scholarly journals California's Stakeholder Matrix: A Liaison Tool for the first 96 hours of Response

2021 ◽  
Vol 2021 (1) ◽  
Author(s):  
Yvonne Najah Addassi ◽  
Cassidee Shinn
Keyword(s):  
Risk Communication ◽  
Stakeholder Engagement ◽  
Policy Development ◽  
Oil Spills ◽  
Lessons Learned ◽  
Liaison Officer ◽  
California Department ◽  
Incident Command System ◽  
Incident Command ◽  
High Level

ABSTRACT Research on crisis and risk communication continues to illustrate the need for and benefits of early and sustained stakeholder engagement during disasters, both natural and manmade. The California citizenry is deeply committed to environmental protection and expects to “engage” with their government on policy development and environmental solutions. Stakeholders expect a high-level of government transparency, driving the need for engagement even more during emergency responses such as oil spills. Within the Incident Command System (ICS), it is the responsibility of the Liaison Officer (LOFR) to coordinate and share information with stakeholders. A review of “After Action Reports” and “lessons learned” from oil spills, both nationally and within California, point to the continued need for strong stakeholder engagement by the LOFR and has become a priority of California's lead oil spill response agency, the California Department of Fish and Wildlife, Office of Spill Prevention and Response (OSPR). Building off stakeholder engagement tools found in crises and risk communication literature and in Incident Command System job aids, OSPR crafted a stakeholder matrix that was readily scalable, easy to use, and easy to translate to Incident Commanders and other Command Staff during response. This matrix is a template of simple inputs, allowing stakeholders and engagement strategies to be identified, grouped, and prioritized. It is intended to be a planning tool for the first 24–96 hours, a precious time in a response. It is often too early to expect the LOFR to have completed a stakeholder engagement plan, yet this time is critical to initiating early stakeholder communication that will set the tone for the response. This matrix serves as the initial plan for the LOFR. This paper will describe the development of this tool, its evolution, and its use. It will also highlight feedback from exercises and response partners. It will describe the flexibility and scalability, and considerations for broader applications.

Inland Oiled Wildlife Response: It’s a Different Animal

2017 ◽  
Vol 2017 (1) ◽  
pp. 1795-1805
Author(s):  
Curtis Clumpner ◽  
Michael Ziccardi
Keyword(s):  
At Risk ◽  
Oil Spills ◽  
Geographical Area ◽  
State Legislature ◽  
Lessons Learned ◽  
California Department ◽  
Increased Risk ◽  
Available Technology ◽  
Transport Patterns ◽  
High Level

ABSTRACT 2017-311 The Oiled Wildlife Care Network (OWCN) was established in 1994 to address the need for timely, consistent, and professional science-based preparedness and response for wildlife at risk from oil spills occurring in the marine waters of California. Its mission focused on providing a high level of professional care based on the best available technology and science combined with the experience of many organizations that were pioneers in the field of wildlife rehabilitation. Since that time, the OWCN and its now more than 35 members have responded to over 100 spills while caring for more than 8,200 impacted animals. In 2014, in response to the increased risk due to changing sources and transport patterns in oil coming to refineries in California, the State legislature expanded the OWCN’s responsibility to include responding to oiled wildlife impacted during oil spills in all surface waters of California. Since then, the OWCN has worked to expand its plan and resources to ensure readiness to provide best achievable capture and care to a host of new species in the myriad of habitats and locations found in a large and ecologically diverse state. The biggest challenges to this expansion are the increased diversity of species and their habitats (California has 233 species and subspecies of reptiles and amphibians), and the increase in geographical scope. Working with the California Department of Fish and Wildlife (specifically the Office of Spill Prevention and Response, or OSPR), the OWCN staff have identified species at risk and response challenges unique to an inland environment and terrestrial species and the appropriate resources meet those challenges and fill current gaps. We have incorporated lessons learned by colleagues during wildlife responses to inland spills including CNR Lake Wabamun (2005), Enbridge Kalamazoo River (2010), Silvertip Pipeline Yellowstone River (2011), and CNRL Cold Lake (2013). We have repurposed and redesigned existing equipment as well as acquiring additional mobile equipment to increase capacity and decrease response time. We have identified and trained first responders over a wide geographical area focusing on regions with increased risk of incident and impacts while leveraging our current primary care facilities with field stabilization and wildlife transportation plans to achieve maximum flexibility and cost effectiveness. We detail both the process that was used to develop this expansion and the resulting additions to the wildlife plan aimed to provide best achievable care to all wildlife species impacted by an inland oil spill in California.

