SECTOR LONG ISLAND SOUND AREA CONTINGENCY PLAN 2016

Transcription

1 SLIS AREA CONTINGENCY PLAN SECTOR LONG ISLAND SOUND AREA CONTINGENCY PLAN 2016 Transport Rock to Matinecock Point Through Long Island to East Rockaway Inlet and extending Southeast 200NM Everything eastward until Watch Hill RI Southeast through Block Island Sound and out 200 NM. A Contingency Response Plan for Oil Spills and Hazardous Substance Releases on Long Island Sound

2 SLIS AREA CONTINGENCY PLAN

3 SLIS AREA CONTINGENCY PLAN Record of Changes Change Number ACP Section # and Page or Attachment Date Entered Change Entered By

4 Record of Review SLIS AREA CONTINGENCY PLAN Date of Review Reviewed By

5 SLIS AREA CONTINGENCY PLAN 1000 Introduction Multi-agency (public agencies, nongovernmental organizations, industry, and general public) and multi-discipline responses are the norm in today s environment. The ability of local responders to conduct multi-agency response operations is absolutely essential to minimizing loss of life and damage to the environment, and protecting property. Through Sector Long Island Sound Area Committees, port stakeholders have worked together to develop the Long Island Sound Area Contingency Plan (ACP). The mandate for an ACP came about from an amendment to the Clean Water Act to strengthen preplanning and provide for a well-coordinated response effort. The ACP defines the basis from which response operations will be conducted in response to hazardous substances, oil, and pollutants or contaminants. The ACP has taken on even greater importance following the events of September 11, Historically, the users of the ACP have been confronted with incidents that were caused by nature (i.e. hurricane) or from the unintentional actions of individuals (i.e. grounding a vessel). In today s environment where terrorism is a greater reality, the intentional release of a hazardous substance, oil, biological agent or radiation poses unique challenges to those who respond. Unified Commanders may have to simultaneously manage protecting public health, safety and the environment along with coordinating a law enforcement response. The importance of the Long Island Sound Port Complexes and environmentally sensitive areas throughout Commander, Sector Long Island Sound s Area of Responsibility requires strong partnerships among federal, state and local governments and industry to prevent, and, if necessary, respond to incidents threatening the port. The ACP is a blueprint that is designed to ensure that the initial actions taken in response to a hazardous substance release, oil spill, radiological or biological incidents that occur in the maritime environment are effectively managed from the start. However, incidents, like fingerprints, are never identical and once initial actions have been taken responders will assess the incident and tailor their strategies and tactics to match the reality of the situation on the ground. The Long Island Sound Area Contingency Plan has been designed to meet the requirements and intent of the National Oil and Hazardous Substances Pollution Contingency Plan (NCP), is aligned with the National Response Framework (NRF), and built around the principles the National Incident Management System (NIMS)

6 SLIS AREA CONTINGENCY PLAN 1010 How to use Long Island Sound Area Contingency Plan The Long Island Sound Area Contingency Plan is designed along the lines of the National Response Framework and contains a base plan supported by five geographic response plans (GRP) and five incident annexes that include oil, hazardous substances, biological, radiological and terrorism. The Geographic Response Plans are designed to be used for every contingency covered in the Area Contingency Plan and is supplemented with the appropriate annex. In the event of a hazardous substance incident both the GRP and the Hazardous Substance Incident Annex should be consulted. In the event that the hazardous substance incident involved suspected or actual terrorist involvement the Terrorism Incident Annex would be consulted in addition to the GRP and the Hazardous Substances Incident Annex. Information contained in the ACP, GRP and Annexes is built on the foundation of the Incident Command System. For example, if you are the Incident Commander for the incident you would first consult the Incident Commander section of the ACP and then go to the incident specific annex to see if there are any unique issues that you as the Incident Commander should consider in addition to those listed in the main plan. Where appropriate links have been inserted to provide responders with sample documents or other information that may be helpful. Throughout this document the term Coast Guard Incident Commander is used to describe the Coast Guard Officer that has been delegated the following authorities: Captain of the Port, Federal On-scene Coordinator and Federal Maritime Security Coordinator Maintenance of Area Contingency Plan Maintenance of this plan is the responsibility of the Chief, Contingency Planning and Force Readiness at Sector Long Island Sound. The original document will reside in that office. The ACP is considered a living document. Updates and revisions will be conducted on an ongoing basis throughout the year. Suggestions and comments about the plan are welcome at any time. A formal review will be conducted annually. A record of changes will be maintained with the plan. The most current version of the plan will be posted on the Sector Long Island Sound Homeport Micro site. The ACP posted on the Homeport micro site will not contain sensitive security information (SSI)

7 SLIS AREA CONTINGENCY PLAN 1030 Area Contingency Plan Purpose The Long Island Sound Area Contingency Plan describes the strategy for a coordinated federal, state and local response to any vessel, offshore facility, submerged pipeline or waterfront facility within Sector Long Island Sound, Area of Responsibility, that experience: A discharge or substantial threat of discharge of oil A release or threat of release of a hazardous substance An exposure to or threat of an exposure to harmful biological substances An exposure to or threat of an exposure to a radiological substances One of the above incidents combined with a threat of an act of terrorism Discharges, releases or exposure incidents can occur for various reasons and the causes can include human error, mechanical failure, fire, and explosion and/or hostile or terrorist activity. In the writing of this plan, a number of factors were considered such as: Spill histories Vessel traffic flow through the area Hazard and risk assessments Seasonal considerations The maximum product capacities and the operating records of facilities and vessels within the area This plan shall be used as: A resource and response guide during actual spills or incidents A framework for response mechanisms to evaluate shortfalls and weaknesses in the response structure before a spill or incident A guide for reviewing vessel and facility response plans required by OPA 90, to ensure consistency. This Plan consists of a base plan and five Annexes. The five annexes are: Oil Hazardous Material Biological Radiological Terrorism

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9 SLIS AREA CONTINGENCY PLAN Definitions The definitions and acronyms utilized throughout this plan are taken from the National Contingency Plan (40 CFR Part 300.5), CERCLA, OPA 90, or the CWA, as amended by OPA 90. ACTIVATION - Means notification by telephone or other expeditious means to the appropriate state and local officials, or to the regional or district office of participating agencies. ADVERSE WEATHER - Means the weather conditions that will be considered when identifying response systems and equipment in a response plan for the applicable operating environment. Factors to consider include significant wave height, ice, temperature, weather-related visibility, and currents within the Captain of the Port (COTP) zone in which the systems or equipment are intended to function. AVERAGE MOST PROBABLE DISCHARGE (facilities) - Means a discharge of the lesser of 50 barrels or l percent of the volume of the worst case discharge. COASTAL WATERS - Generally means U.S. waters which are navigable by deep-draft vessels, including the contiguous zone and parts of the high seas to which this plan is applicable, and other waters subject to tidal influence. CONTIGUOUS ZONE - Means the zone of the high seas, established by the United States under Article 24 of the Convention on the Territorial Sea and Contiguous Zone, which is contiguous to the territorial sea and which extends nine miles seaward from the outer limit of the territorial sea. EXCLUSIVE ECONOMIC ZONE - Means the zone contiguous to the territorial sea of the United States extending to a distance up to 200 nautical miles from the baseline from which the breadth of the territorial sea is measured. INLAND WATER - For the purposes of classifying the size of discharges, means those waters of the United States in the inland zone, waters of the Great Lakes, and specified ports and harbors on inland rivers. MAJOR DISCHARGE - Means a discharge of more than 10,000 gallons of oil to the inland waters; or a discharge to the coastal waters of more than 100,000 gallons of oil; or a discharge of a hazardous substance that poses a substantial threat to the public health or welfare, or results in critical public concern (40 CFR 117). MARINE TRANSPORTATION-RELATED FACILITY (MTR facility) - Means an onshore facility, including piping and any structure used to transfer oil to or from a vessel, subject to regulation under 33 CFR Part 154 and any deepwater port subject to regulation under 33 CFR Part 150. MAXIMUM EXTENT PRACTICABLE (facility) - Means the planning values derived from the planning criteria used to evaluate the response resources described in the

10 SLIS AREA CONTINGENCY PLAN response plan to provide the on-water recovery capability and the shoreline protection and cleanup capability to conduct response activities for a worst case discharge from a facility in adverse weather. MAXIMUM EXTENT PRACTICABLE (vessel) - Means the planning values derived from the planning criteria used to evaluate the response resources described in the response plan to provide the on-water recovery capability and the shoreline protection and cleanup capability to conduct response activities for a worst case discharge from a facility in adverse weather. MAXIMUM MOST PROBABLE DISCHARGE (facility) - Means a discharge of the lesser of 1,200 barrels or 10 percent of the volume of a worst-case discharge. MAXIMUM MOST PROBABLE DISCHARGE (vessel) - Means a discharge of up to - 2,500 barrels of oil for vessels with an oil cargo capacity equal to or greater than 25,000 barrels; or 10% of the vessels oil cargo capacity for vessels with a capacity of less than 25,000 barrels. MEDIUM DISCHARGE - Means a discharge of 1,000 to 10,000 gallons of oil to the inland waters 10,000 to 100,000 gallons of oil to the coastal waters A discharge of a hazardous substance equal to or greater than a reportable quantity as defined by regulation (40 CFR 117). MINOR DISCHARGE - Means a discharge to the inland waters of less than 1,000 gallons of oil; or a discharge to the coastal waters of less than 10,000 gallons of oil; or a discharge of a hazardous substance in a quantity less than that defined as reportable by regulation (40 CFR 117). NON-PERSISTENT OR GROUP I OIL - Means petroleum-based oil that, at the time of shipment, consists of hydrocarbon fractions - At least 50% of which by volume, distill at a temperature of 340 degrees C (645 Degrees F); and At least 95% of which by volume, distill at a temperature of 370 degrees C (700 Degrees F). NON-PETROLEUM OIL - Means oil of any kind that is not petroleum based. It includes, but is not limited to, animal and vegetable oils. PERSISTENT OIL - Means petroleum-based oil that does not meet the distillation criteria for non-persistent oils. For the purposes of this document, persistent oils are further classified based on specific gravity as follows: Group II - Specific gravity less than.85 (e.g. gasoline, kerosene, Nigerian Light Crude).

11 SLIS AREA CONTINGENCY PLAN Group III - Specific gravity between.85 and less than.95 (e.g. Arabian and Kuwait Crude). Group IV - Specific gravity between.95 to and including 1.0 (e.g. Bunker C, #6 Fuel Oil). Group V - Specific gravity greater than 1.0 (e.g. Carbon Black). QUALIFIED INDIVIDUAL (S) - Means an English-speaking representative(s) of the facility identified in the plan, located in the United States, available on a 24-hour basis, familiar with implementation of the facility response plan, and trained in his or her responsibilities under the plan. RESPONSE RESOURCES - Means the personnel, equipment, supplies, and other capability necessary to perform the response activities identified in a response plan. SPILL OF NATIONAL SIGNIFICANCE (SONS) - is defined as a spill which greatly exceeds the response capability at the local and regional levels and which, due to its size, location, and actual or potential for adverse impact on the environment is so complex, it requires extraordinary coordination of Federal, State, local and private resources to contain and clean up. Only the Commandant of the Coast Guard or the Administrator of the EPA can declare a SONS. SUBSTANTIAL THREAT OF A DISCHARGE (facility) - Means any incident or condition involving a facility that may create a risk of discharge of fuel or cargo oil. Such incidents include, but are not limited to storage tank or piping failures, above ground or underground leaks, fires, explosions, flooding, spills contained within the facility, or other similar occurrences. SUBSTANTIAL THREAT OF SUCH A DISCHARGE (vessel) - Means any incident involving vessel that may create a significant risk of discharge of fuel or cargo oil. Such incidents include, but are not limited to groundings, standings, collisions, hull damage, fire, explosion, flooding, on-deck spills, loss of propulsion, or other similar occurrences. VESSELS CARRYING OIL AS A PRIMARY CARGO - Means all vessels carrying bulk oil cargo that have a Certificate of Inspection issued under 46 CFR Subchapter D (except for dedicated response vessels), Certificate of Compliance, or Tank Vessel Examination Letter. VESSELS CARRYING OIL AS A SECONDARY CARGO - Means vessels carrying oil pursuant to a permit issued under 46 CFR Subchapter D ( ), 46 CFR Subchapter H ( ), or 46 CFR Subchapter I ( ), an International Oil Pollution Prevention (IOPP) or Noxious Liquid Substance (NLS) certificate required by 33 CFR or , a dedicated response vessel operating outside a response area, or any uninspected vessel that carries bulk oil cargo

12 SLIS AREA CONTINGENCY PLAN WORST CASE DISCHARGE (facilities) - Means: (1) For facilities with above ground storage, not less than Loss of the entire capacity of all tank(s) at the facility not having secondary containment; plus Loss of the entire capacity of any single tank within a second containment system or The combined capacity of the largest group of tanks within the same secondary containment system, whichever is greater; and (2) For facilities with below-ground storage supplying oil to or receiving oil from the MTR portion means The cumulative volume of all piping carrying oil between the marine transfer manifold and the non-transportation-related portion of the facility. The discharge of each pipe is calculated as follows: o The maximum time to discover the release from the pipe in hours, plus the maximum time to shut down flow from the pipe in hours (based on historic discharge data or the best estimate in the absence of historic discharge data for the facility) multiplied by the maximum flow rate expressed in barrels per hour (based on the maximum daily capacity of the pipe) plus the total line marine manifold and the non-transportationrelated portion of the facility. WORST CASE DISCHARGE (vessel) - Means a discharge in adverse weather conditions of a vessel's entire oil cargo ACRONYMS ACP AMSP AOC AOR ATSDR AST BOA BBL CAC CBRNE CCGF CEQ CERCLA CHRIS Area Contingency Plan Area Maritime Security Plan Area Operations Coordinator Area Of Responsibility Agency for Toxic Substance Disease Registry Atlantic Response Team (USCG) Basic Ordering Agreement Barrel (42 U. S. gallons) Crisis Action Center Chemical Biological Radiological Nuclear Emergency Commander Coast Guard Forces Council on Environmental Quality Comprehensive Environmental Response, Compensation & Liabilities Act Chemical Hazardous Information Response System

13 SLIS AREA CONTINGENCY PLAN CGHQ Coast Guard Headquarters CO Commanding Officer COMMCEN Communications Center COS Chief of Staff COTP Captain of the Port (USCG) CFR Code of Federal Regulations CWA Clean Water Act DEP State Department of Environmental Protection DOC U. S. Department of Commerce DOD U. S. Department of Defense DOE U. S. Department of Energy DOL U. S. Department of Labor DOT U. S. Department of Transportation DRAT District Response Advisory Team DRG District Response Group EEZ Exclusive Economic Zone EOC Emergency Operations Center EPA Environmental Protection Agency EPD Emergency Preparedness Division ERT Environmental Response Team (EPA) FAA Federal Aviation Administration FOSC Federal On-Scene Coordinator FINCEN Coast Guard Finance Center FWPCA Federal Water Pollution Control Act 33 USC U. S. Code Title 33, Part 1321 (Codified version of the FWPCA) G-L Coast Guard s Office of Chief Counsel G-M Coast Guard s Office of Marine Safety, Security & Environmental Protection G-N Coast Guard s Office of Navigation Safety and Waterway Services GAL Gallon GSA General Services Administration ICS Incident Command Structure IMAT Incident Management Action Team IRT Initial Response Team JIB Joint Information Bureau JOC Joint Operations Center JTC Joint Transportation Center LAST Atlantic Area Strike Team MIRT Marine Incident Response Team MLC Maintenance and Logistics Command MSDS Material Safety Data Sheet MSM Marine Safety Manual (USCG) MSO Marine Safety Office MTR Marine Transportation Related NRP National Response Framework NIC National Incident Commander NICa Alternate National Incident Commander NIOSH National Institute for Occupational Safety and Health

14 SLIS AREA CONTINGENCY PLAN NITF National Incident Task Force NOAA National Oceanographic and Atmospheric Administration NPFC National Pollution Fund Center NRC National Response Center NRS National Response System NRSPEP National Response System Pollution Exercise Program NRT National Response Team NSF National Strike Force NSFCC National Strike Force Coordination Center (USCG) OPA 90 Oil Pollution Acts of 1990 OSC On-Scene Coordinator (USCG) OSHA Occupational Safety and Health Administration OSLFT Oil Spill Liability Trust Fund PAO Public Affairs Officer PIAT Public Information Assist Team (USCG) POLREP Pollution Report in Message Format PREP National Preparedness for Response Exercise Program PRP Potentially Responsible Party (CERCLA) RAR Resources at Risk RCP Regional Contingency Plan RCRA Resource Conservation and Recovery Act of 1976 RP Responsible Party RRC Regional Response Center RRI Response Resource Inventory RRT Regional Response Team SONS Spill of National Significance SRRI Spill Response Resource Inventory SSC Scientific Support Coordinator (NOAA) SUPSALV Supervisor of Salvage (USN) T Trustee TMSA Tristate Maritime Safety Association UCS Unified Command System USACOE U. S. Army Corps of Engineers USC U. S. Code USFWS U. S. Fish and Wildlife Service USCG U. S. Coast Guard USGS U. S. Geological Survey USN U. S. Navy

15 1050 Critical Incident Communications Link to Critical Incident Communications SLIS AREA CONTINGENCY PLAN To ensure that any incident of national interest is rapidly reported to senior levels, the Coast Guard Incident Commander is to use the Critical Incident Communications process set forth in COMDTINST An incident of national interest is presumed when it is conceivable that the Commandant of the Coast Guard or Secretary of the Department of Homeland Security requires timely knowledge of the incident. Examples include: Terrorist attack or suspected terrorist attack Attack or apparently significant accident (e.g. explosion, fire, etc.) involving Maritime critical infrastructure or key assets Sudden incident involving major loss of life or property Incident resulting in significant damage to a Coast Guard ship, aircraft, or other high-value equipment (e.g. helicopter crash with probable serious injury or death) Receipt of intelligence or not finally evaluated information that the reporting command deems of such importance and time critical nature that it requires the immediate attention of Commandant or higher authority Any incident which, in the opinion of the commanding officer or officer- In charge equates to the above criteria Procedures The following is an overview (not inclusive) of some of the procedures to be followed under the Critical Incident Communications Process: Initial report- Within 5 minutes of becoming aware of an incident the Unit must contact (800) and request a conference call with: District Area Coast Guard Command Center The purpose of the conference call is for the Unit to make initial notification of the incident. The initial notification will normally be in clear voice (non-secure). Follow-on update- Within 30 minutes of the Unit becoming aware of an incident the Coast Guard Command Center will initiate a conference call with: The Unit District Commander Area Commander Commandant or designee The Unit will provide: Update on the incident Initial course of action Resource needs (i.e. National Strike Force, Maritime safety and Security Team) The conference call will normally be conducted via a secure conference call.

16 SLIS AREA CONTINGENCY PLAN 1100 Authority Establishment of Area Committees and Area Contingency Plans This Area Contingency Plan is required by Title IV, Section 4202 of the Oil Pollution Act of 1990, OPA 90, which amends Subsection (j) of Section 311 of the Federal Water Pollution Control Act, FWPCA, (33 U.S.C (j)) as amended by the Clean Water Act (CWA) of 1977 (33 U.S.C et seq) to address the development of a National Planning and Response System. This ACP is also written in conjunction with the National Oil and Hazardous Substance Pollution Contingency Plan (NCP) (40 CFR 300) and the Comprehensive Environmental Response, Compensation, and Liability Act of 1980 (CERCLA, 42 U.S.C. 9601), as Amended by the Superfund Amendments and Reauthorization Act of 1986 (SARA). Executive Order of 22 October 1991, gave the Commandant of the U.S. Coast Guard (through the Secretary of Transportation) for coastal zones1 and the Administrator of the Environmental Protection Agency for the inland zones, the functions of designating areas, appointing area committee members, determining the information to be included in area contingency plans, and reviewing and approving area contingency plans. Title IV of the Homeland Security Act, Section 402 transferred functions of the U.S. Coast Guard from the Department of Transportation to the Department of Homeland Security. 1 The term "coastal zone" is defined in the current NCP (40 CFR 300.5) to mean all United States waters subject to the tide, United States waters of the Great Lakes, specified ports and harbors on inland rivers, and the waters of the Exclusive Economic Zone (EEZ). The Coast Guard has designated as areas, those portions of the Captain of the Port (COTP) zones, which are within the coastal zone, for which area committees will prepare area contingency plans. The COTP zones are described in Coast Guard regulations (33 CFR Part 3)

17 SLIS AREA CONTINGENCY PLAN 1200 Geographic Boundaries - USCG Sector Long Island Sound Overview- The legal description of the Area of Responsibility for Captain of the Port Long Island Sound (COTP) / Sector Long Island Sound is defined in 33 CFR Sector Long Island Sound is responsible for all Coast Guard missions, including Captain of the Port (COTP), Search and Rescue Mission Coordinator (SMC), Federal Maritime Security Coordinator (FMSC), Officer in Charge of Marine Inspections (OCMI), and Federal On Scene Coordinator (FOSC) duties, in a zone as follows: The boundaries of Sector Long Island Sound's Marine Inspection Zone and Captain of the Port Zone start near the south shore of Long Island at latitude N, longitude W proceeding northeast to latitude N, longitude W; thence to latitude N, longitude W; thence northwest to a point near the southern shore of Manursing Island at latitude N, longitude W; thence north to the Connecticut-New York boundary at latitude N, longitude W; thence north along the western boundary of Connecticut to the Massachusetts-Connecticut boundary at latitude N, longitude W; thence east along the southern boundary of Massachusetts, including the waters of the Congamond Lakes, to the Rhode Island boundary at latitude N, longitude W; thence south along the Connecticut-Rhode Island boundary, excluding the waters of Beach Pond, to latitude N, longitude W; thence south to latitude N, longitude W near Westerly, RI; thence southwest to a point near Watch Hill Light, RI, at latitude N, longitude W; thence southeast to the outermost extent of the EEZ at a point latitude N, longitude W; thence southwest along the outermost extent of the EEZ to a point latitude N, longitude W; thence northwest to latitude N, longitude W; thence northwest to the point of origin. Coast Guard COTP Long Island Sound is the Federal On-Scene Coordinator for the following waters in the Long Island Sound Area. This list identifies the point of demarcation, between the Coast Guard COTP Long Island Sound and the U.S. EPA, for assuming Federal On-Scene Coordinator responsibilities for spills of oil and hazardous substances

18 SLIS AREA CONTINGENCY PLAN 1210 USCG / EPA Area of Responsibility The following is a proposed geographic description of the Long Island Sound Area coastal zone which identifies the point of demarcation between the Coast Guard COTP Long Island Sound and the U.S. EPA for assuming Federal On-Scene Coordinator responsibilities. This proposed geographic description is primarily an aid to assist in identifying the point of demarcation, between the inland and coastal zone. It should be kept in mind that the USCG and EPA will typically assume Federal On-Scene Coordinator responsibilities based upon functional jurisdiction as well as geographic jurisdiction. Functional jurisdiction is based upon regulatory oversight/responsibility. This description relies on roads to identify the demarcation between the inland and coastal zones. The Coast Guard will assume FOSC responsibilities for incidents occurring on the roadways used in this description. INLAND/COASTAL ZONES New York New York's coastal zone varies from region to region while incorporating the following conditions: The inland boundary is approximately 1,000 feet from the shoreline of the mainland. In urbanized and developed coastal locations the landward boundary is approximately 500 feet from the mainland's shoreline, or less than 500 feet where a roadway or railroad line runs parallel to the shoreline at a distance of under 500 feet and defines the boundary. In locations where major state-owned lands and facilities or electric power generating facilities about the shoreline,

19 SLIS AREA CONTINGENCY PLAN the boundary extends inland to include them. In some areas, such as Long Island Sound the boundary may extend inland up to 10,000 feet to encompass significant coastal resources, such as areas of exceptional scenic value, agricultural or recreational lands, and major tributaries and headlands. The New York State Long Island Sound coastal area extends from the New York/Connecticut border to Orient Point and across the waters of the Race to include Fishers Island. The westernmost extent of the Long Island Sound Coastal Management Program is the Throgs Neck Bridge in New York City. Connecticut Connecticut s coastal zone has two tiers incorporated within the 36 coastal townships. The first tier is bounded by a continuous line delineated by a 1,000 foot linear setback measured from the mean high water mark in coastal waters; or a 1,000 foot linear setback measured from the inland boundary of state regulated tidal wetlands; or the continuous interior contour elevation of the one hundred year frequency coastal flood zone; whichever is farthest inland. The second tier is the area between the inland boundary of the 36 coastal communities and the inland boundary of the first tier Long Island Sound Area Committee 1310 Purpose The Long Island Sound Area Committee is a multi-agency and industry organization that is responsible for planning, exercising and responding to an oil spill, hazardous substance release, biological or radiological incident that occurs in the coastal zone. The Committee s primary responsibility is to ensure the port community s readiness to mitigate the impact of an incident on public health, the environment and the economy. The Area Committee is comprised of federal, state and local government agencies, industry representatives (facility owner/operators, shipping companies, response companies, etc.), non-government organizations, emergency response officials, marine pilot associations, academia, environmental groups, consultants, and concerned citizens. The Commander, Sector Long Island Sound as the Federal On-scene Coordinator (FOSC) for the area is the chairman of the committee. The FOSC in consultation with state partners designates a vice-chairman, selects and or approves committee members, and provide general direction and guidance for the committee. The FOSC coordinates and assists the Area Committee in the development and maintenance of the Area Contingency Plan (ACP). The ACP will be consistent with both the National Contingency and National Response Frameworks. An Executive Steering Committee assists the FOSC and provides direction to the committee. Sub-committees and workgroups are formed, as necessary, to help accomplish committee goals and tasks Organization As part of this National Planning and Response System, Area Committees were established for each area designated by the president. Qualified personnel from federal, state, and local agencies

20 SLIS AREA CONTINGENCY PLAN comprise the Area Committee. Each Area Committee, under the direction of the Federal On- Scene Coordinator (OSC) for the area, is responsible for developing their local Area Contingency Plan (ACP). Each Area Committee is responsible for working with state and local officials to complete or include in their ACP: Identification of pre-planned joint response efforts Identification of appropriate procedures for mechanical recovery Identification of appropriate procedures for dispersal Identification of appropriate procedures for shoreline cleanup Identification of environmentally and economically sensitive areas Identification of appropriate procedures for protection of sensitive economic and environmental areas Identification of appropriate procedures for protection, rescue, and rehabilitation of fisheries and wildlife Identification of appropriate procedures to work with state and local officials to expedite decisions for the use of dispersants and other mitigating substances and devices Identification of methods to respond to non-floating oils Identification of high-risk hazardous substances (HAZSUB) including radiological materials within the AOR Identification of HAZSUB that can be used as Weapons of Mass Destruction (WMD) Identify and assess local, state, federal, and industry HAZSUB response capabilities Integrate into existing local HAZSUB response agency planning and exercise programs Integration of marine firefighting contingency plans Integration of marine salvage and lightering guidance Integration of endangered species guidance Integration essential fish habitat considerations Integration of national historic preservation guidance Integration of places of refuge guidance 1330 Charter Members The following is a list of those federal, state and local agencies as well as local port Stakeholders represented on the Long Island Sound Area Committee. The Chief of Contingency Planning and Force Readiness at U.S. Coast Guard Sector Long Island Sound will maintain a complete list of the individual Area Committee Members and the Executive Steering Committee members including their contact information. FEDERAL AGENCIES Department of Interior Environmental Protection Agency Federal Emergency Management Agency

21 SLIS AREA CONTINGENCY PLAN National Oceanic and Atmospheric Administration U.S. Army Corps of Engineers U.S. Coast Guard U.S. Department of Agriculture U.S. Department of Homeland Security U.S. Fish and Wildlife Service U.S. Geological Service U.S. Department of Labor U.S. Navy STATE AGENCIES CONNECTICUT Connecticut Department of Energy and Environmental Protection Connecticut Department of Emergency Services & Public Protection NEW YORK New York State Dept of Environmental Conservation New York State Emergency Management Office LOCAL AGENCIES New York Long Island East End Task Force PORT STAKEHOLDERS INDUSTRY REPRESENTATIVES Pipelines Representatives Conoco Philips Facility Representatives (both 154 and 105 facilities) Barge Representatives Deep Draft Representatives Railroad Representatives BOA CONTRACTORS Cleanup Contractor Rep (both oil & hazmat) ENVIRONMENTAL Public/Environmental Representatives ACADEMIA Specialized Representatives 1400 The National Response System (NRS) The National Response System (NRS) is used to effectively respond to a wide range of oil and hazardous substance releases. It is a multi-layered system of individuals and teams from local, state, and federal agencies, industry, and NGOs that share expertise and resources to ensure that oil spill

22 SLIS AREA CONTINGENCY PLAN control and cleanup activities are timely and efficient, and that they minimize threats to human health and the environment. The NRS was developed to coordinate all government agencies with responsibility for environmental protection, in a focused response strategy for the immediate and effective clean up of oil or hazardous substance discharge. At the heart of the system is the National Oil and Hazardous Substances Pollution Contingency Plan (NCP), which are regulations developed to ensure that the resources and expertise of the federal government are available to respond immediately to oil or hazardous substance releases or potential releases. The NRS is designed to support the OSC and facilitate responses to a discharge or threatened discharge of oil or a hazardous substance. The NRS is used for all spills, including a Spill of National Significance (SONS). When appropriate, the NRS is designed to incorporate a unified command and control support mechanism (unified command) consisting of the OSC, the State's Incident Manager, and the Responsible Party's Incident Manager. The unified command structure allows for a coordinated response effort, which takes into account the Federal, State, local and responsible party concerns and interests when implementing the response strategy. A unified command establishes a forum for open, frank discussions on problems that must be addressed by the parties with primary responsibility for oil and hazardous substance discharge removal. A unified command helps to ensure a coordinated, effective response is carried out and that the particular needs of all parties involved are taken into consideration. The OSC has the ultimate authority in a response operation and will exert this authority only if the other members of the unified command are not present or are unable to reach consensus within a reasonable time frame. During hazardous substance release responses in which local agencies usually assume a leading role, the local agency may assume one of the unified commander roles when a unified command is used. During responses to oil spills, local agencies are not usually involved as part of a unified command, but provide agency representatives who interface with the command structure through the Liaison Officer or the State representative. Under certain conditions when a unified command is used, a Joint Operations Center and Joint Information Bureau shall be established. The Joint Operations Center should be located near and convenient to the site of the discharge. All responders (Federal, State, local and private) should be incorporated into the OSC's response organization at the appropriate level. A Spill of National Significance (SONS) is that rare, catastrophic spill event, which captures the nation's attention due to its actual damage or significant potential for adverse environmental impact. A SONS is defined as a spill which greatly exceeds the response capability at the local and regional levels and which, due to its size, location, and actual or potential for adverse impact on the environment is so complex, it requires extraordinary coordination of Federal, State, local and private resources to contain and clean up. Only the Commandant of the Coast Guard or the Administrator of the EPA can declare a SONS

23 SLIS AREA CONTINGENCY PLAN The response to a SONS event must be a coordinated response that integrates the OSC's response organization with the SONS response organization Joint Field Office For a potential or actual Incident of National Significance, the Department of Homeland Security (DHS) may establish a Joint Field Office (JFO). The purpose of a JFO is to provide support to local Incident Command organizations and coordinate efforts to address broader regional impacts of the incident. As part of the Multi-agency Coordination System (MACS), the JFO does not supplant the on-scene Incident Command(s)/Area Command(s), but supports and provides broader coordination of incident-related activities. Execution of tactical operations and coordination remains the responsibility of the on-scene Incident Commander/Unified Command Activation of a Joint Field Office When DHS determines that a JFO is necessary, DHS will: Identify agencies with primary responsibility for incident management to serve a part of the JFO Coordination Group o The JFO Coordination Group will coordinate (usually by teleconference) to define the facility needs of the JFO based on the situation Tasks Emergency Support Function 5, Emergency Management (ESF-5) to stand up a JFO and provide core staffing o Other agencies will provide additional staffing of the JFO based on the nature of the incident, typically through the activation of various ESFs. Determine need to designate, The Principal Federal Official (PFO), PFO Support Staff, and other Senior Federal Officials (SFOs) may operate from an Interim Operating Facility (IOF) until a fully functional JFO is established. It is planned that Sector Long Island Sound personnel will staff the on-scene Incident Command Post and that District-1 will staff the JFO Responsibilities of the JFO Coordination Group The JFO Coordination Group is comprised of the PFO, who serves as the Secretary of Homeland Security s local representative and agencies with primary responsibility for incident management, such as FEMA s Federal Coordinating Officer (FCO). For incidents that fall largely in Coast Guard jurisdiction, the Coast Guard will participate in the JFO Coordination Group as a Senior Federal Official (SFO). The JFO Coordination Group is responsible for: Overall coordination of Federal incident management and assistance activities across the spectrum of prevention, preparedness, response, and recovery

