Introduction to the Incident Command System

Transcription

1 Introduction to the Incident Command System Keith Benton MPH, REHS, CBCP BP Westlake Campus Business Advisor Keith Benton Education M.P.H. in Health Administration B.S. in Environmental Health, minor in Biology Certifications State of California Registered Environmental Health Specialist (REHS) DRII Certified Business Continuity Professional (CBCP) Job History BP Westlake Campus Business Advisor, Property Group BP Crisis Advisor, Houston Crisis Center BP NAG Wells Safety Specialist, Arkoma, Oklahoma Helmerich & Payne International HSE Specialist U.S. Navy Environmental Health Officer (aka Public Health Officer) 2

2 Agenda US Regulations Incident Command System Overview BP Incident Command System BP Westlake Campus Overview Conclusion & Questions 3 US Regulations

3 Federal Regulations HSPD-5 of Domestic Incidents HSPD-8 National Preparedness Mandates National Response Plan (NRP) National Incident System (NIMS) 5 Federal Regulations NRP Establishes: Federal coordination structures/mechanisms Direction for incorporation of existing plans Consistent approach to managing incidents NIMS: Standardizes incident management processes, protocols, and procedures for use by all responders. Mandates use of ICS 6

4 US Federal Regulations - ICS Homeland Security Presidential Directives (HSPDs) US Dept of Homeland Security National Incident System (March 2004) National Response Plan (December 2004) U.S. EPA Title 40 - Protection of Environment Comprehensive Env. Response, Compensation, & Liability Act (CERCLA) USCG 33 CFR (b) - Response Plans for Oil Facilities OSHA 29 CFR 1910 Occupational Safety and Health Standards U.S. Department of Transportation (Pipelines) Other State / Provincial, Local / Municipal, and Tribal Regulations 7 BCP Regulations US Federal Regulations - BCP USA NFPA Standard on Disaster / Emergency and Business International Regulations: British Standard Business Continuity Canadian Standards Association CAN/CSA-7731-M95 National Standard Emergency Planning for Industry 8

5 How does BCP complement the ICS? Incident is about managing the Incident itself and the consequences of that incident on people, environment, property and business reputation... while Business Continuity is about ensuring the business can continue to operate its normal business during and after the incident People, Processes, Facilities, Technology, Communications, Information Initiate Business Continuity Planning Understand the Business Develop Business Continuity Strategy Build & Implement the Business Continuity Plan Test & Validate the BCP Training Maintenance Procedures Signoff Checkpoint Checkpoint Checkpoint Checkpoint 9 Example to illustrate the difference Imagine a fire occurs at an office facility containing Exploration & Production, Legal, and Human Resources staff The site / facility Incident Team procedures deals with: Evacuation Damage assessment Liaison with emergency services Handling press/media interest in the incident E&P, Legal, and HR businesses have Business Continuity procedures to deal with: Temporary changes to business processes (e.g: work-arounds, reduced service levels) What the business staff should do after they are safely accounted for (e.g: work from home, priority staff accommodated at another BP site, alternate site, etc.) Communications with customers and suppliers 10

6 Related plans play a part... Emergency Response Plans prepares your business and employees to respond to incidents (i.e. fire, first aid, etc.) and crisis (i.e. mass casualty, loss of building, etc). Office Space Continuity Plans (OSCP) deal with provision of alternative accommodation, which may include: Temporary use of other BP offices for priority staff Re-occupying the campus Disaster Recovery Plans deal with recovering and providing IT infrastructure and services to the business, which may include: Contracts with third parties to provide temporary IT services Recovering data using media at off-site locations Acquiring replacement or temporary equipment (e.g. through lease/rental) Each of these needs to draw on the requirements of your business leadership teams, as set out in their respective BCPs 11 Incident Command System

7 Why Use the ICS? A Mature System Complex yet Easy to Learn Applies Equally for Exercises or Actual Incidents Expands / Contracts to fit the incident magnitude Adopted by most of Oil & Gas International Companies Adopted in Many Foreign Countries IT WORKS 13 US Incident Command System A standardized, on-scene, all-hazard incident management concept. It is a management protocol originally designed for emergency management agencies in the United States which was later federalized. ICS is based upon a flexible, scalable response organization providing a common framework within which people can work together effectively. These people may be drawn from multiple agencies that do not routinely work together, and ICS is designed to give standard response and operation procedures to reduce the problems and potential for miscommunication on such incidents. 14