Electronic Wildlife Recovery Tool

2017 ◽  
Vol 2017 (1) ◽  
pp. 914-923
Author(s):  
Randy Imai
Keyword(s):  
Oil Spills ◽  
Temporal Data ◽  
Wireless Internet ◽  
Medical Database ◽  
California Department ◽  
Incident Command System ◽  
Incident Command ◽  
On Line ◽  
Field Notes ◽  
Processing Group

ABSTRACT Oil spills can have significant impact on wildlife. Documenting the spatial and temporal data associated with oil spills is an important component that aids in all phases of the response. After struggling long hours to incorporate hardcopy records into a Geographic Information System (GIS), the California Department of Fish and Wildlife, Office of Spill Prevention and Response (OSPR) recognized the importance of developing a wildlife recovery application specifically designed for the Wildlife Branch within the Incident Command System (ICS). The Wildlife Recovery Application (WRA) is an iOS based program designed to work optimally on an iPhone. The objective of the application was to keep it simple intuitive, reliable, and effective. The WRA can be used with minimal training and has the ability to operate in environments without cellular service. The interface permits the user to visually review the data and photographs, allowing the user to electronically transmit the information to the GIS Unit remotely once cell service or wireless internet has been established. Once the data is transmitted to the Incident Command Post (ICP), the information can be quickly integrated into a GIS. This eliminates the difficult task of manually inputting data from handwritten field notes that may have been compromised by the environmental elements or illegible due to variations in handwriting styles or penmanship. Lastly, the Care and Processing Group within the Wildlife Branch can integrate the data into an on-line medical database designed specifically for wildlife rehabilitators to collect, manage and analyze data for their individual wildlife patients.

WHERE RESPONSE MEETS NATURAL RESOURCE DAMAGE ASSESSMENT (NRDA)

2008 ◽  
Vol 2008 (1) ◽  
pp. 1153-1155 ◽  
Author(s):  
Jason Lehto
Keyword(s):  
Data Collection ◽  
Natural Resources ◽  
Natural Resource ◽  
Damage Assessment ◽  
Oil Pollution ◽  
Liaison Officer ◽  
Incident Command System ◽  
Incident Command ◽  
Natural Resource Damage Assessment ◽  
The Impact

ABSTRACT During oil spill incidents, NRDA and response activities may co-occur. This paper discusses those occurrences, focusing on ephemeral data collection and emergency restoration. Current laws provide some guidance for how these activities may be coordinated. The Field Operations Guide (FOG) and the National Contingency Plan (NCP) state that it is the responsibility of the Incident Commander (IC) to notify natural resource trustees of the incident and to coordinate NRDA representative's activities through the Liaison Officer. The FOG and NCP also state that it is the responsibility of the trustees to conduct their NRDA preassessment activities without hindering the response. The overlap between NRDA and response may be further complicated because many trustees may work within the environmental unit or the wildlife recovery unit for the response and also have the responsibility to work on NRDA. They may work in the Incident Command System advising the IC on response issues while also trying to initiate a damage assessment. Data collection during a response is critical for managing the incident as well as performing a thorough damage assessment. Although the types of data collected to aid the response may be similar to those used in damage assessment, often the scale and level of detail may be quite different. Even with these differences, synergies in ephemeral data collection may exist. Emergency restoration activities do sometimes occur before the response has concluded. The Oil Pollution Act regulations state that emergency restoration may occur if the action is needed to avoid the loss of natural resources, or to prevent any continuing danger to natural resources. If the trustees determine that emergency restoration is needed, they are required to consult with the IC prior to taking any such action. As an example, this paper will discuss emergency restoration actions undertaken during the Whatcom creek, WA gasoline spill to reduce the impact to migrating salmon.

