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HomeMy WebLinkAbout1.01 Application Part 2Alta noble energy SECTION 4 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 4.13 Well Control Incident Scenario: A well blowout has occurred or threatens to occur. The facility may be at risk of fire or explosion, personnel may be injured. A complete or partial evacuation may be required. The blowout may result In an oil spill or gas release. • • - Person in Charge Response Actions • Sound General Quarters • Commence firefighting and • Notify offset • Activate Emergency Shut rescue operations, if safe to operators /community Down do so • Assist well control team as • Account for all personnel • Abandon facility if necessary needed • Provide medical attention to • Notify Incident Commander • Obtain facility damage report injured • Transport injured • Complete Incident/ • Attempt well shut -in • Request Search and Rescue Investigation Report procedures, if safe to do so for any missing persons Incident Management Team ✓ Key Issues Person Responsible ❑ Analyze the situation and determine the worst -case scenario. Plan for all types of contingencies. Ensure personnel safety is given the highest priority. Incident Commander ❑ Order complete or partial evacuation as conditions warrant, Operations Section Chief Li status of well, current control options and status of all personnel. Ensure all sources of Ignition are secured. Operations Section Chief ❑ Initiate search and rescue and/or oil spill response as required. Operations Section Chief ❑ Determine site hazards and develop Site Safety Plan HSE Officer ❑ Notify regulatory agencies. Keep agencies informed of all operations. Liaison Officer ❑ Prepare personnel for interviews by regulatory agencies, Legal Officer ❑ Monitor media reports. Prepare press release if necessary. information Officer to Order well control and firefighting resources and organize transportation of responders and equipment. Logistics Section Chief ❑ Develop facility recovery, repair and resumption of operations plan. Planning Section Chief ❑ Inform and maintain contact with any affected clients or operators. Liaison Officer ❑ Coordinate business impact issues. Incident Commander Uncontrolled copy —Valid only at 9/23/2008 12:12 PM J. Connor Consulting, Inc Page 4-15 F� la noble rgy SECTION 5 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 5,1 Incident Command System Concept This management system for responding to emergency situations is designed to be applicable to all incidents, regardless of nature, severity, or location. Although they are flexible in nature, acceptance and application of the system should be viewed as a critical success factor in the ability to organize and manage incident response operations, and to take all necessary actions to protect the public, environment, and company personnel and assets. Uncontrolled copy- -Valid only at 9/23/2008 12:13 PM J. Connor Consulting, Inc Page 5-1 noble SECTION 5 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 5.2 Organizational Principles of the ICS Noble Energy, Inc.'s organizational and management approach to incident response and crisis management operations is accomplished through the Incident Management System (IMS). Based on the Incident Command System (ICS), this Incident Management System has been adopted by Noble Energy, Inc. because: • It is compliant with the National Incident Management System (NIMS), the response management system adopted by federal, state, and local government response organizations, • It functionally meets the goals and requirements of Noble Energy, Inc.'s EH &S policies and standard for environmental excellence and • It ensures ongoing performance capabilities within local and regional legislation. The Incident Command System organizational principles that have been adopted by this Incident Management System are: • The ability to address all risks and hazards, •The ability to mobilize an organization that is functional (i.e., one that is organized to perform the tactical and strategic work necessary to address the incident and to protect people, the environment and property), •The ability to activate and deactivate the functional organization in a modular fashion, •The maintenance of a hierarchical structure that has a clear Chain -of- Command and well defined reporting relationships, and • The ability to establish and maintain a Unified Command with involved incident response organizations. The Incident Command System management principles that have been adopted by Noble Energy, Inc.'s Incident Management System are: •The use of common terminology, •The maintenance of a manageable Span -of- Control, +The preparation of Incident Action Plans, •The use of comprehensive resource management techniques, • The pre - designation of incident