TABLE OF CONTENTS. Klamath County LEPC Technical Proposal HAZMAT Rail Incident Response Plan

Transcription

1 TABLE OF CONTENTS TABLE OF CONTENTS COVER SHEET INFORMATION NARRATIVE COLLABORATION PROJECT MANAGEMENT CORPORATE EXPERIENCE Table of Contents Page i of i

2 1 COVER SHEET INFORMATION Project title: Develop a Community HAZMAT Transportation by Rail Incident Response Plan Project Period: Jun 1 Oct 31, 2017 Applicant Agency:, 2543 Shasta Way, Klamath Falls, OR Project Contact: Morgan Lindsay Klamath County Emergency Management Office Cell mlindsay@co.klamath.or.us Page 1 of 1

3 2 NARRATIVE Alliance Solutions Group, Inc. (ASG) proposes to support the with the development a community HAZMAT Transportation by Rail Incident Response plan. It is our understanding that a plan does not exist and the County is required to develop a plan. ASG will work with the County, State, Rail company and other stakeholders as necessary to collect, compile, and analyze information on stakeholder responsibilities to produce the County s HAZMAT Transportation by Rail Incident Response plan by the end of October ASG will use these guiding principles throughout the planning process: The plan will be NIMS-consistent and based on a whole community perspective Planning process will follow Comprehensive Planning Guidance 101 and 201 The plan will be interoperable and consistent with the County EOP, State Rail Response plan, and County HAZMAT Emergency Response Plan The plan will incorporate risk-based planning concepts to aid in prioritization of resources The plan will include recommended actions to maintain the plan s currency and continuously improve through whole community engagement, training, equipping, and exercises The plan will address any requirements outlined in HB 3225, ORS Section Spills or releases during transportation by rail; coordinated response plan; report, and the State Fire Marshall s guidance on Rail Response. The plan will be customized to Klamath County s capabilities and other IMTs (Hazmat, Rail, State) that will likely respond to a Rail incident. The plan will incorporate lessons learned and recommendations from the Mosier incident After Action Report. The plan will span the five phases of emergency management with emphasis on response and transition to recovery. The following approach outlines the method that ASG will take to conduct the planning process in collaboration with Klamath County, Rail, State and other stakeholders. Page 1 of 1

4 3 COLLABORATION ASG will work directly with the Klamath County Office of Emergency Management on contractual matters but will use a whole community approach to planning. This will begin with the LEPC as a representative of the whole community. But we recognize that not all stakeholders may be represented at the LEPC. At a minimum, we will collaborate with law enforcement, public works, traffic management, fire department, emergency medical services, regional HAZMAT team, rail company, tribes, vulnerable facilities/populations along the rail route and located in the potential impact zone, public information officers, state agencies such as Fire Marshall s office, DEQ, neighboring fire districts, ODOT, State Police, OHA, and OFDW. This plan development will enhance community preparedness by ensuring that a rail incident response plan is in place to address this potential risk to the community. It will also increase participation in the LEPC planning process by bringing new stakeholders into this process and strengthen community preparedness and operational coordination. While the rail response plan is good first step in addressing this risk, the plan will include recommendations to close any capability gaps identified in the planning process. This will include specific recommendations related to equipping responders, training, communications, information sharing, and exercises aligned with specific disciplines. These recommendations will help inform the County s strategic planning. ASG will take the following approach to addressing each element identified in the statement of work: 1. Identification of volume, type, and frequency of the top three HAZMAT commodities. We will request updated commodity/density flow data from the railroad over the last year. While this provides last years data and changes each year, it does provide a reasonable dataset for riskbased planning. We recommend obtaining an updated list annually and incorporating into the risk assessment. We will analyze this data in conjunction with the last hazard/risk assessment for the county (to include Tier II reports) to produce a risk-based prioritization list that is based on both probability/frequency/volume of different commodities and the severity/impact of the hazard on the population at risk along the rail lines. This risk-based approach will ensure the right allocation of response resources and preparedness. We will deliver the supporting data used along with the risk-prioritized list of HAZMAT commodities. 2. Identification of rail transportation routes, rail facilities, transloading facilities, and other supporting infrastructure. We will provide a map of the county with the rail lines and associated facilities labeled for planning purposes. This map will contain layers showing the impact areas by HAZMAT (top three at a minimum). Maps layers will be delivered using MARPLOT for easy integration with other ALOHA produced plume models that the LEPC may have from fixed facilities. 3. Identification of emergency response procedures by rail industry and local responders, including response times. We will interview applicable rail industry representatives, local responders and regional Hazmat teams to collect, compile, and validate interoperability of procedures along with response times so that contingency plans can be established for delayed response times. 4. Designation of key response agencies along the rail line. The plan will outline roles and responsibilities associated with each applicable local, regional, state, regional, federal, rail, response contractors, volunteer organizations and private organization that could become engaged in the response as outlined above. In the project management section of this proposal, we have Page 1 of 3