The Refugio Oil Spill Response: Case Study and Lessons’ Learned/Best Practices for the Future

2017 ◽  
Vol 2017 (1) ◽  
pp. 104-123
Author(s):  
Yvonne Najah Addassi ◽  
Julie Yamamoto ◽  
Thomas M. Cullen
Keyword(s):  
Best Practices ◽  
Oil Spill ◽  
Environmental Protection Agency ◽  
Oil Spills ◽  
Lessons Learned ◽  
Santa Barbara ◽  
California Department ◽  
Oil Spill Response ◽  
Santa Barbara County ◽  
The U.S

ABSTRACT The Refugio Oil Spill occurred on May 19, 2015, due to the failure of an underground pipeline, owned and operated by a subsidiary of Plains All-American Pipeline near Highway 101 in Santa Barbara County. The Responsible Party initially estimated the amount of crude oil released at about 104,000 gallons, with 21,000 gallons reaching the ocean. A Unified Command (UC) was established consisting of Incident Commanders from the U.S. Coast Guard (USCG), California Department of Fish and Wildlife (CDFW) Office of Spill Prevention and Response (OSPR), Santa Barbara County, and Plains Pipeline with additional participation by the U.S. Environmental Protection Agency and California State Parks. Within hours, the CDFW closed fisheries and the following day Governor Brown declared a state of emergency for Santa Barbara County. The released oil caused heavy oiling of both on and offshore areas at Refugio State Beach and impacted other areas of Santa Barbara and Ventura. A number of factors created unique challenges for the management of this response. In addition to direct natural resource impacts, the closure of beaches and fisheries occurred days before the Memorial Day weekend resulting in losses for local businesses and lost opportunities for the public. The Santa Barbara community, with its history with oil spills and environmental activism, was extremely concerned and interested in involvement, including the use of volunteers on beaches. Also this area of the coast has significant tribal and archeologic resources that required sensitive handling and coordination. Finally, this area of California’s coast is a known natural seep area which created the need to distinguish spilled from ‘naturally occurring’ oil. Most emergency responses, including oil spills, follow a similar pattern of command establishment, response and cleanup phases, followed by non-response phase monitoring, cleanup and restoration. This paper will analyze the Refugio oil spill response in three primary focus areas: 1) identify the ways in which this spill response was unique and required innovative and novel solutions; 2) identify the ways in which this response benefited from the ‘lessons’ learned from both the Deepwater Horizon and Cosco Busan oil spills; and 3) provide a summary of OSPR’s response evaluation report for Refugio, with specific focus on how the lessons learned and best practices will inform future planning efforts within California.

ICS CONTRIBUTES TO THE NORTH CAPE OIL SPILL RESPONSE1

1997 ◽  
Vol 1997 (1) ◽  
pp. 737-742
Author(s):  
LT Tina M. Burke ◽  
LT John P. Flynn
Keyword(s):  
Oil Spill ◽  
Management System ◽  
Lessons Learned ◽  
Coast Guard ◽  
Management Tool ◽  
Incident Management ◽  
Incident Command System ◽  
Incident Command ◽  
The North ◽  
Oil Spill Response

ABSTRACT In recent years, the usefulness of the incident command system (ICS) has received much attention. Much of the oil industry and several government agencies involved in all types of emergency response have been using ICS for many years. In addition, the U.S. Coast Guard formally adopted the national interagency incident management system (NIIMS) ICS as the response management system of choice in February of 1996. The response to the tank barge North Cape grounding was a complex multiagency effort that brought with it many of the issues and problems responders face when dealing with crisis situations. This paper describes the ICS-based organization that was established to respond to the major North Cape oil spill, analyzes the organization compared to standard ICS, and discusses how the ICS framework and principles contributed to the success of the response. It also explains how closer conformity to standard ICS could have remedied many of the issues that later surfaced as lessons learned, resulting in improved response efficiency. The North Cape response provides a vivid example of how ICS is a helpful management tool that, if rigorously learned and applied in a widespread fashion, can greatly enhance the nation's oil spill response posture.

