Introduction to the Incident Command System

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Introduction to the

Incident Command System

Keith Benton MPH, REHS, CBCP

BP Westlake Campus Business Crisis & Continuity 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 Crisis & Continuity Advisor, Property Management Group

− BP – Crisis Management Advisor, Houston Crisis Center

− BP – NAG Wells Safety Specialist, Arkoma, Oklahoma

− Helmerich & Payne – International HSE Specialist

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C&CMCrisis & Continuity Management

Agenda

• US Regulations

• Incident Command System Overview

• BP Incident Command System

• BP Westlake Campus Overview

• Conclusion & Questions

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Mandates

Federal Regulations

• Management of Domestic Incidents

HSPD-5

HSPD-8

• National Response Plan (NRP)

• National Incident Management System (NIMS)

• National Preparedness

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

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US Federal Regulations - ICS

• Homeland Security Presidential Directives (HSPDs) • US Dept of Homeland Security

− National Incident Management 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 154.1035(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

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BCP Regulations

US Federal Regulations - BCP

• USA NFPA 1600 - Standard on Disaster / Emergency

Management and Business

International Regulations:

• British Standard 25999 - Business Continuity Management

• Canadian Standards Association CAN/CSA-7731-M95

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How does BCP complement the ICS?

Incident Management 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 Sign-off Maintenance Procedures Training Test & Validate the BCP Build & Implement the

Business Continuity Plan Develop Business Continuity Strategy Understand the Business Initiate Business Continuity Planning

People, Processes, Facilities, Technology, Communications, Information

Sign-off Maintenance Procedures Training Test & Validate the BCP Build & Implement the

Management Checkpoint Management Checkpoint Management Checkpoint Management Checkpoint

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 Management 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.)

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Related plans play a part . . .

• Emergency Response Plansprepares 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 Plansdeal 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

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• 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

Why Use the ICS?

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.

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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

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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

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US Incident Command System

• Organizational and Management 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

Management Principles of ICS

• Common Terminology • Manageable Span-of-Control • Unity of Command

• Modular Organization • Management by Objectives • Consolidated Incident Action Plan • Pre-designated Incident Facilities • Comprehensive Resource Management • Integrated Communications

Basic Goals: Clear communication, accountability, & efficient use of resources

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• 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

Role of the IMT

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BP ICS Organization

LIAISON OFFICER HUMAN RESOURCES OFFICER SECURITY OFFICER INCIDENT COMMANDER INFORMATION OFFICER LAW OFFICER SAFETY OFFICER OPERATIONS

SECTION CHIEF PLANNING SECTION CHIEF SECTION CHIEFLOGISTICS

FINANCE/ ADMIN SECTION CHIEF ON-SCENE COMMANDER STAGING AREA(S) SITE SAFETY OFFICER BRANCES AIR OPERATIONS BRANCH DIVISIONS & GROUPS TASK FORCE S STRIKE TEAMS RESOURCESINGLE

S

RESOURCES

UNIT SITUATION UNIT DEMOBILIZATION

UNIT

DOCUMENTATION UNIT

TECHNICAL

SPECIALISTS ENVIRONMENTAL UNIT SAFETY & IH

GROUP

SERVICE

BRANCH SUPPORT BRANCH

COMM‘S UNIT MEDICAL UNIT FOOD UNIT SUPPLY UNIT FACILITY UNIT GROUND SUPPORT UNIT TIME UNIT PROCUREMENT UNIT COMPENSATION/ CLAIMS UNIT COST UNIT DEPUTY INICIDENT COMMANDER

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.

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• 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

The Unified Command

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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.