5 identified stakeholder identification as a deliverable because this is a key element for the plan foundation. 5. Outline of emergency notification and public information procedures from the initial phase of the incident to incident termination. Most of this information should be contained in the County EOP. After reviewing the procedures in the County EOP, we will assess the adequacy of these procedures for this plan. To ensure consistency and prevent the possibility of disconnects between the EOP and this plan, we recommend cross-referencing to the source material or including this plan as an appendix to the EOP. However, if the LEPC prefers that we compile, update or replicate this information from the County EOP into the response plan, we will use the most current information and input from the planning process. Regardless of the preferred method of incorporating this information, we will also identify and trace the emergency notification processes from the rail company, public, private companies, rail facilities, and other applicable sources to the 911 call center and then on to applicable responders to ensure all of the applicable notifications are addressed in this plan. 6. Description of how to determine the probably affected areas and population along the rail lines, critical and/or at risk facilities, to include historically and environmentally sensitive areas. During the kick off meeting, we will request of list of critical facilities or maps containing this information to integrate into MARPLOT. Some of this information may be located in the EOP. We will also conduct our own search for environmentally sensitive areas, tribal lands and historically sensitive buildings/land. These will be designated on the map of impact areas based on plume and explosion models referenced above in item 2. This will enable the identification of vulnerable and affected populations/facilities/land. These maps will be included in the plan. 7. Inventory of local emergency response equipment, responder training, and capabilities/limitations. After we identify the response organization, define roles and responsibilities, we will survey each team with a standard survey or interview to collect relevant information about their equipment (detection, protection, decontamination, other), training (Hazmat, level of training/certification, ICS, etc.), personnel, procedures, mobility, location, and other factors so that we can assess their capabilities and limitations in responding to a HAZMAT rail incident in Klamath County. The compiled data will be provided in an attachment to the plan. The plan will identify gaps in capabilities and make recommendations to the County on how to prepare for and mitigate these gaps to achieve the desired capability through planning, equipping, training, leveraging other organizations, contracting, and procedures to improve risk management and resilience. 8. Outline of evacuation plans, route identification, and plume modeling for critical areas. As mentioned in item 2, we will conduct plume and explosive modeling along the rail line for highest risk HAZMAT (minimum of three hazards) and provide the results in MARPLOT for GIS analysis and compatibility with other data sets. To outline optimal evacuation plans and routes, we will model evacuation of densely populated areas using the Real-time evacuation planning model (RTePM). Additionally, we will highlight evacuation routes along the rail lines where necessary to designated safe zones based on plume/explosion modeling. The RTePM planning parameters and results will be provided in the plan. All map files will be provided along with static graphics in the plan. Page 2 of 3

