article 7-1003.c emergency response plan

Article 7-1003.C Emergency Response Plan

Noble Energy Inc. Rulison Laydown Yard OA Project No. 013-2329-102

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SECTION 1

PICEANCE, CO-DISTRICT #14 INCIDENT MANAGEMENT PLAN

Uncontrolled copy—Valid only at 9/23/2008 12:11 PM

J. Connor Consulting, Inc Page 1–1

Section 1.1 Scope of IMP—Piceance, CO-District #14

This section provides the emergency contact information for Noble Energy’s Piceance operations. The remainder of this plan describes the full scope of Noble Energy’s Incident Management Response Operations.

Duties of the Field Office and Shore Based Incident Commander

The Field Office and Shore Based Incident Commander for each district is responsible for maintaining this section of the Incident Management Plan. In the event of an emergency condition necessitating the activation of this plan, the First-Responder will notify the Incident Management Coordinator listed in Section 1.3. The initial actions of the Incident Commander are as follows:

• Ensure the safety of facility personnel and the public; make arrangements for emergency rescue services as required

• Evaluate the situation based on available information and make a preliminary hazard evaluation; determine if the situation is a Tier One, Two or Three level incident (see Table 3-1, page 3-3 and Table 3.1, page 3-4)

• Establish the Response Conference Bridge (see Section 3.6, page 3-10) • Assign personnel to the Tactical Response Team • Notify the Corporate Incident Commander, activate the Tactical Response Team as necessary, and the Noble Incident Management Team in accordance with Section 3.3

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SECTION 1




Section 1.2 Response Organization Chart—Piceance, CO-District #14

.

Incident Commander

David Hobbs - Well Control / Drilling Gary Willingham - ALT

Information Officer

Stephen Flaherty David Larson

Liaison Officer

Mike Cox Curtis Rueter - ALT

Law Officer

Bob Leo

Safety Officer

Clint Boman

Human Resources Officer

Lynn Abrahamson

Deputy Incident Commander

Brent Murphy - Well Control / Drilling Mark Amundsen - ALT Jon Bowman - ALT

Operations Section Chief

Jim McCormick Jamey Brumley - ALT

Planning Section Chief

Logistics Section Chief

Finance Section Chief

Greg Pachner Ron McClure - ALT

Source Control Branch

Assigned as Needed by Operations Section Chief

Wildlife Rehabilitation Branch

OOPS– O'Brien Oil Pollution Service

On-Scene Commander

Site Safety Officer

Assigned as Needed by Safety Officer

Resource Unit


Situation Unit


Demobilization Unit


Documentation Unit


Environmental Unit


Technical Specialists


Service Branch


Support Branch


IT/Communications Unit

Russell Mitchell Alan Pham - ALT

Medical Unit


Food Unit


Procurement Unit Leader

Facilities Unit


Security Group

Ground Support Unit


Accounting Unit

Ron McClure Greg Pachner - ALT

Insurance/Risk Management Unit

Mike Rauch Gerry Stevenson - ALT

Treasurer

Gerry Stevenson

Employee Benefits Unit

Lynn Abrahamson

Travel Unit


Air Operations


Tactical Response Team

Assigned as Needed by On-Scene Commander

Supply Unit


OOPS–This position will be filled by a representative

of O’Brien Oil Pollution Service (OOPS)

Containment/Recovery Branch


Waste Disposal Group


Staging Area Manger

OOPS– O'Brien Oil Pollution Service Gary Hamilton

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Section 1.3 Incident Mangement Team Contacts—Piceance, CO-District #14