Area Command: Oversees the management of multiple incidents. Area Command may be Unified, and works directly with Incident Commanders. Area Command Area Command Incident Command Post Incident Command Post Incident Command Post Incident Command Post Incident Command Post Incident Command Post

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CST

Typical BP Crisis Structure

SENIOR CORPORATE EXECUTIVES MID-LEVEL BUSINESS MANAGEMENT LOCAL RESPONDERS Country Support Team

BP Crisis Structure

Retail Outlets Pipelines Shipping BP Naperville Wells Rigs BP Alaska BP Houston Refineries BU / FU BP Sunbury Central BCP BU – BCP / BSP DRP OSCP Executive Support Team BU – BCP / BSP DRP OSCP Business Support Teams BCP-BSP combined With IMP DRP if DCT presence Incident Management Teams IMP including Some BCP/BSP elements No OSCP Tactical Response Teams Rigs Pipelines

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BP Incident Management System

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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 Management 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

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BP’s ICS Response Priorities

Environment

Air, water, land

2

Business

BP and JV – production, supply, _{business reputation and brand}

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Property

BP, JV, Contractor’s, communities_{and 3rd party facilities and offices}

3

People

Employees, Contractors, suppliers, _{customers and communities}

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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

•Computer virus attack

Hurricanes Katrina and Rita

Texas City Refinery

Why is C&CM Important to BP?

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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

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Crisis & Continuity Management

• Plans

• Resources

• Training

• Exercises

Prepare

Respond

Recover

+

Learn Lessons Clarity and Focus •Teams: −Tactical −Business −Strategic •Objectives-led •Stakeholder engagement •Resume full business activity •Enhance Prevention •Confirm / Adjust Preparedness Risk Assessment Strategies

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BP Westlake Campus Overview

Parking Garage WL1 Parking Garage Parking Garage _WL4 WL3 WL2 Parking Garage Helios Plaza Parking Garage

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• 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)

BP Westlake Campus Overview

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Property Management Services

• Incident Management

• Site Business Continuity Program • Health Safety & Environment • Physical Security • Office Space • Office Services • Janitorial • Food Services • Projects / Maintenance • Landlord Oversight

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Westlake Campus Incident Management 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

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

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Westlake Threat Matrix

Risk Primary Impact Area (Loss of)

Threat Probability Overall Impact Manage-ability People Office Space ITS Infra. / App. Suppliers

Region Threat (Full Site Outage)

Hurricane* M H H 9 9 9 9 Flood* M M M 9 Ice Storm* L L H 9 Epidemic / Pandemic* L H L 9 9 9 9 Chemical Spill L L M 9 9

* Experienced alerts at WestLake in the last 10 years

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Westlake Threat Matrix

Risk Primary Impact Area (Loss of)

Threat Probability Overall Impact Manage-ability People Office Space ITS Infra. / App. Suppliers

Focused Threat (Partial Site Outage)

Utility Outage* H L H 9 9 Fire L M M 9 Isolated Weather – e.g. Tornadoes* L L H 9 Terrorism L M L 9 9 Dependent Site Outage* M H M 9

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References

• Homeland Security Presidential Directive - 5 http://www.fas.org/irp/offdocs/nspd/hspd-5.html

http://www.dhs.gov/xabout/laws/gc_1214592333605.shtm • Homeland Security Presidential Directive - 8

http://www.fas.org/irp/offdocs/nspd/hspd-8.html

http://www.dhs.gov/xabout/laws/gc_1215444247124.shtm • FEMA NIMS Resource Center

http://www.fema.gov/emergency/nims/index.shtm • OSHA ICS Toolbox

http://www.osha.gov/SLTC/etools/ics/index.html • OSHA Emergency Preparedness and Response

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ICS Resources

• FEMA Independent Study Program (On-line ICS Training)

http://training.fema.gov/IS/crslist.asp

http://www.fema.gov/emergency/nims/index.shtm

• US Coast Guard

− Incident Command System

http://homeport.uscg.mil/mycg/portal/ep/browse.do?channelId=-17668

− Incident Management Handbook

http://dfg.ca.gov/ospr/about/msb/readiness/2006_imh.pdf

− Field Operations Guide (FOG)

http://www.uscg.mil/hq/g-m/nmc/response/fog.pdf

• National Disaster Medical System

http://www.hhs.gov/aspr/opeo/ndms/index.html

FREE Online Training

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Conclusion & Questions

• Questions???

• Did we missing anything???

• Thanks for your time and attention!!! • Keith Benton

− Office: +1 (281) 366-6530 − Cellular: +1 (713) 449-5732 − E-mail: [email protected]