6 9. Training programs and resources for first responders. Based on the capability gap analysis we will provide specific training and resource recommendations for first responders. These will include general response training as well as rail-specific training. 10. First responder incident action plan template and initial response checklist to accompany the plan. Based on the HAZMAT modeling and response agency procedures, we will produce a template pre-incident action plan and initial response checklist for the County to ensure operational coordination among different response agencies. Under items 3, 4, and 7 above, we are will review current response procedures and make recommendations to specific organization on how to ensure interoperability with other organizations and ensure that the procedures address initial response within applicable capabilities of the responding organizations. Its important to ensure consistency with the response organization s capabilities and limitations (e.g., the initial response checklist for a volunteer fire department without Hazmat technician training should not include procedures for offensive response, but rather procedures appropriate for their level of training, equipment and personnel). 11. Methods and potential scheduled timeframes for exercising the plan. The plan will contain a list of recommendations to enhance and validate the capabilities outlined in the plan. Our proposal includes an option for conducting a seminar and tabletop exercise to begin this process. The plan will contain a recommendation for an exercise series based on input from the County LEPC and emergency coordinator. 12. Identification of existing emergency response plans and mutual aid agreements within the specific response area and implementation of those plans. During the kick off meeting we will request a list of mutual aid agreements so that we can review the applicability and relevance for this plan. The plan will contain a section on authorities and references. Within this section, we will identify mutual aid agreements, other applicable plans and plan owners (i.e., tribe, rail company, state, county EOP, etc.). This is important for maintaining interoperability with each organization and plan. Page 3 of 3

7 4 PROJECT MANAGEMENT ASG has standard practices for project management that align with the Project Management Institute s Project Management Book of Knowledge. Our certified Project Management Professional will oversee this project to ensure that these practices are implemented and followed. Additionally, ASG demonstrates the highest commitment to customer satisfaction, quality, environment and health and safety through its integrated management system which is certified by an independent auditor to the ISO 9001 (Quality), ISO (Environment), and OHSAS (Health and Safety) international management standards. Our commitment to customer services is evident from our 97%+ repeat customer rate. ASG proposes to complete this project with in the 8 month grant period. Assuming a contract award by Jun 1 st, we will expect to complete the work no later than Oct 31 st. We propose the following milestones and delivery dates: Milestone Kick off meeting/teleconference Plan outline and stakeholder identification* Hazard/risk assessment along rail lines Interviews with all stakeholders Expected Delivery Date Within 10 working days of contract award Within 30 days of contract award Within 45 days of receiving latest rail CFS Within 60 days of contract award 90% Draft plan* Within 90 days of contract award Final plan delivery Option: Training on the Plan (Seminar) Option: Tabletop Exercise and AAR/IP Within 130 days of contract award Within 180 days of contract award Within 180 days of contract award *Indicates that Klamath County will have 21 days to review the plan at each stage, provide comments/input. Upon delivery of the next draft plan, ASG will provide a comment matrix showing how the comments were addressed/resolved. When receiving conflicting comments, we will defer to Klamath County Emergency Coordinator. Timelines and tasks will be agreed upon in the kickoff meeting with Klamath County input. The ASG project manager will track and manage schedule, budget and tasks. The project manager will establish a communications plan as part of the project plan to ensure the right level of communication with the client throughout the project. As stated in the introduction, ASG will follow the CPG 101 process for developing, coordinating and finalizing the plan with input from the whole community. To keep the price of the project within Klamath County s budget, we will leverage teleconference technology (i.e., GotoMeeting) and proactive communications to ensure effective communication and information sharing throughout the project. At the conclusion of the project, ASG will have engaged the community of stakeholders in identifying purpose, concept of operations, scope, roles, organization and assignment of responsibility, assumptions, authorities and references, communication, integration with the EOP (to ensure consistency without duplication), triggers, decision points, and actions. These will be organized and presented logically in the HAZMAT Rail Incident Response plan. Upon completion of the plan, ASG will conduct an internal review to ensure consistency with NIMS, Klamath EOP, adequacy, feasibility, acceptability, and completeness. Page 1 of 2