24 SLIS AREA CONTINGENCY PLAN Ensuring the seamless integration of Federal activities in support of and in coordination with State, local, and tribal organizations Providing needed resources as requested by the Incident Command and/or relevant EOCs Providing strategic guidance to Federal entities Facilitating interagency conflict resolution as necessary Serving as a primary, although not exclusive, point of contact for Federal interface with State, local, and tribal senior elected/appointed officials, the media, and the private sector Providing real-time incident information to the Secretary of Homeland Security through the Homeland Security Operations Center (HSOC) and the Interagency Incident Management Group (IIMG) Coordinating response resource needs between multiple incidents as necessary Coordinating the overall Federal public communications strategy locally to ensure consistency of Federal interagency communications to the public Ensuring that adequate connectivity is maintained between the Incident Command structures; JFO; HSOC; local, county, State, and regional EOCs; and relevant elements of the private sector Organization of the Joint Field Office Although the JFO is not an Incident Command structure, it uses an Incident Management Team (IMT) organization to facilitate the integration of multi-agency staffing, provide a robust structure and process for coordinating its activities, and provide a planning cycle for the development of a Coordination Plan. The JFO organization adapts to the magnitude, complexity and nature of the incident. The following diagram is an example JFO organization. For terrorist incidents, the FBI s Joint Operations Center (JOC) is incorporated as a branch within the Operations Section. Likewise, for National Special Security Events (NSSEs), the US Secret Service Multi-agency Command Center (MACC) is also incorporated as a branch within Operations

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26 SLIS AREA CONTINGENCY PLAN Coordination between the On-scene Incident Command Post and the Joint Field Office In a response where there is no federal presence in the Unified Command, the JFO primarily works with the involved State EOCs to provide federal assistance. In situations where there is a federal presence in the Unified Command (such as terrorist incidents and oil/hazmat releases), the JFO will coordinate directly with the Unified Command/Area Command. For an effective response, the JFO and the on-scene Incident Command must work together in a cooperative environment. Coordination will take place both at the senior level (i.e., between the Unified Command and JFO Coordination Group) and at the staff levels (e.g., between the ICP Planning Section and the JFO Planning Section, Safety Officer and Safety Coordinator, etc.). Based on the incident objectives and Incident Action Plan established by the Unified Command, the JFO establishes broader objectives and creates a Coordination Plan. While developing the broader objectives and Coordination Plan, the JFO Coordination Group must also consider the national strategy and concerns of the IIMG. The Coordination Plan includes objectives established by the JFO Coordination Group, synopsis of agency and Incident Command actions, assigned coordination activities, information-sharing procedures, and a safety plan. To facilitate cooperation, the on-scene Unified Command should provide to the JFO with: Incident priorities Copy of Incident Action Plan (IAP) per operational period Progress updates along with hindrances Critical needs/critical resource shortfalls (and impact of not receiving required resources) Political, social, economic, and environmental impacts Long term projections Contact directory Meeting schedules The Joint Field Office should provide the on-scene Unified Command with: Status of resources that were requested Addresses resource and policy issues raised by the UC Synchronizes planning cycle with UC planning cycle, as appropriate Distributes an overall contact directory Provides copy of the Coordination Plan 1410 National Response Structure The NRS is a three-tiered response and preparedness mechanism that supports the pre-designated FOSC in coordinating national, regional, and local government agencies; industry, and the responsible party during response operations. The FOSC plans and coordinates response strategies on scene, using the support of the National Response Team (NRT), Regional Response Team (RRT), AC, and responsible parties to supply trained personnel, equipment, and scientific support to complete an immediate and effective response to any oil or hazardous substance discharge

27 SLIS AREA CONTINGENCY PLAN If a discharge occurs in the coastal zone and is classified as a substantial threat to the public health or welfare of the United States (40 CFR (a)(2)), or the necessary response effort is so complex that it requires extraordinary coordination of Federal, State, Local, and RP resources to contain and clean up the discharge, the Commandant may classify the incident as a Spill of National Significance (SONS) under the National Oil and Hazardous Substances Pollution Contingency Plan (NCP) (40 CFR 300.5). The NCP describes, in part, the Federal government s responsibility for strategic coordination and support of Federal On-Scene Coordinators (FOSC) when responding to a SONS. To meet these responsibilities, the Coast Guard may establish an Area Command. When the Commandant classifies a discharge as a SONS, the Commandant may name a National Incident Management System (NIMS) Area Commander (AC). The NIMS AC will establish an Area Command organization described in Section Pursuant to 40 CFR , the NIMS AC will assume the role of the FOSC in: Communicating with affected parties and the public, and Providing strategic coordination of Federal, State, Local, and International resources at the national level. This strategic coordination will involve, as appropriate, the NRT, the RRT, the Governor(s) of the affected state(s), and the mayor(s) or other chief executive(s) of local government(s). In addition, the NIMS AC will coordinate with the senior corporate management of the RP(s). The Area Command does not replace the on-scene ICS organization(s) or functions. Tactical operations continue to be directed at the on-scene Incident Command level. The Area Command will be established to include representatives of the Responsible Party (RP) and affected Federal, State, Local and International interests. Representatives to the Area Command should typically be at the highest executive levels of the RP and responding government agencies. The Area Command structure is intended to enhance the local response organization and will rely on the applicable ACP(s) as the basis for strategic direction of response actions Area Command In situations where there is a need for senior executive-level response coordination, command and control of an incident may include the use of an Area Command. The purpose of an Area Command organization is to oversee the overall management of the incident(s), focusing primarily on strategic assistance and direction and resolving competition for scarce response resources. This organization does not supplant the on-scene Incident Commander(s)/Unified Command, but supports and provides strategic direction. Execution of tactical operations and coordination remains the responsibility of the IC/UC

28 SLIS AREA CONTINGENCY PLAN Determination to Activate an Area Command A District Commander, Area Commander, or the Commandant can determine when an incident is of such magnitude, complexity, or operational intensity that it would benefit from the activation of an Area Command. Factors that are considered when deciding to activate an Area Command include, but are not limited to: Complex incident overwhelming local and regional Coast Guard assets Overlapping Coast Guard districts An incident that crosses international borders The existence of, or the potential for, a high level of national political and media interest Significant threat or impact to the public health and welfare, natural environment, property, or economy over a broad geographic area Responsibilities of Area Command When the Coast Guard is the lead federal agency with primary response authority, the Area Command will have responsibility for overall strategic management of the incident and will: Set the overall incident objectives Establish overall incident priorities Allocate critical resources based on overall incident priorities Ensure that the incident is properly managed Ensure that the on-scene incident objectives are met and shall provide support to minimize conflict with supporting agency s priorities Communicate, at the commensurate level, with affected parties, stakeholders, and the public Coordinate acquisition of off-incident, unassigned resources. This could include federal, state, local, and international resources as appropriate. This coordination may involve other federal agencies and the Governor(s) of the affected state(s) Responsibilities of the Incident Commander/Unified Command For Area Command to be effective both the Area Command team and the on-scene Incident Command team must work together in a cooperative environment. To facilitate cooperation the on-scene Incident Commander/Unified Command should provide at least the following to the Area Command: Critical Information Reporting Hours of Operation Copy of Incident Action Plan (IAP) per operational period Incident Priorities Agreed upon Operating Procedures at the local level Progress updates along with hindrances Critical resource shortfalls and impact of not receiving required resources Effects on political, social, economics, and environmental

29 SLIS AREA CONTINGENCY PLAN Incident Command Post contact directory Long term projections Critical needs Chart of the incident Meeting reporting and coordination meeting schedules

30 SLIS AREA CONTINGENCY PLAN Figure 1 is an organization chart showing a fully activated Area Command supporting two distinct on-scene incident command teams. Coast Guard Other Federal Agencies States (CT, NY) Responsible Party Figure 1. The ICS Area Command supports on scene incident operations, but does not, in any way, supplant onscene incident operations or functions

31 SLIS AREA CONTINGENCY PLAN Multi-Area Contingency Responses There shall be only one FOSC at anytime during the course of a response operation regardless of whether the spill covers multiple areas and Area Contingency Plans (ACPs). The primary consideration in determining which Captain of the Port (COTP) is to be the Federal On-scene Coordinator (FOSC) is in whose area is the greatest vulnerability or greatest threat. If a discharge or release moves from the area covered by one ACP into another area, the authority for response actions should likewise shift. For example: For an oil spill that originates in the Sector Long Island Sound Area of Responsibility (AOR), but enters and is a greater threat to Sector New York s AOR, the role of Federal On-scene Coordinator may shift from Commander, Sector Long Island Sound to Commander, Sector New York. In this event, Sector Long Island Sound will work closely with Sector New York to ensure a unified and coordinated response. Should a discharge affect two or more areas with different lead agencies having response authority (for example EPA and Coast Guard), the agency whose area is vulnerable to the greatest threat should provide the FOSC. o If the agencies cannot agree, the applicable Regional Response o Team (RRT) or Teams will designate the FOSC. The National Response Team (NRT) will designate the FOSC if two or more RRTs are unable to agree on an FOSC designation within two or more adjacent RRT areas

32 SLIS AREA CONTINGENCY PLAN National Response Structure For more information on the National Response System visit

33 SLIS AREA CONTINGENCY PLAN 1420 REGIONAL RESPONSE TEAM STRUCTURE Section 4201 of OPA 90 amended Subsection (c) of Section 311 of the Federal Water Pollution Control Act, to require the FOSC to: in accordance with the National Contingency Plan and any appropriate Area Contingency Plan, ensure effective and immediate removal of a discharge, and mitigation or prevention of a substantial threat of a discharge, of oil or a hazardous substance into or on the navigable waters; on the adjoining shorelines to the navigable waters; into or on the waters of the exclusive economic zone; or that may affect natural resources belonging to, appertaining to, or under the exclusive management authority of the United States. In carrying out these functions, the FOSC may: remove or arrange for the removal of a discharge, and mitigate or prevent a substantial threat of a discharge, at any time; direct or monitor all Federal, State, and private actions to remove a discharge; and recommend to the Commandant that a vessel discharging or threatening to discharge, be removed and, if necessary, destroyed. If the discharge or substantial threat of discharge of oil or hazardous substance is of such size or character as to be a substantial threat to the public health or welfare of the United States (including but not limited to fish, shellfish, wildlife, other natural resources, and the public and private beaches and shorelines of the United States), the FOSC shall direct all federal, state, and private actions to remove the discharge or to mitigate or prevent the threat of the discharge. When a discharge of oil or release of hazardous substance occurs, the responsible party (RP), its response contractors, the local fire and police departments, and the state and local emergency response personnel provide the first line of defense. The FOSC determines the status of the local response and monitors the situation to determine whether, or how much, federal involvement is necessary. The FOSC coordinates the response if it is determined that the discharge/release is beyond the capacity of the company, local, or state responders to manage; or if the incident is determined to present a substantial threat to public health or welfare due to the size or character of the discharge/release. The below figure depicts the notification and decision making requirements during a response

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35 SLIS AREA CONTINGENCY PLAN 1430 Federal Role in Incident Response The NRT's membership consists of sixteen federal agencies with responsibilities, interests, and expertise in various aspects of emergency response to pollution incidents. The EPA serves as chair; and the Coast Guard serves as vice-chair of the NRT, except when activated for a specific incident. The NRT is primarily a national planning, policy, and coordination body and does not respond directly to incidents. The NRT provides policy guidance prior to an incident and assistance as requested by an FOSC via an RRT during an incident. NRT assistance usually takes the form of technical advice, access to additional resources/equipment, or coordination with other RRTs. The following is a list of NRT members and their functions: Environmental Protection Agency (EPA): The EPA chairs the NRT, co chairs the standing RRT's, provides predestinated Federal On-Scene Coordinators for the inland zone, provides Remedial Projects Managers (RPM's) for remedial actions, and generally provides Scientific Support Coordinators for the inland zone. The EPA provides expertise on environmental effects of releases and on environmental pollution control techniques. The EPA provides legal expertise on the interpretation of CERCLA and other environmental statutes. The EPA may enter into a contract or cooperative agreement with the appropriate state to implement response actions. United States Coast Guard (USCG): The USCG provides pre-designated Federal On-Scene Coordinators for the coastal zone, co-chairs the standing RRT's, and serves as the NRT vicechair. The USCG staffs and administers the National Response Center; maintains continuouslymanned facilities that can be used for command, control, and surveillance of releases in coastal waters; and serves as fund manager for the OSLTF. The Coast Guard's National Strike Force is especially trained and equipped to respond to major pollution incidents. In water pollution incidents, in which the USCG has financial responsibility jurisdiction, the USCG ensures the responsible parties, both U.S. and foreign, are able to compensate the U.S. and other impacted parties through the Certificate of Financial Responsibility Program. Federal Emergency Management Agency (FEMA): FEMA provides guidance, policy, and program advice, and technical assistance in hazardous materials and radiological emergency preparedness activities (planning, training, and exercising) to state and local governments. During responses, FEMA provides advice and assistance to the lead agency on coordinating relocation assistance and mitigation efforts with other federal agencies, state, and local governments, and the private sector. FEMA may enter into an agreement with the appropriate political entity to implement relocation assistance during responses. Department of Defense (DOD): The DOD must take all action necessary with regard to releases of hazardous substances where the release is on, or the site source of the release is from, a facility or vessel under jurisdiction, custody, or control of the DOD. The DOD may also, consistent with its operational requirements and at the request of the Federal On-Scene Coordinator, provide locally deployed U.S. Navy oil spill equipment and provide response assistance to other federal agencies upon request. The U.S. Navy (USN) also has an extensive array of specialized equipment and personnel available for use in ship salvage, shipboard damage control, and diving. The U.S. Army Corps of Engineers has specialized equipment and personnel for removing navigation obstructions and accomplishing structural repairs

36 SLIS AREA CONTINGENCY PLAN Department of Energy (DOE): Except as otherwise provided in Executive Order 12580, the DOE provides Federal On-Scene Coordinators/RPM's that are responsible for taking all response actions with respect to releases of hazardous substances where either the release is on, or the sole source of the release is from, any facility or vessel under its jurisdiction, custody, or control. In addition, under the Federal Radiological Emergency Response Plan (FRERP), the DOE provides advice and assistance to other Federal On-Scene Coordinators/RPMs for emergency actions essential for the control of immediate radiological hazards. Department of Agriculture (USDA): The USDA has scientific and technical capability to measure, evaluate, and monitor, either on the ground or by use of aircraft, situations where natural resources including soil, water, wildlife, and vegetation have been impacted by hazardous substances. The USDA may be contacted through Forest Service emergency staff officers who are the designated members of the RRT. Agencies within USDA with relevant expertise are: the Forest Service, the Agriculture Research Service, the Soil Conservation Service, the Food Safety and Inspection Service, and the Animal and Plant Health Inspection Service. Department of Commerce (DOC): Through the National Oceanic and Atmospheric Administration (NOAA), the DOC provides scientific support for responses and contingency planning in coastal and marine areas, including assessments of the hazards that may be involved, predictions of movement and dispersion of oil and hazardous substances through trajectory modeling, and information on the sensitivity of coastal environments to oil or hazardous substances. NOAA provides scientific expertise on living marine resources it manages and protects. It also provides information on actual and predicted meteorological, hydrologic, ice, and oceanographic conditions for marine, coastal, and inland waters, as well as, tide and circulation data. Department of Health and Human Services (HHS): The HHS is responsible for providing assistance on matters related to the assessment of health hazards at a response and protection of both response workers and the public's health. The HHS is delegated authorities under CERCLA relating to a determination that illness, disease, or complaints may be attributable to exposure to a hazardous substance, pollutant, or contaminant. Agencies within HHS that have relevant responsibilities, capabilities, and expertise are the Agency for Toxic Substances and Disease Registry (ATSDR) and the National Institutes for Environmental Health Sciences (NIEHS). Department of the Interior (DOI): The DOI has expertise on and jurisdiction over a wide variety of natural resources and federal lands and waters as well as certain responsibilities for native Americans and U. S. Territories. The DOI may be contacted through Regional Environmental Officers (REO), who are the designated members of RRTs. Bureaus and offices with relevant expertise are: Fish and Wildlife Service, Geological Survey, Bureau of Indian Affairs, Bureau of Land Management, Minerals Management Service, National Park Service, Bureau of Reclamation, Office of Surface Mining and Reclamation Enforcement, and Office of Insular Affairs

37 SLIS AREA CONTINGENCY PLAN Department of Justice (DOJ): The DOJ provides expert advice on complicated legal questions arising from discharges or releases, and federal agency responses. In addition, the DOJ represents the federal government, including its agencies, in litigation relating to such discharges or releases. Department of Labor (DOL): The Occupational Safety and Health Administration (OSHA) and the state' operating plans approved under the Occupational Safety and Health Act of 1970, have authority to conduct safety and health inspections of hazardous waste sites to assure that employees are being protected and to determine if the site is in compliance with safety and health standards and regulations. On request, OSHA will provide advice and assistance regarding hazards to persons engaged in response activities. Department of Transportation (DOT): The DOT provides response expertise pertaining to transportation of oil or hazardous substances by all modes of transportation. Through the Research and Special Programs Administration (RSPA), DOT offers expertise in the requirements for packaging, handling, and transporting regulated hazardous materials. RSPA promulgates and enforces the Hazardous Materials Regulations. RSPA provides technical assistance in the form of Emergency Response Guidebooks and, in a joint effort with FEMA, has developed Hazardous Material Information Exchange (HMIX). RSPA also provides planning support in the development of protective action decision strategies and exercise scenarios. Department of State (DOS): The DOS takes the lead in the development of international joint contingency plans. It also helps to coordinate an international response when discharges or releases cross international boundaries or involve foreign flag vessels. Additionally, DOS coordinates requests for assistance from foreign governments and U.S. proposals for conducting research at incidents that occur in waters of other countries. Nuclear Regulatory Commission (NRC): The Commission responds, as appropriate, to releases of radioactive materials by its licensees, in accordance with the NRC Incident Response Plan (NUREG-0728). In addition, the NRC will provide advice to the FOSC/RPM when assistance is required in identifying the source and character of other hazardous substances releases where the commission has licensing authority for activities utilizing radioactive materials. General Services Administration GSA is responsible for carrying out the policy and regulatory functions assigned to it by Congress, as one of the central management agencies of the federal government. GSA collaborates with customer agencies and stakeholders to develop policies for the implementation of federal laws, executive orders and other executive branch guidance. Department of the Treasury The Department of the Treasury is the primary federal agency responsible for the economic and financial prosperity and security of the United States, and as such is responsible for a wide range of activities including advising the President on economic and financial issues, promoting the President s growth agenda, and enhancing corporate governance in financial institutions

38 SLIS AREA CONTINGENCY PLAN Spill of National Significance A SONS is a rare, catastrophic spill which greatly exceeds the response capability at the local and regional levels and which, due to its size, location, and actual or potential for adverse impact on the environment is so complex, it requires national coordination of Federal, State, local and private resources to contain and clean up. Only the Commandant of the Coast Guard or the Administrator of the EPA can declare a SONS taking into account environmental risks, weather conditions, response capabilities, and the amount, or potential amount, of product spilled. Factors to be considered in declaring a SONS include: Multiple OSC zones, districts, or international borders; Significant impact or threat to the public health and welfare, wildlife, economy and/or property over a broad geographic area; Protracted period of discharge and/or expected cleanup; Significant public concern and demand for action; and, The existence of, or the potential for, a high level of political and media interest Regional Response Team There are 13 Regional Response Teams (RRTs), one for each of the ten federal regions and Alaska, the Caribbean, and the Pacific Basin. Each RRT has both federal and state representation. The EPA and the Coast Guard co-chair the RRTs. RRTs are planning, policy, and coordinating bodies, and may be activated during a major incident to assist the FOSC with resources. RRTs provide guidance support and approval for pursuing certain response strategies. The Long Island Sound Area Committee falls within Region 1 and 2 RRT s area of responsibility. The RRT may be activated for specific incidents when requested by the FOSC. If the assistance requested by a FOSC exceeds an RRT s capability, the RRT may request assistance from the NRT. When activated, the RRT may convene in person or via conference call. The RRT will also be consulted by the FOSC on the approval/denial of the use of alternative response technologies (i.e. dispersants, bio-remediation, and other chemical counter-measures) when that decision has not been pre-approved. The RRT may also be consulted on the use of in-situ burning. Within the Long Island Sound Area of Responsibility, there are two RRTs that can assist the OSC. RRT I Connecticut and Rhode Island RRT II New York During an incident that impacts both RRT I, II a lead RRT will be agreed upon to provide guidance and authorize the use of chemical countermeasures. Currently there are no preapproved chemical countermeasures approved for anywhere in Long Island Sound. The RRTs maintain a Regional Oil and Hazardous Substances Pollution Contingency Plan (RCP) that can be found at

39 SLIS AREA CONTINGENCY PLAN Incident Specific RRT An incident specific RRT may be activated as an inter-governmental coordination team when an actual or potential discharge or release occurs which: Exceeds the response capability available to the Federal On-Scene Coordinator (OSC) in the place where it occurs; Transects tribal lands; Transects state boundaries; Poses, or potentially poses, a substantial threat to the public health, welfare, environment, or to regionally significant amounts of property; or Meets the definition of a major discharge as defined in the NCP. The incident OSC or any RRT representative may request the activation of an incident specific RRT during any discharge or release. The request should be made to the USCG Co-Chair for coastal incidents, and to the EPA Co-Chair for inland incidents. The incident specific RRT may perform the following activities: Monitor and evaluate reports from the OSC. The incident-specific RRT may advise the OSC on the duration and extent of the federal response and may recommend to the OSC specific actions for responding to the discharge or release. Request other federal, tribal, state or local governments, and/or private agencies to provide resources under their existing authorities to assist the OSC's response efforts. Help the OSC prepare information releases for the public and for communications with the NRT. Submit reports to the NRT as significant developments occur Area Exercise Mechanism Significant discharges or releases may require shifting OSC and/or establishing a Unified Area Command (UAC) to support OSCs, prioritize critical resources, and provide strategic objectives. Execution of tactical operations and coordination remains the responsibility of the OSC/Unified Command (UC) Responsibilities for Trans-boundary Impacts In order to ensure that the FOSC designated to respond to the incident takes into account the planning and response needs of the lesser-impacted area/region, the following guidance applies: The occurrence of a significant discharge/release in the contiguous waters of interest between two FOSCs will be promptly responded to and initially assessed by the FOSC in whose jurisdiction the discharge/release occurs. The responding FOSC, in assessing the potential impact

40 SLIS AREA CONTINGENCY PLAN of the incident, will determine the areas vulnerable to the greatest threat and the potential for the trans-zone migration of pollutants. For those incidents where trans-zone impacts are probable, the responding FOSC will promptly notify First District Incident Management and Preparedness Advisor, who is the RRT 1 and 2 Co-chair. The RRT1/2 Co-chair will: Designate a single FOSC, as required Ensure appropriate RRT 1 and 2 notifications are made, especially to representatives from those states whose waters may be adversely impacted by that discharge/release. Coast Guard COTPs in adjoining areas will assist the designated FOSC by making initial notifications to states, trustees, and other stakeholders in their zones whose waters and/or resources have the potential of being adversely impacted by the discharge/release. The designated FOSC should invite representatives from affected parties outside of the primary impact zone to participate in the response according to the following tiered structure: Potentially affected adjoining COTPs and threatened states will send agency representatives who will report directly to the Liaison Officer. Imminent threat (projected impact within 24 hours) adjoining COTPs and threatened states will fully integrate their staff members into the ICS organization. State On-Scene Coordinator representatives will become part of the UC. The RRT 1 and 2 Co-chair will facilitate information flow between RRT Members on incident response actions Incident Command System The Incident Command System (ICS) is a management system designed to enable effective and efficient domestic incident management by integrating a combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure. ICS is normally structured to facilitate activities in six major functional areas: command, operations, planning, logistics, intelligence & investigations, and finance & administration. Refer to the Incident Management Handbook (IMH USCG COMDTPUB P B) for specific information on all duties and positions Area Exercise Mechanism National Preparedness for Response Exercise Program The guidelines with which to exercise this plan are outlined in the National Preparedness for Response Exercise Program (PREP). PREP was designed to provide guidelines for compliance with the Oil Pollution Act of 1990 (OPA 90) pollution response exercise requirements

41 SLIS AREA CONTINGENCY PLAN Commercial vessel and facility response plan holders are required to meet the pollution response exercise requirements under OPA 90. Although participation in the PREP satisfies these requirements, PREP is a strictly voluntary program. Plan holders are not required to follow the PREP guidelines and, if they choose not to, may develop their own exercise program that complies with the regulatory exercise requirements. Under PREP, the types of exercises that must be conducted to fulfill the requirements of OPA 90 fall within two categories: internal and external exercises. Internal exercises Internal exercises are those that are conducted wholly within the plan holder's organization. Internal exercises are designed to examine the various components of the response plan to ensure the plan is adequate to meet the need of the organization for spill response. Internal exercises and frequency include: Qualified individual notification exercises (quarterly); Emergency procedures exercises for vessels and barges (quarterly); Emergency procedures exercises for facilities (optional) (quarterly); Spill management team tabletop exercises (annually); Equipment deployment exercises (annually). External Exercises External exercises are exercises that extend beyond the internal focus of the plan holder's organization, and involve other members of the response community. The external exercises are designed to examine the response plan and the plan holder's ability to coordinate with the response community in order to conduct an effective response to a pollution incident. External exercises and frequency include area (full-scale) exercises (tri-annually) and governmentinitiated unannounced exercises (GIUEs) (quarterly). Exercise Credit for Spill Response All internal exercises are self-evaluated and self-certified, meaning that the plan holder is responsible for confirming and documenting that the completed exercise was conducted in accordance with PREP guidelines and an examination of the effectiveness of the plan during the exercise was performed. Responses to actual spills may also be taken as credit for unannounced internal exercises. The plan holder must determine which exercises were completed in the spill response and document the findings. This determination should be based on whether the response effort would meet the objectives of the exercise as listed in the PREP guidelines. To receive credit from the National Schedule Coordination Committee (NSCC) for area exercises conducted as part of an actual spill response, the plan holder must meet the following criteria: (1) the response involved the entire

42 SLIS AREA CONTINGENCY PLAN response community; (2) the objectives of the area exercise were met as outlined in the PREP guidelines; (3) the response was evaluated, and (4) the spill response was properly documented and certified. Proper documentation for self-certification should include, as a minimum, the following information: The type of exercise; Date and time of the exercise; A description of the exercise; The objectives met in the exercise; The components of the response plan exercised; Lessons learned. This documentation must be in writing and signed by an individual empowered by the plan holder organization. Area Committee Exercise Development and Participation The FOSC is responsible for planning, designing, and executing internal exercises to validate the ACP. The FOSC is also responsible to plan, design, and execute external exercises, to include government-led area exercises and GIUEs. The FOSC will be heavily involved in the planning, design, and execution of industry-led area exercises, but the industry sponsor has the lead in this effort. Members of the Area Committee and response community will be involved in each type of exercise to some degree, varying from the confirmation of a phone number to assisting in the design of the scenario and performing as a controller or evaluator of the exercise. ACP Improvement ACP lessons learned from exercises and real events shall be documented in the USCG Contingency Preparedness System. The ACP shall also be revised as necessary to incorporate lessons learned National Response Framework The National Response Framework (NRF) is a guide that details how the Nation conducts allhazards responses from the smallest incident to the largest catastrophe. This document establishes a comprehensive, national, all-hazards approach to domestic incident response. The Framework identifies the key response principles, as well as the roles and structures that organize national responses. It describes how communities, states, the federal government and private-sector and nongovernmental partners apply these principles for a coordinated, effective national response. In addition, it describes special circumstances where the federal government exercises a larger role, including incidents where federal interests are involved and catastrophic

43 SLIS AREA CONTINGENCY PLAN incidents where a state would require significant support. It lays the groundwork for first responders, decision-makers and supporting entities to provide a unified national response. In addition to the NRF base document, the Emergency Support Function Annexes and Support Annexes are available on-line at FEMA's NRF website Stafford Act When it is clear that state and local capabilities will be exceeded, the governor may request federal assistance, including assistance under the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act). The Stafford Act authorizes the President to provide financial and other assistance to state and local governments, certain private nonprofit organizations, and individuals to support response, recovery, and mitigation efforts following Presidential emergency or major disaster declarations. The Stafford Act is triggered by a Presidential declaration of a major disaster or emergency, when an event causes damage of sufficient severity and magnitude to warrant Federal disaster assistance to supplement the efforts and available resources of States, local governments, and the disaster relief organizations in alleviating the damage, loss, hardship, or suffering. If a major disaster is declared, funding comes from the President's Disaster Relief Fund, which is managed by FEMA, and the disaster aid programs of other participating Federal departments and agencies National Response Framework versus the National Contingency Plan The funding streams for NCP pollution incidents come from the responsible party, OSLTF, or CERCLA. If there is a disaster declaration, Stafford Act may fund part of the response under the emergency support functions Emergency Support Functions (ESF s) ESFs group federal resources and capabilities into functional areas that are most frequently needed during a national response (e.g. Transportation, Mass Care, Oil/Hazmat, and Communication). The 15 ESFs provide the structure for coordinating federal interagency support to states or other federal agencies. Each ESF Annex identifies the primary and support agencies for that function

44 SLIS AREA CONTINGENCY PLAN 1500 State Response System State EPA s are the lead State agencies for pollution incidents, and will represent State interests during a response (40 C.F.R ; see section 2000 of this plan). Several different State agencies have areas of expertise to contribute during a spill, including the State Emergency Management Agency, the State Fire Marshal, the Department of Highway Safety, the Public Utilities Commission, the Department of Transportation, the Department of Health, the Department of Agriculture, and the Department of Natural Resources. Also, as well as the Department of Public Health, Department of Commerce, and the State Historical Societies can contribute during response. Local responders may include county Emergency Management Agencies, fire and police departments, and the Regional Sewer Districts. Connecticut The Connecticut Department of Energy and Environmental Protection (DEEP) is the lead state agency for pollution incidents, and will represent Connecticut interests during a response to an oil spill or hazardous substance release (40 C.F.R ) throughout any medium within the State of Connecticut. The State of Connecticut maintains cleaning end-points for pollution response based upon contaminant levels in the ground, water or atmosphere affected. These endpoints create a base-line that establishes when a remediation effort is complete from the State of Connecticut s perspective. For more information on the State of Connecticut pollution cleaning end-points, please contact Connecticut DEEP at (860) Department of Energy and Environmental Protection The Connecticut Department of Energy and Environmental Protection (DEEP) is charged with conserving, improving and protecting the natural resources and the environment of the state of Connecticut as well as making cheaper, cleaner and more reliable energy available for the people and businesses of the state. The DEEP is organized into three main branches and the Office of the Commissioner: The Energy Branch includes the Public Utilities Regulatory Authority (PURA) formerly the Department of Public Utility Control which reviews rates for electricity, water, cable television and other utilities as well as a Bureau of Energy and Technology Policy, which develops forward-looking energy efficiency, infrastructure and alternative power programs. The Environmental Quality Branch is comprised of the Bureaus of Air Management, Materials Management and Compliance Assurance, and Water Protection and Land Reuse. These bureaus protect the air, land and water resources of the state by regulating air emissions, wastewater discharges and solid and hazardous wastes. Tools used include the development of regulations, policies and standards; permitting and enforcement; air and water quality monitoring; and public outreach and education

45 SLIS AREA CONTINGENCY PLAN The Environmental Conservation Branch consists of two bureaus. The Bureau of Natural Resources is charged with managing the state s natural resources (particularly fish, wildlife, and forests) through a program of regulation, management, research, and public education. The Bureau of Outdoor Recreation is charged with the conservation and management of statewide recreation lands and resources through the acquisition of open space and the management of resources, including state parks, to meet the outdoor recreation needs of the public. The Office of the Commissioner, including the Offices of Chief of Staff, Adjudications, and Legal Counsel, provides administrative management, staff assistance, and ancillary service to aid the Commissioner and Bureau Chiefs in their efforts to carry out the mission of the agency. In addition, the Bureau of Central Services provides a wide array of services including Policy, Planning and Program Development, Information Management, Environmental Justice, Engineering and Field Support, Financial Management, Human Resource Management and Purchasing. State Emergency Response Commission The State Emergency Response Commission's (SERC) mission is to carry out duties as required under federal Public Law , Superfund Amendments and Preauthorization Act of 1986, commonly known as Emergency Planning and Community Right-to-Know (EPCRA) or SARA Title III and Connecticut General Statutes, Section 22a-600 through 22a-611, as amended. EPCRA creates a network for emergency planning and ensures that the public has access to the community information and resources necessary to prepare for and protect themselves from releases of hazardous or toxic substances. The SERC membership is comprised of eighteen individuals who represent the interests of state and local government, emergency services, public protection, industry, and the environment. The SERC operates within the structure of its Bylaws. Emergency Response Unit (ER): The Emergency Response Unit responds 24 hours per day to emergencies that result from accidental and deliberate discharges and uncontrolled releases of chemicals, hazardous wastes, petroleum products and other hazardous materials. The Unit works closely with the Radiation Division in responding to transportation, industrial and research facility emergencies/incidents involving ionizing radiation. The Emergency Response Unit has the following resources: Level A, B & C response capability. ERCs have access to Personal Protective Equipment (PPE) including totally encapsulating suits, self-contained breathing apparatus and other protective clothing and respiratory equipment

