise; (2) how that expertise can be successfully integrated into an Incident Command System; and (3) how State Historic Preservation Officers, federal land-management agencies, tribal representatives, and responsible parties can provide historic properties protection support to federal OSCs during both pre-incident planning and emergency response.

Adaptation of the Incident Command System to Oil Spill Response During the American Trader Spill

1991 ◽  
Vol 1991 (1) ◽  
pp. 267-272
Author(s):  
Robert G. Rolan ◽  
Keith H. Cameron
Keyword(s):  
Organizational Structure ◽  
Crisis Management ◽  
Oil Spill ◽  
Management Plan ◽  
Team Members ◽  
Incident Command System ◽  
Incident Command ◽  
Response Team ◽  
Oil Spill Response ◽  
Crisis Management Plan

ABSTRACT While developing its new crisis management plan in 1989, BP America (BPA) modified the incident command system (ICS) for use as the organizational structure of its oil spill response team. This was done to be compatible with the post-Exxon Valdez organization of the Alyeska response team and for certain advantages it would provide for responses in other locations and in other types of crisis situations. The ICS was originally developed for fighting wildfires in California and has since been widely adopted by other fire and emergency services in the U. S. While retaining most of the ICS structure, ?PA developed modifications necessary to fit the unique requirements of oil spill response. The modified ICS was used during a full scale test of ?PA's draft crisis management plan in December 1989, and thus was familiar to ?PA's top executives and other participating response team members. When the American Trader spill occurred in February 1990, BPA's management used the modified ICS organization even though the crisis management plan had not been finalized or widely distributed within the company. Details of the organizational structure evolved as the spill response progressed, in part due to the changing requirements of the response over time and in part because of previously unrecognized issues. This paper describes that evolution and the resulting final structure. Essential differences between the original ICS and BPA's oil spill version of it are highlighted. Despite the unrecognized issues and the unfamiliarity of some team members with the ICS, the organization worked well and can be credited with a share of the success of the American Trader response.

Development and Implementation of Guidelines for Federal On-Scene Coordinators for Protecting Historic Properties

1999 ◽  
Vol 1999 (1) ◽  
pp. 363-366 ◽  
Author(s):  
Jan C. Thorman ◽  
Pamela Bergmann
Keyword(s):  
United States ◽  
Historic Preservation ◽  
Emergency Response ◽  
The United States ◽  
Hazardous Substances ◽  
Advisory Council ◽  
Hazardous Substance ◽  
Contingency Plan ◽  
National Response ◽  
Response Team

ABSTRACT In 1997, the National Response Team completed a Programmatic Agreement on Protection of Historic Properties during Emergency Response under the National Oil and Hazardous Substances Pollution Contingency Plan. This agreement, which was drafted by a National Response Team ad hoc committee consisting of representatives of National Response Team member agencies, the Advisory Council on Historic Preservation, and the National Conference of State Historic Preservation Officers, has important ramifications for federal On-Scene Coordinators and responsible parties conducting spill response in the United States. The purpose of the Programmatic Agreement is to ensure that historic properties are appropriately taken into account in planning for and conducting emergency response to oil spills and hazardous substance releases under the National Oil and Hazardous Substances Pollution Contingency Plan. The agreement provides a uniform, nationwide approach to considering and protecting historic properties before and during an emergency response. Signatories, which include the U.S. Coast Guard and the Environmental Protection Agency, agree to implement this Programmatic Agreement or to develop and then implement regional Programmatic Agreements that are consistent with the nationwide Programmatic Agreement and the National Historic Preservation Act. As of September 1998, implementation of the nationwide Programmatic Agreement and development of regional Programmatic Agreements were just beginning by Regional Response Teams and federal On-Scene Coordinators throughout the United States. The Alaska Regional Response Team, whose development of regional cultural resources guidelines in the early 1990s led to the development of the nationwide Programmatic Agreement, had begun preparing a document on implementation of the nationwide Programmatic Agreement in Alaska. The emergency response provisions of the nationwide Programmatic Agreement were implemented for the first time in the November 1997, M/V Kuroshima spill near Dutch Harbor, Alaska. The major lesson learned from this incident with regard to the nationwide Programmatic Agreement is that its provisions are workable and can contribute to the overall success of the response.