8 To achieve the intent of the grant SOW, ASG proposes both a training session on the plan and tabletop exercise to validate the plan. This project will have the following outcomes: Updated hazard/risk assessment focused on latest rail commodity flow study Identification of vulnerable populations and facilities along the rail line based on risk Engagement of the whole community in the planning process Energizing the and drawing in the right stakeholders New HAZMAT Rail Incident Response plan Training stakeholders on the plan Validation of the plan through a tabletop exercise This project will enhance the following core capabilities: Planning Public information and warning Operational coordination Community resilience Risk and disaster resilience assessment Threats and hazards identification Environmental response/health and safety Operational communications Situational assessment ASG develops measures of effectiveness for each project. These are used to measure the impact of each project in the short and long-term. Our four levels of measuring effectiveness include the following: 1. Reaction: Customer feedback and satisfaction will be solicited throughout the project and formally on a feedback form at the end of the project. This provides a subjective assessment of the results of the project. 2. Plan improvements: This is measured by the quality of the deliverable plan. This is measured through stakeholder feedback throughout the design and development process and by adequately addressing stakeholder input by the final plan delivery. 3. Application: When conducting a tabletop exercise, evaluation criteria will be used to determine how well participants understood and implemented the plan. 4. Results/impact: This will be measured in several ways in the long-term. Some elements include: number of organizations/participants engaged in the LEPC and other planning activities; interest from other counties to replicate the Klamath County planning process; improvements to other plans such as the EOP and ERP based on situations addressed in this plan. Page 2 of 2

9 5 CORPORATE EXPERIENCE Preparing communities for a safe and secure tomorrow is a mission we take very seriously. Alliance Solutions Group (ASG) delivers professional services solutions in emergency management, environmental, health, safety, and security disciplines worldwide for public safety, private industry and military sectors. Our highly educated and multidiscipline staff offers our clients a more comprehensive perspective born from their unprecedented real-life experiences and unparalleled qualifications. Experience: ASG has delivered innovative solutions for over 1,200 communities in private industry and local, state, federal and international government agencies including hazmat teams, emergency managers, hospitals, military units, fire departments, National Guard, law enforcement, complex industrial facilities and non-governmental organizations. These solutions included emergency response strategic planning, analysis, budgeting, plan development, training, exercises and equipment ASG Emergency Management Experience 2,000 Emergency Management Training Events 1,900 All Hazards Emergency Response Exercises 70 Emergency Response Risk-Based Plans 14,760 Instructor Hours - Emergency Response Training and Exercise Controlling modernization. Our experience has enabled us to capture thousands of lessons learned and best practices from 2,000+ emergency management training events, 1,900+ all hazards emergency response exercises, 70+ all-hazards, risk-based plans and thousands of hours of program management in these fields. People: Our experts are certified professionals who deliver products and services through highly-effective planning, analysis, training, exercises and on-site support. We provide expertise in building, sustaining, and enhancing all-hazards emergency response capacity and capability. ASG has extensive experience with emergency management preparedness and auditing systems for the U.S. Air Force and National Guard. Several current ASG employees proudly serve among the Air National Guard, Community Emergency Response Teams, Amateur Radio Emergency Services, Red Cross Disaster Services and volunteer Fire services. Company: As a service-disabled, veteran owned, small business we have successfully delivered measurable results improving community safety, security and resiliency and were recognized twice on the INC 5000 list of fastest growing companies. Based in Newport News, Virginia with satellite offices in 7 states and the United Arab Emirates our core team of employees with 21+ average-years of professional experience has the depth necessary to support large-scale operations as we draw from over 40 subject matter experts (independent consultants) and pre-qualified business partners. ASG is an active member of the National Association of SARA Title III Program Officials (NASTTPO), supporting several states, counties, and LEPCs. Management: In addition to our technical excellence, ASG has an integrated management system and is certified to the ISO 9001 (Quality), ISO (Environmental) and OHSAS (Occupational Health and Safety) Management System standards, one of only two Virginia-based companies to achieve all three certifications. Our adoption of these management systems assures our customers that our complete business systems, contracts and services will be managed professionally and in accordance with international benchmark standards. ASG provides exceptional customer satisfaction which explains our high customer return rate of 95+%. Page 1 of 1 Vol. I