46 SLIS AREA CONTINGENCY PLAN Response vehicles, including a Mass Casualty Decon Trailer, chemical and oil response trailers, a mobile laboratory, and subsurface investigation equipment. A variety of analytical instrumentation for real time on-site assessment. Marine response capability including containment boom trailers and boats located in strategic areas of the state. The Department of Energy and Environmental Protection (DEEP), Emergency Response Unit, or toll free DEP-SPIL ( ), 24 hours/day. Should these numbers become unavailable for any reason, call Radiological Safety Program: The Radiation Division plays a major role in maintaining and implementing the state's Radiological Emergency Plan and responds to all transportation, industrial and research facility emergencies/incidents involving ionizing radiation. The Radiation Division is charged with performing an independent assessment and providing its findings to the Governor on the adequacy of the nuclear power plant licensees off site radiation exposure control, dispersion analysis, and protective action recommendations during a nuclear incident at either of the two nuclear power/spent nuclear fuel sites in Connecticut. To accomplish this task, a three-phase evaluation process is conducted: Phase 1 - Plume Exposure Pathway Responsibilities: Review information from facility Make independent assessment based on dispersion analysis Using EPA's Protective Action Guides, give recommendations concerning the protective action necessary to protect the public Assume responsibility of liaison with the plant operator at the Emergency Operations Facility. Phase 1 is accomplished by using projected and real time meteorological data in conjunction with sophisticated computer models to predict the off-site dose consequences and make protective action recommendations as necessary. Some of the models currently used are MIDAS (Meteorological Information and Dose Assessment System), RASCAL (Radiological Assessment System for Consequence Analysis) and NARAC (National Atmospheric Release Advisory Center) 3-D model. Phase 2 - Deployment of Radiological Response Teams Responsibilities:

47 SLIS AREA CONTINGENCY PLAN Deploy emergency response teams to the affected area to make radiation measurements with portable radiation monitoring equipment to confirm or followup on the results of the facility's initial accident assessment and perform a secondary assessment. Phase 2 is accomplished by the command and control of highly trained emergency radiological response teams consisting of one health physicist, one driver and two way radio equipped four wheel drive vehicles with extensive portable radiation monitoring equipment. The Radiation Division presently has a standing MOU with Electric Boat to provide additional Health Physicists for radiological response teams. Field teams provide real time information on the types of radiation present, concentration and location. This information is used at the Emergency Operations Center in Hartford for additional consequence analysis. Phase 3 - Ingestion Pathway Responsibilities: Coordinate inter-agency and interdepartmental sample efforts Define where and what samples are to be taken for identification Define what pathways are to be sampled Define what analysis with priority is to be performed for each sample Implement the Ingestion Pathway exposure procedure. Phase 3 is accomplished by using computer models in conjunction with actual field data that is derived from radio-analysis of food pathways and environmental samples. Command and Control of radiological response teams is crucial to the success of this phase. Remedial Response Program: The Remediation Division oversees the investigation and remediation of environmental contamination and the redevelopment of contaminated properties. Their goal is to clean up contaminated sites to meet Connecticut s Remediation Standard Regulations, which ensure that human health and the environment are protected. The Remediation Division staff, along with the help of Licensed Environmental Professionals (LEPs), oversees the cleanup of hundreds of contaminated sites across Connecticut in the context of the following programs: Brownfields and Urban Sites Property Transfer Program Voluntary Remediation Program State Superfund Program Federal Superfund Program RCRA Closure and Corrective Action Underground Storage Tank Clean-up Program Significant Environmental Hazard Program Potable Water Program

48 SLIS AREA CONTINGENCY PLAN NEW YORK The New York State Department of Environmental Conservation (NYSDEC) has the overall responsibility for pollution response in the state. The NYSDEC Spill Response Engineer acts as the State OSC for cleanups in New York. The NYSDEC has divided the State into nine regions of responsibility. However, for the purposes of this ACP only one region is within the covered area of responsibility as listed: Region 1 Nassau and Suffolk Counties; If the state receives first notification for a release or discharge, they encourage the spiller to provide prompt notification to the NRC, who in turn is responsible to notify the Coast Guard, EPA, and bordering states. The New York State response policy derives its authority and jurisdiction from several state laws and regulations. Article 12 of the Navigation Law authorizes the NYSDEC to respond to and clean up discharges of petroleum and to retain contractors to assist in spill response activities. Sections of the Article also contain liability, penalty, and facility licensing requirements. The Environmental Conservation Law (ECL) statute gives the NYSDEC specific enforcement authority for certain spills, including spills from underground storage tanks. It also contains penalty provisions and confers summary abatement power under certain circumstances. The Petroleum Bulk Storage Program (PBS) and the Chemical Bulk Storage Program (CBS) Regulations are defined in this law. Specific guidance and policies for New York State are set forth in the New York State Department of Environmental Conservation Spill Response Manual. This manual can be accessed from the New York State Department of Environmental Conservation's website at

49 SLIS AREA CONTINGENCY PLAN 1510 State Response Policy This Area Contingency Plan coordinates with the state response policies of Connecticut and New York Local Response System In the coastal counties CT, RI, & NY, located within the Long Island Sound Area, local government holds the responsibility for initial response to a HAZCHEM incident, and the local fire chief is the incident commander for managing the emergency response to such an incident. Many local cities, towns, and municipalities have hazmat teams/emergency service units capable of providing initial response to the emergency event, for mitigating its effects and for protecting public health and welfare and the environment Responsible Party Response Policy Under OPA 90, the Responsible Party has primary responsibility for cleanup of a discharge. The response shall be conducted in accordance with their applicable vessel or facility response plan. Section 4201(a) of OPA 90 states that an owner or operator of a tank vessel or facility participating in removal efforts shall act in accordance with the National Contingency Plan and the applicable response plan required. Section 4202 of OPA 90 states that these response plans shall: Be consistent with the requirements of the National Contingency Plan and Area Contingency Plans. Identify the qualified individual having full authority to implement removal actions, and require immediate communications between that individual and the appropriate Federal official and the persons providing personnel and equipment. Identify, and ensure by contract or other means approved by the President, the availability of private personnel and equipment necessary to remove to the maximum extent practicable a worst case discharge (including a discharge resulting from fire or explosion), and to mitigate or prevent a substantial threat of such a discharge. Describe the training, equipment testing, periodic unannounced drills, and response actions of persons on the vessel or at the facility, to be carried out under the plan to ensure the safety of the vessel or facility and to mitigate or prevent the discharge, or the substantial threat of a discharge. Be updated periodically; and be resubmitted to approval of each significant change

50 SLIS AREA CONTINGENCY PLAN Each owner or operator of a tank vessel or facility required by OPA 90 to submit a response plan shall do so in accordance with applicable regulations. Facility and tank vessel response plan regulations, including plan requirements, are located in 33 CFR Parts 154 and 155, respectively. As defined in OPA 90, each Responsible Party for a vessel or a facility from which oil is discharged, or which poses a substantial threat of a discharge, into or upon the navigable waters or adjoining shorelines or the Exclusive Economic Zone is liable for the removal costs and damages specified in Subsection (b) of Section 1002 of OPA 90. Any removal activity undertaken by a Responsible Party must be consistent with the provisions of the NCP, the Regional Contingency Plan (RCP), the Area Contingency Plan, and the applicable response plan required by OPA 90. If directed by the OSC at any time during removal activities, the Responsible Party must act accordingly. Each Responsible Party for a vessel or facility from which a hazardous substance is released, or which poses a substantial threat of a discharge, is liable for removal costs as specified in the Comprehensive Environmental Response, Compensation, and Liability Act of The Clean Water Act ("CWA"), the Oil Pollution Act of 1990 ("OPA 90"), and the Comprehensive Environmental Response, Compensation & Liability Act ("CERCLA") apply to U.S.-flag and foreign-flag vessels operating in U.S. waters. OPA 90's and CERCLA's requirements, however, vary based on the tonnage and type of vessel, while the CWA applies to all vessels. For example, under OPA 90 and CERCLA, all vessels are required to meet the reporting and spill response requirements, but only tank vessels and other vessels over 300 gross tons must demonstrate financial responsibility for potential cleanup liability, and only tank vessels must develop response plans

51 SLIS AREA CONTINGENCY PLAN 1600 National Policy and Doctrine 1610 Fish and Wildlife Acts Compliance and Special Considerations The ACP works to ensure that response actions are not likely to adversely affect or jeopardize Federally-listed threatened or endangered (T/E) species, protected marine mammals, listed migratory bird species, or essential fish habitat (EFH) under Federal Acts described in this plan. Decisions on if and how to proceed and then when to terminate cleanup operations, are made on a site-specific basis by the action agency (e.g., Coast Guard FOSC) and/or Unified Command after consulting with the Federal Trustees (National Oceanic and Atmospheric Administration, U.S. Department of Interior, and defined in Subpart G of the National Contingency Plan NCP). The increasing cost of the cleanup and potential effects on the environment caused by cleanup activities is weighed against the ecologic and economic effects of leaving the oil in place. As outlined in the Inter-Agency Memorandum of Agreement Regarding Oil Spill Planning and Response Activities Under the Federal Water Pollution Control Act s National Oil and Hazardous Substances Pollution Contingency Plan and the Endangered Species Act (ESA MOA ), T/E species and critical habitats information obtained from the Services (National Marine Fisheries Service, U.S. Fish & Wildlife Service) are compared against potential response actions as in the effects matrix in Appendix #. It offers a preliminary assessment of sensitive site protection strategies for potential response actions that are non-incident specific. Final estimates of whether response actions may adversely affect T/E species, critical habitat, fish and wildlife, or EFH can only be made during an actual spill incident when seasonal and environmental conditions are known. Under emergency consultation at the time of an actual incident, specific for a response action, the Services will provide best management practices (BMPs) for species or habitat to minimize, mitigate or eliminate altogether its adverse effects. Approval of the ACP itself does not constitute an action that affects T/E species, critical habitat, fish and wildlife, or EFH. The Coast Guard FOSC and Area Committee hope the ACP is never used however when necessary, the ESA MOA and pre-authorization agreements in this ACP per 50 CFR can serve to expedite a response decision when time is of the essence. The Coast Guard is aware of its responsibility under the Federal ESA and other fish and wildlife Acts and coordinates its pre-spill planning, spill response and post-spill activities with the Area Committee, Federal Trustees and Services, and U.S. Environmental Protection Agency (EPA). Migratory Birds A large number of international treaties and domestic laws have been enacted that provide protection for migratory birds. Legal authorities may be categorized as primary or secondary

52 SLIS AREA CONTINGENCY PLAN Primary authorities are international conventions and major domestic laws that focus primarily on migratory birds and their habitats. Secondary authorities are broad-based domestic environmental laws that provide ancillary but significant benefits to migratory birds and their habitats. Primary Federal Authorities for Migratory Birds and Their Habitats Primary authorities of the United States for migratory birds may be divided into those that protect bird populations and those that protect bird habitats. Authorities which protect bird populations include: Lacey Act of 1900, Weeks-McLean Law of 1913, Migratory Bird Treaty Act of 1918, Endangered Species Act of 1973, four international conventions (treaties) with Canada, Mexico, Japan and the former Soviet Union, Ramsar Convention, Antarctic Treaty, Bald Eagle Protection Act, Waterfowl Depredations Act, Fish and Wildlife Conservation Act, and the Wild Bird Conservation Act. Primary authorities for protecting bird habitats include: Duck Stamp Act, Wetlands Loan Act, Emergency Wetlands Resources Act, Migratory Bird Conservation Act and the North American Wetlands Conservation Act. Several of these authorities may come into play during an emergency response, most notably the following: Bald Eagle Protection Act of 1940 The Bald Eagle Protection Act provides for the protection of the bald eagle (the national emblem) and the golden eagle by prohibiting, except under certain specified conditions, the taking, possession and commerce of such birds. The 1972 amendments increased penalties for violating provisions of the Act or regulations issued pursuant thereto and strengthened other enforcement measures. Rewards are provided for information leading to arrest and conviction for violation of the Act. Migratory Bird Treaty Act (MBTA) of 1918 The Migratory Bird Treaty Act (MBTA) implemented the 1916 convention between the United States and Great Britain for the protection of birds migrating between the U.S. and Canada. Similar conventions between the United States and Mexico (1936), Japan (1972) and the Union of Soviet Socialists Republics (1976) further expanded the scope of international protection of migratory birds. Each new treaty has been incorporated into the MBTA as an amendment and the provisions of the new treaty are implemented domestically. These four treaties and their enabling legislation, the MBTA, established Federal responsibilities for the protection of nearly all species of birds, their eggs and nests. The MBTA made it illegal for people to "take" migratory birds, their eggs, feathers or nests. Take is defined in the MBTA to include by any means or in any manner, any attempt at hunting, pursuing, wounding, killing, possessing or transporting any migratory bird, nest, egg, or part thereof. In total, 836 bird species are protected by the MBTA, 58 of which are currently legally hunted as game birds. A migratory bird is any species or family of birds that live, reproduce or migrate within or across international borders at some point during their annual life cycle. The U.S. Fish and Wildlife Service (USFWS), Division of Migratory Bird Management, issues permits to qualified applicants for the following types of activities: falconry, raptor propagation,

53 SLIS AREA CONTINGENCY PLAN scientific collecting, special purposes (rehabilitation, educational, migratory game bird propagation, and salvage), take of depredating birds, taxidermy, and waterfowl sale and disposal. On November 26, 2003, the USFWS established a new category of migratory bird permit, namely, bird rehabilitation (50 CFR Parts 17, 21 and 22). Rehabilitation permits take the place of the old special use permits for rehabilitation by specifically authorizing migratory bird rehabilitation, including rehabilitation of migratory bird species listed as threatened or endangered under the Endangered Species Act. The new permits, applicable to approximately 2500 bird rehabilitators nationwide (veterinarians are exempt), set specific requirements to take, temporarily posses, or transport any migratory bird for rehabilitation purposes. However, any person who finds a sick, injured, or orphaned migratory bird may, without a permit, take possession of the bird in order to immediately transport it to a permitted rehabilitator. Prior to entering the location of an oil or hazardous material spill, a permitted rehabilitator must obtain authorization from the FOSC and a designated representative of the USFWS. All activities within the location of a spill are subject to the authority of the FOSC. The USFWS is responsible for the disposition of all migratory birds, dead or alive, and for overseeing migratory bird rehabilitation by permitted organizations, such a Tri-State Bird Rescue and Research or International Bird Rescue. Facilities used in migratory bird rehabilitation activities should conform as closely as possible with the facility specifications contained in the USFWS policy Best Practices for Migratory Bird Care During Oil Spill Response. Caging dimensions should follow standards developed by the National Wildlife Rehabilitators Association and the International Wildlife rehabilitation Council (Minimum Standards for Wildlife Rehabilitation, 2000). Mammals Marine Mammal Protection Act of 1972(MMPA) The Marine Mammal Protection Act (MMPA) established a Federal responsibility to conserve marine mammals. Management of sea otter, walrus, polar bear, dugong, and manatee is vested with the Department of the Interior s USFWS. The Department of Commerce s NOAA is responsible for managing cetaceans (whales and dolphins) and pinnipeds (seals and sea lions), other than the walrus. Under the MMPA, it is illegal to harass, hunt, capture or kill, or attempt to harass, hunt, capture or kill any marine mammal. Some marine mammals receive additional protection under the Endangered Species Act. The NOAA Fisheries Office of Protected Resources works in collaboration with the NOAA Fisheries Regions, Fisheries Science Centers and Partners to develop and implement a variety of programs for the protection, conservation and recovery of the approximately 175 mammal stocks listed under MMPA. The USFWS has similar programs for mammals under its jurisdiction

54 SLIS AREA CONTINGENCY PLAN Fishes The USFWS has management authority for anadromous fish species, inter-jurisdictional (coastal) fishes, and inland threatened or endangered species under a variety of laws including, but not limited to the Endangered Species Act, Fish and Wildlife Conservation Act, Atlantic Stripped Bass Act and the Anadromous Fish Conservation Act. The NOAA has management authority over marine, estuarine and anadromous species under a variety of laws including the Endangered Species Act, Magnuson-Stevens Fishery Conservation and Management Act and the Anadromous Fish Conservation Act. The individual states have responsibility for all fishes within their state boundaries, except where federal law supersedes. It is unlikely that large numbers of adult fish in large bodies of water would be killed by petroleum discharge. However, suffocation can occur in small water bodies if oxygen transport across gill surfaces is obstructed by a coating of oil or dissolved oxygen levels fall below sustainable amounts. If there is a fish kill, prompt collection and documentation should be accomplished in coordination with the appropriate management authority in order to avoid secondary impacts on predatory mammals and birds. Chronic exposure to low concentrations of petroleum hydrocarbons in water, sediment or food produces sub lethal effects, including changes in heart and respiratory rate, enlarged liver, reduced growth, fin erosion, a variety of biochemical and cellular changes, and reproductive and behavioral responses. Various groups of fishes and their varied life stages differ in susceptibility to petroleum products. Generally, the egg and larval stages are most sensitive, followed by juveniles and adults. The Magnuson-Stevens Fishery Conservation and Management Act of 1996 Magnuson-Stevens Fishery Conservation and Management Act of 1996 This law, more popularly known as the Sustainable Fisheries Act, amended the Fishery Conservation and Management Act of The amendments mandate the Secretary of Commerce to promulgate guidelines for identification of essential fish habitat by Fishery Management Councils. Section 305(b)(2)-(4) outlines a process for the NMFS and Councils to comment on activities proposed by federal agencies that may adversely impact areas designated as essential fish habitat. Essential fish habitat is defined as those waters and substrate necessary to fish for spawning, breeding, feeding, growth and maturity. The consultation process is usually integrated into existing environmental review procedures, such as the Endangered Species Act or Fish and Wildlife Coordination Act. The NMFS provides the federal agency with essential fish habitat recommendations that would avoid, mitigate or offset the adverse impact of a proposed activity on essential fish habitat. The recommendations are advisory in nature, but the federal agency must respond within 30 days

55 SLIS AREA CONTINGENCY PLAN from the date the recommendations are received. If the federal agency chooses not to adopt the NMFS recommendations, it must provide an explanation. The Endangered Species Act of 1973 (ESA) The Endangered Species Act of 1973 (ESA) The Endangered Species Act was enacted to conserve and recover threatened and endangered species and the ecosystems upon which they depend. The Act is administered by the USFWS in the Department of the Interior and the NMFS in the Department of Commerce. Under Section 7 of the ESA, federal agencies must consult with these trustee agencies on actions they take, permit, or fund which may jeopardize listed endangered species or adversely modify their designated critical habitat. During emergencies, such as disasters, casualties, national defense or security emergencies, and response to oil spills, the ESA allows for emergency consultation during the event, with formal consultation occurring after the event, if necessary. Implementation of the Interagency Memorandum of Agreement for the Endangered Species Act Endangered Species Act MOA The Interagency Memorandum of Agreement Regarding Spill Planning and Response Activities under the Federal Water Pollution Control Act s National Oil and Hazardous Substances Pollution Contingency Plan and the Endangered Species Act (herein after referred to as the MOA), signed by the USCG, EPA, NOAA, DOI, USFWS, and NMFS, aligns the consultation requirements with the pollution response responsibilities outlined in the NCP, 40 CFR 300. The MOA is intended to be used at the Area Committee level primarily to identify and incorporate plans and procedures to protect listed species and designated critical habitat during spill planning and response activities. A guidebook was developed for the MOA by the signatory agencies to further facilitate cooperation and understanding between the agencies involved in oil spill planning and response. This cooperation is highly successful when it is established before an incident occurs and should continue throughout an incident and the post-incident follow-up and review. By working proactively to identify the potential effects of spill response activities on species and their habitat, and then developing response plans and countermeasures, impacts to listed species and/or critical habitat can be reduced or avoided completely during an incident. Using the MOA guidebook, the following checklists were developed to assist FOSCs during Pre-Spill Planning, Emergency Response and Post Response activities The National Historic Preservation Act (NHPA) On 15 October 1966, Congress passed 16 USC 470, known as the National Historic

56 SLIS AREA CONTINGENCY PLAN Preservation Act (NHPA) to preserve the historical and cultural foundations of our Nation. Under Section 106 of NHPA, federal agencies are required to consider the effects of their actions on historic properties and take steps to reduce or eliminate adverse effects. The Programmatic Agreement on Protection of Historic Properties during Emergency Response under the National Oil and Hazardous Substances Pollution Contingency Plan (PA) PA, which was signed by the Assistant Commandant for Marine Safety and Environmental Protection on May 13, 1997, provides an alternative to the process in section 106 of the NHPA to ensure appropriate consideration of historic properties within the meaning of the NHPA during emergency response to a discharge or a release under the NCP, 40 CFR 300. The alternative to following the process in the PA, including the pre-spill planning part of the process, is to follow the complete consultation process in section 106 of the NHPA. The PA states that the FOSC is responsible for ensuring that historic properties are appropriately considered in planning and during emergency response. During pre-spill planning activities, the PA calls for identifying historic properties listed in or determined eligible for listing in the National Register of Historic Properties that might be affected by response to a release or spill and un-surveyed areas where there is a high potential for the presence of historic properties; identifying geographic areas or types of areas where historic properties are unlikely to be affected; identifying parties that are to be notified in the event of a spill in a non-excluded area; developing emergency response strategies to help protect historic properties; and identifying who will be responsible for providing expertise on historic properties to the FOSC s during emergency response (i.e., the FOSC s Historic Properties Specialist). Effective consideration of historic properties during emergency response in the absence of this advance planning is extremely difficult and may not be possible, so to take advantages of the benefits of the PA, FOSCs are to make every effort to conduct this planning effort and incorporate it into the ACP. During emergency response, FOSCs are responsible for activating the agreed-upon mechanism for addressing historic properties; namely, the FOSC s Historic Properties Specialist. In turn, the FOSC s Historic Properties Specialist will notify and consult with parties identified in preincident planning and who are listed in the ACP; will assess potential effects of emergency response strategies on historic properties; and will recommend to the FOSC, response actions to help minimize or eliminate potential impacts to historic properties. One of the essential key pre-spill planning elements is the identification of who will be responsible for providing reliable and timely expertise on historic properties to the FOSC during emergency response; i.e., the FOSC s Historic Properties Specialist. The PA provides that historic properties expertise and support may be obtained by the FOSC in any one of several ways: Implementing an agreement with State or Federal agencies that have historic properties specialists on staff; Executing a contract with experts identified in ACPs; or

57 SLIS AREA CONTINGENCY PLAN Hiring historic properties specialists on staff. The PA specifies the professional qualifications and standards that a Historic Properties Specialist must meet. It should be noted that only the FOSC and not the Responsible Party, may contract with experts to serve as the FOSC s Historic Properties Specialist. An FOSC may utilize a Pollution Removal Funding Authorization (PRFA) for funding the activation of a Historic Property Specialist during an emergency response. There is no funding available under the Oil Spill Liability Pollution Fund to conduct pre-incident planning. If FOSCs choose to obtain historic properties expertise through executing contracts with appropriate archaeologists, it is possible to go through a solicitation process that includes technical input and assistance from appropriate State Historic Preservation Officer(s) and Federal land management agency cultural resources specialists. Blanket Purchase Request Agreements may then be established with one or more companies with one or more named individuals who may be activated during emergency response to serve as the FOSC s Historic Properties Specialist Endangered Species Act (ESA) Pre-Spill Planning The Federal On-scene Coordinator (FOSC) consults with the following representatives in obtaining assistance with knowledge of, or access to information on listed species and critical habitat. National Oceanic Atmospheric Administration (NOAA) o NOAA representative to the Regional Response Team (RRT) o Scientific Support Coordinator (SSC) o National Marine Fisheries Service (NMFS) Regional Field Office Department of the Interior s (DOI) o Office of Environmental Policy and Compliance (OEPC) o U.S. Fish and Wildlife Service (USFWS) Regional Response o Coordinator (RRC) Local USFWS field office(s) in the areas covered in the plan State & local emergency response representatives. The FOSC may also do this by submitting a written request for listed endangered species and critical habitats present in the area covered by their ACP. The written request should include the specific geographical area of concern and a description of the response measures under consideration for that area. If listed species and/or critical habitat are present the USFWS, NMFS and FOSC jointly complete the Planning Template in Appendix C of the MOA, which constitutes informal consultation. This shall include identification of:

58 SLIS AREA CONTINGENCY PLAN The potential for oil spill response activities to adversely affect listed species and critical habitat Information on sensitive areas Emergency response notification contacts. Develop and incorporate into the ACP response methods to minimize identified adverse effects. Jointly with USFWS and NMFS, the FOSC should consider pre-approved response methods as part of the Area Committee planning process Consider tradeoffs and sensitive area priorities and incorporate in ACP. If no potential adverse effects are identified or if specific sources of potential adverse effects are identified and removed, the FOSCs must seek a concurrence letter from USFWS or NMFS for documentation. Once USFWS or NMFS provides a concurrence letter, ESA Section 7(a)(2) requirements will be deemed to have been met. If it cannot be determined that adverse effects will not occur, the FOSC must submit an initiation package, including: Written request for formal consultation Biological Assessment, based on information gathered to complete the o Planning Template in Appendix C to the MOA, including descriptions of: o Proposed action o Specific area that may be affected by the action o Listed species or critical habitat that may be affected o How the action may affect listed species or critical habitat and an analysis of cumulative effects o Relevant reports o Other relevant information on the action, listed species, or critical habitat. The FOSC should expect to receive a Biological Opinion from USFWS and NMFS within 135 days after receipt of the initiation package. No jeopardy or adverse modification opinion: If the Biological Opinion includes an incidental take statement, the FOSC (with Area Committee) shall decide how to incorporate the required terms and conditions to implement reasonable & prudent measures to reduce incidental takes of listed species or designated habitat. Jeopardy or adverse modification opinion: If opinion includes an alternative to the proposed action, the FOSC (with Area Committee) shall decide whether to incorporate the alternative and advise USFWS and NMFS of the decision. Incorporate information and correspondence developed from completion of the planning template (MOA) into the ACPs directly or by reference, as appropriate. USFWS, NMFS and the FOSC maintain copies of all documents

59 SLIS AREA CONTINGENCY PLAN The planning work should emphasize the time-sensitive nature of spill response, and recognize the tradeoffs that result from any action or inaction. Provide guidance on early determination of informal versus formal consultation, possibly in matrix form. A matrix for each (coastal) species should provide countermeasures on one axis, and the potential effects on the other (no effect, not likely to adversely affect, may adversely affect), which would guide the amount of required consultation during a spill event. The Environmental Sensitive Protection Strategies section of the ACP should reflect the countermeasures that were developed during consultation Public vs. Private Equipment The Oil Pollution Act of 1990 (OPA 90) reaffirmed the basic principle that the primary source of an oil spill preparedness and response system in the U.S. should be implemented and maintained by the private sector. It is not, nor should it be, the Coast Guard's intent to compete with the commercial oil and hazardous materials pollution response industry. The utilization of government resources in lieu of commercial resources can place the government in a competitive environment. This is not the intent of OPA 90, as it defeats the incentive for commercial enterprise to maintain equipment and trained personnel in a competitive market. The Coast Guard's pre-positioned response equipment, other publicly owned response equipment, and other initiatives under the Coast Guard's oil spill response program are only intended to supplement the oil and clean-up industry's response program or be used if the commercial industry does not have readily available resources, and only until such time that the Federal On-Scene Coordinator (FOSC) or the Unified Command decides to release the resources. The FOSC has the authority and responsibility in accordance with the National Contingency Plan to contain, control, and carry out response activities for the removal of a discharge where a substantial threat to public health or welfare, or where natural resources are endangered. At the direction and discretion of the FOSC and the Unified Command, when the responsible party executes a suitable response, any government equipment deployed should be withdrawn as commercial equipment becomes available and is placed into service. The FOSC may consider using Coast Guard/Department of Defense (DOD) or Oil Spill Cooperative resources in such instances when the spill has been federalized and/or private sector resources cannot respond to the incident in a timely manner, or there are certain specific resources not available from the private sector Dispersant Pre-Approval/Monitoring/Decision Protocol Note: No pre-authorization agreement exists for Long Island Sound. At the time of an oil spill incident, the Coast Guard FOSC is authorized to evaluate the use of dispersants approved in Subpart J of the NCP (Product Schedule). The dispersant preauthorization process all applicable checklists, policies and protocols are contained in Appendix

60 SLIS AREA CONTINGENCY PLAN The primary objective of oil spill response and cleanup is to reduce the adverse effects of spilled oil on the environment. Mechanical removal and disposal or recycling/re-use of the spilled oil is preferred. However mechanical recovery may be limited by equipment capability, distance offshore, weather and sea state, storage and disposal problems, and spill magnitude. Therefore, the use of approved dispersants and a pre-authorized decision making process should be considered by the FOSC/IC/UC when dispersant techniques could effectively lessen the environmental impacts of an oil spill. Decisions on if and how to proceed, and when to terminate cleanup operations, is made on a sitespecific basis by the FOSC/IC/UC. The increasing cost of the cleanup, its effectiveness or potential for dispersants to adversely affect the environment is weighed against the ecologic and economic benefits, use of other methods, or options to leave the oil in place In-situ Burn Approval/Monitoring/Decision Protocol Note: No pre-authorization agreement exists for Long Island Sound. At the time of an oil spill incident, the FOSC/IC/UC is authorized to evaluate the applicability of in-situ burn response techniques. The pre-authorization decision process to burn oil in-situ is described in and all applicable checklists, policies and protocols are contained in Appendix. Decisions on if and how to proceed, and then when to terminate burn operations, is made on a site-specific basis by the FOSC/IC/UC. The increasing cost of the cleanup, its effectiveness, or potential to adversely affect human health or the environment through the use of in-situ burn techniques is weighed against the ecologic and economic benefits, use of other methods, or options to leave the oil in place

61 SLIS AREA CONTINGENCY PLAN 2000 Initial considerations and decisions of the Incident Commander or Unified Command Depending on the type of incident, the Incident Commander or Unified Command should first review the initial response actions and considerations outlined in this Section and consult the appropriate Incident Annex (oil, hazardous materials, radiological, biological or terrorism) for further guidance unique to that type of incident Coast Guard Incident Commander Considerations: A. Determine need to initiate Critical Incident Communications procedures B. Is establishing a Unified Command appropriate, and who shall be members of Unified Command? C. Safe to Respond i. Work with the Unified Command, Operations and Planning Sections to determine the control zones (hot, warm, cold) ii. Unified Command communicates location of zones to response personnel iii. Document Safe to Respond determination a. Is the incident the result or possible result of a terrorist act? b. Should the Maritime Security Level (MARSEC) be increased? c. Determine need to notify Coast Guard Investigative Service Resident Agent of the Incident or any other appropriate law enforcement agency D. Determine who will be in charge of investigation and how it relates to the response (e.g. whether it will be included in the ICS organization) E. Determine if there are the right type, kind and quantity of Coast Guard resources to respond. Consider mobilizing: i. LANTAREA IMAT for incident management assistance Link to IMAT activation procedures Section 9701 ii. Atlantic Strike Team for response expertise and resources iii. NOAA SSC for environmental and scientific assistance iv. MSST for port security force augmentation v. Other special teams as appropriate vi. Link to Chaffey Amendment F. Assign SITREP writer and establish appropriate battle rhythm G. Determine if the complexity of incident response operations are such that the command team would benefit from an ICS Technical Expert 2020 Incident Commander/Unified Command Considerations:

62 SLIS AREA CONTINGENCY PLAN A. Ensure all incident facilities institute appropriate security measures. B. Does the incident necessitate the need to close the air space 2030 Incident Commander/Unified Command Responsibilities (not inclusive): A. Develop incident objectives B. Establish operational period C. Establish the immediate priorities D. Keep appropriate chain of command informed of incident status E. Coordinate with key people and officials F. Approve and authorize the implementation of an Incident Action Plan G. Authorize release of information to the news media H. Ensure the safety and security of responders as well as maximize the protection of public health and welfare. I. Manage a coordinated interagency response effort that reflects the makeup of Unified Command. J. Minimize social, political, environmental, and economic adverse impacts. K. Keep the public, stakeholders and the media informed of response activities. L. Establish an appropriate Incident Management Team organization that can effectively meet the initial and long term challenges required to mitigate the incident. Decide which members from which organizations will fill Command, General Staff, and other key positions M. Ensure that competing response activities are closely coordinated N. Ensure that all appropriate agency/organization mandates, practices, and protocols are considered in the overall response effort. O. Ensure that scene integrity and evidence preservation procedures are adhered to. P. Ensure that appropriate facilities are identified and established to support response efforts. Q. Determine need to establish a Family Assistance Coordinator Technical Specialist. R. Ensure that appropriate financial accounting practices are established and adhered to. S. Ensure that appropriate What if? contingencies are in place to address the full range of possible events T. Ensure that an appropriate internal resource request and off incident resource ordering system is established and followed. U. Ensure important Unified Command decisions are properly documented V. Determine if historic properties are threatened in conducting response operations. W. Consult the Protection of Historic Properties: Oil Discharge and Hazardous Materials Release Emergency Response Phase Checklist X. Consult with State Historic Preservation Officers regarding possible response impacts to cultural or historic sensitive sites. Ensure the

63 SLIS AREA CONTINGENCY PLAN confidentiality of site location information to minimize potential vandalism Y. Conduct and Endangered Species Act (ESA) Section 7 consultation, if appropriate, with Department of Interior staff in the incident command organization i. Note: Section 7 of the ESA requires that federal agencies must consult with the appropriate trustee on actions they take, permit, or fund which may jeopardize listed endangered species or adversely modify their designated critical habitat. Z. Determine if the incident requires notification of Natural Resource Trustees AA. Brief the Command and General Staff (communicate the UC s intent) BB. Discuss what the UC thinks it faces CC. Discuss Unified Command objectives, priorities, and operational period information DD. Discuss the direction the UC is taking EE. Tell the Staff why FF. Discuss what the Command Team needs to pay particular attention to GG. Encourage questions from the Staff HH. Oversee the demobilization of incident resources II. Set demobilization priorities consider: i. Type of resource ii. Cost iii. Personnel welfare JJ. Approve the Demobilization Plan KK. If an Area Command or Joint Field Office is established, ensure close coordination. Consult the guidance outlined in the Area Command and Joint Field Office sections 2040 Considerations for Conducting a Best Response: The term Best Response means that a response organization will effectively, efficiently, and safely respond to all incidents, minimizing the consequences to save lives, protect public and responder health, safeguard the security of the homeland and protect or infrastructure, environment and economy. Best Response considerations represent a set of general goals for Unified Command to achieve if they are conducting a comprehensive and effective response. Best Response considerations represent a set of general goals for Unified Command to achieve if they are conducting a comprehensive and effective response. Best Response equals a successful response based on achievement of certain key success factors (i.e. the things that a response must accomplish to be considered successful). Figure 1 lists the various Best Response goals