facilities and •The establishment of integrated communications. Uncontrolled copy —Valid only at 9/2312008 12 :13 PM J. Connor Consulting, Inc Page 5-2 rta'0:� noble SECTION 5 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 5.3 Incident Command System Functionality The primary organizational principle of ICS is that response teams should be functional in nature (i.e., they should be organized to carry out the work that must be performed to protect people, property, and the environment). Five major functions have been identified that serve as the foundation of the Incident Management Organization: Command, Operations, Planning, Logistics, and Finance. In a small incident, a single person can address all five functions. The Incident Management Team is multi - functional and covers areas including Public Affairs, Community Liaison, Legal, Human Resources, ES &H, Operations, Planning, Logistics, and Finance. Incident Management organizations are modular in nature; that is, they are activated and de- activated in a modular fashion. When an incident occurs, the Incident Management Team's Incident Commander activates only the functions needed to support tactical response operations; and deactivates the functions as soon as they are no longer needed. In addition, Incident Management organizations are hierarchical in nature. There is a clear chain -of- command to facilitate communications and the decision - making process. Finally, the structure of Incident Management organizations must remain flexible. Uncontrolled copy —Valid only at 9/23/2008 12:13 PM J. Connor Consulting, Inc Page 5-3 noble energy SECTION 5 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 5.4 Common Terminology An Incident Management Team is made up of individuals who may not work together except during emergency response operations. When they come together, the use of common terminology is viewed as an essential element in team building and communications, both internally and with response personnel from government organizations and contractors. The Incident Command System (ICS) promotes the use of common terminology, and has an associated glossary of terms that help bring consistency to positions titles, the description of resources and how they can be organized, the types and names of incident facilities, and a number of other subjects Uncontrolled copy —Valid only at 9123/2008 12:1' 3 PM J. Connor Consulting, Inc Page 5-4 nenoble energy SECTION 5 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 5.5 Manageable Span -of- Control Manageable span -of- control is the mast fundamentally important principle of the Incident Command System (ICS). It applies to the management of individual responsibilities and allocation of any required response resources. The objective is to limit the number of responsibilities being handled by, and the number of resources reporting directly to, an individual. Based on experience, the number is thought to range from three to seven, with five being considered an optimum number. When span -of- control problems arise, they can be addressed by expanding the organization in a modular fashion. This can be accomplished in a variety of ways. When the number of single resources exceed a person's span -of- control, they can be grouped together into Task Forces. When the number of Task Forces exceeds a person's span -of- control, they can be grouped into Divisions (Task Forces are assigned to a specific geographic area) or Groups (i,e., when the Task Forces are assigned to functions that cross the geographic boundaries of Divisions). When the number of Divisions and /or Groups exceed a person's span -of- control, the Divisions and/or Groups can be divided into Branches. Uncontrolled copy —Valid only at 9/23/2008 12:13 PM J. Connor Consulting, Inc Page 5-5 noble energy SECTION 5 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 5.6 Objective- Driven Response The Incident Command System (ICS) promotes a structured pattern of thought for personnel managing response operations. It stresses the importance of establishing and addressing objectives in the formulation and execution of plans of action. The Incident Commander's reports should engage in a continuous assessment process designed to: • Determine what must be done, if anything, to stabilize the incident, and to protect people, property, and the environment; and, • Evaluate the effectiveness of ongoing tactical response operations The Incident Management Team process should result in the formulation of an overall strategy that defines what tactical responders will be asked to achieve, and tactics that define how the strategy will be implemented. Once the tactics are defined, the work to be done to carry out the tactics should be broken down into manageable tasks. Each task should be assigned