8 US Incident Command System Incidents are defined within ICS as unplanned situations necessitating a response. Examples of incidents may include: Emergency medical situation Hazardous material spills Terrorist attacks Natural disasters such as wildfires, flooding, earthquake or tornado Man-made disasters such as vehicle crashes, industrial accidents, train derailments, or structural fires Search and Rescue operations Hostage crises 15 US Incident Command System Incident command is increasingly applied to events both in emergency management and non-emergency management settings. Events are defined within ICS as planned situations. Examples of events may include: Concerts Parades and other ceremonies Fairs and other gatherings Training exercises Olympics 16

9 US Incident Command System Organizational and System Allow personnel from different organizations to integrate into ONE IC team Interdisciplinary & Organizationally flexible Is a mature system Expands/Contracts to fit the incident magnitude Utilized by most government agencies It works I C S -It s Company Standard -It s Common Sense 17 Principles of ICS Common Terminology Manageable Span-of-Control Unity of Command Modular Organization by Objectives Consolidated Incident Action Plan Pre-designated Incident Facilities Comprehensive Resource Integrated Communications Basic Goals: Clear communication, accountability, & efficient use of resources 18

10 Role of the IMT Provide overall Strategic Direction to response organization Support tactical response operations Establish / Maintain Unified Command Manage External Affairs Prepare Incident Action Plans and General Plan Maintain Situation / Resource Status Provide Logistics Support Services Contract Required Resources Account for Costs 19 NIMS ICS Organization 20

11 BP ICS Organization INCIDENT COMMANDER INFORMATION OFFICER LAW OFFICER SAFETY OFFICER LIAISON OFFICER HUMAN RESOURCES OFFICER SECURITY OFFICER DEPUTY INICIDENT COMMANDER OPERATIONS SECTION CHIEF PLANNING SECTION CHIEF LOGISTICS SECTION CHIEF FINANCE/ ADMIN SECTION CHIEF ON-SCENE COMMANDER RESOURCES UNIT SITUATION UNIT SERVICE BRANCH SUPPORT BRANCH TIME UNIT STAGING AREA(S) BRANCES DIVISIONS & GROUPS SITE SAFETY OFFICER AIR OPERATIONS BRANCH DEMOBILIZATION UNIT TECHNICAL SPECIALISTS SAFETY & IH GROUP DOCUMENTATION UNIT ENVIRONMENTAL UNIT COMM S UNIT MEDICAL UNIT FOOD UNIT SUPPLY UNIT FACILITY UNIT GROUND SUPPORT UNIT PROCUREMENT UNIT COMPENSATION/ CLAIMS UNIT COST UNIT TASK FORCE S STRIKE TEAMS SINGLE RESOURCE S 21 Incident Commander Provides overall leadership for incident response. Delegates authority to others. In some situations, a lower ranking but more qualified person may be designated as the Incident Commander. Takes general direction from agency administrator/official. The Incident Commander performs all major ICS command and staff responsibilities unless the ICS functions are delegated and assigned. The Incident Commander is specifically responsible for: Ensuring incident safety. Providing information services to internal and external stakeholders. Establishing and maintaining liaison with other agencies participating in the incident. 22

12 The Unified Command A single integrated incident organization Unified Command principles: One Incident Command Post One section chief directing each section A single planning process and one Incident Action Plan (IAP) Common incident objectives and common strategies Shared Logistical, and Finance/Administration operations No loss or abdicating of authority, responsibility and accountability Integrated communications 23 NIMS Incident Area Command Area Command: Oversees the management of multiple incidents. Area Command may be Unified, and works directly with Incident Commanders. Incident Command Post Incident Command Post Incident Command Post Incident Command Post: Performs primary tactical-level, on-scene incident command functions. The Incident Commander is located at an Incident Command Post at the incident scene. 24

13 Typical BP Crisis Structure LOCAL RESPONDERS Country Support Team CST MID-LEVEL BUSINESS MANAGEMENT CST SENIOR CORPORATE EXECUTIVES 25 BP Crisis Structure Executive Support Team Business Support Teams Incident Teams Tactical Response Teams BP Naperville Refineries Pipelines Retail Outlets BP Sunbury BP Houston BU / FU Rigs Wells BP Alaska Central BCP BU BCP / BSP DRP OSCP BU BCP / BSP DRP OSCP Rigs BCP-BSP combined With IMP DRP if DCT presence OSCP Pipelines Shipping IMP including Some BCP/BSP elements No OSCP No DRP 26