The effect of training on disaster response: Lessons learned from recent events

2008 ◽  
Vol 6 (5) ◽  
pp. 57
Author(s):  
Hessam M. Afshari, BS ◽  
Paul N. Cervone, MD, LTC ◽  
Mark J. Seaton, PhD ◽  
Miley A. Taylor, BA ◽  
Bruce S. Rudy, DEd
Keyword(s):  
Emergency Preparedness ◽  
Disaster Response ◽  
Training Programs ◽  
Lessons Learned ◽  
Incident Command System ◽  
Incident Command ◽  
Different Response ◽  
Training Exercises

National attention to emergency preparedness has resulted in the development of numerous tabletop and exercise-based training programs for responders. The importance of this type of training with respect to the effectiveness of disaster response, while not in doubt, is difficult to measure. Here, we examined after action reports (AARs) from a variety of disasters in an attempt to determine what, if any, effect training has had on the response to a particular event and on disaster response in general.We also examined AARs and lessons learned from two training exercises. Possibly, the most significant effect of training was the opportunity for people from different response units to interact as a team. Exposure to the Incident Command System was vital to the smooth deployment of assets.

Lessons Learned From Implementing an Incident Command System During a Local Multiagency Response to a Legionnaires’ Disease Cluster in Sydney, NSW

2017 ◽  
Vol 12 (4) ◽  
pp. 539-542 ◽  
Author(s):  
Emma Quinn ◽  
Travers Johnstone ◽  
Zeina Najjar ◽  
Toni Cains ◽  
Geoff Tan ◽  
...  
Keyword(s):  
Public Health ◽  
Health Risk ◽  
Environmental Health ◽  
Lessons Learned ◽  
Effective Response ◽  
Public Health Risk ◽  
Incident Command System ◽  
Incident Command ◽  
Disease Cluster ◽  
Legionnaires Disease

AbstractThe incident command system (ICS) provides a common structure to control and coordinate an emergency response, regardless of scale or predicted impact. The lessons learned from the application of an ICS for large infectious disease outbreaks are documented. However, there is scant evidence on the application of an ICS to manage a local multiagency response to a disease cluster with environmental health risks. The Sydney Local Health District Public Health Unit (PHU) in New South Wales, Australia, was notified of 5 cases of Legionnaires’ disease during 2 weeks in May 2016. This unusual incident triggered a multiagency investigation involving an ICS with staff from the PHU, 3 local councils, and the state health department to help prevent any further public health risk. The early and judicious use of ICS enabled a timely and effective response by supporting clear communication lines between the incident controller and field staff. The field team was key in preventing any ongoing public health risk through inspection, sampling, testing, and management of water systems identified to be at-risk for transmission of legionella. Good working relationships between partner agencies and trust in the technical proficiency of environmental health staff aided in the effective management of the response. (Disaster Med Public Health Preparedness. 2018;12:539–542)

LONG-TERM WILDLIFE OPERATIONS: ADAPTATIONS TO TRADITIONAL INCIDENT COMMAND (OR ICS) STRUCTURE. A CASE STUDY OF THE SS JACOB LUCKENBACH.*

2005 ◽  
Vol 2005 (1) ◽  
pp. 479-483 ◽  
Author(s):  
Yvonne Najah Addassi ◽  
Kathleen Jennings ◽  
Michael Ziccardi ◽  
Julie Yamamoto ◽  
Steve Hampton
Keyword(s):  
Oil Spills ◽  
Weather Prediction ◽  
Winter Season ◽  
Lessons Learned ◽  
Coast Guard ◽  
Electronic Data Collection ◽  
Incident Command ◽  
Continuous Release ◽  
Key Species