Position Name

Office Mobile Home

Safety Officer

Clint Boman 281-876-6268 281-414-7225 409-515-1230

Employee Benefits Unit

Lynn Abrahamson


OOPS– O'Brien Oil Pollution Service 985-781-0804

Tactical Response Team


Assigned as Needed by On-Scene Commander

Site Safety Officer

Barry Maricelli 225-405-6549

Incident Commander

David Hobbs - Well Control / Drilling 303-228-4057

Gary Willingham - ALT 303-778-4092 303-482-7205 303-721-6101

Information Officer

Stephen Flaherty 303-228-4321 303-349-5180 303-466-5443

David Larson 281-872-3125 713-898-3197 281-259-6062

Liaison Officer

Mike Cox 970-781-5025 970-381-3500 970-785-2610

Curtis Rueter - ALT

Law Officer

Bob Leo 303-228-4028 303-349-1460 303-399-2888


Lynn Abrahamson


Brent Murphy - Well Control / Drilling 303-228-4030 713-203-2174 303-674-0928

Mark Amundsen - ALT 303-228-4079 720-951-0738 303-317-6809

Jon Bowman - ALT 303-228-4112 303-550-8426 303-457-0479

Jamey Brumley - ALT 303-228-4099 303-241-2524


Jim McCormick 303-228-4381 303-886-9082 303-783-3654

Jamey Brumley - ALT 303-228-4099 303-241-2524


Greg Pachner

Ron McClure - ALT

Containment/Recovery Branch

SECTION 1





Source Control

Assigned as needed by Operations Section Chief

Resource Unit Leader


Service Branch Director


Support Branch Director


Accounting Unit

Ron McClure

Greg Pachner - ALT

Wildlife Rehabilitation Branch


Situation Unit Leader


IT/Communication Unit

Russell Mitchell 303-228-4170 303-883-4237 303-471-8281

Alan Pham - ALT 303-228-4314 303-885-2943

Supply Unit


Insurance/Risk Management Unit

Mike Rauch 281-872-3223 713-557-3610 713-661-0843

Gerry Stevenson - ALT 281-872-3107 832-928-1951 281-362-7871

Demobilization Unit


Medical Unit


Facilities Unit


Treasurer

Gerry Stevenson 281-872-3107 832-928-1951 281-362-7871

Staging Area Manager


Gary Hamilton

Documentation Unit Leader


Food Unit


Environmental Unit

SECTION 1





Travel Unit


Ground Support Unit


Air Operations




SECTION 1




Section 1.4 Local Emergency Contacts—Piceance, CO-District #14

Resource

Contact/Location 24-Hour Alternate Emergency Fax

Ambulance

St. Mary's Care Flight 1-800-332-4923

Fire

Debeque Fire Department 970-283-8632 911

Glenwood Springs Fire Department 970-384-6480 911

Grand Junction Fire Department 970-244-1418 911

Parachute Fire Department 970-285-9119 911 970-285-9748

Rifle Fire Department 970-625-1220 911

Silt Fire Department 970-876-5738 911 970-876-2774

Hospital

Grand River Medical Center 970-625-6401

St. Mary's Hospital (Grand Junction, Colorado) 970-244-2273

Valley View Hospital 970-384-7300

Police

Colorado State Police - Communications 970-249-4392

Colorado State Police - Haz-Mat 970-858-2291

Garfield County Emergency Communications Operations Center - Search and Rescue

970-625-8095

Parachute Police Department 970-285-7630 911 970-285-9146

Rifle Police Department 970-625-8095 911 970-625-8282

Sheriff

Battlement Mesa Sheriff's Office 970-285-9261

Garfield County Sheriff's Office 970-945-0453

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Section 1.5 Regulatory Agency Contacts—Piceance, CO-District #14

Agency Name 24-Hour Alternate Fax Address

Federal

Bureau of Land Management - Colorado - Engineering Field Inspector

970-947-5213 Steve Frickland

Notification Required When: Not specified

Bureau of Land Management - Colorado - Forest Service Liaison

970-366-6776 970-947-5238 Dan Sokal


Bureau of Land Management - Colorado - Natural Resources Specialist

970-319-2532 970-947-5222 Jim Byers


Bureau of Land Management–Colorado

970-947-2800 970-947-2829 50629 Hwys 6 & 24

Glenwood Springs, CO 81601


National Response Center 800-424-8802 202-267-1322

c/o USCG (G-RPF)?Room 2111-B

2100 2nd Street, SW

Washington, DC 20593-0001

Notification Required When: Threat/knowledge of oil discharge, sheen, sludge. Dot pipeline Incident. Security Threat