14 BP Incident System Why BP Adopted ICS? Aspiration is for BP to have a world class crisis management capability What the BP CM Framework is: a management system for Crisis and Emergency Response (CM/ER) in BP and the recommended practice for each stage in the process Why: To have a single, global crisis management & emergency response system based upon BP s core values 28

15 BP s ICS Response Priorities 1 People Employees, Contractors, suppliers, customers and communities 2 Environment Air, water, land 3 Property BP, JV, Contractor s, communities and 3rd party facilities and offices 4 Business BP and JV production, supply, business reputation and brand 29 Why is Important to BP? As a result of the variety of conditions and countries in which we operate, BP s business is vulnerable to disruption from many different incidents. Extreme weather Terrorism Hurricanes Katrina and Rita Computer virus attack Hurricane Ike Texas City Refinery 30

16 BP s ICS Response Philosophy Respond to the incident & it s potential Over-react / Over-respond React to the Incident Potential, not just the current situation Assess What is the true situation Respond Work to mitigate and alleviate the situation Tune the response Stand Down Clearly communicate when the response is over 31 Prepare Respond Recover + Learn Lessons Risk Assessment Strategies Plans Resources Training Exercises Clarity and Focus Teams: Tactical Business Strategic Objectives-led Stakeholder engagement Resume full business activity Enhance Prevention Confirm / Adjust Preparedness 32

17 BP Westlake Campus Overview BP Westlake Campus Overview Helios Plaza Parking Garage Parking Garage WL4 Parking Garage WL3 Parking Garage Parking Garage WL1 WL2 34

18 BP Westlake Campus Overview 6,000+ Employees, Contractors, & Visitors Office Space: Over one million square feet Two BP owned high-rise buildings Partial to full occupancy in four leased buildings All facility services managed through landlord or under contract to BP Property management (for BP buildings) 35 BP Westlake Campus Overview Property Services Incident Site Business Continuity Program Health Safety & Environment Physical Security Office Space Office Services Janitorial Food Services Projects / Maintenance Landlord Oversight 36

19 BP Westlake Campus Overview Westlake Campus Incident Team Emergency response program (i.e. plans, training, and exercises) Mounting and providing direct support of the field response (TRT) to resolve the incident Tactical Response Team Typical Tactical Response Team tasks may include: safety, fire response, HAZMAT, medical, spill response, security, technical rescue and others. The composition of a TRT is driven by the nature and magnitude of an incident and the type and number of tasks that need to be performed. Regardless of the size, the response structure is well defined by the Incident Command System 37 BP Westlake Campus Overview Westlake Business Continuity Team Westlake Campus Business Continuity Plan (BCP) Coordinate tenant Business s BCP s (29 total) Annual BIA & Risk Assessments refresher WL BCP including plans, training, and exercises Alternate Site activation and management operations Manage Pandemic response planning and response activities for the campus 38

20 Westlake Threat Matrix Risk Primary Impact Area (Loss of) Threat Probability Overall Impact Manageability People Office Space ITS Infra. / App. Suppliers Region Threat (Full Site Outage) Hurricane* M H H Flood* M M M Ice Storm* L L H Epidemic / Pandemic* L H L Chemical Spill L L M * Experienced alerts at WestLake in the last 10 years 39 Westlake Threat Matrix Risk Primary Impact Area (Loss of) Threat Probability Overall Impact Focused Threat (Partial Site Outage) Manageability People Office Space ITS Infra. / App. Utility Outage* H L H Fire L M M Isolated Weather L L H e.g. Tornadoes* Terrorism L M L Dependent Site Outage* M H M Suppliers * Experienced alerts at WestLake in the last 10 years 40

21 References References Homeland Security Presidential Directive Homeland Security Presidential Directive FEMA NIMS Resource Center OSHA ICS Toolbox OSHA Emergency Preparedness and Response 42

22 ICS Resources FEMA Independent Study Program (On-line ICS Training) FREE Online Training US Coast Guard Incident Command System Incident Handbook Field Operations Guide (FOG) National Disaster Medical System 43 Conclusion & Questions Questions??? Did we missing anything??? Thanks for your time and attention!!! Keith Benton Office: +1 (281) Cellular: +1 (713)