64 SLIS AREA CONTINGENCY PLAN When conducting an incident response, Incident Commander s/unified Command and their Command and General Staffs should always consider the Best Response concept while managing operational and support/coordination functions

65 SLIS AREA CONTINGENCY PLAN 2050 Common list of Objectives: References: a. IMH CH-4 Some incident objectives apply to any type of contingency response. Although not inclusive, the objectives listed below should be considered to determine if they are applicable to the incident you are responding to. The objectives are listed under the Best Response goals as outlined in Figure 1. A. Human Health and Safety i. Conduct response operations in accordance with established regulations and policy. ii. Initiate actions to make safe to respond determination iii. Establish hazard control zones iv. Rescue, consider decontamination, triage, treat and transport victims v. Account for all victims vi. Locate and mitigate any secondary devices, if present vii. Determine people casualties and symptoms from a distance viii. Provide Critical Incident Stress Management (CISM) services to responders. ix. Establish a Family Assistance Coordinator B. Environment i. Develop response strategies and tactics that minimize impact to historic properties ii. Initiate sampling to identify substance and determine if present iii. Mobilize hazardous materials, health and environmental responders to assist in securing/containing perceived threat C. Property i. Identify and mitigate any potential impacts on critical infrastructure D. Economy i. Minimize the economic impact of the incident by continuing to facilitate and/or restore commerce E. Security i. Establish a secure perimeter (landside/waters) ii. Question witnesses and carry out LE functions iii. Secure evidence and treat as crime scene iv. Establish secure communications F. Public Communications

66 SLIS AREA CONTINGENCY PLAN i. Institute an effective Risk Communications Program (communicate with the public in a calm, confident and competent manner) ii. Message, Method (DHS release?), Messenger (medical professional) G. Stakeholder Support i. Minimize impact on stakeholders ii. Keep stakeholders well informed iii. Meet with stakeholders iv. Handle claims questions and concerns promptly H. Organization i. Ensure notification of all principal parties using the Advance Notification Incident Command System (ANICS) ii. Water intakes Link Password Required iii. Effective and efficient ICS Organization iv. Determine makeup of Unified Command v. Mobilize and effectively use response resources 1 Historic Properties are defined as any prehistoric or historic district, site, building, structure, or object included in, or eligible for inclusion on the National Register

67 SLIS AREA CONTINGENCY PLAN 2100 Guidance on determining the make-up of the Unified Command: While a single Incident Commander normally handles the command function, an ICS organization may be expanded into a Unified Command (UC). As a component of ICS, the Unified Command is a structure that brings together the Incident Commanders of all major agencies/organizations involved in the incident to coordinate an effective response while at the same time carrying out their own jurisdictional responsibilities. The UC links the organizations responding to the incident and provides a forum for these agencies to make consensus decisions. Under the UC, the various jurisdictions and/or agencies and non-government responders work together to create an integrated response team. A strong Unified Command is essential to an effective response. A UC may be used whenever multiple jurisdictions are involved in a response effort. These jurisdictions could be represented by: i. Geographic boundaries (i.e. three states, Indian Tribal Land) ii. Governmental levels (i.e. Federal, State, Local) iii. Functional responsibilities (i.e. fire, law enforcement, hazardous material releases) iv. Statutory responsibilities (i.e. Federal Land Managers, Responsible Party under the Oil Pollution Act of 1990) v. Some combination of the above. Actual UC make-up for a specific incident will be determined on a case-by-case basis taking into account: i. The specifics of the incident; ii. Determinations outlined in existing response plans; or iii. Decisions reached during the initial meeting of the UC. The makeup of the UC may change as incident progresses, in order to account for changes in the situation. The UC is a team effort, but to be effective the number of personnel should be kept as small as possible. A well-defined process requires the UC to set clear objectives to guide the on-scene response resources. Each UC member may assign Deputy Incident Commander(s) to assist in carrying out IC responsibilities. UC members may also be assigned individual legal and administrative support from their own organizations. A. To be considered for inclusion as a UC representative, your organization must: i. Have jurisdictional authority or functional responsibility under a law or ordinance for the incident; and,

68 SLIS AREA CONTINGENCY PLAN ii. The incident or response operations must have impact on your organization s Area of Responsibility (AOR); and, iii. Your organization must be specifically charged with commanding, coordinating or managing a major aspect of the response; and, iv. Your organization must have the resources to support participation in the response organization. B. Unified Command representatives must be able to: i. Have the capability to sustain a 24-hour-7-day-a-week commitment to the incident; ii. Have the authority to commit agency or company resources to the incident; iii. Have the authority to spend agency or company funds; It is important to note that participation in a UC occurs without any agency abdicating authority, responsibility, or accountability. C. Generic Unified Command Organization: Federal Agency(s) State Agency(s) (CT / NY) Industry Figure 1- In the Incident Command System only the position of Incident Commander can be expanded to form a Unified Command where there is more then one Incident Commander. The positions of Operations, Planning, Logistics and Finance/Administration Sections Chiefs can only have one individual filling that role. D. Decisions by the Unified Command: i. Agree and establish incident priorities (allows for trade-off decisions) ii. Determine the Operational Period iii. Agree on a common set of incident objectives iv. Designate the agency providing the Operations Section Chief v. Establish location of the Incident Command Post vi. Approve and authorize implementation of the Incident Action Plan

69 SLIS AREA CONTINGENCY PLAN vii. Set policy for releasing information to the media viii. Commit to speak with one voice through the Public Information Officer (PIO) or Joint Information Center (JIC), if established; ix. Agree on logistical support procedures; and x. Agree on cost-sharing procedures, as appropriate. xi. Does the complexity or duration of the incident response necessitate the support of an Incident Management Assist Team? In the Unified Command structure decisions are made jointly. However, there will be some instances where an operational issue is the primary jurisdiction of a single agency. In these instances, the primary agency will request input from all Unified Commanders before deciding on a particular course of action

70 SLIS AREA CONTINGENCY PLAN 2110 Principal Federal Official: The Principal Federal Official (PFO) is designated by the Secretary of Homeland Security to facilitate support to the Unified Command managing on-scene operations. The PFO does not direct or replace the incident command structure established at the incident.1 It is not envisioned that the PFO and their support staff would co-locate with the Incident Command Post. However, during the early phases of an evolving terrorist threat, the PFO and their support staff would work closely with the Unified Command (and the Federal Bureau of Investigation Joint Operations Center if established) to aid in the overall coordination of response efforts and facilitate national support. Responsibilities (not inclusive): i. Represent the Secretary of Homeland Security as the lead Federal official for domestic incident management ii. Ensure overall coordination of Federal domestic incident management and resource allocation activities iii. Ensure the seamless integration of Federal activities in support of and in coordination with State, local, and tribal requirements iv. Provide strategic guidance to Federal entities v. Facilitate interagency conflict resolution as necessary vi. Serve as a primary, although not exclusive, point of contact for Federal interface with State, local, and tribal senior elected/appointed officials, the media, and the private sector vii. Provide real-time incident information to the Secretary of Homeland Security through the Homeland Security Operations Center (HSOC) and the Interagency Incident Management Group (IIMG), as required viii. Coordinate response resource needs between multiple incidents as necessary, or as directed by the Secretary of Homeland Security ix. Coordinate the overall Federal public communications strategy locally to ensure consistency of Federal interagency communications to the public 1 National Response Framework dated 08 January 2008 page

71 SLIS AREA CONTINGENCY PLAN 2120 Transfer of Command (Briefing the Incoming Incident Commander): The Transfer of Command Briefing is critical to providing the incoming Incident Commander with an accurate assessment of on-scene operations. Note: The guidance provided in this Section under Providing an Accurate and Detailed Briefing should be used by Sector Long Island Sound personnel when responding to an incident (security or response) to brief the Chief, Response Department and the Sector Commander. The picture you paint of the incident during your brief will enable the command to determine the best course of action. Depending on the size of the incident, incident complexity and political interests the command may decide to assume the duties of the incident commander or continue to let you manage on-scene operations. A. Responsibilities of the incoming Incident Commander i. If possible, get a first hand assessment of the incident with the off going Incident Commander (IC) ii. Following the briefing, determine an appropriate time that the actual transfer of command will take place iii. Notify the following when a change in Incident Commanders takes place a. Incident personnel b. District 9 (i.e. through message, verbal etc.) c. All cooperating and assisting agencies iv. Ensure that the transfer of command is recorded in a. SITREP POLS b. In your ICS-214, Unit Log B. Providing an accurate and detailed briefing i. Equipment - At a minimum, you should have: a. Chart/Maps b. A completed ICS-201, Incident Briefing Form c. Photographs ii. Command Briefing Checklist a. Ensure Command has a copy of the ICS-201 or Incident Action Plan 1. Use charts and/or maps as an aid b. Point out locations and details about the incident you have documented c. Cover current situation Paint incident picture as you saw it. d. Cover initial response objectives and priorities e. Discuss current actions and tactics f. Review planned actions g. Review current organization to deal with the situation

72 SLIS AREA CONTINGENCY PLAN h. Discuss and make short term recommendations on short term changes to the response organization i. Review how you are currently utilizing the resources on scene j. Provide a rundown on all additional resources that have been ordered of that you need to support planned actions k. Give a status of communications l. Summarize briefing by providing Command with your overall assessment of the incident potential m. Solicit comments from Command n. Request direction from Command 1. What do you want me to do now? ICS-201, Incident Briefing Form: References: a. ICS-201 Section 9710 The ICS-201 is an excellent tool for managing and documenting the initial response actions taken to any type of contingency. A. The following information is required for completing the ICS-201: i. PAGE 1 of the ICS-201 (Sketch Map/Chart) a. Orientation (place north arrow) b. Incident perimeter c. Organizational boundaries d. Hazards (safety and security) e. Support facilities f. Key geographic features g. Wind direction and speed ii. PAGE 2 of the ICS-201 (Summary) a. Current Situation b. Accomplishments c. Initial Response Objectives d. Current Actions e. Current tactics f. Hindrances g. Area requiring immediate attention h. Progress made i. Life safety/security issues j. Planned Actions k. What is the next step?

73 SLIS AREA CONTINGENCY PLAN iii. PAGE 3 of the ICS-201 (Organization Chart) a. How have I organized the incident 1. Divisions 2. Groups 3. Strike Teams 4. Taskforces 5. Single resources b. Identify all positions that are filled c. Identify positions ordered d. Identify critical shortfalls iv. PAGE 4 of the ICS-201 (Resource Summary) a. Resource Summary 1. Assigned resources 2. Resources ordered but not on-scene

74 SLIS AREA CONTINGENCY PLAN 2200 Safety Officer: References: USCG Incident Management Handbook 6-6 The Safety Officer (SO) serves a vital function on the response team as an advisor to the Incident Commander/Unified Command. The primary function of the Safety Officer is to protect the responders and the public from the hazards of an incident. The SO must be highly integrated with the Operations Section Chief and Operations personnel to ensure that response tactics are executed safely. The Safety Officer works closely with the Planning Section Chief to ensure the Incident Action Plan is a safe one. The SO functions as a risk manager and must evaluate response options, select the most effective safeguards, and advise the Incident Commander/Unified Command and the Section Chiefs on the relative risks and benefits of the strategies and tactics being considered Safety Officer Responsibilities: References: a. GAR form Section 9707 b. ICS Compatible Site Safety Plan c. Specific Hazard Attachments Section 9709 A. Responsibilities: i. Comply with Federal, State and municipal regulations ii. Prepare documentation that will withstand the scrutiny of legal challenges and the public. iii. Conduct operational risk assessment of planned activities using either: a. Green/Amber/Red (GAR) Model b. Operational Hazard Work Sheet B. Duties: i. Clarify Safety Officer authorities with IC/UC (i.e. emergency stop work authority) ii. Work with the Operations Section Chief to identify safety hazards associated with tactical plans iii. Develop the appropriate safety plans for the response addressing job hazards and risks to responders iv. Approve or develop various contingency plans (i.e. evacuation from a burning vessel should the fire become uncontrolled) v. Address both the risks in the current operational period and anticipate risks in future operational periods vi. Monitor ongoing operations to ensure the safety of the responders

75 SLIS AREA CONTINGENCY PLAN vii. Anticipate evolving risks, needed safeguards, and make recommendations to adjust strategies or tactics to reduce risks viii. Review and approve the Medical Plan ix. Investigate accidents that have occurred on the incident x. Ensure responders have adequate safety training under local, State and Federal regulations xi. Attend required meetings and briefings xii. Command and General Staff Brief a. Receive direction from the Incident Commander/Unified Command. Discuss any issues requiring clarification. xiii. Tactics Meeting a. Assess risk and benefits of the various response strategies. Discuss any safety concerns with Operations and Planning xiv. Planning Meeting a. Safety input in this meeting is crucial this is the time to discuss the high-risk issues and the safeguards to protect responders xv. Operational Briefing a. Conduct safety briefing oriented towards the specific activity of the responders Some rules of thumb on the number of Assistants Safety Officers that the incident may require: i. One Assistant Safety Officer for each high-risk activity ii. One Assistant Safety Officer for every 100 responders iii. One Assistant Safety Officer for completing the Site Safety Plan and providing input into the Incident Action Plan iv. One Assistant Safety Officer for each Division v. One Assistant Safety Officer to coordinate air monitoring vi. One Assistant Safety Officer to assist the Operations Section Chief with real-time tactical decisions If the incident is large or complex, consider requesting support from the: i. Atlantic Strike Team ii. Occupational Safety and Health Administration (or State equivalent agency) iii. State safety and health agencies iv. District 9 Safety Officer v. Environmental Protection Agency vi. Agency for Toxic Substances and Disease Registry C. Supporting the Incident Action Plan: i. Consider including a daily Safety Message in the Incident Action Plan ii. Review the draft ICS-204s (Assignment List) to determine if there is a need to include any safety guidance, requirements or special watch out advisories

76 SLIS AREA CONTINGENCY PLAN iii. Review and approve the ICS-206 (Medical Plan) to determine if the plan is compatible with the expected work activities and reflects appropriate notification and transportation procedures. iv. Complete site Health and Safety Plan v. Complete overall Safety Message

77 SLIS AREA CONTINGENCY PLAN 2220 Supporting Plans: Other supporting plans that may be included in the IAP and that the Safety Officer should be actively involved in: i. Decontamination Plan: Ensure that decontamination processes are in compliance with the safety plan. This may incorporate air monitoring and developing PPE protocols for a hazardous materials decontamination sites, or may entail confined space entry procedures being implemented for the decontamination of a holding tank on an oil skimming and recovery vessel. ii. iii. iv. Incident Map: The Safety Officer should coordinate with the Situation Unit Leader to assure that the map includes the location of the nearest hospitals (if nearby) and other safety related information including designated helispots for emergency medical transport, location of EMT/Paramedics on site, etc.. Chemical Hazard Documentation: The Safety Officer must document the hazards of a chemical by reviewing and extracting information from several chemical references including Material Safety Data Sheets. This information is used to ensure a proper risk assessment is conducted to identify controls for safeguarding responders and the public from the hazards of an incident. Air Monitoring Plans: The Safety Officer provides input into air monitoring plans with emphasis on ensuring responders are operating under safe conditions and the public is properly protected. v. Chemical, Biological, Weapons of Mass Destruction Agent Sampling Plans: The Safety Officer reviews these plans to ensure the plans are executed in a safe manner and meet the Unified Command's primary goal of protecting responders and the public. vi. Other Plans: The Safety Officer may review other plans with the safety of the responder and the public in mind. For example, the Demob plan should be reviewed to ensure personnel and equipment are not demobilized too soon and therefore increase an existing fatigue or other safety hazard

78 SLIS AREA CONTINGENCY PLAN 2300 Public Information Officer (PIO): References: a. JIC Manual b. Risk Communications The Public Information Officer (PIO) is designated by the Incident Commander/Unified Command to support the information needs of the response. The PIO establishes, maintains, and deactivates the Joint Information Center (JIC); and represents and advises the Incident Commander/Unified Command on all public information matters relating to the incident. A Public Information Officer should possess public affairs, crisis response JIC and/or management experience. Personnel are assigned to this position based on skills and ability, not rank or employer PIO Responsibilities: i. Support the communication needs of the Incident Commander/Unified Command ii. Oversee JIC operations iii. Gather incident data iv. Inform the public and community v. Complete analysis of public perceptions using the Joint Information Media Analysis Worksheet vi. Assist in the implementation of communication requirements such as holding press conferences, disseminating press releases and answering media queries. vii. Attend command meetings to exchange information with the Unified Command and to get approval of information to be released viii. Coordinate intra-organizational activities (e.g., information exchange between responding agencies) ix. Ensure open and successful internal communications x. Coordinate activities with the Command Staff Liaison Officer xi. Determine need to develop an Outreach Plan A. Initial Response i. Select a location for the JIC close to the Unified Command ii. Establish a dedicated phone line for inquiries from the media iii. Gather basic facts about the crisis a. Who is involved in incident and response b. What is the nature of the incident c. When did the incident occur d. Where did the incident occur e. How did the incident occur (if known and releasable) iv. Call District 9 Public Affairs and brief it as to situation and need for support v. Depending on incident, request assistance from the National Strike Force Coordination Center s Public Information Assistance Team (PIAT)

79 SLIS AREA CONTINGENCY PLAN vi. Familiarize yourself with Unified Command members vii. Write initial news release and get approval from Unified Command viii. Fax and/or release to media distribution list ix. Assign positions in JIC for data gatherer and dissemination assistant as per the JIC model x. Develop talking points and command messages for incident xi. Coordinate a press conference with Unified Command to brief the media and public about the incident. xii. Develop opening statement for Coast Guard Incident Commander prior to press conference xiii. Create press packs B. Follow on Actions i. Set up news clips collection (video and paper). (Either have finance contract a clipping service for the incident or organize some means of recording television news and print articles.) ii. iii. Establish an incident Website Shoot or collect photographs and video of response for archival purposes and releasing to the media C. Supporting the ICS i. Complete a daily 214 unit log for significant events of the day ii. Maintain records of all: a. Media calls Link to Joint Information Center Query Record Section 9703 b. Press releases c. Press packs d. Communications plans e. Q & A s f. Talking points g. Speaker preparations h. Fact Sheets i. Video news clips j. Paper news clips with Media Analysis Worksheet Link to Media worksheet Section 9702 iii. Submit all records created for the response and completed ICS form 214 to Documentation

80 SLIS AREA CONTINGENCY PLAN 2320 Risk Communication: Risk communication is maximizing public safety by presenting information to the public in a timely and professional manner during emergency situations. Maximum cooperation is needed from the public to ensure safe response efforts. Today, Incident Commanders have the responsibility to communicate risks to the public concerned with terrorism, homeland security, environmental disasters, and other events of public concern. The Unified Command is the trusted specialist the public is looking for to answer and address questions and concerns. A. Examples of Situations involving Risk Communication i. Alerts (severe weather, maritime security level changes) ii. Disease outbreaks iii. Hazardous material releases iv. Toxic contamination v. Major bridge or building collapse vi. Terrorist attack B. Three equations resulting in successful Risk Communication i. Perception equals reality, ii. Goal equals trust and credibility iii. Communication equals skill C. Do s & Don ts of Effective Risk Communication i. Define all technical terms and acronyms-don T SPEAK IN A MANNER YOUR AUDIENCE WILL NOT UNDERSTAND. ii. Use positive or neutral terms-don T REFER TO OTHER DISASTERS ex. EXXON VALDEZ iii. Use visuals to emphasize key points-don T RELY ENTIRELY ON WORDS. iv. Remain calm, use questions or allegations to say something positive-don T LET PERSONAL FEELINGS INTERFERE WITH YOUR ABILITY TO COMMUNICATE PROPERLY. v. Use examples, stories, and analogies to establish a common understanding. vi. Be sensitive to nonverbal messages you are communicating-don T ALLOW YOUR MESSAGE TO BE INCONSISTENT WITH YOUR POSITION IN THE ROOM, YOUR DRESS OR YOUR BODY LANGUAGE. vii. Emphasize achievements made and ongoing efforts-don T GUARANTEE ANYTHING. viii. Provide information on what is being done-don T SPECULATE ABOUT WORST CASES

81 SLIS AREA CONTINGENCY PLAN ix. Use personal pronouns-don T IDENTIFY YOURSELF AS THE ENTIRE ORGANIZATION. D. Communicating risks during the initial phase (first 24 hours) i. Work with the Liaison Officer to identify stakeholders: a. Environmental Protection Agency b. Mariners Advisory Committee c. Facility managers d. Vessels agents e. Other agencies specifically involved in an incident/event ii. Get the word out in emergency situations through widespread distribution of material to ensure effective communication (press releases, Marine Safety Information Bulletins/Broadcast Notice to Mariners, press conferences, public meetings). iii. During an initial response, the first responders may need to brief the public on inherent safety concerns. Prepare, review, remain calm and remember your audience! E. Communicating risks during the project phase (24 hours and beyond) i. Develop a plan of action by working with the stakeholders and Liaison Officer to organize and disseminate information to the public. ii. Use the following checklist to prepare for a speaking engagement: a. Time, Place and Date of public appearance. b. Incident/Event name: Time Place and Date of Incident/Event. c. Introduction: statement of personal concern, statement of organization commitment, and the purpose and plan for the meeting. d. Key messages: supporting data of the Incident specifically impacting the public e. Public involvement: names and concerns of who are helping, the organizations they represent, and their specific area of responsibility (if a volunteer group has been set up now is a good time to mention how the community can get involved). Let the public know what they can do to help (whether that is evacuating, staying indoors, or reporting suspicious activity). iii. Conclusion: summary statement iv. Questions and answers: practice anticipated questions and responses. v. Presentation material: handouts, audios, etc. Refer to the following links for related information on Risk Communication:

82 SLIS AREA CONTINGENCY PLAN i. ii. The following link provides a GAO paper on Homeland Security, Risk- Communication Principle may assist in refinement of homeland security advisory system. The following link offers a USCG paper on A Quick reference guide to riskbased decision making: A step by step example of the RBDM process in the field. iii. The below link will offer access to LANTAREA s public affairs page with guidance on media interviews, example press releases, and other links committed to public affairs and risk communication Liaison Officer: References: a. USCG IMH 6-4 b. Liaison Officer Job Aid The role of the Liaison Officer and their staff can be summed up in the phrase- know your customer. The Liaison Officer is a vital link in the Incident Command s ability to effectively manage the concerns and issues of elected officials and their staff, government agencies, non-governmental organizations, general public, and industry partners during an incident response. The Liaison Officer can have significant impact on stakeholder perceptions regarding the success or appropriateness of the response, especially if they know what is important to these people and organizations. As such, the job of the Liaison Officer should begin before an incident ever takes place. To improve the effectiveness of the Liaison function, meetings, networking, and informal consultation should be an ongoing process as part of the preparedness phase. A Liaison Officer Responsibilities (not inclusive): i. Be a proactive contact point for government agencies, non-governmental organizations, political staff, and industry partners that have a vested interest in the response. ii. Use ANICS to verify that initial notifications of all entities, pre-identified in the appropriate emergency group, have been completed. If not, initiate contact. iii. iv. Identify public and private concerns related to the incident. Establish routine information pathways/documentation to the various groups that address their concerns and a schedule of when they can expect updates. Stick to the schedule. Examples include OEM bulletins, governmental advisories, websites. v. Maintain a master list of contact numbers. vi. Receive and coordinate all calls from public and private entities offering assistance

83 SLIS AREA CONTINGENCY PLAN vii. viii. Coordinate response resource needs of the Natural Resource Damage Assessment and Restoration lead representative and operations. Be diligent in maintaining a record of your activity. B. Interactions with stakeholders i. Elected Officials and their staff: a. ALWAYS brief the elected officials prior to a significant press release or media event. b. Be aware of who will be making the formal inquiries, who the key staff members are, and what specific concerns or hot topics to anticipate. c. Determine need to prepare a detailed agenda of the visit. d. Use State Unified Command representative to identify the appropriate escort for the visit. e. Try and group political/vip visits together. ii. iii. Government agencies a. Be cognizant of which government agencies have reported in to the response and which have not. b. Initiate contact with those agencies not represented. c. Offer to provide periodic situational updates, informal consultations or request support as the response develops. Non-governmental organizations a. Offer a seat at the decision making table during the planning/preparedness phase for these groups. b. Use them during a response to sway public opinion polls if there is a positive synergy, if not, try tempering their comments with other neutral agency representatives. c. If possible, include them in the response so they are involved. iv. General public a. Combine efforts with the Public Information Officer (PIO) and their staff b. Use targeted press releases generated by the PIO. c. Also consider community outreach through public information meetings, open houses, and door-to-door contact in the immediate areas affected. d. Use local elected officials to help organize these outreach events. v. Industry partners a. Use the response as an opportunity to reinforce key relationships. b. Use standing committees such as the Mariners Advisory Committee, the Area Committee and the Area Maritime Security Committee for pre

84 SLIS AREA CONTINGENCY PLAN ordained communication avenues. These groups have work groups and subcommittees that the port is already familiar with for information dissemination and decision making Intelligence Officer: The role of the Intelligence function in an Incident Command System organization provides the Incident Command (IC)/Unified Command (UC) with the a conduit to intelligence information that can have a direct impact on the safety of response personnel and influence the disposition of maritime security assets in Long Island Sound and the South Shore of Long Island A. Responsibilities include: i. Collect and analyze incoming intelligence information from all sources ii. Determine the applicability, significance, and reliability of incoming intelligence information. iii. As requested, provide intelligence briefings to the IC/UC. iv. Provide intelligence briefings in support of the Incident Command System Planning Cycle. v. Provide Situation Unit with periodic updates of intelligence issues that impact consequence management operations. vi. Answer intelligence questions and advise Command and General Staff as appropriate. vii. Supervise, coordinate, and participate in the collection, analysis, processing, and dissemination of intelligence. viii. Assist in establishing and maintaining systematic, cross-referenced intelligence records and files. ix. Establish liaison with all participating law enforcement agencies including the CGIS, FBI/JTTF, State and Local police departments. x. Conduct first order analysis on all incoming intelligence and fuse all applicable incoming intelligence with current intelligence holdings in preparation for briefings. xi. Prepare all required intelligence reports and plans. xii. As the incident dictates, determine need to implant Intelligence Specialists in the Planning and Operations Sections. B. Agencies that may support the Intelligence Officer i. USCG Field Intelligence Support Team (FIST) ii. FBI Field Intelligence Group (FIG) iii. State Police Intel iv. Immigration and Customs Enforcement (ICE) (Intel Analysts) v. Customs and Border Protection (CBP Analysts)

85 3000 Operations Section SLIS CONTINGENCY PLAN References: a. USCG Incident Management Handbook page 7-1 b. Operations Section Chief Job Aid All incidents begin with operations. The Operations Section Chief (OSC) must be both tactically competent in responding to the incident that they are responding to and they have to possess a thorough understanding of the Incident Command System. Some of the primary responsibilities of the OSC include: i. Manage tactical operations ii. Ensure tactical operations are conducted safely iii. Maintain close communications with the Incident Commander/Unified Command iv. Identify required tactical resources to accomplish response objectives v. Identify staging areas vi. Assemble and disassemble strike teams and task forces vii. Assist in the development of the Incident Action Plan This Section of the Base Plan provides guidance on Operations that can apply to any type of incident. It addresses Operations from the actions of the initial responder up to the activities required in supporting the ICS Planning Process. Based on the type of incident you are responding to, this Section should be used in conjunction with one or more of the Annexes. 1. Oil Incident Annex 2. Hazardous Materials Incident Annex 3. Radiological Incident Annex 4. Biological Incident Annex 5. Terrorism Incident Annex In addition, if the incident involves vessel salvage refer to Section 3300 Salvage for additional considerations regarding salvage of a vessel. Salvage Section 3300 The guidance in this section includes: i. The Operations Section organization ii. Initial response actions of the OSC iii. Considerations for building the Operations organization a. Deputies b. Divisions c. Groups d. Branches e. Staging Areas f. Air Operations Branch Director iv. Expectations of Division and Group Supervisors

86 SLIS CONTINGENCY PLAN v. The OSC Responsibilities in Supporting the ICS Planning Process a. Command and General Staff Meeting b. Preparing for the Tactics Meeting c. Tactics Meeting vi. Using the ICS-215, Operational Planning Worksheet a. Planning Meeting b. ICS-204, Assignment List vii. Operations Briefing viii. Conducting De-briefs ix. Air Operations Branch Director 3100 The Operations Section Organization: The Operations organization (see Figure 1) is designed to be highly flexible so that it can be used during any type of emergency. Unlike the other Sections in the ICS organization, Operations builds from the bottom up, only adding layers of management to maintain span of control when the size of the Operations Section requires more focused oversight. Command Staff Legal NRDA Investigation Team Unified Command FOSC SOSC RP Other Representatives, as necessary 1 NOAA SSC ICS Facilitator Safety Officer Information Officer Joint Information Center Liaison Officer Operations Section Staging Area Recovery & Protection Branch Emergency Response Branch Air Operations Branch Wildlife Branch Planning Section Situation Unit Resources Unit Document Unit Demob Unit Technical Specialists Environmental Unit Logistics Section Supply Branch Supply Unit Facilities Unit Vessel Spt Unit Ground Spt Unit Service Branch Finance / Administration Section Cost Unit Time Unit Procurement Unit Compensation / Claims Unit Food Unit Medical Unit 1 LOSC, Tribes, Federal Comms Unit Figure 1 - The Operations Section is designed to be highly flexible and expand and contract based o the needs of the incident

87 SLIS CONTINGENCY PLAN 3110 Organization Options The Operations section is responsible for all operations directly applicable to the primary mission. They direct the preparation of unit operational plans, request or release resources, make expedient changes to the Incident Action Plan as necessary, and report such to the Incident Commander. Includes the Recovery and Protection Branch, Emergency Response Branch, and Air Operations Branch. Figure 2 represents the Operations sub-sections, as defined by the Incident Management Handbook (IMH). Roles and responsibilities of the Operations section can be found in the Incident Management Handbook. The specific duties and responsibilities of the ICS Operations Section Chief can be located in the Operations Section Chief Job Aid. The Long Island Sound Area Committee Watch, Quarter & Station Bill (WQSB) (TBD) describes the operations section s Organizational Elements, Job/Source Titles, and initial position holders. Figure 2 Operations Section Organization Operations Section Staging Areas Recovery & Protection Branch Emergency Response Branch Air Operations Branch Protection Group SAR Group Air Tactical Group On Water Recovery Group Salvage Group Helicopter Coordination Shoreside Recovery Group Fire Suppression Fixed Wing Coordination Disposal Group HAZMAT Group Air Support Group Decon Group EMS Group Law Enforcement

88 SLIS CONTINGENCY PLAN 3120 Initial response actions of the Operations Section Chief (OSC) Typically, the first responder will act in the capacity of both the initial Incident Commander and as the Operations Section Chief (OSC). As the OSC, there are several key actions that you must undertake to ensure that operations are properly managed. These actions include: i. Conducting an initial assessment of the situation to determine: ii. Incident Priorities: (Oil Spill Example): Safeguard Environment a. (Note: this information can also be taken from ICS 201 or obtained by questioning the Incident Commander) iii. Strategic Priorities, Examples: a. Contain the source b. Remove oil from water surface c. Protect environmental areas d. Recover oil from impacted shoreline e. Make Tactical Decisions: b. Review excerpts from the Area Contingency Plan to validate tactical decisions. iv. Conduct an operational risk assessment on each tactical decision to evaluate safety concerns using either: a. Green/Amber/Red (GAR) Model b. Operational Hazard Work Sheet c. ICS Compatible Site Safety Plan Section 9708 d. Specific Hazard Attachments Section 9709 v. Begin building the Operations Section around tactical decisions to assign Team Leaders, Group Supervisors, and Branch Directors and to formalize the communications chain (see section below: Consideration for organizing the Operations Section). Later on, this organization may change during the ICS Tactics Meeting. vi. Document actions taken on an ICS-201, Incident Briefing Form ICS- 201 Form. The Operations Section Chief s information on the ICS-201 should include: a. Operations organization b. Resources on scene c. Resources ordered d. Initial tactical actions vii. Maintain an ICS-214, Unit Log

89 3130 Considerations for building the Operations Section: SLIS CONTINGENCY PLAN To effectively manage an incident the Operations Section Chief must divide the incident into manageable work units. Some things to consider when dividing the incident are: i. Incident priorities ii. Size of effected area iii. Complexity of the incident and number of tasks iv. Amount of work to be accomplished v. Span of control vi. Open water versus shoreline activities vii. Topography viii. Logistics requirements ix. Kind of functions to be accomplished (i.e. marine fire fighting, maritime security) x. Contingencies xi. Need for staging areas xii. Jurisdiction A. Deputies When an incident is particularly large and complex, it is highly recommended that deputies (you can have more than one) are employed to ensure effective operations. Deputies can be assigned to augment Operations in several ways: i. They can be used to provide more focused oversight of a particular aspect of operations ii. They can provide relief during the evening shift iii. They can provide support during the critical Planning Process iv. Can be assigned to perform specific tasks that require their level of knowledge and expertise B. Divisions are used to divide an incident geographically. i. Determine the geographic area each Division will cover. Consider: a. Terrain (if appropriate) 1. Does the terrain limit mobility? 2. Is there limited access? 3. Amount of work to be accomplished 4. Incident potential ii. Designate the Division(s) using letters of the alphabet (i.e. Division A) iii. For every Division established, order a Division Supervisor (DIVS) C. Groups are used to divide an incident along functional lines. Operations are often divided functionally at the beginning of an incident