State

Colorado Department of Public Health and Environment (CDPHE)

877-518-5608

Notification Required When: 24-hour environmental release and incident reporting

Colorado Division of Wildlife (Fish and Game) - Northwest Region

970-255-6100

NW Region Service Center

711 Independent Ave

Grand Junction, CO 81501


Colorado Oil and Gas Conservation Commission

303-894-2100 303-894-2109

1120 Lincoln Street

Suite 801

Denver, CO 80203


Colorado Oil and Gas Conservation Commission - Engineering

970-250-2440 970-285-9000 Jaime Adkins


Colorado Oil and Gas Conservation Commission - Environmental

303-894-2100, xt. 112

Bob Chesson


Colorado Oil and Gas Conservation Commission - Field Inspector

970-216-6832 970-285-0232 Chris Canfield


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Local

Garfield County Local Emergency Planning Committee (LEPC)

970-945-8020

019 8th Street

Suite 300

Glenwood Springs, CO 81601


Garfield County Public Health Department

970-625-5200 970-625-4804 195 West 14th Street

Rifle, CO 81650


Mesa County Health Department 970-248-6900 970-248-6972 510 29 1/2 Road



Mesa County Local Emergency Planning Committee (LEPC)

970-245-8148 P.O. Box 2242



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Section 1.6 Logistics—Piceance, CO-District #14

Company

Resource Type Location 24-Hour Alternate

Catering

Creekbend Bistro & Catering Rifle, CO 81650 970-625-3131

Easy Cuisine Parachute, CO 81635 970-285-9446

Hong's Garden Parachute, CO 81635 970-285-6888

Dirt Moving Equipment

Gardner Excavations Parachute, CO 970-285-7584

JC Excavations Parachute, CO 970-285-7567

Johnson & Sons Rifle, CO 970-625-0344

Environmental Consultants

Rocky Mountain Environmental Rifle, CO 970-625-8709

URS Corporation Glenwood Springs, CO 970-384-4735

Lodging

Double Tree - Grand Junction Grand Junction, CO 970-241-8888

Hampton Inn - Glenwood Springs Glenwood Springs, CO 970-947-9440 800-426-7866

Holiday Inn - Airport / Grand Junction Grand Junction, CO 888-489-9796 888-465-4329

Holiday Inn Express–Parachute Parachute, CO 81635 970-285-2330 888-465-4329

Hotel Denver Glenwood Springs, CO 970-945-6565 800-826-8820

La Quinta Inn & Suites–Rifle Rifle, CO 81650 970-625-2676 800-642-4271

Red River Inn Rifle, CO 81650 970-625-3050

Super 8 Motel–Parachute Parachute, CO 81635 970-285-7936

Winchester Rifle, CO 81650 970-625-1777

Roustabout Services

Advanced Oil Field Services Inc. Rifle, CO 81650 970-625-9704

Flint Rifle, CO 970-625-4265

Roustabout Specialty Grand Junction, CO 970-241-9696

Towing Services

Amoco/Rifle Towing - Rifle Rifle, CO 81650 1-800-462-1369 970-625-1662

P&K Auto Body Rifle, CO 970-625-3532

Vacuum Truck Services

Badger Rifle, CO 970-625-5552

Hyland Enterprises Inc. Rifle, CO 81650 970-625-8270

Toby's Vacuum Service Parachute, CO 970-285-7271

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Section 1.7 Media Contacts—Piceance, CO-District #14