ABSTRACT From 2001–2002, oiled birds were found along 220 miles of California's central coastline, with more than 2,000 birds recovered and transported for care. No significant slicks or other obvious sources of oil were observed. Response activities were coordinated to address a prolonged wildlife event, rather than proceeding as a typical short-term oil spill response. This event was part of a long pattern of repeat “mystery” oil spills in this region that puzzled investigators for 10 years, most believing the oil resulted from illegal dumping; but when the 2001/2002 event extended well beyond the winter season, investigators looked deeper. After an extensive investigation by state and federal agencies, the sunken vessel, SS Jacob Luckenbach was identified. A six month, $19 million, multi-agency response operation was undertaken by the U.S. Coast Guard with operations concluding October 2002. To address the 11-month wildlife response for the 2001/2002 season, the Incident Command Structure was modified to address the unique needs of this event, including: activation and deactivation criteria for beach searches; weather prediction for oil release and animal stranding patterns; hybridization of field team functions; changing response priorities for key species; and long-term staffing, communication and coordination among the multiple agencies. Spill-specific policies and protocols were established, and information was made available to remote personnel through a website. On-going staff debriefs were conducted and adjustments implemented. Based on lessons learned, California's Wildlife Operations Plan is being revised and an electronic data collection system is being implemented to streamline animal tracking. Although most response organizations are structured to respond to “batch” spills, with hundreds of aging sunken vessels along the California coast alone and as the continuous release from the TV Prestige demonstrated, organizational modifications may be necessary to adequately prepare for and respond to the more unusual, but potentially growing risk of long-term, intermittent releases in the off-shore environment.

RESPONSE INFORMATION FLOW MANAGEMENT: CONSIDERATIONS FOR PLANNING AND TRAINING

1997 ◽  
Vol 1997 (1) ◽  
pp. 865-870
Author(s):  
Christopher Hall ◽  
John Murphy ◽  
LCDR Bradford Benggio
Keyword(s):  
Information Management ◽  
Information Flow ◽  
Information Needs ◽  
Lessons Learned ◽  
External Information ◽  
Incident Command System ◽  
Incident Command ◽  
Response Information ◽  
Management Procedures ◽  
Flow Of Information

ABSTRACT Spill responses are information-intensive events. The Incident Command System (ICS) does not adequately address the concepts and techniques of response information management, particularly the internal information flow used to manage the response. Automated systems based on Incident Command System forms do not provide the solution. Response information management procedures must be planned. Both internal and external information needs must be identified so that resources can be allocated to ensure effective information flow. Personnel at all levels in a response need to understand the concept of proactive, aggressive information management. This paper reviews lessons learned from spill exercises and actual spill responses over the past 5 years. It also discusses considerations for improving the flow of information within the ICS. It recommends specific training and planning guidelines for gathering, displaying, and distributing response information.

THE OIL SPILL FIELD OPERATIONS GUIDE (FOG)-NEW AND IMPROVED1

2001 ◽  
Vol 2001 (2) ◽  
pp. 987-990
Author(s):  
Kristy Plourde ◽  
Jean R. Cameron ◽  
Vickie Huyck
Keyword(s):  
Oil Spill ◽  
Management System ◽  
Oil Spills ◽  
Task Force ◽  
Action Plan ◽  
Petroleum Industry ◽  
Incident Management ◽  
California Department ◽  
Incident Command ◽  
Oil Spill Response

ABSTRACT The original oil spill Field Operations Guide (FOG) was a product of the Standard Oil Spill Response Management System (STORMS) Task Force comprised of representatives of the U. S. Coast Guard, California Department of Fish and Game Office of Spill Prevention and Response (OSPR), other states, the petroleum industry, oil spill response organizations, and local government. The STORMS Task Force produced this first version of the “oilized” Incident Command System (ICS) FOG and Incident Action Plan (IAP) forms in 1994 and made subsequent revisions in 1995 and 1996. With 2 more years of ICS experience and facilitated by the States/British Columbia Oil Spill Task Force, a new group of representatives from federal and state governments, the petroleum industry, and oil spill response professionals met to review and update the 1996 FOG and IAP forms in October 1998. The overall goal was to remain consistent with the National Interagency Incident Management System (NIIMS) yet reflect the experience gained using ICS at actual oil spills and drills. The group met quarterly over an 18-month period, working collaboratively to reach a consensus on numerous changes. Some of the changes included adding an Environmental Unit to the Planning Section, revising the planning cycle diagram for the oil spill IAP process, and revising the IAP forms as appropriate to reflect the way oil spills are managed. All significant revisions/improvements will be highlighted in this paper and poster.

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