90 SLIS CONTINGENCY PLAN i. Determine the functions that have to be conducted to respond to the incident (i.e. Fire Fighting, On-water recovery, Air Monitoring) ii. Designate each Group by their functional assignment (i.e. Triage Group, Disposal Group) iii. For every Group established order a Supervisor (DIVS) D. Branches are primarily used for span-of-control. i. They can be designated either by: a. Roman numerals (i.e. Branch I, II, III) if the Branch is responsible for a certain geographic location of the incident, or, b.functionally (Search and Rescue Branch) if the Branch is made up of groups ii. For every branch established order a Operations Branch Director (OPBD) E. Staging Areas are temporary locations to hold tactical resources for immediate deployment. i. Determine location(s) to establish a Staging Area(s) ii. Designation of Staging Areas are by their physical location (i.e. 4th Street Staging) iii. For every Staging Area, order in a Staging Manager (STAM) F. Air Operations Branch Director may be activated to manage air assets as these critical, scarce, and expensive resources. There is no specific number of aviation assets that will trigger when the OSC establishes an Air Operations Branch, but the sooner this Branch Director is brought into the response, the better, especially when the number of air assets requires additional management support or when the incident requires both tactical and logistical aircraft to support operations

91 3140 Expectations of Division and Group Supervisors: SLIS CONTINGENCY PLAN Personnel assigned as Division/Group Supervisors must carry out the tactical assignments outlined in the Incident Action Plan. To be successful they must possess both the leadership quantities and expertise to ensure that operations under their control are conducted safely and efficiently. There are certain expectations that the Operations Section Chief should have for Division or Group Supervisors. These supervisors should: i. Attend all briefings that require their participation ii. Be on time iii. Be prepared to provide information on work accomplishments, remaining work, recommendations for next operational period, estimated completion time for primary objectives, and any unusual logistical support needs iv. Communicate performance expectations to subordinates v. Understand and be sensitive to political issues vi. Assure all operations are being conducted safely vii. Be financially accountable for operations within their division or group a. (documentation of time on scene and use of equipment) viii. Be accountable for conduct of operations within their division or group; a. coordinate with subordinates, provide clear instructions on assignments, monitor progress, conduct follow-up upon completion of assignments ix. Coordinate with adjacent division or group supervisors x. Coordinate major changes in tactics with Operations Section Chief xi. Prepare written projection of resource needs for the next operational period prior to planning meetings and communicate those needs to the Operations Section Chief xii. Assess what might be demobilized without adversely impacting response operations xiii. Be aware of environmental concerns of the jurisdiction experiencing the incident xiv. De-brief at the end of each operational period. During de-brief verify resources and information in the IAP and update the incident map

92 SLIS CONTINGENCY PLAN 3200 Recovery and Protection Strategic assessment planning is outlined in the following guidance- Environmental Protection in Spill Response Planning: A Guidebook. Sensitive Area Sheets (SAS) and maps have been developed for the Long Island Sound area outlining the priority areas for protective booming. This is intended to provide responders with guidance on response priorities for the first 24 hours of the response, or until the ICS organization is staffed and the planning section determines additional or alternate response priorities. Environmentally sensitive areas are identified and represent the collective input of natural resource trustee agencies and spill response organizations regarding environmental protection strategies for a given area. The objective is to reduce decision-making time during the initial hours of response to a major spill so that protection strategies can be implemented immediately. SASs contain maps and descriptions of sensitive public, natural and cultural resources, identify strategies to protect those resources, and set priorities. Specific recovery and protection tactics, equipment and personnel requirements, directions/access to the sensitive areas are detailed in the SASs on the enclosed CD- ROM, Section The response techniques employed in a spill are dependent upon the product spilled, quantity, location, response time, weather conditions, responder capability, and availability of response equipment. The following have also been considered as part of the SASs: hazing, water intakes, aquaculture, heavy vs. light oil, and heavy weather and cold weather conditions. Proposed tactics will be validated through field tests and updated periodically. General Response Priorities are: Protect Human Life and Health Minimize Ecological Impacts Minimize Economic and Public Impacts SASs do not address private resources, such as commercial marinas. These resources are assigned the lowest planned priority for protection since the responsible party can restore losses through compensation. Development of any protection strategies for private resources falls under the duties of the responsible party Protection The first step in dealing with any oil spill is to begin the determination of what action is necessary to respond to the situation. After initial reports and investigation, protection requirements become the first consideration. The initial decision must be made as to whether or not shoreline protection will be required. For example, if the oil is offshore and wind and water conditions will prevent it from reaching shore, then shoreline protection may not be necessary. Likewise, if the impact of oil reaching shore is not great, and cleanup would be relatively simple or more feasible than protection, it might become desirable to allow the oil to come ashore and deal with it once it becomes

93 SLIS CONTINGENCY PLAN stranded on the shoreline. Of course, allowing oil to come ashore is not desirable whenever the oil would be difficult to remove, as in a marsh or lagoon, or if it would cause an immediately adverse impact, as in the case of a wildlife habitat or recreational beaches. Types of Shoreline Protection: The goals of shoreline protection fall into two basic categories: (1) preventing the oil from reaching shore. (2) limiting the affected areas and minimizing further damage of oil that has already reached shore. Since most spills occur at or near the shoreline, the importance of the second category cannot be overlooked. Generally speaking, the types of protection vary according to the circumstances, but in many cases, one or more types may be used in concert to achieve a combination of both overall goals. The Mechanical Protection Guidelines Manual emphasizes providing guidance to Area Committee members on how best to employ mechanical protection methods, such as booms and barriers, when designing workable protection strategies Containment and Protection Options In general, SASs include the following types of containment and protection options: Exclusion Booming deploying various types of boom to keep oil out of a sensitive area. Deflection Booming deploying various types of boom to divert oil away from a sensitive area and/or divert oil toward a collection point. Protection Techniques/Uses see Figure On Water Recovery The on-water recovery group is responsible for managing on water recovery operations in compliance with the Incident Action Plan (IAP). Direct, coordinate and assess effectiveness of on-water recovery actions such as mechanical removal of floating oil by sorbent materials, vacuum trucks, and skimming devices Direct, coordinate and assess effectiveness of subtidal recovery actions such as mechanical removal of sunken oil by dredges, pumps, or submersible equipment Recovery Options Floating Oil- sorbent materials, vacuum trucks, and skimming devices Sunken Oil- dredges, pumps, or submersible equipment

94 SLIS CONTINGENCY PLAN Figure 1 Protection Technique Primary Use of Protection Technique Environmental Effect of Use Booming 1. Exclusion Booming Used across small bays, harbor entrances, inlets, river or creek mouths where currents are less than 1 knot and breaking waves are less than 25cm in height. 2. Diversion Booming Used on inland streams where currents are greater than 1 knot; across small bays, harbor entrances, inlets, river or creek mouths where currents exceed 1 knot and breaking waves are less than 25 cm, and on straight coastline areas to protect specific sites, where breaking waves are less than 25cm. 3. Containment Booming Used on open water to surround an approaching oil slick to protect the shoreline area where surf is present and oil slick does not cover a large area; also on inland waters where currents are less than 1 knot. Disturbance to substrate at shoreline anchor points. Disturbance to substrate at shoreline anchor points; causes heavy shoreline oil contamination on downstream end. No effect on open water; minor disturbance to substrate on land anchor point. Berms & Dams 4. Sorbent Booming Used on quiet water with minor oil contamination Minor disturbance to shoreline at anchor points. 5. Beach Berms Used on sandy, low energy beaches to protect the upper intertidal area from oil contamination. 6. Berms and Dams Used on shallow streams or rivers where booms are not available or cannot be deployed, or where dams are part of the hydrological control system. Disturbs upper 60cm of mid-intertidal zone. Disturbs stream or river bottom, adds suspended sediments to water. Animal Protection 7. Bird Warning System/Hazing Used in bird nesting areas, feeding areas, and flyway stopovers Potential consequences including: Disruption of feeding, resting, preening, nesting and the potential to concentrate populations making them more vulnerable should spill trajectory change. Note: Use of hazing/bird warning systems will be determined on a case-by-case basis through consultation with USFWS or the appropriate state agency

95 Storage for On-water Recovery SLIS CONTINGENCY PLAN In general, temporary storage for on-water recovery will be secure. Any storage device available will be used, as approved by the UC. Storage devices may be procured from Basic Ordering Agreement (BOA) contractors, Oil Spill Removal Organizations (OSRO), or through any other means approved by the UC. All barges or other vessels utilized for temporary storage must be certified on their Certificate of Inspection (COI) to carry any cargoes containing oil products and/or oily wastes Shoreside Recovery The shoreside recovery group is responsible for managing shoreside cleanup operations in compliance with the Incident Action Plan (IAP). Direct, coordinate, and assess effectiveness of shoreside recovery actions Modify protective action, as needed In determining what cleanup is feasible, it is first necessary to consider the relative persistence of the oil. If the product is one that will evaporate or dissipate quickly and naturally, then cleanup measures may not be necessary. If the oil is unlikely to dissipate satisfactorily without artificial assistance, then cleanup measures must be considered. Environmental, economic, and aesthetic factors must all be considered in determining the desirability and extent of cleanup measures to be initiated. Before launching an all-out cleanup effort, it is essential to examine the feasibility of the project. Logistics problems, accessibility issues, and effectiveness must all be taken into account. Additionally, the on-scene coordinator must be satisfied that the proposed operation will not cause more damage than the oil will. If a decision is made to proceed with a cleanup program, initial efforts are best directed toward those areas where the impact will be greater, such as critical-use areas or where the spill quantity is greatest Shoreline Cleanup Options The cleanup technique used must be appropriate to the situation and based upon a myriad of factors, including weather, type of oil, depth of surface penetration, fire danger, shoreline type, logistics, accessibility and expense. A cleanup procedure proven effective under one set of circumstances may be totally inadequate for another. Some of the techniques available are listed below. All of the actions are considered carefully before they are approved. The options listed in Italics represent methods that require special approvals under federal law

96 1. Natural Recovery 2. Manual Removal 3. Mechanical Removal 4. Passive Collection with Sorbents 5. Vacuum 6. Debris Removal 7. Sediment Reworking/Tilling 8. Vegetation Cutting/Removal 9. Flooding (deluge) SLIS CONTINGENCY PLAN 10. Ambient Water Washing: Low Pressure ( 50 psi) or High Pressure (>100 psi) 11. Warm Water Washing (< 90 F) 12. Hot Water Washing (> 90 F) 13. Slurry Sand Blasting 14. Solidifiers 15. Shoreline Cleaning Agents 16. Nutrient Enrichment 17. Burning The following links provide detailed information on shoreline recovery and cleanup: Characteristic Coastal Habitats: Choosing Spill Response Alternatives Shoreline Assessment Manual Shoreline Assessment Job Aid Pre-Impact Shoreline Cleanup It is not uncommon that shorelines will have uncontaminated materials such as man-made litter, tree trunks, and decomposing vegetation (wrack). If this material is contaminated by oil from the release or spill, the subsequent removal of it becomes more difficult and costly. Therefore, under certain circumstances, non-oil spill contaminated material may be removed from the designated shorelines as a function of the response. This material will then be disposed of according to local, state, and federal regulations. The removal of uncontaminated wrack should be conducted only in consultation with the Environmental Unit. The insects and organisms that thrive in the wrack often serve as important food sources for shore birds and other animals Shoreline Storage Any storage device available will be used, as approved by the UC. In selecting where these storage devices will be placed during the response, all considerations will be made to minimize the damage to or disturbance of resources at risk Disposal One of the major issues associated with an oil spill response is the proper management of the recovered petroleum product, as well as the contaminated cleanup materials, soil, and debris. How these are managed is dependent on how they are characterized - as either a solid waste, hazardous waste or a hazardous material (used or reused). This subsection presents a general approach to the management of the various types of wastes collected during an oil spill

97 SLIS CONTINGENCY PLAN GENERAL. It is the responsibility of the OSC to ensure that any spilled oil or hazardous substance is disposed of properly once cleanup has occurred. The Resource, Conservation and Recovery Act (RCRA) and its implementing regulations contained in Title 40, Code of Federal Regulations are quite specific in defining what is hazardous waste and how it should be handled and disposed. The disposal of recovered spilled material and contaminated debris can pose many immediate and long-range problems. These problems can include identifying a disposal site, obtaining a complete assay of the spilled material to ascertain its complete make up, or simply arranging for transport of the material. Due to the potential for exacerbating a situation by moving the recovered materials to remote locations for recovery or storage it is imperative that the disposal process receives as much attention as the rest of the operation Federal Disposal Policy 40 CFR 261, Subpart C states what characteristics a substance must exhibit to be considered hazardous. A substance need only exhibit one of these characteristics to be considered hazardous: Ignitability - Flash point less than 140 F Corrosivity - ph<2 or >12.5 Reactivity - Normally unstable and readily undergoes violent change without detonating. Reacts violently with water. Forms explosive mixture with water. Is capable of detonation if subjected to a strong initiating source. Is readily capable of detonation at standard temperature and pressure. EP Toxicity - Contains a concentration of heavy metals PCB - Contains 50 ppm or more 40 CFR 261 Subpart D references an extensive list of substances, which are also considered hazardous. Recovered material from a discharge must be correctly classified hazardous or non-hazardous to ensure appropriate management. The following is general guidance on the storage, transportation and disposal of spilled materials and contaminated debris. ( i )Temporary Waste Storage. If there are large quantities of material for disposal, a temporary storage site should be established. A temporary storage site provides a location to store oily sediment and debris removed during shoreline cleanup operations. This should be accomplished early in the cleanup operation since oil soaked debris will amass rapidly as the cleanup begins. It will

98 SLIS CONTINGENCY PLAN also provide the FOSC a buffer period to identify licensed transporters and an acceptable disposal method. The temporary storage sites should be located in area with good access to the shoreline cleanup operation and to nearby streets and highways. Good storage site locations are flat areas such as parking lots (paved or unpaved), and developed lots adjacent to the shoreline. Temporary storage sites should be selected and prepared to minimize contamination of surrounding areas from leaching oil. Therefore, storage sites should not be located on or adjacent to ravines, gullies, streams, or the sides of hills, but on flat areas with a minimum of slope. Once a location is selected, certain site preparations are usually necessary to contain any leaching oil. An earthen berm should be constructed around the perimeter of the storage site. If a paved parking lot is used, earth would have to be imported from nearby areas; if an unpaved surface is used, material can be excavated from the site itself and pushed to the perimeter thereby forming a small basin. Entrance and exit ramps should be constructed over the berm to allow cleanup equipment access to the site. If the substrate or berm material is permeable, plastic liners should be spread over the berms and across the floor of the storage site to contain any possible oil leachate. Regardless, it is always advisable during waste handling, transfer, or storage, to cover the area of operation with plastic sheets to prevent further contamination. A piece or several pieces of heavy equipment, such as a front-end loader, should be stationed at each temporary storage site to evenly distribute any dumped oily material and to load trucks that are removing the material to final disposal. ( ii ) Transportation Requirements. Most petroleum contaminated debris/waste and recovered products are not considered to be hazardous waste and therefore do not have to be manifested. However, transportation of a solid waste must be in compliance with NYCRR part 364. Before moving recovered materials that have been determined to be hazardous waste from a spill site to a disposal site, all materials must be manifested in accordance with RCRA procedures and all transporters must be EPA certified. The EPA has established a procedure for rapid issuance of EPA identification numbers to hazardous waste generators and transporters during spills and other unanticipated events. Hazardous waste generators or transporters who did not obtain EPA identification numbers through standard procedures may, during emergencies and other unusual circumstances, need to obtain them quickly if it is necessary to transport hazardous waste off site. For obtaining current information in this area, contact EPA Region II

99 SLIS CONTINGENCY PLAN ( iii ) Disposal of Recovered Oil. There are several disposal methods available for recovered oil. However, each method is dependent on the physical state of the oil, which is directly related to how long the product has been exposed to the elements. These methods include oil and water separation (decanting) for reprocessing, burial, and natural degradation. The specific disposal method selected depends on the nature of the oilcontaminated material, the location of the spill, and the prevailing weather condition. ( iv ) Oil/Water Separation Methods. In most spill situations, the oil recovered will contain a large percentage of water, which should be separated out prior to disposal or recycling. This is necessary to reduce apparent volume of material being recovered and, thereby, number of truckloads needed and overall cost. In the event of a major spill, a largescale oil/water separation operation should be set up at a local refinery, processing plant, or the facility possessing separation equipment. Many authorized waste oil and chemical processing facilities exist throughout New York and New Jersey, but they are oriented to petrochemicals and may be limited as to the quantity and type of material they can handle. ( v ) Field Separator. Effective oil/water separators can be constructed under field conditions to further recover oil from oil/water mixtures. Fifty-five gallon drums, or sheet metal welded together into 4x8, 4-foot transportable containers can be used as separators, after being fitted with a bottom-draining pipe with valve. The oil/water mixture would enter the container from the top, be allowed to separate, and then the water drained off the bottom through the drainpipe. The oil can be pumped from the separator to a storage tank or tank truck. ( vi ) Sump Pit. A second method can be used to separate water from oil using a natural or excavated sump pit. A 55-gallon drum fitted with a pump and hose and several holes are drilled in the side near the bottom. The sump pit is partially filled with water and the drum suspended upright and positioned such that the bottom two-thirds is submerged. The oil/water mixture is pumped into the top of the drum at a slow enough rate to prevent oil from being driven to the bottom and escaping out the holes. As more of the mixture is pumped in, the water will flow out the bottom with the oil concentrating at the water surface in the drum. Once the oil layer becomes thick enough, it can be pumped out into a storage tank or tank truck. The sump pit must be lined to prevent migration of contamination to the ground water. ( vii ) Truck Decanting. The final method is to pump the oil/water mixture into a tank truck or vacuum truck and allow the oil to separate out to the top, and then drain the water out the bottom. This procedure is repeated until the tank is full, with only minor amounts of water remaining

100 SLIS CONTINGENCY PLAN ( viii ) Decanted Water Discharge. A fairly common procedure for disposing of the decanted water is by draining it into the containment area or a line holding pond. This is necessary as it may still contain some pollutant. However, permission should be obtained from the State prior to doing this as it may violate their clean water statutes or other regulation. ( iv ) Oily Debris Disposal. Oil Spills can generate large quantities of oil-contaminated material. The material will primarily consist of floatsam and jetsam, vegetation, sediments, and sorbents. Disposal of such debris is a major problem as only a few sites are authorized to receive oily wastes. Contaminated wastes may be burned or they can be buried safely on land in approved disposal sites if correct procedures are followed. Legal requirements for its disposal are established by the CTDEP and NYDEC. The ultimate method of disposal will be subject to their approval. Disposal of the oily debris should be undertaken only at an authorized disposal site. The Resource Conservation and Recovery Act (RCRA) applies where petroleum wastes meet one or more of the ignitability, corrosivity, reactivity, and extraction procedure (EP) toxicity characteristics set out in Section of reference (c). Consequently, wastes meeting those characteristics as well as any other waste identified in reference (c), which has been recovered in the course of response, or removal actions are subject to RCRA and to its implementing regulations. Details concerning RCRA and OSC concerns and procedures are found in Chapter 7.D.9 of reference (b) New York State Disposal Policy a. Proper disposal may be one of the last steps in a spill response, but it should begin as soon as containment operations commence so all disposal methods available can be considered as soon as possible to ensure the choice is environmentally effective. Methods of disposal should all center on the idea of returning the pollutant to stable surroundings because any contaminant carelessly disposed may eventually find its way to nearby ground or surface waters. The Regional Director or Regional Spill Engineer is responsible for giving approval of the method to be used for each oil spill response, which in his/her judgment represents the most environmentally desirable, feasible and practical solution. A list of governing sections of laws and regulations applicable to spill debris is found in 6 NYCRR Part 360. The typical waste stream includes: a) Solid waste (a) b) Municipal solid waste (b) (106) c) Commercial waste (b) (30) d) Industrial waste (b) (88) e) Hazardous waste (b) (83)

101 SLIS CONTINGENCY PLAN b. Under the Department s regulation 6 NYCRR Part 360, oil spill debris material free of hazardous substance is treated as a commercial solid waste (see Section (b) (30)). Discharge of the decanted water into NYS waters is also exempt, pursuant to 6 NYCRR Part 751, Section 750.3(a) (1). Every effort should be made to return the decanted water to the contained or boomed contaminated area. However, in no case, should the decanted water be discharged to any uncontaminated surface water or groundwater nor onto the shore side. Items a, b, and c above may be disposed at any approved Solid Waste Management Facility, i.e., landfills and incinerators in New York State without prior approval. Item d, which includes non-hazardous industrial waste may be accepted at landfills and incinerators approved by the department. Item e hazardous waste may only be accepted as a hazardous waste at an approved Treatment, Storage or Disposal Facility (TSDF). c. Virgin fuels oil spills will not require any testing prior to disposal. Oil debris resulting from the cleanup of oil, other than virgin fuel oil and unknown material, will be tested in accordance with hazardous waste regulation 6 NYCRR Part 371 prior to disposal. d. Decanting, or the separation of water from recover oil, preserves critical temporary storage capacity for recovered oil thereby increasing the quantity of oil that will be recycled. 6 NYCRR Part 611 (and appropriate Department policies and procedures) requires containment and recovery procedures that maximize the quantity of product recovered and recycled as well as allows for the separation and decanting of recovered oily water mixtures. A representative of NYSDEC (presumably the state oil spill coordinator or his/her designee) can authorize the use of decanting if appropriate. e. Outlined below is the process for disposing waste generated from a major marine spill. The majority of wastes would be generated from the spillage of virgin petroleum products, which makes storage, transportation, and disposal much easier than a chemical release. Chemical releases that involve hazardous waste will be addressed separately. ( i ) Storage and Consolidation The priority here is to recognize from the onset that there will be a need to designate a convenient, safe and fairly large area for the consolidation of both liquid and solid wastes. Possible Areas: 1. Public/private beach parking areas. 2. Industrial property parking lots. 3. Schools, churches, railroad yards. It would be meaningless trying to identify areas prior to the event; however, the area should be established as early in the spill as possible

102 ( ii ) Possible Storage Containers for Liquid and Solid Waste SLIS CONTINGENCY PLAN Portable 20,000-gallon frac-tanks are the most versatile liquid storage units. Arrangements to identify possible sources should be secured prior to the spill. Other choices are: 1. On-site storage tanks which have been identified under 2. Individual OPA-90 plans for terminals and utilities. 3. Portable barges. 4. Tank Trucks Lined roll off containers that provide easy loading are a safe storage unit for solid wastes. The availability of roll off containers should be identified prior to a spill. Other choices are: 1. Dump Trucks 2. Storage Piles ( iii ) Transportation The New York Department of Environmental Conservation requires transporters of petroleum wastes to secure a Waste Transporter Permit. This permit validates the transporters insurance, use of licensed disposal facilities, and the proper documentation and reporting. Prior to a spill event, licensed transporters and their respective permits should be evaluated to ensure the following: 1. Capabilities for liquid and solid transport. 2. Availability of a licensed disposal facility that this task force identifies to use for disposal. If the storage methods are frac tanks and roll off containers, respectively there will be no problems in pickup or transportation of wastes. Transporters of roll off containers (used for storage) will have to identify either outside or inside rail containers. If a barge is the liquid storage method (off shore recovery), then other logistics will need to be arranged (i.e. off loading ports, potential disposal facilities, etc.). ( iv ) Disposal for Liquid and Solid Wastes The preferred method of disposal in industry today is re-use and recycle. Some innovative disposal scenarios have recently been introduced

103 SLIS CONTINGENCY PLAN utilizing petroleum wastes for beneficial use. We should also consider these industries and not be driven by cost. It should also be understood that the disposal industry is very dynamic. Facilities that we may identify for use today may not even be in business the day of an event. It is recommended that this section be updated during drills and exercises, as well with the annual update of the ACP. If we cannot identify a generator (i.e. barge company, power station, terminal, etc.) who can take their own liquid wastes back to their respective facility, then off-site disposal options must be identified. For liquid wastes, we should identify disposal facilities that can handle significant volumes and re-use the oil as a fuel source. These facilities should have State-Of-The-Art treatment capabilities for the water fractions of the liquid wastes. Facilities should be contacted to establish waste profiling, potential disposal costs and scheduling requirements prior to an event. Incineration is one of the preferred methods of disposal. If the facility employs some type of energy recovery on the back end, that is even better. Generic waste streams and disposal approval should be confirmed prior to an event. Segregation of different types of solid wastes (i.e. dirt, sand, soils) might be necessary in order to direct wastes to the most beneficial disposal facility, such as an asphalt recycling facility, while absorbents and other burnables can go to a mass-burn facility Connecticut State Disposal Policy To be developed New York Disposal Sites, Facilities, and Waste Oil Collectors 1. Sites. As soon as cleanup begins, there is an immediate need for storage and consolidation of recovered wastes, both liquids and solids. This section will identify areas which the OSC should keep in mind as possible storage locations for wastes. Potential Storage Areas 1. Public/private beach parking areas 2. Industrial property parking areas 3. Schools, churches, railroad yards Storage location should be selected based on the following priority: 1. On-site (at spill location)

104 SLIS CONTINGENCY PLAN 2. Generator site (if applicable) 3. State-owned area 4. Private sector The following is a listing of New York State Parks and beaches that have significant areas for storage: Robert Moses, Babylon, NY Montauk Point, Montauk, NY Jones Beach, Wantagh, NY Caumsett, Huntington, NY Orient Point, Orient, NY Napeague, Montauk, NY Bayard Cutting Arboretum, Oakdale, NY Wildwood, Wading River, NY Gilgo, Babylon, NY Hither Hills, Montauk, NY Caleb Smith, Smithtown, NY Captree, Babylon, NY Camp Hero, Montauk, NY Hecksher, East Islip, NY Sunken Meadow, Kings Park, NY 2. Containers. a. Liquid Wastes. Ideally, arrangements for disposal via vacuum trucks or barges will alleviate the necessity for liquid storage; however, if the need arises, the following are possible temporary storage vessels: * 20,000- gallon frac-tank

105 SLIS CONTINGENCY PLAN Rain for Rent Sewell, NJ * 8,000-gallon tank trailer Island Transportation Corp. Babylon, NY Mystic Transportation Corp. Astoria, NY Other possible liquid storage capacities may be arranged with private corporations who have identified large storage capacities in their OPA-90 Plans filed with the United States Coast Guard. b. Solid Wastes. Solid wastes will be an issue. At a minimum, wastes will have to be segregated by type (i.e. burnable, asphalt recovery, landfill) and then consolidated for shipment. The safest, most secure and readily available storage container for solid wastes is a lined roll- off container. The following companies can provide roll-off container services: 3. Transportation. Miller Environmental Group, Inc. Calverton, NY (260 Boxes) Buffalo Fuel Corp. Niagara, NY (230 Boxes) a. Marina. The following is a list of barge companies which may be contacted to provide bulk liquid transportation: Bouchard Transportation Hicksville, NY (27 Barges) Moran Towing & Transportation Co. Greenwich, CT

106 (7 Barges) SLIS CONTINGENCY PLAN Ekloff Marine Corp. Staten Island, NY (23 Barges) Poling Transportation Corp. Staten Island, NY (10 Barges) b. Land. The New York State Department of Environmental Conservation requires transporters of petroleum wastes to secure a Waste Transporters Permit. This permit validates the transporter s insurance, use of licensed disposal facilities and the proper documentation and reporting. The following transporters are licensed to transport oily wastes to the facilities listed in this procedure: Miller Environmental Group, Inc. Calverton, NY (9 Tankers) United Industrial Services Meriden, CT *Check number (22 Tankers) Clean Harbors Quincy, MA (10 Tankers) c. Solids. The companies identified with roll-off boxes are also licensed and capable of providing solid waste transportation (see Section I.B.1). 4. Disposal. Solid wastes will be consolidated into the following categories: a. Burnables. Oil contaminated wood, absorbents, sea grass, and other items for incineration. Disposal Facilities American Ref-Fuel Westbury, NY

107 SLIS CONTINGENCY PLAN American Ref-Fuel Preston, CT Ogden Martin Babylon, NY Safeway Disposal Systems Middletown, CT Long Beach Recycling Long Beach, NY b. Asphalt Recycling. Sand, soil, aggregate, concrete, and other items acceptable for asphalt reclamation after analysis indicate acceptability. Disposal Facilities Farmingdale, NY Prima Asphalt Co. Holtsville, NY c. Land filling. All other solid wastes generated on oil spill cleanups, which cannot be recycled will require land filling. Disposal Facilities Brookhaven Town Landfill Medford, NY CID Landfill, Inc. Chaffee, NY Modern Landfill Model City, NY

108 SLIS CONTINGENCY PLAN *A landfill s ability to accept oil spill debris for disposal changes daily. The best way to determine which landfills may be utilized at the actual time or the spill is to contact the local regulatory agency. d. Liquids. Recovered petroleum and water can be handled via barge or vacuum tanker by United Industrial Services that has two (2) facilities operating in Meriden and Bridgeport, CT. These facilities have a combined treatment throughput of 100,000 gallons/day and on-site storage of 1.5 million gallons. United Industrial Services Meriden and Bridgeport, CT Connecticut Disposal Sites, Facilities, and Waste Oil Collectors 1. General. The following resources are available in the state of Connecticut in the event of a major marine spill. This list addresses the spillage of virgin petroleum products although some could pertain to hazardous material also. The list is not necessarily inclusive of all facilities capable of receiving or handling wastes, but consists of the main or larger facilities in Connecticut. Listing the various sites does not imply that they will accept the wastes at this time, but only that they are the resources available. 2. Liquids. a. EWR-Waterbury 1. Storage Capacity 175,000 gallons 2. Treatment per day 45,000 gallons b. United Industrial-Meriden 1. Storage Capacity 400,000 gallons 2. Treatment per day 30,000 gallons c. United of Bridgeport 1. Storage Capacity 1,300,000 gallons 2. Treatment per day 70,000gallons 3. Marine capabilities of unloading 500,000 gallons from barges d. East Coast New Haven 1. Storage Capacity 1,000,000 gallons 2. Treatment per day 12,500 gallons e. National Oil West Haven

109 1. Storage Capacity 1,000,000 gallons 2. Treatment per day 20,000 gallons SLIS CONTINGENCY PLAN f. Clean Harbors of Connecticut Bristol 3. Solids. 1. Storage Capacity 144,000 gallons 2. Treatment per day 100,000 gallons a. Sorbents and contaminated debris ( i ) Incineration a. Connecticut Resource Recovery Authorized Plants* b. Soils or Sand Hartford Preston Wallingford b. Ogden Martin* 170 Enterprise Drive, Bristol, CT * These facilities are not presently permitted to accept this material, but may do so under the direction of the Commissioner of the Department of Environmental Protection. ( i ) Thermal Destruction a. Phoenix Soils 130 Freight Street, Waterbury, CT c. Landfills a. Waste Management New Milford b. Branford c. Manchester d. East Windsor e. Canterbury f. Groton g. Waterbury h. Hartford (CRRA) 4. Transportation. In Connecticut, there are no permitting requirements for a transporter to haul non-hazardous contaminated materials such as sand and soil. Most contractors in Connecticut have a network of truckers they could call on to obtain dump trucks and trailers as needed. Permits are needed to transport liquids. The vehicles needed can be obtained from permitted spill contractors and

110 SLIS CONTINGENCY PLAN their network of transporters. Frac-tanks for portable storage would be obtained the same way. a. Temporary Storage/Solid Waste ( i ) State of Connecticut Department of Transportation Sites Connecticut River 1. Old Saybrook Garage 660 Middlesex Turnpike, Old Saybrook 2. Tylerville Garage Route 82, Haddam 3. Windsor Garage Route 395 Bloomfield Avenue, Windsor 4. East Windsor Garage Route 5, East Windsor Long Island Sound 1. Darien Garage Brookside Drive, Darien 2. Westport Garage West Parish Road, Westport 3. Boulevard Garage Sea Street, New Haven 4. Goose Lane Garage Route 1, Guilford 5. Avenue Garage Lordship Boulevard, Stratford ( ii ) State of Connecticut State Parks Connecticut River 1. Neck Lyme 2. Gillette Castle East Haddam 3. Haddam Meadows Haddam 4. Humaston Brook East Hampton 5. Windsor Meadows Windsor

111 Long Island Sound 1. Sherwood Island Westport 2. Silver Sands Milford 3. Hammonasset Beach Madison 4. Rocky Neck Lyme 5. Harkness Memorial Waterford 6. Bluff Point Groton 7. Haley Farm Groton SLIS CONTINGENCY PLAN These parks are state parks along Long Island Sound and the Connecticut River. Some may be more suitable than others (i.e. access, available space). Authorization from the Connecticut DEP should be obtained as part of the overall plan Permitted Waste Transporters For a listing of Permitted Waste Transporters, the following State offices can be contacted: Connecticut DEP Bureau of Waste Management: New York DEC NY Hazardous Waste Disposal Site info: Decanting Policy Decanting is the process of draining off recovered water from portable tanks, internal tanks, collection wells or other storage containers to increase the available storage capacity of recovered oil. When decanting is conducted properly most of the petroleum can be removed from the water. This policy addresses "incidental discharges" associated with spill response activities. "Incidental discharge" means the release of oil and/or oily water within the response area in or proximate to the area in which oil recovery activities are taking place during and attendant to oil spill response activities. Incidental discharges include, but are not limited to, the decanting of oily water, oil and oily water returns associated with runoff from vessels and equipment operating in an oiled environment and the wash down of vessels, facilities and equipment used in the response. "Incidental discharges" as addressed by this policy, do not require additional permits and do not constitute a prohibited discharge (See 33 CFR and 40 CFR 300). In addition, some activities, such as those associated with oil recovery vessels; small boats and equipment-cleaning operations may result in incidental discharges. These activities may be necessary to facilitate response operations on a continuing basis, and all of these activities are considered to be "incidental discharges."

