COURSE OUTLINE

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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

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CLASSROOM BASICS

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

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INTRO GENERAL PRINCIPLES

• Our Goal
• Provide a step-by-step discussion on your
  emergency management program
• creation
• maintenance
• execution
• evaluation
• Didactic - Interactive - Informative

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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

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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

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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...

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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 facilitys financial standing
• threaten the facilitys public image

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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

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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

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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

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GENERAL PRINCIPLES Establish a Planning Team

• Forming The Team
• Involve all functional areas
• Support Services
• Management and Personnel
• Emergency Response
• Communications
• Community

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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)

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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
• well address this in detail later

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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

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GENERAL PRINCIPLESDevelop The Plan

• The development process should include
• prioritizing
• writing
• training
• outside coord
• corporate comms
• review/revision
• approval
• distribution

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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?

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GENERAL PRINCIPLESImplementation

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

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GENERAL PRINCIPLES

• Does Anyone Remember the Last Step?
• Go to Step 2

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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

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VULNERABILITY ANALYSIS

• List Potential Emergencies
• Include internal and external emergencies
• Factors to consider
• historical
• geographic
• technological
• human error
• physical
• regulatory

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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

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VULNERABILITY ANALYSIS

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

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VULNERABILITY ANALYSIS

• Physical Factors
• layout of equipment
• proximity of shelter areas
• physical construction
• Regulatory Factors
• Limited by regulations?
• Required to respond by regulations?

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VULNERABILITY ANALYSIS

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

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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

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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.

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VULNERABILITY ANALYSIS

• Sounds easy, Right???
• Lets do one on a simple emergency.

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Emergency Management Elements

• Command, Control, and Communications
• Life Safety
• Property Protection
• Recovery and Restoration
• Administration and Logistics
• Community Outreach

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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

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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

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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

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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

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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

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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

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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

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Emergency Management Elements

• Contingency Planning Communications
• Business/Recovery impact
• Prioritize communications
• Consider backup communications
• messengers
• radios short wave, microwave, CB, etc
• satellite
• Family Communications

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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

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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?

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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)

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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

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Emergency Management Elements

• Community Outreach
• involving the community
• mutual aid agreements
• community service
• public information
• media relations
• risk hazard outrage

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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

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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

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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, MSDSs (HazComm)
• Predetermine the level of response
• Meet with the Local FD

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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

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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

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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

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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

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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, stayif outdoors, get away

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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

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TYPES OF EMERGENCIESOthers

• Riot, War, Sabotage, Terrorism
• Workplace Violence
• Bomb Threats
• Emergency Medical Situations
• Lightening
• Wildfire
• Dam Failure
• Radiological

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TYPES OF EMERGENCIESThreat Rankings
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TYPES OF EMERGENCIESLEPC Threat Rankings

• HighwayHazMat
• Power Failure
• Winter Storm
• Flood
• Tornado
• Draught
• Transportation Radioloogical
• Facility HazMat
• Urban Fire
• Rail HazMat

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TYPES OF EMERGENCIESTen Most Costly

• 1992Hurricane Andrew (10.8 Billion)
• 1989 Hurricane Hugo (4.2 Billion)
• 1992 Hurricane Iniki (1.6 Billion)
• 1991Oakland Wildfires (1.2 Billion)
• 1989 Loma Prieta Earthquake (960 Million)
• 1983 Winter Storms (880 Million)
• 1992 Los Angeles Riots (775 Million)
• 1979 Hurricane Frederic (753 Million
• 1983 Hurricane Alicia (676 Million)
• 1990 Denver Storms (625 Million)

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GENERAL HAZMAT RESPONSE

• SIZE UP
• The process of gathering and analyzing
  information
• STRATEGY
• The general plan or course of action for
  preventing or reducing effects of an incident
• TACTICS
• The methods and tasks used to accomplish the
  selected strategy

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GENERAL HM RESPONSESize Up

• Obtain and Evaluate as much information as time
  permits
• the identity of the material
• the hazards associated with each material
• effects on public, property and environment
• air, land, surface water, groundwater
• determine options for control or mitigation
• determine and initiate safety measures.

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GENERAL HM RESPONSESize Up

• Brief description of incident
• location, date, time, identity, habitation
• Terrain and Site Conditions
• accessibility, dispersion paths, sensitive areas
• Present status and current participation
• Status of communications
• Current / impending weather conditions

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GENERAL HM RESPONSESize Up

• Offsite Reconnaissance
• general layout of the site
• note of containers, building, impoundment
• look for placards, labels, markings
• look for vapors, clouds, run-off, dead animals
• not an unusual odors
• off site samples
• interview people in the area

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GENERAL HM RESPONSESize Up

• On Site Survey
• confirm earlier observations
• s, types, quantities, locations, dispersion
  paths
• labels, markings, tags
• determine condition of material and container
• assess behavior
• foaming, vaporizing, corroding
• consider air monitoring
• approach from upwind
• assume plume dispersion and set boundaries

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GENERAL HM RESPONSESize Up

• Determine Hazardous Nature of Material
• Toxicity, Corrosivity, Radioactivity
• Biological Hazards, Asphyxiating Hazards
• Flammable Hazards, Explosion hazards
• reactive or unstable materials, oxidizers
• Type, Condition, Behavior of Containers
• under stress from heat or fire
• under stress from mechanical damage
• under stress from chemical reactions

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GENERAL HM RESPONSEStrategy

• Based on priorities established by size up
• rescue, life saving, responder safety
• prevention/mitigation of explosion/fire
• protection of property
• protection of environment
• potential for container failure (additional loss)
• availability of resources and time
• weather conditions

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GENERAL HM RESPONSETactics

• Life Savings Operations
• Rescue
• endangered persons
• Evacuation
• affected persons
• needs to be an early decision, expect delays
• Taking Shelter

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GENERAL HM RESPONSETactics

• Actions/Tasks employed to prevent or reduce the
  hazards of the chemcials
• extinguishing fires, wetting areas
• controlled burning/detonation
• cooling containers, removing materials
• plugging, patching original containers
• dikes, berms, dams to confine materials to
  smallest possible area
• chemical/physical methods

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GENERAL HM RESPONSETactics

• Prevent container Failure
• Cool containers
• use stress barriers
• remove uninvolved materials
• Contain Confine the Hazard
• stop the leak
• construct a barrier
• remove ignition sources
• controlled burning

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GENERAL HM RESPONSETactics

• Extinguish Fires
• Use Proper Extinguishing Agent
• Remove Fuel/Oxygen Supply
• Let substance burn
• Exposure Protection
• PPE, CPC, Heat Stress, Decon
• Tactical Withdrawal
• Explosion Barriers

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GENERAL HM RESPONSESummary

• Size up the conditions present
• Define the problems
• Establish priorities
• Evaluate possible courses of action
• Determine if SOPs are applicable
• Determine the best course of action
• Put the strategy in operation
• Review results and Revise