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

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.

2005 ◽  
Vol 3 (2) ◽  
pp. 36
Author(s):  
Rob Gresser, BS, MA

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.


1991 ◽  
Vol 1991 (1) ◽  
pp. 267-272
Author(s):  
Robert G. Rolan ◽  
Keith H. Cameron

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.


2011 ◽  
Vol 26 (S1) ◽  
pp. s147-s147
Author(s):  
W.F. Herthel ◽  
J. Madigan ◽  
T.W. Graham

IntroductionThe general public's association with livestock (cattle, sheep and horses) raises a need for public safety. During emergency/disasters, animals are accidentally/intentionally released from containment structures. Loose livestock become agitated with unpredictable behavior which is a risk to both humans and animals. Specific training/protocols for responders are necessary for dealing with livestock.ProblemLivestock running loose in populated areas raises risks to people, especially during capture attempts. Untrained personnel subject themselves to undue danger when assisting with livestock capture. Capture plans should be in place in advance and training should be provided to first responders on safety issues regarding animals.MethodsA review of a loose livestock event brought forth the following considerations: (1) Evaluate the risks of a loose livestock/public event; (2) Inspect containment facility and identify secondary containment barriers, including fencing, buildings, rivers, etc.; (3) Develop plan for capture and containment within the immediate facility and surrounding area; (4) Provide training: training exercises, animal capture, basic animal behavior, and Incident Command System for first responders; (5) Arrange for emergency care or humane euthanasia for injured animals; (6) Coordinate capture and transport activities with local livestock experts.ResultsProduction of a comprehensive loose livestock plan can prevent injury and/or death to both people/animals. Agencies involved in safety and emergency response should have a well written plan that can be used by all appropriate local agencies involved in loose livestock response. The utilization of a loose livestock worksheet (template) with professional training is essential for emergency response agencies.ConclusionDisaster managers should develop a comprehensive plan and training program with other local agencies in advance of an event to respond effectively to capture loose livestock.


2021 ◽  
Vol 55 (1) ◽  
pp. 73-87
Author(s):  
Hee Jin Kang ◽  
Jin Choi ◽  
Dongkon Lee

AbstractModern ships are designed and built according to advanced safety rules and regulations derived from historic fatal marine accidents. Many large ships, especially naval vessels and cruise ships, are equipped with various kinds of computerized systems called damage control systems (DCSs) for facing emergency situations. These systems are designed to mitigate the consequence of injuries to crewmembers and the mission capability of a ship. However, crews still take charge of the main role in controlling emergency situations. All emergency response work has to follow related guidelines and should be done in the early phase of an emergency situation. For this, appropriate information for decision making and simplified communication methods are important. In this paper, a coded shortcut key basis onboard DCS operation is suggested to help crews who have to use a complex computerized DCS in urgent situations. The coded shortcut keys are considered for effective communication among the emergency response team members.


2003 ◽  
Vol 2003 (1) ◽  
pp. 893-897
Author(s):  
Pamela Bergmann ◽  
Judith Bittner ◽  
James W. LaBelle

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.


2008 ◽  
Vol 2008 (1) ◽  
pp. 227-228
Author(s):  
Christopher J. Hall

ABSTRACT Developing and training an Incident Management Team (IMT) is a critical requirement for companies involved in oil exploration, production, and transportation. Companies beginning operations in new areas face high expectations from the local regulatory community and may find it challenging to meet these goals. Training programs for IMT personnel that consist of reviewing regulations, forms, and position descriptions fall far short of preparing the IMT to effectively manage an incident. A more useful approach to IMT training begins in the classroom and quickly migrates to tabletop and “walk-through” training workshops. Walk-through training captures the pace of a drill without the participants feeling any pass / fail pressure. Designing courses in this format requires careful planning and preparation. Instructor staffing must be sufficient to monitor events and ensure training objectives are being met. Involving the regulatory agencies in training builds familiarization and enhances a coordinated response team. Company team members will find the regulatory community eager to participate in walk-through training. This team-building pays big dividends during exercises and actual events. Coordinating IMT training with Spill Response Team (SRT) training promotes communication and strengthens the overall understanding of operational limitations. Using the IMT for non-spill events, such as earthquake or mass casualty incidents, further broadens their understanding of other applications of the Incident Command System (ICS). Members gain an opportunity to fill different roles in their response organization and learn more about the team'S capabilities. This paper highlights the concepts of scenario-based Incident Management Team training and provides examples and suggestions for course material, length, and frequency. Examples involving non-spill incidents are also presented.


Author(s):  
Ruth Ruttenberg ◽  
Peter C. Raynor ◽  
Scott Tobey ◽  
Carol Rice

Introduction of facilitated hands-on drills as often as monthly and the use of online modules prior to annual refresher training for emergency response teams were investigated through surveys and group discussions. This research explores how these drills are perceived by emergency response team members, emergency response team coordinators, instructors, and management at the company. Using these tools throughout the year, members of emergency response teams from automobile manufacturing facilities reported an increased ability to maintain their skill sets, build teamwork, and continually refresh and strengthen their ability to protect their fellow workers as well as plant operations and equipment. The results also document examples of how this innovative program that incorporates frequent training has led to workplace improvements.


2021 ◽  
Vol 13 (14) ◽  
pp. 7895
Author(s):  
Colin Tomes ◽  
Ben Schram ◽  
Robin Orr

Police work exposes officers to high levels of stress. Special emergency response team (SERT) service exposes personnel to additional demands. Specifically, the circadian cycles of SERT operators are subject to disruption, resulting in decreased capacity to compensate in response to changing demands. Adaptive regulation loss can be measured through heart rate variability (HRV) analysis. While HRV Trends with health and performance indicators, few studies have assessed the effect of overnight shift work on HRV in specialist police. Therefore, this study aimed to determine the effects overnight shift work on HRV in specialist police. HRV was analysed in 11 SERT officers and a significant (p = 0.037) difference was found in pRR50 levels across the training day (percentage of R-R intervals varying by >50 ms) between those who were off-duty and those who were on duty the night prior. HRV may be a valuable metric for quantifying load holistically and can be incorporated into health and fitness monitoring and personnel allocation decision making.


2015 ◽  
Vol 6 (1) ◽  
pp. 30-34 ◽  
Author(s):  
Iraj Mohammadfam ◽  
Susan Bastani ◽  
Mahbobeh Esaghi ◽  
Rostam Golmohamadi ◽  
Ali Saee

Sign in / Sign up

Export Citation Format

Share Document