Type/Name Location 24-Hour Alternate

Radio

KNZZ 1100 AM Rifle, CO 970-254-2100

KRAI 93.7 FM Craig, CO 970-824-6574

TV

KCNC-TV Channel 4 (CBS) Denver, CO 80203 303-861-4444

KKCO TV NBC 11 Grand Junction, CO 81505 970-243-1111

KMGH-TV Channel 7 (ABC) Denver, CO 80203-3417 303-832-7777

KUSA-TV Channel 9 (NBC) Denver, CO 80237 303-871-9999

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PICEANCE, CO - DISTRICT #14 INCIDENT MANAGEMENT PLAN



Section 2.1 Purpose

This company Incident Management Plan (IMP) has been prepared for all domestic operations carried out by Noble Energy. It defines the organizational structure, the communication channels, and the main actions to be taken by the designated company personnel and resources engaged in response to emergency situations. This plan provides the holder with the necessary information to manage a response to an incident that may occur while assigned to Noble Energy’s Incident Management Team (IMT). The plan provides guidance for responding to any type of exploration, production or pipeline incident (spill, medical, well control, explosion/fire, etc.) that may occur on a facility operated by Noble. The plan will provide the holder with a road map to guide them through the complexities of notifications, agency interactions, important contacts, and procedures necessary for a successful response operation. The protection of life, environment and property will be the focus of priorities in operational scenarios whether routine or emergency. This plan is a living document, and is intended to be linked to existing Risk Management, Emergency Response, Inclement Weather, and Environmental plans associated with specific projects and facilities comprehensive operations reviews. Improved procedures from these sources will be incorporated herein as appropriate. Suggestions for improvement may be submitted to Noble Energy’s HSE Manager who will ensure consideration of the document’s amendment as appropriate. This plan will be revised as necessary to cover future company-operated activities.

Objectives & Expectations

• Emergency management plans are based on the risks that potentially impact the business. These plans are documented, accessible, clearly communicated and align to the Noble Energy’s incident management system.

• Equipment, facilities and personnel needed for emergency response are identified, tested and available.

• Personnel are trained and understand emergency plans, their roles and responsibilities, and the use of crisis management tools and resources.

• Drills and exercises are conducted to assess and improve emergency response/ crisis management capabilities, including liaison with and involvement of external organizations.

• Periodic updates of plans and training are used to incorporate lessons learned from previous incidents and exercises.

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This Plan applies to facilities and operations in the Northern Region, and Southern Region operated by Noble Energy Inc., and affiliated companies herein referred to as “Company” and addresses the following procedures:

• Safety considerations • Immediate notification to initiate appropriate response

• Compliance with regulatory notification requirements

• Rapid response to the incident with all available resources • Establishment of agency and public liaison at the site

• Contractor, third party and public relations communication procedures

• Training of individuals involved in emergency response and clean-up operations

This Plan is not meant to replace common sense or actions not specifically described herein. Responders should continually assess the situation, the effectiveness of actions called for in this Plan, and make any appropriate adjustments based on professional experience and training to most effectively safe guard life, property, and mitigate the incident.

SECTION 2




Section 2.2 Company Information

Noble Energy, Inc. Corporate Headquarters 100 Glenborough Suite 100 Houston, TX 77067 281-872-3100 281-872-3111 Fax

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Section 2.3 Policy

Noble Energy, Inc.’s priorities during an incident are to safeguard and preserve:

• The health and safety of its employees, co-workers, and neighboring communities in which it operates,

• The environment,

• Company assets and those of its clients and neighbors,

• The reputation of Noble and the integrity of the petroleum industry.

These objectives are best achieved by every employee understanding our company’s commitment to emergency incident response planning, training, and preparation. The Company will be prepared and fully capable of responding to managing and resolving emergency incidents that can arise from normal business operations.

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Section 2.4 Distribution

The controlled version of this plan resides with J. Connor Consulting, Inc. (JCC) in Houston, Texas as an E-Plan. An E-Plan is a database-driven plan accessible to authorized Noble Energy personnel via the internet. Any authorized person may access, view, update and print the contents of this plan as necessary. Printed copies of this plan will be marked “uncontrolled copy”, and are valid only at the time printed. JCC maintains the list of authorized personnel, which is available by calling 281-578-3388 and asking for the E-Plan Help Desk. Printed copies of this plan shall be maintained at the following locations. Figure 2.1