112 SLIS CONTINGENCY PLAN During spill response operations, mechanical recovery of oil is often restricted by a number of factors, including the recovery system's oil/water recovery rate, the type of recovery system employed and the amount of tank space available on the recovery unit to hold recovered oil/water mixtures. In addition, the longer oil remains on or in the water, the more it mixes to form an emulsified mousse or highly mixed oil/water liquid, which sometimes contains as much as 70% water and 30% oil, thus consuming significantly more storage space. The goal of mechanical recovery is the expeditious recovery of oil from water. In many cases, the separation of oil and water and discharge of excess water is necessary for skimming operations to be effective in maximizing the amount of oil recovered and in minimizing overall environmental damages. Such actions should be considered and in appropriate circumstances authorized by the FOSC and/or SOSC because the discharged water will be much less harmful to the environment than allowing the oil to remain on the water and be subject to spreading and weathering. During a response, it will be necessary for response contractors or a responsible party to request from the FOSC and/or SOSC authority to decant while recovering oil so that response operations do not cease or become impaired. Expeditious review and approval of requests is necessary to ensure a rapid and efficient recovery operation. In addition, such incidental discharges associated with mechanical recovery operations should not be considered prohibited discharges. Therefore, the Area Committee adopts this policy to provide for an expeditious approval process and provide guidance to OSCs, responsible parties, response contractors and other members of the spill response community relating to incidental discharges and decanting. The Federal and State OSCs will consider each request for decanting on a caseby-case basis. Prior to approving decanting, the OSCs will evaluate the potential effects of weather including the wind and wave conditions, the quantity of oil spilled and the type of oil as well as available storage receptacles. The OSC should also take into account that recovery operations as enhanced by decanting will actually reduce the overall quantity of pollutants in a more timely and effective manner to facilitate cleanup operations. The FOSC and/or SOSC should consider the following criteria in determining whether to approve decanting unless circumstances dictate otherwise: All decanting should be done in a designated "response area" within a collection area, vessel collection well, recovery belt, weir area, or directly in front of a recovery system. Vessels employing sweep booms with recovery pumps in the apex of the boom should decant forward of the recovery pump. All vessels, motor vehicles and other equipment not equipped with an oil/water separator should allow retention time for oil held in internal or portable tanks before decanting commences

113 SLIS CONTINGENCY PLAN When deemed necessary by the FOSC and/or SOSC or the response contractor, a containment boom will be deployed around the collection area to minimize loss of decanted oil or entrainment. Visual monitoring of the decanting area shall be maintained so that discharge of oil in the decanted water is detected promptly. Decanting in areas where vacuum trucks, portable tanks or other collection systems are used for shore cleanup will be subject to the same rules as vessels. The response contractor or responsible party will seek approval from the FOSC and/or SOSC prior to decanting by presenting the Unified Command with a brief description of: The area for which decanting approval is sought; The decanting process proposed; The prevailing conditions (wind, weather, etc.); and The protective measures proposed to be implemented. The FOSC and/or SOSC will review such requests promptly and render a decision as quickly as possible. FOSC authorization is required in all cases and in addition SOSC authorization is required for decanting activities in state waters. The FOSC and/or SOSC will review and provide directions and authorization as appropriate to requests to wash down vessels, facilities and equipment to facilitate response activities. Other activities related to possible oil discharges associated with an oil spill event such as actions to save a vessel or protect human life, which may include such actions as pumping bilges on a sinking vessel, are not covered by this policy Sample Waste Management Plan The attached link provides a sample Waste Management Plan 3250 Decontamination The decontamination group is responsible for decontamination of personnel and response equipment in compliance with approved statutes. Contaminated personnel and personnel entering contaminated areas shall be decontaminated in accordance with the instructions of the Site Safety Officer (SSO). The following minimum actions shall be performed: Direct and coordinate decontamination activities Determine resource needs Brief SSO on conditions

114 Sample Decontamination Plan SLIS CONTINGENCY PLAN The decontamination group is responsible for developing the decontamination plan for the response. Refer to form G of the Site Safety Plan for decontamination equipment and procedures template Dispersants The Long Island Sound Area Committee agrees that the primary method of cleaning up oil shall be the method that maximizes effectiveness and minimizes additional damage to the environment. The Committee recognizes that in certain circumstances, timely, effective mechanical containment, collection, and removal of the oil may not be possible, and the utilization of chemical countermeasures, alone or in conjunction with other removal methods, may be considered as a means to minimize a substantial threat to public health or welfare, or minimize serious environmental damages. The Long Island Sound Area Committee recommends that dispersants be considered as a potential first response option to oil spills, along with other response actions. Implementation of this recommendation must consider logistical requirements, contingency planning, equipment and dispersant training. Sensitive inshore habitats such as salt marshes, reefs, sea grasses, and other sensitive areas, are best protected by preventing oil from reaching them. Dispersion of oil at sea, before a slick reaches a sensitive habitat, generally will reduce the overall, and particularly chronic, impact of oil on many habitats. Because the principal biological benefit of dispersant use is the reduction of an oilforming slick, which may minimize the effect to rafting birds and because dispersability of oil decreases rapidly with weathering, prompt response is essential. In addition, use of dispersants may reduce the potential for oil standing on sensitive shorelines. Therefore, regulations and contingency planning should make rapid response a priority. In view of the need for a rapid response involving dispersant, the Area Committee has developed a preauthorization plan that describes the procedures to be followed for obtaining an expedited decision for the use of dispersants in waters covered under this plan. The approval to use dispersants must be obtained as soon as possible after a spill occurs before substantial weathering takes place or the oil has spread. Therefore, early in the spill response the FOSC should evaluate the potential use of dispersants. The Dispersant Decision Making Protocol provides a list of questions that will be discussed and evaluated as part of the decision making process in either the pre-authorized zone with FOSC approval or on a case-by-case basis in the conditional approval zone with concurrence network evaluation. This list is not all-inclusive and may be modified by parties involved. For additional information on authorized dispersants please see the EPA National Contingency Plan Product Schedule Dispersant Options

115 SLIS CONTINGENCY PLAN GENERAL. Subpart J of the National Contingency Plan provides that the OSC, with the concurrence of the EPA representative to the RRT and the concurrence of the State(s) with jurisdiction over the navigable waters polluted by the oil discharge, may authorize the use of Chemical Dispersants on the oil discharge, provided that the dispersants are on the NCP Product Schedule. With the exception of the pre-authorized areas, the OSC must consult with and get the concurrence of the federal and state trustee representatives prior to using any type of chemical countermeasures. 1. Guidelines For Determination Of Dispersant Use: The OSC should attempt to answer the following questions in the decision to use dispersants: a. Will the application of dispersants remove a significant amount of the slick from surface waters? b. Can dispersants alter the extent or location of shoreline impacts? c. Can the damage to habitats and resources resulting from chemical dispersion be less than those resulting without chemical dispersion? d. Can the damage to endangered or threatened species, marine mammals, and waterfowl be lessened? e. Will dispersants reduce the impact to recreational, economic, and aesthetic resources? 2. Information Needed For Determining Approval For The Use Of Chemicals And Dispersants: In order to assist the RRT in making a determination of the use of chemicals or dispersants, the OSC in conjunction with the SSC shall be prepared to provide the following information relative to the spill: a. SPILL DATA: 1. Circumstances (Fire, Grounding, Collision, Etc.): 2. Time/Date of incident: 3. Location of spill/distance offshore: 4. Type of oil: 5. Volume of oil released: 6. Total potential of release: 7. Type of release (Instantaneous, Continuous, Etc.): b. CHARACTERISTICS OF THE SPILLED OIL: 1. Specific gravity: 2. Viscosity: 3. Pour point: 4. Flash point: 5. Other: c. WEATHER AND WATER CONDITIONS/FORECASTS: 1. Air temperature, wind speed, direction: 2. Tide and current information: 3. Water temperature and salinity:

116 4. Water depth: 5. Sea state: 6. Assessment of flushing action: 7. Seasonal dissolved oxygen content: d. OIL TRAJECTORY INFORMATION: 1. Surface oil trajectory forecast: 2. Time to landfall: 3. Expected areas of landfall: 4. Dispersed oil trajectory forecast: SLIS CONTINGENCY PLAN 3. Use Of Chemical Dispersants: Upon arrival of the decision by the RRT or EPA representative to use chemical dispersants on an oil spill, the OSC shall be guided by the product manufacturer s specific instructions for its use and disbursement. Ultimate monitoring and documentation shall be in accordance with the Regional Plan, Subpart H. Nothing in this part is meant to prohibit the OSC from the use of chemical dispersants, without prior approval, when there is an immediate threat to human life. Approval will, however, be sought for their continued use as soon as the threat to human life has ceased. The National Contingency Plan Product Schedule is a listing of dispersants, which is compiled by the Emergency Response Division, U.S. Environmental Protection Agency as required by 40 CFR These are the only agents authorized to be used to mitigate the effects of an oil spill. The only case in which an unlisted product may be used is if the use of the substance is necessary to prevent or substantially reduce a hazard to human life. 4. Geographic Areas Pertinent To the Use of Chemical Dispersants: The dispersant MOU (hard copy included in Appendix Section 9500) clearly defines the geographic areas where chemical dispersants can be used within COTP-NY and COTP-LIS zones (defined in 33 CFR Part 3). The waters of COTP-NY and COT-LIS, which are divided into three zones and where advance approval conditions apply, are broken down as follows: Zone 1 Advance Approval Zone Zone 2 Trial Application Zone - Advance Approval Zone for Zone 2 Zone 3 Exclusion Zone - Advance Approval Zone for Zone 3 Protocols for the use of chemical countermeasures on oil discharges have itemized conditions cited in the MOU (pages 5 & 6 of 9) that should be consulted prior to initiating use of said chemicals in the three geographic zones. Dispersant Options:

117 SLIS CONTINGENCY PLAN Do not use dispersants. Use dispersants on a trial basis, but not as a control or cleanup technique. (To evaluate for future use on this or other spills) Disperse in limited or selected areas. Disperse to the maximum extent possible with accepted methods and available equipment. Other recommendations/rationale. Please see Dispersant Use/Non-Use Recommendations for additional Information Dispersant Checklists If the FOSC feels the potential for dispersant use exists he/she should have the staff gather the information necessary to complete the Dispersant Checklist. If upon completion of the dispersant checklist the FOSC decides the use of dispersants is the best course of action, the checklist information should be passed to the RRT concurrence and consultation network for final decision on their use Preauthorized Zones On March 14, 1997 the Regional Response Team approved a dispersant preauthorization policy for the Long Island Sound area. In general terms this preauthorization policy applies only to Corexit 9527 and 9500 and established conditional approval zones and pre-authorization zone, and also established a monitoring protocol. For spill situations that are not addressed by the existing pre-authorization plan, the FOSC, with the concurrence of the EPA RRT representative and, as appropriate, the concurrence of the RRT representatives from the states with jurisdiction over the navigable waters threatened by the release or discharge, and in consultation with the DOC and DOI natural resources trustees, when practical may authorize the use of the dispersants, surface washing agents, surface collecting agents, bioremediation agents, or miscellaneous oil spill control agents on the oil discharge, provided that the products are listed on the NCP Product Schedule. If the use of a product is necessary to prevent or substantially reduce a hazard to human life, the FOSC may authorize the use of products, including products not listed on the NCP Product Schedule, without obtaining the concurrence of the RRT. Once the threat to human life has subsided, the continued use of a product shall be in accordance with the above paragraphs and 40 CFR Sinking agents shall not be authorized for application to oil discharges. Whenever the FOSC authorizes the use of a product pursuant to this paragraph, the FOSC is to inform the EPA RRT representative, and as appropriate, the RRT representatives from the affected states, and when practicable, the DOC/DOI natural resources trustees of the use of the product, including products not on the Schedule, as soon as possible

118 SLIS CONTINGENCY PLAN If the EPA RRT Representative, the states with jurisdiction, and the DOC/DOI natural resource trustees approve in advance the use of certain products under specified circumstances as described in the pre-authorization plan, the FOSC may authorize the use of the products without obtaining the specific concurrence described above. In situations described above requiring concurrence for use, the Federal, State, and Tribal Trustees shall be contacted SMART Protocol Specialized Monitoring of Applied Response Technology (SMART) establishes a monitoring system for rapid collection and reporting of real-time, scientifically based information, in order to assist the Unified Command with decision-making during in-situ burning or dispersant operations. SMART relies on small, highly mobile teams that collect real-time data using portable, rugged, and easy-to-use instruments during dispersant and in-situ burning operations. Data are channeled to the Unified Command to address critical questions: Are dispersants effective in dispersing the oil? Are particulates concentration trends at sensitive locations exceeding the level of concern? Having monitoring data can assist the Unified Command with decision-making for dispersant and in-situ burning operations. To monitor the efficacy of dispersant application, SMART recommends three options, or tiers. Tier I. A trained observer, flying over the oil slick and using photographic job aids or advanced remote sensing instruments, assesses dispersant efficacy and reports back to the Unified Command. Tier II. Tier II provides real-time data from the treated slick. A sampling team on a boat uses a fluorometer to continuously monitor for dispersed oil one meter under the dispersant-treated slick. The team records and conveys fluorometer data to the laboratory. Tier III. By expanding the monitoring efforts in several ways, Tier III provides information on where the dispersed oil goes and what happens to it. (1) Two fluorometers are used on the same vessel to monitor at two water depths; (2) Monitoring is conducted in the center of the treated slick at several water depths, form one to ten meters, and (3) A portable water laboratory provides data on water temperature, ph, conductivity, dissolved oxygen, and turbidity. The following websites provide additional information on SMART: Types of Equipment Required for Utilizing Dispersants

119 SLIS CONTINGENCY PLAN Types of equipment required for utilizing dispersants include airplanes equipped with in-line spray systems, workboat with spray systems, helo buckets, ancillary pumping equipment and hoses, and DOT storage containers In-Situ Burning (ISB) Given the right circumstances and the necessary equipment, in-situ burning could prove an effective means of mitigating an oil spill. Like dispersants, in-situ burning may be used to reduce the amount of free-floating oil on the water to make terrestrial contact. In addition, where shoreline or terrestrial habits are already impacted (marshes), in-situ burning may be considered as a viable oil spill response option. For more information on in-situ burning please refer to the D1 Regional Response Team - In Situ Burning In Oil Spill Response directive Preauthorization Agreement for In-Situ Burning Please refer to the Region 2 In-Situ Burn Memorandum of Understanding in Section 4 of the Regional Oil and Hazardous Substances Pollution Contingency Plan (RCP). The In-Situ Burn MOU is included in Appendix Section 9500) ISB Checklists To aid in determining whether in-situ burning is a viable strategy please see the ISB Checklist and the ISB Decision Diagram Smart Protocol for In-Situ Burning For in-situ burning operations, SMART recommends deploying one or more monitoring teams downwind of the burn, at sensitive locations such as population centers. The teams begin sampling before the burn begins to collect background data. After the burn starts, the teams continue sampling for particulate concentration trends, recording them both manually at fixed intervals and automatically in the data logger, and reporting to the Monitoring Group Supervisor if the level of concern is exceeded. The Scientific Support Team forwards the data, with recommendations, to the Unified Command Bioremediation Bioremediation is the augmentation of the natural biodegradation process of oil. Various microbes exist, in abundance, in nature, which metabolize hydrocarbons (oil). Under controlled conditions, these microbes can be encouraged to metabolize the oil at an increased rate or their numbers can be increased. This is done by one or a combination of the following actions: augmenting other nutrients, increasing the available oxygen, increasing the ambient temperature, and/or increasing the surface area of the oil. Under optimal conditions (laboratory) this process of natural degradation is slow. In the environment, the process, unaided, can take months to years, depending on the situation

120 SLIS CONTINGENCY PLAN Because biodegradation, even when assisted, is slow and uncontrollable, it is considered a finishing technique and not a first response tool. In addition, because augmentation of natural biodegradation usually requires continuous contact with any additive, open water bioremediation is rarely, if ever, practical. Under the National Contingency Plan, the use of bioremediation agents requires the approval of the RRT Region One Concurrence Network. The National Oceanic and Atmospheric Administration report, A Summary of Bioremediation Applications Observed at Marine Oil Spills, Report HMRB 91-2, is included in this section by reference

121 3300 Emergency Response SLIS CONTINGENCY PLAN The emergency response branch is primarily responsible for overseeing and implementing emergency measures to protect life, mitigate further damage to the environment, and stabilize the situation. This branch is divided into the following groups: Search and Rescue Salvage Fire Suppression Hazardous Materials Emergency Medical Services Law Enforcement 3310 Search and Rescue (SAR) The Search and Rescue group is responsible for prioritization and coordination of all Search and Rescue missions directly related to a specific incident. All coastal search and rescue operations in the Long Island Sound Area are the responsibility of Coast Guard Sector Long Island Sound, New Haven, CT SAR Area Resources Other SAR resources may be provided by State or Local entities. The CT Office of Emergency Management may be contacted to determine additional search and rescue capability in the CT area. The New York State Emergency Management Office, or Suffolk/Nassau County police may provide information on capabilities within New York Salvage In many casualties involving vessels, salvage may be the best way of mitigating a catastrophic marine casualty or preventing one from occurring. The size and complexity of a salvage operation will dictate the direction that the Unified Command will take to safely and effectively bring the incident to closure. The information contained in this section is to provide responders with guidance to help determine the extent of a casualty, evaluate the capability of a contracted salvage company, and offer ICS organizational options to help harmonize the overall response with salvage concerns. The guidance in this Section includes i. Critical Situation Information Checklist ii. Salvage Response Missions iii. Salvage Incident Objectives iv. Unified Command Decisions v. Oil/Hazardous Material Release Mitigation Considerations vi. Recommended Elements of a Comprehensive Salvage Plan vii. Considerations in Evaluating Salvage Response Contractors

122 viii. Guidance for Salvage Response Times ix. Type of Salvage Contracts x. ICS Organizations for Responding to a Salvage Incident xi. Special Teams SLIS CONTINGENCY PLAN 3410 Critical Situation Information Checklist: i. Safety of ship s personnel ii. Pollution impact a. Spilled/released product iii. Type iv. Quantity v. Potential for discharge of pollutants vi. Vessel Location a. Latitude and longitude b.proximity to shore or shoal water vii. Vessel a. Description of damage and the situation b.pre-casualty drafts and trim c. Post-casualty drafts and trim d.operability of propulsion and steering systems e. Ability to maintain communications f. Status of ground tackle g.liquid level of all tanks (e.g. fuel, ballast, cargo, etc.) h.operability of fire fighting and electrical generation systems i. Risk of further damage to the vessel viii. Environmental ix. On-scene weather and sea conditions x. Forecasted weather and sea conditions xi. Tides and current xii. Nature of the seafloor and/or shoreline (soft, rocky, etc.) xiii. Water depth 3420 Salvage Response Mission Protect/Minimize damage to: i. Life ii. Environment iii. Property iv. Marine Transportation Infrastructure 3430 Salvage Incident Objectives In addition to the objectives listed in the Base Plan Unified Commanders should consult the following list of objectives for consideration:

123 SLIS CONTINGENCY PLAN i. Ensure that non-essential crew members and any passengers are evacuated ii. Ensure all crew members and passengers are accounted for iii. Create a salvage plan iv. Stop/slow flooding v. Extinguish the vessel fire 3440 Unified Command Decisions i. Approve the salvage plan ii. Determine whether to bring the vessel to a place of safe refuge 3450 Oil/Hazardous Material Release Mitigation Considerations References a. Oil Incident Annex b. Hazardous Material Incident Annex c. Boom Anchoring Diagram i. Boom the vessel ii. Conduct protection booming activities iii. Assess vapor release potential 3460 Possible Elements of a Comprehensive Salvage Plan i. Ground reaction/force to free determination (force the vessel exerts on the ground if grounded) ii. Stability analysis: grounded or afloat iii. Strength analysis: for example hull girder stresses, damage areas, attachment points and rigging, etc. iv. A summary of the engineering rationale employed for the selection of the salvage methods chosen (may be attached as appendices to the salvage plan) v. Hydrographic information vi. Potential pollution risks vii. List of specific safety hazards involved viii. Lightering considerations ix. Means for controlling interference between pollution response efforts and salvage efforts x. Location to which the vessel will proceed after salvage xi. Means for controlling the vessel as it is freed xii. Any special issues if transit to safe refuge is needed 3470 Considerations in Evaluating Salvage Response Contractors

124 SLIS CONTINGENCY PLAN Often, the employment of professional salvage contractor during a marine casualty is critical to ensuring the safest and most expeditious resolution of an incident. The following guidelines assist the Incident Commander/Unified Command in determining if the salvage contractor hired by the Responsible Party has the knowledge and capability to undertake the salvage operation. The salvage contractor should: i. Currently provide salvage response services ii. Have a documented history in the business iii. Own response equipment iv. Have trained employees v. Have 24 hour capability and a history of proven response capability vi. Have a training program for employees vii. Have a history of drills and exercises viii. Have a history of creating approved and successful salvage plans ix. Have membership in professional associations x. Have employer s liability and salvor s liability insurance xi. Be well capitalized for the intended operation xii. Have local experience xiii. Have proven logistical capability 3480 Guidance for Salvage Response Times Time can be a critical element in the effective use of salvage as a mitigating strategy to prevent or reduce environmental damage. Table 1, a modified version of a table in the Coast Guard s Notice of Proposed Rulemaking on Salvage and Marine Firefighting, provides guidance to the Incident Commander/Unified Command when attempting to determine whether a contracted salvage company has the ability to perform critical salvage functions within a targeted timeframe (Table 1 is intended to be a guide, not a standard). A copy of Table 1 should be provided to the ship s master and/or owner to help communicate the Incident Commander/Unified Command s expectations. Table 1- The salvage response times should be used as guidance by the Incident

125 SLIS CONTINGENCY PLAN Commander/Unified Command to assess whether the contracted salvage company can respond and perform critical functions within an acceptable time Type of Salvage Contracts Salvage companies may operate under several types of contracts when conducting salvage operations. Some contract types such as Lloyd s open form may influence the level of cooperation between the salvor and the Unified Command. Incident Commanders/Unified Command should be aware of the type of contract that a salvor is operating under and its potential influence on coordination. A. Lloyd s Standard agreement No Cure No Pay (aka Lloyd s Open Form) is a contract which encourages the salvor to immediately and actively pursue the work independently for a sum to be agreed upon only after delivery of the vessel to safety. The salvor gets no financial compensation if the vessel is not delivered safely or if there is no salved value. B. Fixed price, lump sum are contract formats stipulating a scope of work to be accomplished for a pre-negotiated amount. Fixed price encourages fast action but can induce a salvor to pursue the least capital intensive, more risky alternative to save expenses. C. Time and materials or cost plus contracts usually refer to a rate sheet or actual invoices for all assets employed or expended and indicate bonuses and penalties for completion. The contracting party can assume a more active management responsibility while the salvor may be less motivated for the speedy completion of the work unless the contract includes meaningful incentives ICS Organization for Responding to a Salvage Incident The difficulty of responding to an incident involving salvage can range across the spectrum from simple to complex. Response managers should let the needs of the incident dictate the type and size of the ICS organization structure that will be required to successfully bring an incident involving salvage to closure. Three variables to consider in organizing for a salvage response are: i. Size of the incident ii. Complexity of the incident response, and iii. The relative significance of salvage operations with respect to other aspects of the response Figures 1 through 3 are examples of how salvage might be organized within an incident command system organization. The organization in Figure 1 is for a response that involves only limited salvage operations while Figure 3 is an example of organizing for an extremely complex salvage incident

126 SLIS CONTINGENCY PLAN Vessel casualties that require only limited salvage operations before the vessel can be delivered safely may be successfully managed from within the standard ICS structure, with the Operations Section Chief establishing a Salvage Group and placing an experienced salvor in Operations as a technical specialist. USCG State Agency (CT, NY) Responsible Party Operations Responsible Party Sector Long Island Sound Technical Specialist Commercial Salvor Figure 1. For response operations that require minimal salvage operations the Operations Section Chief may establish a Salvage Group with support from a Salvage Technical Specialist. If the incident is fairly complex and salvage operations are a primary focus of the response, the Operations Section Chief may establish a Salvage Branch to oversee the activities of the Salvage Group and facilitate critical discussions between the salvor and the Unified Command. Figure 2 illustrates how the Operations Section Chief may organize to manage an incident where salvage operations are undertaken concurrently with pollution removal operations. Depending on the incident, this may demand a high degree of coordination to minimize environmental damage

127 SLIS CONTINGENCY PLAN USCG State Agency (CT, NY) Responsible Party Operations Responsible Party Sector Buffalo Atlantic Strike Team Figure 2. For more complex salvage operations the Operations Section Chief may organize using a Salvage Branch to manage salvage operations and a Pollution Removal Branch to manage clean up and recovery operations. There are, although rare, times when an incident involving salvage operations and pollution removal operations can be so complex that it can generate a significant management problem. When a major or otherwise complex salvage operation is involved, the salvor needs the freedom to communicate rapidly with the Unified Command. To facilitate the management of these types of incidents a second Operations Section Chief can be added to the traditional ICS structure. Figure 3 illustrates the use of a second Operations Section Chief. As soon as the incident dictates, a reevaluation of the need for two distinct Operations Section Chiefs should be conducted, and, if practicable, the organization should return to a standard ICS organization of one Operations Section Chief

128 SLIS CONTINGENCY PLAN US Coast Guard State Agency (CT, NY) Responsible Party Figure 3- For major complex incidents the Unified Command may establish a second Operations Section Chief The person designated by the Unified Command to assume the duties and responsibilities of the Operations Section Chief for Salvage should: i. Be an experienced salvor ii. Act as a liaison between the Salvage Master and the Unified Command iii. Work closely with the other Section Chiefs by a. Communicating the salvor s plans, and b. Estimating a timeline for planned operations If the Unified Command establishes a second Operations Section Chief, several important steps must be taken to ensure the highest degree of success. i. Ensure that the other General Staff functions can adequately support the expansion a. This could require establishing a Deputy Incident Commander of Operations to provide management supervision over the two Operations Section Chiefs. The Deputy Incident Commander of Operations has responsibility to ensure that all aspects of the original and the additional Operations Sections are fully coordinated with each other and with the other Sections. ii. iii. iv. Ensure that adequate incident planning can be accomplished Ensure that Logistics, Facilities, and Communications are adequate to support the additional Section Ensure that all incident supervisory personnel are aware of the expanded organization

129 SLIS CONTINGENCY PLAN 3500 Special Teams Some of the special teams that may be requested to provide support during a salvage operation include: i. Atlantic Strike Team ii. Marine Safety Center -- Salvage Emergency Response Team iii. NAVSUPSALV request message iv. Navy Supervisor of Salvage and Diving v. Army Corps of Engineers vi. American Salvage Association vii. Special Teams Manual viii. Link to Chaffey Amendment 3510 Marine Firefighting Refer to Section 8000, Marine Firefighting Hazardous Materials Refer to Section 7000, Hazardous Materials. This section is FOUO, For Official Use Only Emergency Medical Services (EMS) Emergency Medical Services has the responsibility for coordinating and directing all medical services related to the incident. Local fire department and medical services will be relied on for this activity. A listing of area Emergency Services resources is provided in Appendix Section Law Enforcement The Law Enforcement Group is responsible for coordinating and directing all law enforcement activities related to the incident, including but not limited to, isolating the incident, crowd control, traffic control, evacuations, beach closures, and/or perimeter security. A listing of area Law Enforcement resources is provided in Section Perimeter/Crowd/Traffic/Beach Control Perimeter/Crowd/Traffic/Beach Control, if needed, should be coordinated with local law enforcement authorities and may be augmented or replaced with contract security for protracted responses Safety/Security Zones Safety Zone regulations in 33 CFR Subpart C is defined as a water area, shore area, or water and shore area to which, for safety or environmental

130 SLIS CONTINGENCY PLAN purposes, access is limited to authorized persons, vehicles, or vessels. It may be stationary and described by fixed limits or it may be described as a zone around a vessel in motion. Security Zone regulations in 33 CFR Subpart D is defined as an area of land, water, land and water which is so designated by the Captain of the Port or District Commander for such time as is necessary to prevent damage or injury to any vessel or waterfront facility, to safeguard ports, harbors, territories, or waters of the United States or to secure the observance of the rights and obligations of the United States. The purpose of the security zone is to safeguard from destruction, loss, or injury from sabotage or other subversive acts, accidents, or other causes of similar nature: (1) vessels (2) harbors (3) ports, and (4) waterfront facilities: in the United States and all territory and water, continental or insular, that is subject to the jurisdiction of the United States. 33CFR165.T lists Safety and Security Zones in the Long Island Sound Marine Inspection Zone and Captain of the Port Zone Air Operations The Air Operations Branch is primarily responsible for preparing the air operations portion of the Incident Action Plan. The Incident Action Plan will reflect agency restrictions such as night flying or hours per pilot that impact the operational capability or use of resources. After the Incident Action Plan is approved, an air operation is responsible for implementing its strategic aspects (those that relate to the overall incident strategy as opposed to those that pertain to tactical operations like specific target selection). Additionally, the Air Operations Branch is responsible for providing logistical support to helicopters assigned to the incident. The Air Tactical Group Supervisor working with ground and air resources normally performs specific tactical activities including target selection, or suggested modifications to specific tactical actions in the Incident Action Plan Air Tactical The Air Tactical Group is primarily responsible for coordinating and scheduling aircraft operations intended to locate, observe, track, survey, support dispersant applications, or other deliverable response application techniques, or report on the incident situation when fixed- and/or rotary-wing aircraft are airborne at an incident. These coordination activities are performed by the Air Tactical Group while airborne Aerial Surveillance Aerial surveillance is key to the response effort and may include the following: Overflights Computer modeling/trajectories Continue to monitor proximity of spill to sensitive areas

131 SLIS CONTINGENCY PLAN 3430 Aerial Dispersant Application See Dispersant Policy requirement in this Section. See Appendix for a listing of aerial dispersant resources Procedures for Temporary Flight Restrictions- To be developed Permanent Area Restrictions- To be developed Air Support The Air Support Group is primarily responsible to support and manage helibase and helispot operations, and maintain liaison with fixed-wing air bases. This includes providing: 1) fuel and other supplies, 2) helicopter maintenance and repair, 3) keeping records of helicopter activity, and 4) enforcing safety regulations. These major functions are performed at helibases and helispots. Helicopters (during landing and takeoff and while on the ground) are under the control of the air support group's helibase or helispot managers Staging Areas Environmental, cultural, and historical sensitive areas should be considered when selecting staging areas. All efforts should be taken to minimize the impact on these areas Wildlife The Wildlife Branch is responsible for minimizing wildlife losses during spill responses; coordinating early aerial and ground reconnaissance of wildlife at the spill site, and reporting results to the Situation Unit Leader; employing wildlife hazing measures as authorized in the Incident Action Plan; and recovering and rehabilitating impacted wildlife. A central wildlife processing center should be identified and maintained for: evidence tagging, transportation, veterinary services, treatment and rehabilitation, storage, and other support needs. The activities of private wildlife care groups, including those employed by the responsible party, will be overseen and coordinated by the Wildlife Branch. For information on the Endangered Species Act, click on USC TITLE 16: CHAPTER 35 ENDANGERD SPECIES ACT Fish and Wildlife Protection Options Primary Response The primary response strategy for fish and wildlife protection emphasizes controlling the release and spread of spilled oil at the source to prevent or reduce contamination of

132 SLIS CONTINGENCY PLAN potentially affected species, their habitats, and sensitive environments. Specific primary response options include: mechanical or physical means; chemical or biological treatment; in-situ burning; and natural recovery. Oiled carcass collection is also considered a primary response effort. Mechanical or physical methods are used to control spills through containment and recovery. Containment booms are used to control the spread of oil to reduce the possibility of polluting shorelines and other resources, as well as to concentrate oil in thicker surface layers, making recovery easier. Boom can also be deployed to keep oil that has been stranded on the shoreline from floating to another location. Recovery of contained or stranded oil can occur using various equipment and means including skimming, scraping, absorption, etc. Physical response methods include but are not limited to: Booming Skimming Barrier/Berm Physical Herding Manual removal/cleaning Mechanical removal Sorbents Vacuum Debris removal Vegetation removal Flushing In-situ burning Chemical treatment employs the use of dispersing agents, also called dispersants, that contain surfactants, or compounds that act to break liquid substances such as oil into small droplets. In an oil spill, these droplets disperse into the water column, where they are subjected to natural process such as wind, waves, and currents that help to break them down further. Chemical dispersants should only be used when the associated impacts of dispersed oil are less harmful than non-dispersed oil. All wildlife in the dispersant target zone should be identified prior to approving the use of dispersants. Birds within the dispersant target zone should be hazed or captured if they become contaminated. Dispersants should not be applied over large concentrations of birds. Others types of chemicals may also be employed to assist with recovery such as elasticity modifiers, emulsion treating agents, shoreline pre-treating agents, solidifiers, surface collecting agents and surface washing agents. Like dispersants, all of these chemicals require RRT approval prior to use. Biological treatment uses biological agents such as nutrients, enzymes, or microorganisms that increase the rate at which natural biodegradation occurs. Biodegradation of oil is a natural process that slowly removes oil from the environment