to a Task Leader, and available tactical response resources should be assigned to the tasks. Information on the overall strategy, tactics, and tasks should be forwarded to the Incident Management Team (IMT) where it should serve as the basis for the formulation of Strategic Response Objectives. Uncontrolled copy —Valid only at 9/23/2008 12 :13 PM J. Connor Consulting, Inc Page 5-6 na.noble energy SECTION 5 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 5.7 Incident Action Plans The structure pattern in Section 5.6, Objective- Driven Response, leads to the formulation of field assignments. Field assignments describe exactly what is going to be done to address response objectives, by whom, how, where, when and with what resources. Field assignments, in turn, serve as the nucleus of a document referred to as an Incident Action Plan (IAP). An Incident Action Plan generally is prepared for a period of time referred to as the next Operational Period. In addition to field assignments, an Incident Action Plan may contain: • overall response objectives • an organizational assignment list • a communication plan • an emergency medical plan •an air operations plan • environmental sensitivities to be observed by field operations • other documents The actual contents of an Incident Action Plan vary depending on the nature and demands of response operations. When two or more response organizations are responding to an incident, it is important that the organizations work together to formulate one consolidated Incident Action Plan that fully addresses mutually agreed - upon objectives. Uncontrolled copy —Valid only at 9/23/2008 12:13 PM J. Connor Consulting, Inc Page 5-7 L ia noble SECTION 5 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 5.8 Planning Cycle In addition to an organizational structure, the Incident Command System is a management tool built around a schedule of tasks, planning and meetings. Operational Periods are established, usually from 12 to 24 hours, and during each period a series of meetings occur, goals are established, and plans for the next Operational Period are developed. See Figure 3.1 on page 3 -3 for a list and description of the meeting cycle, which should be repeated during each Operational Period. The key goals of the Incident Command System (ICS) are to proactively manage the incident by preparing an Incident Action Plan for the next Operational Period, dispatch resources in a precise and controlled manner, and monitor the response, making adjustments as circumstances change. Uncontrolled copy —Valid only at 912312008 12:13 PM J. Connor Consulting, Inc Page 5-8 na noble SECTION 5 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Proactive Phase ICS PLANNING CYCLE OPERATIONAL PERIOD Prep for Planning Mtg. Draft IAP Preparation Tactics Meeting Prep for Tactics Meeting Command & General Staff Meeting Planning Meeting The Planning Cycle IC /UC Sets Objectives Prep for UC Objectives Mtg Assessment Meetings Initial UC Meeting IAP Prep & Approval Operations Briefing -'`.......;.- Execute Plan & Assess Progress New Period Begins Incident Brief ICS Form 201 Initial Response & Assessment Notifications Incident/Event Uncontrolled copy —Valid only at 9/23/2008 12:13 PM Initial response J. Connor Consulting, Inc Page 5 -9 noble energy SECTION 6 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 6.1 Role of the Incident Management Team The role of the Incident Management Team is as follows: • Size up the incident, its potential, and the nature and status of tactical response operations. • Develop Strategic Objectives and response priorities. • Gather information on the nature and location of tactical response operations and the resources being used to carry out the operations. • Secure the resources necessary to support tactical response operations. • Continuously assess incident potential to determine an incident's capacity to grow into a crisis situation. • Develop Incident Action Plans describing field assignments for the next. Operational Period. • Secure the resources necessary to implement Incident Action Plans. • Prepare a General Plan that scopes emergency response operations from initial notification to the completion of demobilization operations. • Secure the resources necessary to implement the Incident Action Plan. • Institute and enforce appropriate financial controls. • Review the business response to the incident and be assured that group concerns (e.g. external media, governmental and shareholder issues) are considered and appropriately managed. Uncontrolled copy — Valid only at 9/23/2008 12:13 PM J. Connor Consulting, Inc Page 6-1 rita noble energy SECTION 6 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 6.2 Team Member Roles & Responsibilities The checklists on the following pages are designed to highlight the general roles and responsibilities of Incident Management Team members for responses to emergencies. These duties and responsibilities may have to be adjusted to fit the actual circumstances of the incident. The following responsibilities apply to all Noble IMT members: 1) Be on call 24 hours a day. 2) Maintain a current version of this Incident Management Plan. 3) Participate in team training, drills and plan updates. 