Plan Number Plan Holder Location

No distributions could be found for this plan

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Section 2.5 Plan Revisions

This Emergency Response Plan was originally prepared at the Company offices in Houston, TX. This plan will be reviewed and updated at least annually or whenever necessary to reflect changes in planning, response procedures, telephone numbers, or regulatory mandates. Changes to the plan will be logged and listed below as they occur. Figure 2.2

Change Number

Change Date

Sections Affected Description of Change

No revisions could be found for Incident Management Plan

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Section 3.1 Goal of Incident Management Response Operations

The goal of incident management is the restoration of normal operations while minimizing impacts to people, the environmental, and property. To achieve this goal, Noble Energy incident and crisis response personnel, at all levels, must be able to move from a reactive to a proactive mode of operations by establishing and maintaining command and control over the situation. For incident response operations, these are procedures that allow incident response personnel to rapidly and efficiently determine and communicate effectively about the problem, its potential and what is being done to address the problem and its potential. During crisis response operations, corporate crisis response personnel should address this objective by analyzing the information generated by incident response personnel and determining the implications of the incident on the Company. The analysis should focus on public health and safety, environmental and community protection, external affairs, human resources, legal, business and financial issues that are attendant to, but separate from those more properly addressed by emergency response personnel.

Incident vs. Crisis Response Operations

Incidents are any events or situations that require the conduct of emergency and/or crisis response operations by incident response personnel. Incidents generally happen unexpectedly and interrupt or interfere with normal operations. Most incidents generate emergency response operations directed at protecting human health and safety, maximizing protection of the environment and minimizing damage to property. Incidents also have the potential to precipitate crises. Crises arise when incidents impact, or have the potential to impact Noble’s visibility, operability, credibility, pose or have the potential to pose, a significant environmental, economical or legal liability.

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Uncontrolled copy—Valid only at September 23, 2008 17:12 GMT


Section 3.2 Levels of Response

Not all incidents require full implementation of the Incident Management Plan or activation of the entire Incident Management Team. For all emergency scenarios identified, three tiers (levels) of emergencies have been defined in relation to the magnitude, the provision of resources for the response, and the level of Noble Energy’s involvement. They range from a localized emergency that can be dealt with by on-site facility personnel to major incidents which may require the intervention of Noble Energy Corporate resources. Figure 3-1 on page 3-3 shows the decision tree for the emergency classification; Table 3-1 on page 3-4 further describes the types of incidents and the level of response activation for each Tier.

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Figure 3.1—Incident Tier Decision Tree

DOES AN EMERGENCY INCIDENT EXIST?

ACTIVATION OF FACILITY EMERGENCY

RESPONSE PLAN

ARE EQUIPMENT/PERSONNEL ONSITE TO

RESOLVE THE INCIDENT?

ARE THE COMBINED RESOURCES OF THE TACTICAL

RESPONSE TEAM (TRT), INCIDENT MANAGEMENT TEAM

(IMT), REGIONAL & NATIONAL CONTRACTORS AND

SERVICE COMPANIES SUFFICIENT TO RESOLVE THE INCIDENT ?

TIER 1

INCIDENT

TIER 2 INCIDENT

TIER 3 INCIDENT

YES

YES

NO

NO

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Table 3.1—Incident Tier Description

Tier Description Team Activation

Tier One

1. Small scale incident such as: � low volume oil spill (<1 barrel, offshore or onshore) � minor injury requiring first aid or minor treatment (no

hospitalization) only � man overboard, quickly recovered � small fire, quickly extinguished

2. Minor or no damage to facility 3. No offsite impact 4. Incident can be mitigated with facility resources and

personnel 5. Duration of incident is short - within one work period.