133 SLIS CONTINGENCY PLAN In-situ burning of oil involves the ignition and controlled combustion of oil. It can be used when oil is spilled on a water body or on land. Use of this technique also requires RRT approval. Natural recovery, leaving the oil alone, allows natural processes to remove the oil from the environment. Natural processes include evaporation, oxidation, and biodegradation. Natural recovery is not recommended for areas supporting wildlife concentrations. Oiled carcass and debris retrieval operations are established in conjunction with primary response activities to remove short term sources of contamination and reduce food chain contamination. Oiled carcasses, vegetation, and debris are collected and removed to prevent secondary oiling or additional contamination of wildlife as a result of predation and grazing. USFWS responders can assist with the collection of oiled wildlife and are responsible for cataloging and maintaining chain-of-custody for oiled migratory birds. In some cases, the USFWS may recommend that the FOSC seed the assistance of USDA s Animal & Plant Health Inspection Service (APHIS) - Wildlife Services to help with carcass collection. USFWS Law Enforcement and/or a State Conservation Officer will supervise all morgue operations. Secondary Response Secondary response methods to protect fish and wildlife from an oil spill involve maneuvering healthy and uncontaminated fish and wildlife away from contaminated sites by use of deterrents, hazing, and preemptive capture. Following an oil spill, it may be necessary to initiate a deterrence or hazing program that disperses and excludes unoiled or oiled / injured wildlife from contaminated areas to reduce mortality. If warranted, deterrence activities are initiated as soon as possible following an oil spill to prevent animals from establishing or continuing regular use patterns within a contaminated area. Deterrent devices used to disperse wildlife include both visual and auditory techniques, using both simple and sophisticated devices in order to respond to the unique habits of different species, surrounding environments, and the spill situations. Careful consideration should be given in the selection and placement of deterrence devices to prevent driving unoiled wildlife into oiled areas. In some cases, the USFWS may recommend that the FOSC seek the assistance of USDA APHIS Wildlife Services to help haze wildlife away from areas contaminated with oil and away from oiled wildlife / carcasses. Fish deterrence techniques may include use of light, sound, smell, bubble curtains of air and herding nets to herd fish away from hazard areas. Pre-emptive capture includes the capture, handling, transportation, short-term holding and release of healthy, uncontaminated wildlife. Prior to initiating a pre-emptive capture effort, it is essential to establish a release site or a holding facility and a release plan. Pre-emptive capture is recommended when there is a high potential for oiling sensitive wildlife species that are not easily hazed. However, this secondary response option has limited application based on species-specific criteria. The primary concerns when conducting pre-emptive capture are human and animal safety and minimizing

134 SLIS CONTINGENCY PLAN transportation and holding times. Safety of the animal should focus on stress reduction as follows: Have equipment necessary to handle and transport animals as quickly and efficiently as possible; Minimize the number of vessels, aircraft, all-terrain vehicles, etc. to herd and capture animals in a given area; Avoid unnecessary noise and disturbance during capture efforts; Never pursue the animals to the point of exhaustion; and, Minimize human contact with the animals except to provide veterinary care. Nets, electrofishing and anesthetizing agents (e.g.,tricaine Methanesulfonate) may be used to capture and remove fish to non-hazardous waters of similar temperature and chemistry. Tertiary Response Tertiary response is the capture and treatment or rehabilitation of wildlife contaminated by oil. It is implemented as the last resort for protecting wildlife. Oiled wildlife rehabilitation includes all elements related to capture, handling, transportation, stabilization, cleaning, care, holding, and release. The goal of a capture and treatment effort is the release of healthy wildlife back into their natural environment. The decision to initiate such an effort must consider incident-specific criteria. The criteria must be based on the best available science and focus on the protection and maintenance of healthy wild populations of the species affected by the spill. Considerations for initiating an oiled wildlife capture and treatment program include: condition of the animal, weather, oil toxicity, time, species of animal, extent of oiling, care in captivity, location of treatment, available care, facility, release, zoonotic diseases, permits and euthanasia. There is no protocol available for capture, cleaning and treatment of oiled fish. Wildlife (Bird) Recovery Operations/Procedures Capture of birds will only be attempted by qualified personnel with USFWS oversight. Oiled wildlife are highly unpredictable and can inflict serious injuries to a responder; accordingly, proper personal protective equipment shall be used when capturing or handling oiled wildlife. In some cases, The USFWS may recommend that the FOSC seek the assistance of the USDA APHIS - Wildlife Services to help with wildlife recovery operations. Safety must be accorded the highest priority throughout the capture and transport process. Migratory birds are susceptible to stress; handling, noise and visual stress should be minimized

135 SLIS CONTINGENCY PLAN Teamwork is essential in capture operations. As they lose their waterproofing, oiled birds move to shore, first preening on open beaches and river banks and later hiding under cover. Birds in this condition can be retrieved in teams of two or three people on foot with radio communication approaching quietly from water s edge and blocking access to water. This technique is most effective before dawn. Birds can then be captured using long-handled dip nets, towels, or picked up by hand. Birds should never be chased to exhaustion. Certain birds may be baited in close by chumming with fish or squid and captured with a long-handled net. Several species may also be effectively captured from a boat with a netgun within meter range. Cannon, rocket and drop nets may be effective, when used with baiting techniques. Swim or walk-in traps may also prove effective, but must be regularly monitored. Recovery Processing Once birds are captured they should be removed from the netting and placed in towels, sheets or netting over the entire bird. Wings must be folded normally against the body. Care must be taken to avoid the bills and talons of large birds such as herons and raptors. A reverse body hold is recommended for large birds. Always hold the bird below waist level and away from the face. Always carefully handle the birds to minimize damage to feathers. Each captured bird should be accompanied by a form with the following information: capture boat and personnel; date, time and location of capture; technique used to capture the animal; amount of oil in the area and whether the bird was observed or captured in the oil; behavior at capture, e.g., aggressive, lethargic, comatose; and, description of the bird, i.e., sex, age, distinguishing marks. After transport, birds should be immediately examined by an attending veterinarian or other qualified personnel. If a treatment center is not in close proximity, it may be necessary to perform initial treatment at the collection site, such as clearing mouth and nostrils of oil; rehydrating the bird; checking for signs of oil toxicity, pining a cloth around the birds body to prevent hypothermia; and placing the bird into a transport container and avoiding disturbance, except to hydrate. Carcass Retrieval and Processing For all spills, a primary response goal is to prevent continued or additional contamination of wildlife as a result of predation. All bird carcasses should be retrieved and delivered to collection or morgue sites directed by the USFWS personnel to prevent oil from entering the food chain. Each carcass should be accompanied by a form containing the date and place of collection, the name of the collector, and if known, the species collected. Forms accompanying the carcass should be kept in a plastic storage bag for protection. An indelible pen or pencil should be used for labeling. If the carcass is not collected, a form should still be filled out and submitted to the USFWS collection or morgue site including a brief explanation for not collecting

136 SLIS CONTINGENCY PLAN the specimen. Place retrieved carcasses in a plastic bag, one carcass per bag only. Place the completed retrieval information form in a zip-lock bag, place it in the bag with the carcass, and tie the plastic bag shut for delivery to the Wildlife Recovery Area / morgue. Carcasses should be kept cool, but not frozen during transport to the morgue Reserved for District/Area

137 4000 Planning Section 4000 Planning Section The Planning Section plays a critical role in moving an incident from a reactive response to a proactive response. Regardless of the initial complexity of the incident the Planning Section must look far beyond the apparent situation and ask What if? The PSC must be aware of immediate challenges and those that lie on the horizon. Figure 1 is the typical makeup of a fully activated Planning Section. The actual size of the Planning Section will be based on the needs of the incident. Figure 1- Typical Planning Section organization when fully activated Planning Section Chief When an incident reaches the complexity or duration that a Planning Section Chief is required serious consideration should be given to immediately deploying a Resources Unit Leader (RESL) and a Situation Unit Leader (SITL) to support the planning effort. The Planning Section Chief is responsible for: Providing current, accurate situation display and concise briefings in support of meeting schedule and Unified Command expectations Accurately tracking all resources through the use of T-cards or other resource tracking system and aggressive, pro-active field observers. Establishing and maintaining site control through use of check in locations/recorders. Facilitating the Planning Process by conducting timely meetings in accordance with the meeting schedule and working closely with Ops Section Chief, Logistics Section Chief, and Command Staff. o Determine the meeting schedule based on the operational period Ensuring thorough documentation of all key decisions and incident related documents

138 4000 Planning Section Establishing and maintaining an open action list of issues that must be accomplished. Ensure that each issue on the list is assigned to the appropriate ICS command element (i.e. Operations Section) for completion. Ensuring a complete and thorough Incident Action Plan is delivered in support of the operations. Utilizing technical specialists in coordination with Operations to provide critical information to develop specialized operations and planning efforts to support incident operations. Example of technical support includes: salvage plans, environmental impact statements, hazmat modeling, oil spill trajectories, and intelligence efforts etc. If an Area Command or Joint Field Office is established, ensure close coordination. Consult the guidance outlined in the Area Command and Joint Field Office sections. Actions to take upon arriving at the incident command post Get a situational brief from the Incident Command/Unified Command to collect information for the Resources and Situation Units (request a copy of the ICS-201, Incident Briefing Form) o At a minimum the briefing should include o Information on committed resources o Resources ordered o Incident situation o Current and predicted weather o A predication on the course of events o Build the planning organization and order staff o Consider need for a Planning Deputy Establish Planning Section Incident Command Post footprint (see figure 2 below) Brief incoming personnel o If appropriate, verify incoming personnel have lodging Start a Planning Section phone book Brief staff on your expectations Start a formal documentation process Determine need to assign a documentation specialist to the Unified o Command (UC) to document UC decisions and directions Start an ICS-214, Unit Log 4020 Planning Section Chief Determinations Review the actions required of the Incident Commander/Unified Command in Section 2000 to determine if all issues were addressed. Is there a need for an ICS Technical Specialist? Is there a need for the Coast Guard Response Documentation Specialist? Refer to ACP phone list for contact point

139 4000 Planning Section Is there a need to activate the volunteer coordinator position under the Resources Unit Leader? Determine the need to assign a Record Keeper to the Unified Command. Determine need to establish a Documentation Unit, if established, provide guidance to the Documentation Unit Leader: Attend meetings o Command and General Staff o Tactics o Planning Collect pertinent documents (not inclusive) o ICS-201, Incident Briefing o Incident Action Plans o Command decisions/directives o ICS-211, Check-in o ICS-215, Operational Planning Worksheets o ICS-209, Incident Status Summary o ICS-214, Unit Log Filling system options o File by operational period o File by calendar date o File by form number Determine need to activate Demobilization Unit early in the response. Determine need to develop contingency plans For example: An Incident Action Plan (IAP) o First IAP will take the longest to prepare o Resist information overload keep it brief o Determine who needs a copy of the IAP and keep a distribution list o Maintain initial naming conventions to reduce confusion 4030 Planning Section Incident Command Post Foot print When setting up a command post at an incident there are some factors that should be kept in mind when choosing a location. Figure 2 is a generic layout for the Planning Section. Work with Logistics to have the Section set up to meet the following guidelines. One entry point Status displays near entry PSC located near entry Situation and Environmental Unit located next to each other Documentation Unit in close proximity to PSC Check-in Recorder at the entry point

140 4000 Planning Section Equipment Copier for the Documentation unit Fax machines Enlarger machine to make poster size displays Figure 2- For incidents that require a large planning organization it is important to have adequate space. The generic layout provides the ideal situation for organizing the Planning Section

141 4000 Planning Section 4040 General Planning Section Duties during the ICS Planning Process Figure 3. Provides a brief overview of the responsibilities of the Planning Section in support of the ICS Planning Process. Figure 3. General responsibilities of the Planning Section in support of the ICS Planning Process

142 4000 Planning Section Technical Specialist Navy Supervisor of Salvage Army Corps of Engineers National Oceanic Atmospheric Administration Scientific Support Coordinator (NOAA SSC) Water Intake Specialist Atlantic Strike Team National Strike Force Public Information Assist Team Environmental Protection Agency Environmental Response Team 3rd Civil Support Team Family Assistance Coordinator Critical Incident Stress Management Historic Properties Specialist Marine Safety Center Salvage and Engineering Technical Specialist Chaplin Emergency Response Technical Specialist Legal Specialist 4050 Operational Period When you are working through the planning process, you are developing an Incident Action Plan for the next Operational Period, not the Operational Period you are currently working in (Figure 4). You cannot enter the ICS Planning Process without defining the Operational Period. It is the IC/UC s responsibility to determine the Operational Period. Figure 4- While Operations is conducting tactical operations during the current Operational Period, Planning is overseeing the development of the Incident Action Plan that will guide response operations during the following Operational Period

143 4000 Planning Section 4060 Determining the Meeting Schedule Once the Incident Commander determines that the nature and extent of the incident will require a shift to a formal planning process and development of an Incident Action Plan (IAP), they will set the time for the beginning of the first Operational Period using an IAP. Experienced ICs know that it takes both time and energy to develop an IAP and this is especially true when transitioning from a reactive mode to a proactive mode. Once the time for the next Operational Period is set, the Planning Section Chief will determine the times that certain steps in the ICS Planning Process should occur. This is necessary to ensure that all steps are accomplished and that an IAP is ready for the IC s approval in time to begin the Operational Period. Example: At approximately 0700 the Incident Commander tells their Command and General Staff that the start of the next Operational Period will begin at 1800 (eleven hours from now). The Planning Section Chief works backwards from 1800 (see Figure 5) to determine when each step in the planning process needs to start in order to work through the process and ensure the timely delivery of the IAP. Figure 5- Once the IC/UC sets the time for the beginning of the next Operational Period, the Planning Section Chief works backwards to determine when each step in the Planning Process needs to be done to ensure the IAP is ready in time for the oncoming shift

144 4070 Daily Self-Evaluation of the Planning Section 4000 Planning Section This evaluation is internal to the Planning Section to help improve service within the Section and to the entire command team. Completion of this evaluation is the responsibility of the Planning Section Chief. Planning Section Chief Is the Planning Section being leaders on this incident in ICS management? Have I provided clear direction with good follow-up? Is the Planning Section functioning as a team? Is the Planning space neat and orderly? Are we producing the highest level of quality achievable? Are we conducting daily Planning Section meetings to discuss internal issues? Planning Issues Do we have good familiarity the situation on the ground? Are we aggressively debriefing line personnel after every Operational Period? Are we communicating with the other sections? o Are they satisfied with our performance? Has a meeting schedule been developed? Are we effectively utilizing our technical specialists? Are we adequately staffed to support incident operations? Is there a filing system set up? Are we using General Message Forms, ICS-213? Do we have adequate supplies? Is resources status being kept up-to date? Is the Documentation Unit being fully support by the entire command team? Are the situational displays up-to-date? Personnel Issues Are we providing for our well-being (safety, rest, food, etc.)? Are ICS-214s (Unit Logs) being kept up-to date? Are timesheets being submitted? Demobilization Issues Have we thought about demobilization yet? o What will be the procedures? o What will be the priorities? o Have we discussed demobilization with the other Section Chiefs?

145 4000 Planning Section 4080 Planning Section Daily Work Schedule The time task should be accomplished in the Daily Work Schedule will be based on the Operational Period established by the Incident Commander/Unified Command. Time task should be accomplished ICS Position Responsible for the task PSC, SITL RESL SITL PSC Entire Planning Department RESL, SITL SITL SITL RESL, SITL, DOCL, DMOB PSC, RESL, SITL PSC RESL SITL, RESL PSC PSC, SITL, RESL PSC, DOCL SITL Task Attend the daily Operation Briefings. Verify T-Cards (or other resource tracking system) accuracy for the Operational Period. Assume that a system for daily reporting from field observers is established. Attend the Command and General Staff Briefing. Daily Planning Section meeting focused on the day s expectations and Planning Section self-evaluation. Debrief off-coming line personnel to the Leader level on accuracy of previous Operational Period Incident Action Plan. Ensure the most current field reports are submitted to Planning for inclusion into the development of IAP. Develop predictions on the spread and impact of the incident. Update situational maps and displays with accomplishments. Post a copy of the incident map, Incident Action Plan and other incident information in a public location to keep responders informed on the overall incident. Clean up work areas. Prepare for the Tactics Meeting. Conduct the Tactics Meeting. Coordinate with Finance/Administration Section to verify resources that are on the incident. Prepare for the Planning Meeting to include wall-size ICS- 215 (Operational Worksheet), incident map/chart, situation briefing notes, etc Conduct the Planning Meeting. Following the Planning Meeting assemble the IAP. Have the IAP reviewed and signed by the Incident Commander/Unified Command. Make copiesd of the IAP, labeled and ready for distribution. Prepare the ICS-209 (Incident Status Summary)

146 4000 Planning Section 4100 Situation Unit [Link with USCG Incident Management Handbook page 8-4] [Link with Situation Unit Leader Job Aid] The Situation Unit is responsible for gathering incident information and, even more importantly, ensuring that the information is pushed out and shared throughout the entire command team. In addition to gathering current incident information, the Situation Unit provides predictions on where the incident status might be given weather, effectiveness of mitigating strategies, and other variables. A combination of both current situation and prediction will enable the Incident Command/Unified Command to develop achievable objectives that guide the direction and priorities of the entire incident management team. Situation Unit Organization Figure 1- Situation Unit organization Situation Unit Leader Considerations (based on the size and complexity of the incident): Determine the number and type of staffing required and order immediately. Some variables to consider when estimating staffing needs: o Intensity of the operations being conducted o Size of the incident (is there a large command team in place) o Complexity of the incident (may require many technical specialist) o Duration of the incident (need to factor into your staffing needs the able to manage the Situation Unit 24 x 7) What type of technical specialists do you require (Geographic Information Specialists (GIS), weather specialists, plume modeling specialists, etc.)? Determine the size of your work space

147 4000 Planning Section 4120 Situation Unit Leader Responsibilities Collect current incident information (potential methods): o Debrief division/group supervisors, o Talk to technical specialist(s), o Gather information from meetings and briefings, o Work with other members of the response team such as the Safety o Officer Employ your Field Observers (FOBS). Brief your Field Observer(s) on expectations Prepare an incident map for the Incident Action Plan 4130 Use of Field Observers Ensure that the FOBS is knowledgeable in the type of incident they are collecting information on. Coordinate the FOBS field activities with the Operations Section Chief (OSC). For safety purposes the OSC must know who is in the field and where they are located. Ensure that the FOBS are properly outfitted with safety equipment and the tools needed to collect the incident information (i.e. maps, radio, transportation, etc.) Develop a list of things you would like the FOBS to collect while in the field. For example: o Progress of operations o Boundaries of the incident o Weather o Wildlife impacted o Tactical resources on the incident and their location (work with the Resources Unit Leader to see if they need this information collected remember ICS is teamwork) Remember to establish a time and method for the FOBS to report their findings. For example, early on in the incident when the situation you are facing is unclear or dynamic you may want information communicated back to you every 30 minutes. The method may be by radio. Don t let the FOBS go in the field until you have set the reporting back expectation

148 4000 Planning Section 4140 Use of Symbols Your responsibility is to use the common ICS symbols wherever possible and to make sure that unique symbols are prominently annotated on the map or chart as to what that symbol represents (Figure 2 contains both ICS and non-ics symbology). You will find that the common ICS symbols do not include symbols for every type of contingency and that your particular response discipline may require addition symbols to better communicate situational status. Your responsibility is to ensure that you clearly display what the symbol represents. Figure 2. ICS and non-ics symbology

149 4000 Planning Section 4150 Map and Charts The maps/charts you choose to use in displaying incident information must help responders to do their job and the more detailed your displays are for their area of operations, the better. A few thoughts to keep in mind as you establish and maintain your maps and charts: Strive for a quality presentation Ensure accuracy of situational information Maintain current information Prominently display a map/chart legend Establish a method to capture map/chart information for historical purposes Date and time stamp your map/chart to reflect most recent update Figure 3 is an example of an incident map. The map contains a legend so that the user can interpret the symbols used to annotate key ICS facilities and other symbols unique to the incident. Figure 3: The use of common ICS terminology extends to the symbols used on maps and charts. This example incident map shows some of the symbols that might be used in response to an incident. In addition to the common symbols used in ICS, your response discipline may require additional symbols to communicate incident status

150 4000 Planning Section 4160 Establish Situation Displays Establishing a visual story of what is happening on the incident. This story should include (list is not inclusive): The current incident objectives Summary of the status of the incident. This includes information on the incident itself (i.e. numbered of injured, buildings damaged, etc.) and information on response resources (i.e. number of ambulances, fire trucks, etc.) The current situation (i.e. incident boundaries, weather, tides & currents, etc.) Predictions and potential impacts of what could happen if weather does not cooperate and mitigation strategies do not have the desired outcome Schedule of meeting times and locations Figure 4 is an example of how you might consider setting up your displays. The displays should be established in a manner that lets anyone examining them quickly capture the information that they are looking for. These displays serve both the responders and are a part of the historical record of what transpired on the incident. The situation display map/chart is used for briefings and meetings, and the need for current and accurate information is absolutely essential. The displays should never be moved. If the complexity of the incident requires a dedicated briefing area, a duplicate set of maps will have to be maintained. Figure 4- As soon as possible, establish a situational display. There is no prescribed manner in how you must do the display, but keep in mind that the information needs to be displayed in a way that benefits the entire response team

151 4000 Planning Section 4170 Information dissemination The same level of attention and planning that you gave to gathering information needs to be put into disseminating the information you collected and analyzed out to those that need it. Information needs will vary depending on who in the command team needs the information IC, OSC, RESL and others. Your job is to feed them all. You should use all avenues at your disposal to push information out to the response team. In addition to the large wall displays in Figure 4, you should use inboxes/outbox (like those used on a person s work desk) for getting information out to the response team, collecting information, and for placing historical records that the Documentation Unit will require. Boxes identified for distributing information might contain: 8-1/2 x 11 inch copies of the most recent incident map Future weather, tides, and sunrise/sunset Extra Incident Action Plans Meeting schedule Boxes identified for collecting information might contain: Field Observer reports Boxes identified for historical records might contain: ICS-214, Unit Log Annotated maps/charts ICS-209, Incident Status Summary Photographs

152 4000 Planning Section 4180 Meetings and Briefings Every formal meeting or briefing that takes place within the ICS Planning Process starts with a situational brief. This is to ensure that the decisions being made are grounded in the most current information known about the status of the incident. The burden you carry as the SITL is to deliver those situational updates with the greatest accuracy achievable and to assure the highest quality possible. You generally do not have a lot of time to give your updates so you must have everything ready to go: maps, briefing notes, etc. Your words and graphics must paint a picture of the current incident status and a glimpse into the future of what the status might be. At a bare minimum, your briefs should include: The perimeter of the incident Operation Section organizational boundaries (i.e. divisions, branches) Established support facilities Key geographic features Wind direction and speed Tides and currents (if appropriate) Success of mitigation measures Measurement of Success You know you have done a good job as the Situation Unit Leader with your maps, charts and other displays if responders are coming to you for information. This is especially true if the Operations Section Chief uses your products to outline their tactical plans

153 4000 Planning Section 4200 Resources Unit The Resources Unit Leader (RESL) position is perhaps the most challenging position with the ICS organization. The RESL is responsible for maintaining the check-in, and tracking the current status (assigned, available, out of service) and location of all resources at an incident. The effectiveness and efficiency of the response is directly impacted by the how well the Resources Unit performs. To accomplish their responsibilities the RESL is reliant on everyone else involved in the response to support their resource tracking needs, however, the most critical relationship is between the RESL and the Operations Section Chief. The guidance in this Section includes Resources Unit Organization Initial Action of the Resources Unit Leader o Obtain a briefing from the IC or PSC o Determine staffing needs o Order your staff o Establish Check-in o Select a work location o Conduct a field verification o Establish Resource Status Display Header cards Role of the Resources Unit in supporting Operations Resources Unit role in the ICS Planning Process Tactics Meeting Planning Meeting Resources Unit role in developing the Incident Action Plan Other responsibilities of the Resources Unit Leader Resources Unit role in demobilization

154 4000 Planning Section Resources Unit Organization Figure 1. The Resources Unit organization. On small incidents the RESL may perform all the duties with only minimal support; however, in a large incident the RESL requires substantial support especially during the early stages of the response when large quantities of resources are responding to the incident Initial Action of the Resources Unit Leader Obtain a briefing from the Incident Commander (IC) or Planning Section Chief (PSC) o Get as detailed a brief as possible o Enquire if there is an ICS-201, Incident Briefing Form available Determine staffing needs o Based on the briefing from the IC or PSC determine the size staff required to run the Unit o During a large incident, the Resources Unit requires a significant staff early on to capture the large influx of incoming resources o Figure 2 provides guidelines to help determine staffing needs Resources Unit Staffing Guidelines (per 12 hour period) Figure 2. The Resources Unit Staffing Guideline is a good reference to help determine the number of personnel necessary to successfully manage all of the responsibilities of the Resources Unit. * The number

155 4000 Planning Section of Check-in recorders is not fixed since it depends on the number of check-in locations established and the number of Check-in recorders needed at each of those locations. Order your staff o Do not delay in ordering staff it takes time for personnel to arrive to the incident o Establish Check-In o During the early stages of a response, check-in locations are usually established at many different locations (see Figure 3) to handle the volume of arriving resources o The quality and thoroughness of the Check-in Recorders in capturing the information on a resource is critical. o Once the response shifts from the reactive mode to the proactive mode check-in should ideally only occur at the incident base or hotels. Figure 3. Resources responding to an incident first report to Check-in. Check-in locations include the Incident Command Post, Staging Areas, Helibases, Incident Base or Camps/Hotels. The RESLwill assign Check-in Recorders at the various locations to ensure that all resources are properly checked in and that the information is relayed back to the Resources Unit. The symbology for each location is used by the Situation Unit to place on incident maps. Select a work location o Ensure that the Unit has adequate wall space to allow for the proper display of all resource information (i.e. T-card racks, ICS- 207, Incident Organization Chart) o Establish the Unit in a way that protects the displays, but enables the response team to readily view the information o Determine what resources are already in the field (field verification) o There are several ways to verify the kind and location of any resources that arrived on-scene prior to the establishment of check-in: Use Field Observers

156 4000 Planning Section Send Check-in Recorders Work with Operations to get the information from the Division and Group Supervisors Establish a Resources Status Display

157 4000 Planning Section 4220 Establishing a Resource Status Display The Resource Status Display is the culmination of a process that started with: Check-in of arriving resources using the ICS-211, Check-In Form Field verification of resources that arrived on-scene before check-in was established Communicate resources check-in information back to the Incident Command Post where Status Recorders transfer it to the appropriate colored T- card and placed in a Resource Status Display that shows its location on the incident Header Cards: Incident locations are recorded on grey colored cards called Header cards (see Figure). The naming on Header cards comes from the Operations Section Chief (OSC) and the Resources Unit Leader. The Operations Section Chief o Determines how an incident is divided into manageable units. For example: Division A, Search Group o The RESL uses that exact naming to identify location of operational resources The Resources Unit Leader o Establish the naming of Header cards for overhead personnel at the Incident Command Post. For example, a RESL may title a Header card titled 'Command', and place the Incident Commander, Liaison Officer, Safety Officer and Information Officer s cards under it. For those working in the Planning Section, the RESL may label a Header card Planning' and place all overhead personnel in Planning under that card. Figure 4. Header cards are a simple way to organize a resource status display according to the resource s location on the incident. Remember the RESL s job is to maintain an accurate picture of all incident resources including their location. Others on the team should readily understand the display

158 4000 Planning Section Figure 5 is an example of a resource status display using the Incident Command System T-cards

159 Planning Section

160 4000 Planning Section The initial method of establishing a visual resource tracking system is often using the ICS T-Cards System, but regardless of the system used to be effective it should: Visually display resources in a manner that is readily understood by the entire response team Display accurate information for the current operational period Be flexible enough to expand and display hundreds of resources 4230 Role of the Resources Unit in supporting the Operations Section Chief The resource flowchart in Figure 6 outlines the process that the OSC follows to fill unanticipated resource requirements during an Operational Period

161 4240 Resource Unit Role in the ICS Planning Cycle 4000 Planning Section The reason the RESL has established check-in, conducted field verification and established a resource status display is to support the Planning Process. Figure 7 is an overview of the RESL s responsibilities in supporting the Planning Process. Figure 7. The Planning P is a visual representation of the ICS Planning Process. The

162 4000 Planning Section Resources Unit Leader is critical to the Planning Process and must have an accurate accounting of all incident resources or they cannot support the Planning Process. Tactics Meeting. The RESL must come to the meeting prepared to provide information on what tactical resources and Operations overhead personnel (i.e. supervisors, directors, leaders, etc.) are on the incident and are available for to work the next Operational Period. The centerpiece of the Tactics Meeting is the completion of the draft ICS-215, Operational Planning Worksheet, which will be finalized at the Planning Meeting. Figure 8 is an example of a section of the ICS-215 and the information that the RESL is responsible for providing during the meeting. The RESL has two primary responsibilities during the Tactics Meeting are: Provide the number and kind of resources that are currently on the incident and are available to support operations during the next operational period Document meeting decisions using the ICS-215 Figure 8. The Resources Unit Leader comes to the Tactics Meeting ready to provide resource information to accurately fill in the HAVE blocks on the ICS-215, Operational Planning Meeting. The Planning Meeting is where the Incident Commander/Unified Command are briefed on the tactical plan for the next Operational Period. The RESL has several responsibilities in supporting the Planning Meeting: Make changes to the ICS-215 as necessary Modify the command objectives as directed

163 4000 Planning Section Confirm the availability of resources to meet the objectives for the next Operational Period Request additional resources for any identified shortfalls 4250 Resources Unit role in developing the Incident Action Plan At the end of the Planning Meeting, the Incident Commander/Unified Commanders will tentatively approve the Incident Action Plan for the next Operational Period. The command and general staff, led by the Planning Section Chief, then begin putting together an Incident Action Plan. The RESL is central to this effort. Several key parts of the Incident Action Plan are the responsibility of the RESL (see Figure 9): Completes the ICS-204, Assignment List o The IAP will have an ICS-204 for every division, group and staging area that the OSC lists on the ICS-215 Completes the ICS-203, Organizational Assignment List is completed Collects all the parts of the Incident Action Plan and delivers the plan to the Documentation Unit Leader (DOCL)

164 Planning Section

165 4260 Other Responsibilities of the Resources Unit Leader The RESL is responsible for: 4000 Planning Section Ensuring that the ICS-215, once no longer needed, is given to the Documentation Unit Leader to be archived Supporting safety by remaining sensitive to fatigue associated with difficult assignments and make assignments accordingly Maintain an up-to-date ICS-207, Organizational Chart Maintain an updated ICS-214, Unit Log Looking for resources that are checked into the incident but have not been used for several Operational Periods and discuss demobilizing the resource with the Planning Section and Operations Section Chiefs Resources Unit Role in Demobilization Demobilization is an orderly and planned process and the Resources Unit has an important role in ensuring that the process is a smooth one. Resources that are scheduled for demobilization are placed under a Header Card labeled DEMOB. Once the Demobilization Unit Leader has advised the RESL that the resource is released, the T-card is updated with the demobilization information and then it is sent to the Documentation Unit Leader as part of the incident s historical record

166 4300 Volunteer Coordinator Responsibilities 4000 Planning Section The volunteer coordinator plays a critical role in the Unified Command s outreach to the public. Following is a list of activities that the Volunteer Coordinator should oversee. Coordinate work assignments with volunteer organizations assisting in support activities Establish and maintain a dedicated volunteer phone line and answering machine to handle inquiries Ensure convergent volunteers (individuals from the general public who spontaneously appear to participate in cleanup efforts) are documented and directed to one of the volunteer organizations Ensure volunteer support organizations have volunteers complete and submit the following documents to the Volunteer Coordinator o Volunteer Contact Information & Experience Form Document level of training, support, and oversight provided by volunteer organizations. Refer to Volunteer Training Requirement Section Supply the training documentation from volunteer organizations to the Unified Command Ensure volunteer organizations maintain records of volunteer hours Ensure volunteers meet the following criteria: o Volunteers need to be at least 18 years of age o Be in good health o Have a current tetanus inoculation if working in the field or with wildlife o Do not have immuno-compromising illnesses if working with wildlife o Have a current driver s license registration and proof of insurance if transporting wildlife or personnel in one s personal vehicle Document activities on an ICS 214, Unit Log 4310 Volunteer Response Activities Volunteers cannot be directly used in the cleanup of oiled beaches and water. However, volunteers can be used to support the following activities with Unified Command Approval. Wildlife transport Wildlife rehabilitation Wildlife husbandry Pre-impact shoreline or riverbank surveys Pre-impact shoreline or riverbank cleanup Post spill shoreline or riverbank surveys Post spill shoreline or riverbank surveys Post spill wildlife and habitat surveys