4) Be prepared to control the flow of information in your area of responsibility. 5) Mobilize to designated Incident Command Post or alternate locations immediately upon notification, but not at the expense of personal safety. 6) Check in upon arrival at the Incident Command Post. 7) Assist with setting up the Incident Command Post as required. 8) Activate plan to cover normal business responsibilities as required. 9) Maintain a log of all communications and events affecting your area of responsibility. 10) Forward a copy of all written correspondence to the Documentation Unit Leader. 11) Avoid making public statements and refer all media inquiries to the Information Officer. 12) Update Liaison Officer with all external communications. Uncontrolled copy --Valid only at 9/23/2008 12:13 PM J. Connor Consulting, Inc Page 6-2 noble energy SECTION 6 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 6.3.1 Incident Commander Uncontrolled copy —Valid only at 9/2312008 12:13 PM J. Connor Consulting, Inc Page 6-3 Incident Commander The Incident Commander is responsible for the overall management of the incident. The Incident Commander directs response activities, including development and implementation of strategic decisions and approves ordering and releasing of resources. Roles and Responsibilities _ Comments A. Upon notification of incident, obtain the following information: 1. Status of incident: • Have personnel been evacuated? . What is location and mode of travel? • Is personnel safety an issue? • Has source been stopped? • Is there potential for the situation to deteriorate? 2. Number of injuries and immediate assistance including: • Names of injured • Extent of injuries • Employer (if contract) • Confirm Med -Evac has been dispatched, if necessary • Name of hospital where injured are being transported • Estimated time of arrival at hospital 3. Notify joint partners of incident, and update them on a regular basis. 4. Review Incident Notification Form. b. Obtain information on damage to facilities. Activate Incident Management Team. 1, Advise receptionist to send undirected calls to recording assistant. 2. Distribute Incident Report and brief IMT regarding the spill. 3. Ensure Command Staff /Section Chief positions are filled. 4. Notify the Corporate Incident Commander. B. II■ Uncontrolled copy —Valid only at 9/2312008 12:13 PM J. Connor Consulting, Inc Page 6-3 noble energy SECTION 6 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Uncontrolled copy —Valid only at 9/23/2008 12 :13 PM J. Connor Consulting, Inc Page 6-4 Incident Commander Assess /discuss the situation. Establish priorities such as: C. 1. Safety of personnel (field, responders, surrounding population) and Site Safety Plan development. 2. Source control. 3. Agency notifications, 4. Weather. 5. Continued surveillance of the situation. Conduct planning /assessment meetings on a regular basis. in D. 1. Evaluate and adjust strategic and tactical objectives, as well as response priorities based upon input from IMT and government agencies, if applicable. 2. Relay critical information to appropriate 1MT members. Coordinate IAP development based upon objectives and priorities identified. E. F. Implement a Unified Command System with agency responders, if requested. G, Approve requests for additional resources and for release of resources. H. Review the accuracy of information prior to release to the public. Review and approve written reports prior to submittal to regulatory agencies. I. J. Coordinate with Finance Section Chief to: 1. Develop and review delegations of authority and expenditure approval limits. 2. Provide effective accounting, cost control and office support functions for the response operation. K. Provide relief personnel for essential 1MT assignments. Seek appropriate legal counsel. j L. M. Order the demobilization of response resources when appropriate. Uncontrolled copy —Valid only at 9/23/2008 12 :13 PM J. Connor Consulting, Inc Page 6-4 • v noble SECTION 6 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 6.3.2 Safety Officer Uncontrolled copy —Valid only at 9123/2008 12:13 PM J. Connor Consulting, Inc Page 6-5 Safety Officer The Safety Officer is responsible for monitoring and assessing hazardous and unsafe situations, in 'addition to developing measures for assurance of personnel safety. Roles and Responsibilities Comments Obtain 1. briefing from incident Commander. Evaluate search and rescue operations. Follow up on evacuated personnel. Consider; . Debriefing Team • Drug testing , if appropriate Contact third -party for safety support, if necessary. safety of personnel at site, responders and surrounding Establish safety zone as necessary. Evaluate and monitor the following: • Oxygen levels • Explosive character • Toxicity of the air on scene • Splash and ingestion hazards Determine if public could be affected by the incident. the preparation and implementation of a Site Safety Plan. Establish first aid posts. Conduct safety inspections. Verify personnel have correct PPE. Monitor personnel for conformance with Site Safety Plan. A. 2. 