Managing growth in community emergency response team programs

2005 ◽  
Vol 3 (2) ◽  
pp. 36
Author(s):  
Rob Gresser, BS, MA
Keyword(s):  
Emergency Response ◽  
Disaster Preparedness ◽  
Critical Incident ◽  
Psychological Needs ◽  
Critical Incident Stress Debriefing ◽  
Unique Challenge ◽  
Team Members ◽  
Volunteer Program ◽  
Incident Command ◽  
Response Team

Since September 11, 2001, Community Emergency Response Team (CERT) programs have expanded to meet the growing demand for training in disaster preparedness. While extra help during a disaster is needed due to a lack of resources, the use of volunteer responders presents a unique challenge to emergency service managers.Even when trained, volunteers are often not prepared for the physical, mental, and psychological strain of a crisis. As a result, their needs differ from those of professional emergency workers. Conse - quently, organizing and delegating work to volunteers adds a level of complexity to the role of emergency managers.The CERT program in Chandler, Arizona—one of the largest in the state—trained over 400 people in the last year and has encountered many of the problems associated with a rapidly growing volunteer program. During this period of growth, trainers identified several problem areas facing disaster managers including communication issues, effective incident command, a lack of focus that can lead to freelancing at scenes, and the psychological needs of responders. Currently, these issues are being addressed through added training in critical areas, mandatory critical incident stress debriefing, and further studies to better the CERT program.Currently, the CERT is examining several ideas to help alleviate these problems through continuing education. Professional responders need to work alongside CERT members and become attuned to the signs of physical and emotional exhaustion in volunteers. In addition, they need to be trained in assertiveness and the skill of defusing potentially volatile situations. Team members need to receive training each year to refresh their skills and be reminded of the mission: to do the greatest good for the greatest number.

Application of incident command system in emergency response

2012 ◽  
Vol 31 (4) ◽  
pp. 402-406 ◽  
Author(s):  
Qingsheng Wang ◽  
Tingguang Ma ◽  
Jim Hanson ◽  
Michael Larranaga
Keyword(s):  
Emergency Response ◽  
Incident Command System ◽  
Incident Command

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.

Chevron Position Qualification System for Development of Emergency Response Leadership

2014 ◽  
Vol 2014 (1) ◽  
pp. 1934-1944
Author(s):  
Holly Osen ◽  
Jeff Patry ◽  
Marcy Casement
Keyword(s):  
Emergency Response ◽  
Corporate Culture ◽  
Real World ◽  
Professional Training ◽  
Environmental Safety ◽  
Team Members ◽  
Incident Command ◽  
Business Units ◽  
Response Team ◽  
Level Of Training

ABSTRACT The 2010 Deepwater Horizon incident raised the awareness of the potential scale, complexity and duration of oil spill events, highlighting the need for emergency response organizations to develop and maintain advanced levels of capability and readiness. Such capability and readiness requires teams of experienced and trained personnel who ideally can be cascaded throughout an enterprise to fill Incident Command System (ICS) positions in coordination with outside organizations. Experience gained through either responses to real- world events or carefully crafted simulation exercises is critical to the development and maintenance of response team capability, and providing such can present a significant challenge for team coordinators. Chevron Corporate Emergency Response developed and tested a qualification program aimed at providing consistency and structure to the training and experiential development of Chevron's corporate emergency response personnel. The Chevron Position Qualification System (CPQS) program establishes a minimum level of training and observed demonstrated competencies for leadership positions within the ICS structure. Twenty-one position-specific workbooks detail training, readiness and competency metrics for internal certification through the program. CPQS draws from different established agency programs and is consistent with ICS training curriculum. The program is tailored to fit the roles filled by Chevron Corporate Emergency Response Team members. Members of Chevron's Corporate Emergency Response Teams have a baseline of professional training that supports and sustains a corporate culture of safety, operational discipline and environmental, safety risk and hazard awareness. The CPQS program was built upon the premise that participants have this foundational training, capability and professionalism. The CPQS program builds upon this foundation, expanding the professional competency of response personnel through a standardized program. The CPQS program establishes minimum ICS and function-specific courses along with recommended training and the demonstration of specified skills and abilities in either real-world or exercise environments. Qualified and vetted approvers, known within the program a Qualified Approvers, provide consistent verification of the demonstration of skills and capabilities identified for each position. Additionally, these expert observers provide commentary on areas where skills or professional expertise can be improved. The goal of CPQS is to enable a mobile and versatile workforce that can respond worldwide and integrate into response organizations around the globe. Skills gained through the completion of CPQS requirements enable business units to transfer personnel into key response positions across the enterprise to carry out responses to more complex events. Common training and exercising goals allow organizations to gain efficiencies and build progressive experience and expertise-building opportunities through shared professional development resources. Periodic refresher training and ongoing participation in response exercises or actual incidents are also required to maintain the certification. The CPQS program is currently used by Chevron's Corporate Emergency Response Teams and was field tested at a three-day response exercise in Trieste, Italy where responders from relevant functional groups completed training and demonstrated response capabilities and ICS skills. CPQS is also being utilized with the Chevron regional response team in the Gulf of Mexico with an initial implementation at a training and exercise event in Covington, Louisiana, USA.