167 4000 Planning Section Post spill economic impact surveys 4320 Volunteer Training Requirements Although volunteers are not employees of the Volunteers Organization, they will be considered workers and will be required to complete or possess required hazardous substances, safety, and health hazard training 29 CFR (e) if participating in hazardous operations. In addition, volunteers participating in wildlife rescue or rehabilitation must be trained to recognize and minimize risk of injuries from oil and physical hazards associated with wildlife response operations prior to being allowed to participate in on-site operations. Elements of required and recommended training will vary depending on the tasks of the individuals involved in the response. Training-hour requirements and specific courses vary with level of involvement, agency policy, Unified Command requirements, and OSHA and state regulations. Volunteers that do not possess the required training will not be permitted to participate in Unified Command sanctioned response activities General Training for all Volunteers Depending on the tasks the volunteers are performing, all volunteers engaged in hazardous operations will be required to have completed the appropriate level of training as outlined below. 29 CFR (e)(2) establishes the elements of training to be covered. General site workers 29 CFR (e)(3)(i): require 40 hours of instruction and a minimum of 3 days actual field experience under the direct supervision of a trained, experienced supervisor. Volunteers should not be put in situations where they would be considered a general site worker. Occasional site workers 29 CFR (e)(3)(ii): require 24 hours of instruction and a minimum of 1 day actual field experience under the direct supervision of a trained, experienced supervisor. An example of this category worker is a field observer. Monitored site workers where exposures are under permissible exposure limits 29 CFR (e)(iii): require 24 hours of instruction and a minimum of 1 day actual field experience under the direct supervision of a trained, experienced supervisor. An example of this category worker is an oiled-bird rescue and rehabilitation person. Management and Supervisors: 29 CFR (e)(4) who are only responsible for Occasional and Monitored site workers may receive 24 hours of initial training, 1 day supervised field experience and at least an additional 8 hours of specialized training at the time of the job assignment on such topics as, but not limited to, the employer s safety and health program, personnel protective equipment, and health hazard monitoring procedures and techniques

168 4000 Planning Section 4340 Specific Volunteer Activity and Recommended Training Volunteers engaged in the following activities are recommended to have the following training in addition to the required general training. Bird Deterrence or Bird Hazing Activities Volunteers engaged in this activity should attend an 8-hour bird deterrent training workshop. Volunteers using pyrotechnics or firearms should attend 8-hours of firearm safety training and 4-hours of range training. Bird Capture, Field Stabilization, Bird Transport and Bird Washing Activities Personnel engaged in these activities should attend 16 hours of basic rehabilitation skills training. Personnel engaged in bird washing should attend a 4-hour bird washing skills training session. Volunteers Operating or Riding in Boats Personnel operating boats should be licensed or certified with 24 hour watercraft operator safety training. Boat riders should only ride with certified or licensed operators. Volunteers in Small Aircraft Personnel riding in small aircraft performing field functions such as, bird surveys should complete an 8-hour basic aviation safety-training course. Field Teams Certified in First Aid and CPR. Incident Command Post Personnel Personnel participating in the Incident Command Center should be trained to a minimum level of ICS Volunteer Organizations Volunteer organizations in Sector Long Island Sound s Area of Responsibility that can support Unified Command operations during spill response operations include: Tri-State Bird Rescue & Research Inc. Newark, DE (phone ) The Marine Mammal Stranding Center, Brigantine, New Jersey, (phone ), (mmsc@verizon.net) Marine Education, Research and Rehabilitation Institute, Inc., Nassau, Delaware (phone: ) (merrins@earthlink.net). Delaware River Keeper Network, Washington Crossing, PA (phone )

169 4000 Planning Section 4400 Documentation Unit Leader The role of the Documentation Unit Leader in an Incident Command System organization provides the Incident Command (IC)/Unified Command (UC) the ability to create a documentation package from its inception to the point where litigation may occur. For assistance in documentation contact Chuck Anglin Response Documentation Specialist TRACEN Yorktown (757) Office (757) Cell. Before beginning your duties a Documentation Unit Leader determine: Size and complexity of incident Expectations of the Federal On-scene Coordinator (FOSC) ensure that you receive the FOSC s full support for Documentation as the repository for all documents during the response. Agencies/Organizations/Stakeholders involved Duties: Attend meetings to determine if new documents have been created which should be included in archive i.e.: plans, decisions documented, etc. o Command and General Staff o Tactics o Planning Collect pertinent documents o Original IAP s with signature in blue ink. Number pages i.e.: 1 of 22, 2 of 22 etc. o 214s Unit Logs/Command Post Positions and CG Monitors in field o 209s Incident Status o 215sPlanning Worksheet o Command decisions/directives o 211s Daily Check In Sheet o 213s Resource Request o Site Safety Plan with signature in blue ink. Number pages i.e.: 1 of 22, 2 of 22 etc. o Signature sheets of members who reviewed Site Safety Plan o Daily Tailgate Safety Briefs with members signatures o Create system to collect all digital photography with logs giving description of photo, who took it, and date taken o Collect original of all Plans created with signatures in blue ink o Have someone take minutes at all meetings that FOSC is involved and maintain a file by date o SITREP s with all addressee s, date, and time group o Daily reports from US Fish & Wildlife o Daily reports from NOAA o Correspondence i.e.: COTP Orders, NOFI, Ltrs from RP, etc

170 4000 Planning Section o Shoreline Cleanup Assessment Team (SCAT) data o Spill trajectory maps o Sampling data o Press Releases o Weather & Tides o Business Cards Communicate documentation procedures to the entire command team Consider placing an assistant to have a Documentation Unit staff member assigned to the Unified Command to ensure formal documentation of decisions is recorded. Document Safeguarding (keep under lock and key as per 40CFR (d)) 4500 Demobilization Unit The orderly release of incident resources is the entire command team s responsibility. However, it is the Demobilization Unit s job to set an orderly plan in motion and to ensure that the plan is followed. Effective management of demobilization is critical to the incremental downsizing of incident resources Demobilization Unit Leader Responsibilities The orderly release of all resources (equipment and personnel) Establishing a Demobilization Plan Coordinating and supporting the implementation of the Demobilization Plan Prepare ICS 221, Demobilization Check out Forms Advise the Planning Chief of demobilization progress As requested by the Planning Section Chief, attended planning meetings and briefs to provide information on the Plan. Documenting activities on an ICS 214, Unit Log Determine the Size and Complexity of the Demobilization Prior to starting the demobilization process it is important to get an estimate on the size and duration of demobilization. To help accomplish this: Obtain a briefing from the Planning Section Chief o Determine how much time you have to establish the Demobilization Unit before resources will start demobilizing Review incident documents to determine the scope of demobilization o Incident Briefing Form (initial response resources may have not been captured during check-in) o Check-in Form(s)

171 4000 Planning Section o Incident Action Plans o T-cards (what resources are currently assigned and where are they) Order your Staff Based on the briefing and incident document review order in support staff. If the Logistics Section is in place and functioning, order your personnel needs through Logistics. If Logistics is not established, communicate your personnel resources needs to the Planning Section Chief. o Consider getting multi-agency representation in the Demobilization Unit o Work with the Resources Unit Leader to determine if it is feasible to get Resource Status Recorders to help in the demobilization process

172 4520 Building a Demobilization Plan 4000 Planning Section Demobilization Plans generally all follow the same form, but you will see variances based on who is generating the plan, the type of incident the plan is supporting and other nuances unique to the particular agencies involved. Regardless, all Demobilization Plans should contain the following to be effective: General Information Section (this section should be short but informative) and include: Incident Commander/Unified Command expectations Safety considerations Directions to the Section Chiefs Description of the demobilization procedures Responsibilities Section (this Section establishes position specific demobilization responsibilities) for example: a. Planning Section Chief Ensures demobilization information is provided to the response organization in sufficient time to conduct an orderly downsizing of incident resources Submits proposed release of resources to the Incident Commander (IC)/Unified Command (UC) for approval Ensures released resources follow established demobilization procedures b. Operations Section Chief Identifies and communicates excess personnel and equipment available for demobilization to the Planning Section Chief (Operations Section is the biggest customer of demobilization since they have the bulk of the resources) Operations will provide most of the information relative to resource surpluses and projected needs c. Logistics Section Chief Coordinates all personnel and equipment transportation needs to their final destination Ensures property accountability for all non-consumable items (i.e. fire hose, radios) d. Finance/Administration Section Chief Ensures completion of: 1. Time records (personnel and equipment) 2. Injury reports 3. Claim reports e. Safety Officer Reviews plan for health and welfare issues

173 4000 Planning Section f. Liaison Officer 1. Ensures drivers have adequate sleep before driving to their final destination 2. Verifies personnel tracking system is in place and being used to ensure responders have arrived at their destination safely Coordinates with responding organizations demobilization information of their resources Release priorities g. The Incident Commander/Unified Command will determine the release priorities taking into consideration: Ongoing Incident resource requirements Personnel welfare (safety and rest) Needs of the responding agencies Home unit of the resource (out-of-area or local) Resource cost Release Procedures h. Procedures to be followed for obtaining release Incident Commander/Unified Command approval of the Demobilization Plan 4530 Distribution of the Demobilization Plan The Demobilization Plan should be distributed at least 24 hours prior to the release of the first resource. The following should receive a copy of the Demobilization Plan: Incident Commander/Unified Command Command and General Staff Resources Unit Leader Documentation Unit (original copy)

174 4000 Planning Section 4540 Step in the Demobilization Process Step I: All unit leaders in Planning, Logistics and Finance/Administration identify any surplus resources at least 24 hours in advance of their anticipated demobilization time. The Resources Unit Leader will work with the Operations Section Chief to identify operational resources. Step II: Identified surplus resources for each Section are given to the Section Chief who will forward the tentative list of surplus resources to the Planning Section Demobilization Unit. Step III: The Demobilization Unit will compile a tentative list of surplus resources from all Sections and send them to the Incident Commander/Unified Command via the Planning Section Chief. Step IV: Incident Commander/Unified Command approves the list of resources to be demobilized. Step V: Approved demobilization list is sent to the Resources Unit and to the appropriate Section Chiefs. Step VI: Section Chiefs notify the resources under their control that they have been approved for demobilization and the procedures to follow. Step VII: Demobilization Unit ensures that the check out process is followed. Step VIII: Demobilization Unit sends completed Demobilization Check out forms to Documentation Unit for the historical record

175 TENTATIVE RELEASE LIST 4000 Planning Section From: (Section Chief or Command Staff) The following resources are surplus to my needs as of (hours) on (date). At that time, these resources are available for release processing

176 4000 Planning Section 4600 Scientific Support Coordinator The National Oceanic Atmospheric Administration (NOAA) provides Scientific Support Coordinators (SSC) to support Federal On-scene Coordinators. The SSCs can provide a variety of technical support before and during an emergency response operation SSC Pre-incident Support Act as liaison with the regional scientific community to determine the availability and ability of that community to respond to Sector Long Island Sound requests for assistance which may be necessitated by spills of oil and hazardous materials. Formulate new and update existing response plans with respect to scientific support for spills of oil and hazardous substances in the region in which the incumbent is assigned. These plans are the framework for all response activities and therefore, are crucial in effecting efficient and comprehensive response. Develop and maintain high-level contact with Federal, state, and local agencies, academic institutions, industrial and other organizations with concerns related to spills of oil and hazardous substances. Provide scientific and technical guidance in experimental design, data management, data analysis, and reporting for oil and hazardous materials spill response and research programs to insure continuity and the optimization of research opportunities. Coordinate NOAA scientific research planning efforts concerning the fate and effects of spills with other Federal, state, private, and international scientific research groups to maximize the use of logistics, to avoid duplication of effort and to combine all resources for research. Establish, in cooperation with the scientific community within the region, the kinds of research that are considered necessary to improve the existing capability to perform work in support of the spill response effort. 40

177 4000 Planning Section 4620 SSC Incident Support Coordinate all scientific response activities relative to the spill, by Federal, state, local and academic institutions. Through coordination with other elements of the NOAA HAZMAT Division, provide the U. S. Coast Guard with information regarding the movement of pollutants through computer trajectory modeling and observation, biological resources threatened by the spill, and geomorphological/biological vulnerability of threatened shorelines. Set protection priorities related to threatened environmental resources to guide the U.S. Coast Guard in their cleanup and containment efforts. Ensure that all appropriate details of response plans are carried out for maximum utilization of resources and avoidance of duplications of efforts. Ensure that all Federal, state, and other groups with legal mandates regarding activities associated with spills have the opportunity to carry out their mandated responsibilities. Evaluate the potential for accomplishing research and development projects during spill incidents and coordinate such efforts as deemed appropriate. 41

178 4700 Water Intakes Surface and Sub-surface 4000 Planning Section There are in excess of 107 water intakes in the Sector Long Island Sound area of responsibility Theses intakes are used for a variety of purposes including: Supplying municipal water systems Providing cooling water Supporting manufacture processes, researchers The intakes can be located at the water s surface, below the water s surface or on the river bottom. Oil or chemicals can have a disastrous effect on equipment, water supplies, manufacturing processes or power generating Water Intake Notifications Water intake facilities need to be notified in the early stages of an oil spill or chemical release. Early notification will allow facilities the time to take precautionary measures. Shutting down procedures may be a complex task that requires several hours to several days to safely accomplish. The following methods can be utilized to assure intake facilities have notice of an incident that might impact their intakes: Ohio EPA 24 hour emergency hotline Pennsylvania DEP 24 hour emergency hotline New York State Department of Health (Duty Officer) New York State Emergency Management Office 24 hour Important Note: All notifications to the above agencies and water intake owners must be logged and reported to the Situation Unit Leader (SITL). 42

179 5000 Logistics Section Without logistical support a response operation will quickly come to a halt. The Logistics Section must be prepared to deliver the necessary material to support operations, provide housing and food for responders, ensure incident communications are well planned and supported, and take care of the myriad of support oriented details that are absolutely essential to a successful response. Figure 1 is the typical makeup of a fully activated Logistics Section. The actual size of the Logistics Section will be based on the needs of the incident. Figure 1: Typical Logistics Section organization when fully activated

180 5010 Logistics Section Chief During multi-agency response operation, the Logistics Section will be staffed by several agencies and/or industry. For the Logistics Section Chief to be successful he/she must ensure that the Section is integrated and working together. The Logistics Section Chief is responsible for: Anticipating incident potential for growth and planning incident facilities and Logistics Section personnel requirements accordingly. Developing and implementing a resource ordering process O Identify agency specifics for requesting and ordering resources Ensuring daily inventories are conducted Implementing a resources ordered matrix to track resources Ensuring an effective communication network is in place to support incident operations (may include secure communications) Ensuring that the following functions are adequately addressed to support incident operations: o Transportation of responders on the incident site o Medical services for responders o Incident facilities o Security o Food and shelter for responders Support development of the Incident Action Plan Ensure command and general staff are aware of excessive costs Brief incoming Unit Leaders on: o Section operating instructions o Chain of command/responsibilities o Safety If an Area Command or Joint Field Office is established, ensure close coordination with their Logistics Section. Consult the guidance outlined in the Area Command and Joint Field Office sections Ensure appropriate demobilization of the Logistics Section o Account for property and services o Return incident facilities to pre-incident condition o Properly dispose of surplus supplies o Ensure any hazardous materials are properly disposed o Make transportation arrangements for incident equipment o Submit Section records to Documentation Unit o Work closely with Demobilization Unit Leader

181 5020 Actions to take upon arriving at the incident command post Get a situational brief from the Incident Command/Unified Command o At a minimum the briefing should include Based on the briefing Incident situation Information on current Logistics Section activities/status Facilities already established Facilities that will be required Incident duration Estimate on the potential size of the response organization Command and General Staff priorities Operational Period Clarify your ordering authority Any concerns o Security o Safety o Medical o Identify the Logistics Section functions that will need to be filled In determining Section staffing, consider: o Functions that have to be accomplished o Length of the Operational Period o Required staffing (12/24 hour shifts) o Identify any special requirements Equipment Facilities Labor Consider need for Support or Services Branch Directors Identify Logistic Section work space needs Proximity to Finance/Administration Section Computer and communications needs If appropriate, verify and address whether incoming personnel have lodging Start an ICS-214, Unit Log

182 5030 General Logistics Section Duties during the ICS Planning Process Figure 2 provides a brief overview of the responsibilities of the Logistics Section in support of the ICS Planning Process

183 5040 Support Branch Organization Figure 3: The Support Branch is comprised of the Facilities Unit, Supply Unit and Ground Support Unit Facilities Unit Leader The FACL is primarily responsible for the set up, maintenance and demobilization of incident facilities, e.g., Base, ICP and Staging Areas, as well as security services required to support incident operations. The FACL provides sleeping and sanitation facilities for incident personnel and manages Base operations. Each facility is assigned a manager who reports to the FACL and is responsible for managing the operation of the facility. The FACL reports to the SUBD or LSC. The major responsibilities of the FACL are: Review Common Responsibilities in Chapter 2. Review Unit Leader Responsibilities in Chapter 2. Obtain a briefing from the SUBD or the LSC. Receive and review a copy of the IAP. Participate in Logistics Section/Support Branch planning activities. In conjunction with the Finance/Admin Section, determine locations suitable for incident support facilities and secure permission to use through appropriate means. Inspect facilities prior to occupation and document conditions and preexisting damage. Determine requirements for each facility, including the ICP

184 Prepare layouts of incident facilities. Notify Unit Leaders of facility layout. Activate incident facilities. Provide Facility Managers and personnel to operate facilities. Provide sleeping facilities. Provide security services. Provide food and water service. Provide sanitation and shower service, as needed. Provide facility maintenance services, sanitation, lighting, clean up, trash removal, etc. Inspect all facilities for damage and potential claims. Demobilize incident facilities. Maintain facility records. Maintain Unit Log (ICS 214-CG) Supply Unit Organization Figure 4- The Supply Unit is comprised of an Ordering Manger and Receiving and Distribution Manager Supply Unit Leader The Supply Unit Leader is primarily responsible for ordering equipment, personnel and supplies. Staff Supply Unit with multi-agency personnel Work with the Logistics Section Chief to develop an approved ordering process. Ensure the process includes: o Who has ordering authority o A tracking number attached to each ordered item If necessary, assign an Ordering Manager and Receiving & Distribution Manager Establishing inventory and accountability for shipping and receiving Ordering additional personnel, equipment and supplies Managing and inventorying non-tactical equipment

185 Maintaining a Unit Log, ICS Ordering Manager Receive the status of ordered resources from: o Resources Unit Leader o Receiving and Distribution Manager o Administration/Finance Section Review ordering forms for completeness Place orders for supplies and equipment Identify time and location for deliveries Maintain a Unit Log, ICS Receiving & Distribution Manager Organize like items together Establish storage areas for: o General supplies and equipment o Fuel o Hazardous materials Check incoming supplies against Bills of Lading Notify requesting party of item arrival Forward bills to Administration/Finance Section for payment Receive and distribute supplies and non-tactical equipment Service and repair tools and equipment Record receipt and distribution of equipment Maintain a Unit Log, ICS Ground Support Unit Leader The Ground Support Unit Leader is responsible for all ground support and transportation of personnel, supplies and equipment to and from the incident. Coordinate transportation of personnel, supplies, food and equipment Develop and implement Traffic Plan o Foot traffic inside incident facilities o Vehicular traffic o Vessel traffic Maintain incident road maps Fuel and service maintenance of vehicle pool Work with the Resource Unit Leader to track ground support vehicles Maintain a Unit Log, ICS

186 5070 Service Branch Organization Figure 5: The Service Branch is comprised of the Communications Unit, Medical Unit and Food Unit Communications Unit Leader The Communications Unit Leader is responsible for development and implementation of the communications plans and its effectiveness. The Communications Unit Leader also supervises the Incident Communication Center, distribution of communications equipment and communications support personnel. Conduct a Communications Assessment o Determine what kind of equipment and support you need for the incident o Make sure to consider and survey geographical areas for any physical obstructions/barriers Determine need to request external communications support o Atlantic Strike Team o LANTAREA (communications support from LANTAREA can take up to 6 hours to be on-scene) For security operations, determine need for secure communications Develop and implement a Communications Plan o Maximize inter-agency operability o Atlantic Strike Team and LANTAREA equipment can support interagency communications Develop Incident Command System Communications Plan (ICS-205) for inclusion in the Incident Action Plan Work with the Sector s Information Systems Officer to provide Remote Access Systems tokens for responders Coordinate and document distribution of Coast Guard laptops Maintain a Unit Log, ICS

187 Medical Unit Medical Unit Leader is responsible for all medical issues for those involved with the incident. MEDL is in charge of developing an evacuation plan, coordination of emergency response (EMS) personnel and management of all medical supplies. Provide ICP with Medical Plan Coordinate Critical Incident Support Management (CISM) for responders Manage all rehab, and coordination of initial treatment of responders Manage ordering and distribution of medical supplies Develop Emergency Evacuation Plan, including evacuation routes for Incident Command Post and Forward Operating Bases personnel Maintain a Unit Log Food Unit The Food Unit Leader (FDUL) is responsible for subsistence of all personnel involved with incident and is in charge of ordering and distributing food and potable water to all incident facilities. The FDUL ensures the quality and safety of all food being distributed. Determine best method of feeding responders Coordinate distribution of food to Forwarding Operating Base personnel Order food supplies, such as potable water and non-perishable food items Maintain health and safety of food distribution and food handlers Maintain a Unit Log

188 5100 Logistics Section Organization The following is an organizational chart of the Logistics Section and its subordinate units. It serves as an example and is not meant to be all-inclusive. The functions of the Logistics Section must be accomplished during an incident; however, they can be performed by one individual or can be expanded, as needed, into additional organizational units with appropriate delegation of authority. Roles and responsibilities of the logistics section can be found in the Incident Management Handbook or ICS Job Aids. The specific duties and responsibilities of the Logistics Section Chief can be located in the Logistics Section Chief Job Aid. Figure 1 Logistics Section Organization

189 5200 Support 5220 Facilities Incident Command Post Options Location Telephone Number Notes U.S. Coast Guard Academy, New London, CT 35 Mohegan Ave Pkwy, New London, CT U.S. Marine Corps Reserve Cente ext. 21 New Haven, CT POC: Chief Williams 30 Woodward Ave, New Haven, CT DEP Fort Trumbull New London, CT 90 Walbach St, New London, CT State Pier Facilities, New London, CT State Pier, New London, CT Dow Chemical 1761 CT-12 Gales Ferry, CT Hess Corporation, New London 443 Eastern Point Rd, Groton, CT Billard Gym/Leamy Hall. Thames River waterfront ext. 104 POC: John Lincoln POC: Dave Rossiter, CT DOT, Harbor Liaison / POC Steven Lake POC: Mike Malley Long Island Sound waterfront facilities. 2 classrooms, each holds 60 people. Drill deck with power/phone lines. Long Island Sound waterfront facilities. 2 classrooms, each holds 30 people. Conference room. Thames River waterfront facility. Basement space plus 2 nd floor conference room. Minimal phone lines. Thmes River waterfront facility. Recognition Room hol40-50 people. j2 rd floor conference room 30 people. Both rooms have phone Thames River waterfront facility. 3 rd floor office holds 20 people. Colonel Nett Hall, Camp Niantic (formerly Rell) 271 W Main St, Niantic, CT Hammonasset State 1288 Boston Post Rd, Madison, CT Large conference room with A/V capability phone lines. Unlimited parking. Extensive barracks or Large room in Nature Center holds people phone lines. Unlimited parking

190 Norwalk Police Headquarters Norwalk 1 Monroe St, Norwalk, CT New London Armory 249 Bayonet Street New London, CT POC: Mike Dolhancryk /77 POC: LT Thomas or MSGT Collins 3 conference rooms. Hold 50/50/100 people. 100 phone lines. Limited parking. Police boat dock 2 Contingency Command Posts for Sector LIS PowerPoint with area airport information. Incident Command Post Needs To be developed. Berthing To be developed. Port/Dock Facilities/Capacities To be developed. Staging Areas To be developed. Security Providers To be developed. Airports/Heliports To be developed. Temporary Storage and Disposal Facilities To be developed. Maintenance and Fueling Facilities (land/water) To be developed. Fish and Wildlife Response Facilities and Resources To be developed Vessel Support Boat Ramps/Launching Areas To be developed. Vessel/Boat Sources To be developed. Maintenance

191 To be developed Ground Support Vehicle Sources To be developed. Maintenance To be developed

192 5300 Services 5310 Food American Red Cross The American Red Cross can be contacted for food services. The local chapter of the American Red Cross is: South Central CT Chapter, American Red Cross 703 Whitney Ave, New Haven, CT Catering/Messing Options To be developed Medical Medical Facilities Name and Address Internet Web Address Phone Number Connecticut Backus Hospital Washington Street Norwich, CT Bridgeport Hospital Grand Street Bridgeport, CT Children s Hospital at Yale 20 York Street New Haven, CT Emergency Greenwich Hospital 5 Perryridge Road Greenwich, CT Griffin Hospital 130 Division Street Derby, CT Hartford Hospital 80 Seymour Street Hartford, CT Lawrence and Memorial New London, CT Middlesex Memorial 28 Crescent Street Middletown, CT Milford Hospital 300 Seaside Avenue Milford, CT Emergency Hyperbaric

193 Norwalk Hospital Maple Street Norwalk, CT Bridgeport Hospital Bridgeport, CT Yale-New Haven Hospital 20 York Street New Haven, CT New York Eastern Long Island Hospital Manor Place Greenport, NY Huntington Hospital 270 Park Avenue Huntington, NY Mather Memorial Hospital N. Country Road Port Jefferson Station, NY

194 5400 Communications This section establishes which radio frequencies will be used for inter-agency communication in an oil spill response. Most of the frequencies are within the marine band of the VHF-FM spectrum. A secondary purpose is to identify the operating frequencies used by principal federal, state, and local agencies, and provide an overview of those agencies capabilities and resources. Implementation of this plan will be a slow process. No party involved in the response should expect communications to be established immediately. All aspects of this plan can be expected to be in place within the first two days. For an effective response, a continuous and effective communications plan must be in use. The primary method of communication at the Unified Command Post (if possible) are telephone, cellular telephone, VHF-FM radio, facsimile, and computer telecommunications Communications Plan To avoid confusion in the Unified Command System, a basic communications plan should be in place from the beginning. The plan provides information on all radio frequency assignments, cellular phone use and other communication methods for each operational period. Each section should have one unpublished phone line, (and at least one unpublished facsimile number for the entire Unified Command Post) in addition to published phone line(s). This will allow personnel in the section to maintain outgoing phone communications during periods of heavy phone use. The Communications Unit Leader within the Logistics Section of the Incident Command System will develop this plan. The ICS Form 205 ( Radio Communications Plan ) will be used. The Communications Unit Leader provides the plan and information to the Planning Section Chief. The plan is provided to all recipients of the Incident Action Plan as well as the Incident Communications Center Incident Communications Unified Command Calling and Coordination Frequencies VHF-FM Channel 81A ( Mhz) is the frequency for ground communications between the Unified Command and USCG units on-scene. It is also the secondary frequency for communication between the Unified Command and on-scene units from local agencies. Unified Command/Responsible Party Calling and Coordination Frequency Due to the range of different possible responsible parties, it is impossible to predesignate a frequency for this purpose that would work in all cases. Therefore, as early as possible in a response, the communications unit and RP should make contact by landline and choose a frequency accessible to both parties. Marine

195 Spill Response Corporation uses UHF frequency Mhz. In the absence of direct communications with the RP, federal and state authorities might use this frequency as an interim measure. Local Government Agency Operating Frequencies Local government agencies such as police, fire, county sheriffs, and environmental health departments have frequencies and communications systems established. Efforts should be made to not interfere with or change those established systems. Local governments will provide frequencies to COML if not already in ICS-205. Intra-Agency and Intra-Company Communications It is expected that each government agency and private company involved in the response operation will continue to use its own normal working frequency(s) for internal communication. Alternate oil spill containment and cleanup frequencies: 47 CFR Part designates four primary VHF-FM frequencies and two primary UHF-FM frequencies listed below for use in oil spill containment and cleanup operations. (1) Mhz VHF-FM (2) Mhz VHF-FM (3) Mhz VHF-FM (4) Mhz VHF-FM (5) Mhz UHF (6) Mhz UHF Communications Status Charts In order for all response agencies to effectively organize communications efforts, information on communications status must be shared by all agencies at the staging area. Once mobile communications trailers are in place, and agencies have checked into VHF-FM CH81A, a communications status chart listing each agency s guard requirements should be prepared and updated as situations dictate. All agencies should fill in the appropriate information on a chart similar to the Communications Status Chart. The communications status chart should also be reproduced in paper form and distributed to all other response agencies located at the staging area. Additional updates or changes in unit status may be relayed via VHF- FMCH81A once communication status charts have been distributed

196 USCG Communications USCG Working Frequencies Channel 81A ( Mhz) communication between USCG units and other USCG personnel who are part of the FOSC staff. UHF the primary working frequency between the Unified Command and U.S. Coast Guard aircraft. Channel 21AK ( Mhz) primary working/sar frequency. Channel 16 - (156.8Mhz) Designated under international convention for use for ship-to-ship and ship-to-shore hailing and distress in international waters. ALL users are required to use channel 16 for only these purposes and then switch to other channels for subsequent communications. Oil spill response is no exception. Channel 13 - (156.65Mhz) Designated bridge-to-bridge hailing and navigation safety frequency in inland and offshore waters. It may be used only to establish contact and make arrangements between vessels in crossing, meeting, or overtaking situations in accordance with the International or Inland Navigation Rules. Safety Frequency: Channel 06 (156.3Mhz) is designated as the frequency which may be used by all parties for communication on matters involving human health and safety. FCC regulations require all vessels equipped with VHF-FM capability to have this channel. As there is expected to be little other traffic on this channel during an oil spill response, this should be monitored by all involved units that have this channel available, and regarded as a tertiary channel for the response. Communications Support The USCG Atlantic Strike Team has a cache of programmable hand-held VHF- FM radios and a computer which can tune those radios to any desired frequency. The Strike Team also owns several portable repeaters which can be tuned to a desired frequency and deployed wherever necessary. It also has one portable INMARSAT (satellite telephone) system. For the purchase, rental or loan of Nextel radios, contact Nextel at , or CG COMLANTAREA at

197 Communications Facilities USCG Atlantic Strike Team Command Trailer USCG Atlantic Strike Team also has a Communications/Mobile Command Post trailer equipped with VHF-FM radio and multiple-line telephones. USCG CAMSLANT Trailer USCG CAMSLANT Communications Trailer phone: or USCG Mobile Communication Centers (TCC) The MCC is a self-contained, rapidly deployable Coast Guard-manned-andmaintained Communications Module. It can provide a full range of telecommunications capabilities to support a large oil spill response. Including: Transmissions possible in all modes of communication in HF, VHF and UHF; Different types of antennas for best propagation and coverage in remote and uneven terrain; Cellular telephone (secure, non-secure, and computer/data link); INMARSAT (satellite telephone system); and Weather fax direct from National Weather Service. One TCC is located at the Coast Guard Communications Area Master Station Pacific (CAMSPAC) at Pt. Reyes, CA in a twelve hour (B-12) recall status. It can be towed by five-ton truck or airlifted in a C-130 fixed-wing aircraft. A modified van accompanies the unit if deployed by aircraft, but the van is not well suited for towing the TCC long distances. If the unit had to be deployed far from the destination airport, a five-ton truck would be required. A team of three persons (CG Electronic Technicians and Telecommunication Specialists) accompanies the unit for maintaining the operational status; the requesting unit is to provide personnel to man the TCC. The TCC can be powered by generators (which accompany the unit) or directly connected to a power source. The requesting unit will supply fuel for the generators. The power requirements for the TCC are: Five wire, three phase power 120/ /380 VAC up to 65 HZ, 42 AMPS Adequate space is required for the set up of the TCC, approximately 200 feet by 200 feet. The antenna setup requires this space due to the power radiating from each of the transmit antennas. This is an important consideration in the decision where to locate the unit. After arrival, it will take approximately 2 hours to get the TCC on line. The TCC is a USCG Pacific Area (PACAREA) controlled asset. If it is determined that the TCC is necessary for a response, requests must be made through PACAREA

198 Mobile Communications Staging Areas The selected shore-side staging area for multi-agency operations will be directed via land line, or on CH81A VHFFM Coordination NET. Once a communications site has been selected, mobile communications vehicles and trailers should be located no closer than 25 feet to each other. The need for alternate or multiple staging areas and attendant communications coverage will depend on the extent of the coastal area affected by the spill. Security Awareness Radio communications, unless encrypted for secure transmission, are subject to electronic surveillance and monitoring by private citizens and the public media. All agencies should be security conscious before transmitting information by radio that may be considered media sensitive, proprietary, or private. Good judgment is the only rule that applies; however, public affairs representatives should be consulted for guidance in specific instances if necessary Reserved 5600 Reserved 5700 Reserved 5800 Reserved 5900 Reserved for Area/District

199 6000 Finance/Administration Section 6000 Finance/Administration Section The Finance/Administration Section is responsible for managing all incident costs and financial considerations. The Section is generally set up for any incident that may require on-site financial management. In general, the decision to establish Finance/Administration section will depend on two factors: The financial complexity of the response The number of tactical assets deployed (usually measured by the number of tactical divisions/groups established or likely to be established) In general, sections are integrated under a unified command to varying degrees depending upon the nature of the work and restrictions on standard operating procedures. The Planning Section, for instance, is highly integrated with agency stovepipes completely eliminated. At the other end of the spectrum, the Finance/Administration Section deals with employees, equipment, procurements, and contracts completely bound by different agency policy and legal requirements. In most instances these different agency requirements cannot easily be resolved, and the Section normally operates almost as a grouping of agency stove-pipes within each Unit, integrated into a coherent whole by the Unit Leaders and Section Chief. Figure 1 is the typical makeup of a fully activated Finance/Administration Section. The actual size of the Finance/Administration Section will be based on the needs of the incident. Figure 1- Typical Finance/Administration Section organization when fully activated