3. Determine population. 1. 2. 3 Ensure 1. 2. 3. A. B. I— l C. Uncontrolled copy —Valid only at 9123/2008 12:13 PM J. Connor Consulting, Inc Page 6-5 °c f noble 1� energy SECTION 6 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN r Safety Officer Assist Service Branch Director (Logistics) with medical plan, if requested. 1 ] D. F1 E. Ensure response operations are conducted in compliance with Hazardous Waste Operations and Emergency Response (HAZWOPER) requirements. F. Stop and prevent unsafe acts, if necessary. Develop and issue safety bulletins, alerts, etc. on issues affecting or likely to affect worker safety. G. H, Investigate, report, and record safety - related accidents that occur during response operations. Develop remedial actions to avoid future occurrences. I—I I. Demobilize as ordered, J. Assist with investigation of cause of incident Uncontrolled copy —Valid only at 9/23/2008 12:13 PM J. Connor Consulting, Inc Page 6-6 IV.noble energy SECTION 6 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 6.3.3 Liaison Officer a Liaison Officer , The Liaison Officer notifies federal, state, and local agencies of incident and remains the point of contact for personnel assigned to the incident from assistiri or cooperating agencies. Roles and Responsibilities Comments A. Obtain briefing from Incident Commander. B. Notify federal, state and local agencies as outlined below. 1. Record names of agency personnel notified. 2. Record timeldate of each call, and appropriate incident number assigned to the incident. 3, Advise each agency that you wit be the Responsible Party contact. 4. Respectfully request a review of all public statements prior to issuance by agencies, in order to ensure accuracy of data. C. Identify representatives from each agency, including communications link and location. D. Participate in planning meetings. Provide current agency resource status information. E. Prepare initial written reports to agencies as required. Obtain approval from Legal Officer and Incident Commander prior to submittal to agencies. F. Work with Operations Section Chief to arrange tours and briefings for elected officials, if appropriate. G. After response operations cease, obtain composite log from Documentation Unit Leader and prepare final written reports to agencies as required. Obtain approval from Incident Commander and Legal Officer prior to submittal to agencies. Uncontrolled copy—Valid only at 9/23/2008 12:13 PM J. Connor Consulting, Inc Page 6-7 =, noble energy SECTION 6 PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN Section 6.3.4 Information Officer Uncontrolled copy —Valid only at 9/23/2008 1213 PM J. Connor Consulting, Inc Page 6-8 Information Officer The Information Officer is responsible for developing and releasing information news media, incident personnel, as well as other appropriate agencies and organizations. about the incident to the Comments Roles and Responsibilities Obtain briefing and special instructions from Incident Commander. Establish procedures for handling media relations and distribute guidelines to the IMT. Activate media consulting firm, if necessary. Establish a single information center with agencies. This may be called the Joint Information Center (JIC). The JIC will: 1, Gather information. 2. Resolve conflicting Information. 3. Staff telephone banks to accept and respond to media queries. 4. Prepare staff for walk -In questions and contacts. Arrange for necessary work space, materials, telephones, and staffing. Obtain copies of current Incident Reports and Incident Action Plans. Counsel the Incident Commander on expected media interest, and how the media may perceive data. Identify community concerns by: 1. Preparing for response to phoned in citizens' questions. 2. Providing speakers to citizen groups as necessary and/or requested. 3. Hold informational public meetings as deemed necessary. 4. Track community attitudes. Advise Incident Commander and address problems as needed. A 13 j C. I. D. I E. 1 ] F. G. U H. Uncontrolled copy —Valid only at 9/23/2008 1213 PM J. Connor Consulting, Inc Page 6-8