INTEGRATED CONTINGENCY PLANNING: THE ONE PLAN APPROACH TO FACILITY RESPONSE PLANS

1997 ◽  
Vol 1997 (1) ◽  
pp. 966-967
Author(s):  
LCDR Paul M. Gugg
Keyword(s):  
Emergency Response ◽  
Traditional Approach ◽  
Federal Agencies ◽  
Federal State ◽  
Response Planning ◽  
Emergency Response Planning ◽  
National Response ◽  
Response Team ◽  
State And Local ◽  
The One

ABSTRACT Facility operators face myriad federal, state, and local emergency response planning requirements. The traditional approach to satisfying these requirements has been to develop separate plans for each set of regulations. Guidance recently published by the National Response Team (NRT) offers an efficient format for combining planning criteria into one effective document that will be readily accepted by regulatory authorities. The NRT is composed of 15 federal agencies identified in Subpart ? of the National Contingency Plan as having responsibility for federal environmental emergency response. The “One Plan” format avoids unnecessary duplication of effort and offers significant time, paper, and dollar savings. It also promotes an all-incident approach to response planning across facility divisions.

scholarly journals Concepts of Incident Command System for the Caribbean Region. A Manual for Participants

2021 ◽  
Keyword(s):  
Law Enforcement ◽  
Emergency Medical Services ◽  
Emergency Response ◽  
Management Tool ◽  
Caribbean Region ◽  
Incident Command System ◽  
Incident Command ◽  
Emergency Medical Services Personnel ◽  
The Caribbean ◽  
Daily Capacity

The Incident Command System (ICS) is a management tool for coordinating incidents or events that may exceed the daily capacity to respond. Most Caribbean countries have adopted the ICS as their standard for emergency response and operational deployment. It is critical to provide training for all first responders (i.e., law enforcement, fire, or emergency medical services personnel) who may be called upon to function in an ICS environment. The need for training extends to NGOs as well. 

Industry and Government Roles in Addressing Historic Properties in Oil Spill Response: Lessons Learned From A Recent Exercise and Incidents

2001 ◽  
Vol 2001 (1) ◽  
pp. 693-697
Author(s):  
Tina M. Toriello ◽  
Jan Thorman ◽  
Pamela Bergmann ◽  
Richard Waldbauer
Keyword(s):  
Emergency Response ◽  
Oil Spill ◽  
Large Scale ◽  
Oil Spills ◽  
Lessons Learned ◽  
Hazardous Substances ◽  
Hazardous Substance ◽  
National Response ◽  
Response Team ◽  
Oil Spill Response

ABSTRACT This paper focuses on industry and government roles for addressing historic properties during oil spill response. In 1997, the National Response Team (NRT) developed a Programmatic Agreement on Protection of Historic Properties during Emergency Response under the National Oil and Hazardous Substances Pollution Contingency Plan (PA) (National Response Team, 1997). At the 1999 International Oil Spill Conference (IOSC), U.S. Department of the Interior (DOI) representatives discussed the development and implementation of the PA, which is intended to ensure that historic properties are appropriately taken into account during the planning for and conducting of emergency response to oil spills and hazardous substance releases. Following the 1999 IOSC, DOI and Chevron representatives began a dialog regarding industry and government roles under the PA. Chevron invited the DOI representatives to participate in an October 1999 large-scale, industry-led spill exercise; a precedent-setting drill that included historic properties protection as a key objective. This 2001 paper focuses on how industry and government have worked together to protect historic properties, government roles in PA implementation, and lessons learned. As an example of what industry can do to support the protection of historic properties during planning and response activities, this paper describes Chevron's Historic Properties Program, a program managed under its emergency spill response environmental functional team (EFT). A discussion of lessons learned focuses on the need for clear definition of industry and government roles, and the benefits of building a foundation of cooperation between industry and government to protect historic properties. Of particular importance is the inclusion of historic properties in all aspects of oil spill preparedness and response, including planning, drills, training, and response organization structure and staffing. Experience from incident response in Alaska has shown that the PA assists Federal On-Scene Coordinators (FOSCs) and responsible parties, while also protecting historic properties, when the FOSC is prepared to implement the PA promptly and effectively.

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