6. No media involvement or potential for media interest

7. Government agency involvement limited to notifications only

1. Some Tactical Team members engaged

2. On-Scene Coordinator directs all response efforts

3. Person in Charge notifies supervisor

4. Incident Commander and select IMT members are notified but not assembled

5. Liaison notifies agencies

Tier Two

1. Medium scale incident such as: � Offshore medium volume oil spill (1-9 barrels) � Onshore medium volume spill (50 barrels or spill that

breaches containment) � single major injury or illness requiring med-evac and/or

ambulance/hospitalization � fire resulting in small amount of facility damage but

extinguished (if onshore, local fire department is called) 2. Limited damage to facility - facility still operational 3. Facility not evacuated 4. Incident can be managed with Company resources and

personnel, but beyond scope of facility 5. External response organizations may be activated

� Offshore – activation of OOPS, Clean Gulf Associates � Onshore – activation of Hazcom/Hazwopper contractor

6. Medium incident duration - one to two days

7. Government agency response initiated

8. Media involvement possible

1. All Tactical Team members engaged

2. On-Scene Coordinator directs on-site efforts

3. Incident Commander or designee is notified.

4. All or a portion of IMT members assemble on the Conference Bridge

5. Liaison notifies agencies

Tier Three

1. Major incident such as: � Offshore major oil spill (>9 barrels) � Onshore major oil spill (> 100 barrels or spill that

escapes containment and impacts environmentally sensitive area)

� aviation emergency � multiple injuries or illnesses requiring med-evac or

ambulance/hospitalization � missing personnel (Search and Rescue) � large fire that cannot be extinguished quickly � explosion or well control incident

2. Major damage - facility not operational or evacuated 3. Incident requires external response resources 4. Incident duration long term - over two days

5. Serious weather situation (e.g., hurricane, tornado, severe weather)

6. Media involvement

7. Security breach, bomb threat, or terrorist activity

1. All facility personnel engaged or evacuated

2. Incident Commander assumes overall responsibility of response efforts

3. Operations Section Chief supervises all field activities

4. All IMT members assembled 5. External response

organizations activated 6. Liaison notifies agencies

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Section 3.3 Notification Procedures

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Section 3.4 Response Management Teams

Noble Energy utilizes a tiered command system for emergency response. Response is managed through a multi-tiered response system, starting with the Tactical Response Team at the facility, supported by the Business Unit and Regional offices, which in turn are supported by a Corporate Incident Management Team out of the Houston office. Section 1.2 depicts the combined Tactical and Incident Management Team. Noble’s multi-tier response system is designed to handle worst-case situations. Standard processes and well-trained people enable us to mobilize quickly and start managing priorities. Thereafter, the response organization can be modified to suit the particular incident. Business Unit and Regional managers are accountable for ensuring that plans and effective resources are in place throughout their organization to mobilize the first two tiers of response. Since they are unlikely to have the personnel resources to handle a worst-case incident, they may require assistance from other parts of the organization. Noble Energy’s organizational and management approach to incident response and crisis management operations is accomplished through the Incident Command System (ICS), ICS has been adopted by Noble because:

• It is mandated by the National Incident Management System (NIMS), the response management system adopted by federal, state, and local government response organizations,

• It functionally meets the goals and requirements of Noble’s EH&S policies and standard for environmental excellence and

• It ensures ongoing performance capabilities within local and regional legislation.

The ICS organizational principles that have been adopted by this IMS are:

• The ability to address all risks and hazards, • The ability to mobilize an organization that is functional (i.e., one that is organized to perform the tactical and strategic work necessary to address the incident and to protect people, the environment and property),

• The ability to activate and deactivate the functional organization in a modular fashion,

• The maintenance of a hierarchical structure that has a clear Chain-of-Command and well defined reporting relationships, and

• The ability to establish and maintain a Unified Command with involved incident response organizations.

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The ICS management principles that have been adopted by Noble’s IMT are:

• The use of common terminology,

• The maintenance of a manageable Span-of-Control,

• The preparation of Incident Action Plans, • The use of comprehensive resource management techniques,

• The pre-designation of incident facilities and • The establishment of integrated communications.

Response Management Teams

Tactical Response Teams

Tactical Response Teams (TRT) are the response teams at each field facility that are responsible for implementing the necessary local actions to respond to and manage the incident. The responding TRT handles all tactical response operations, including:

• Ensuring that tactical response operations are carried out in a safe, well-organized, and effective fashion,

• Sizing up the incident to identify the problems that need to be addressed by tactical response personnel,

• Developing solutions to the problems and breaking the work that needs to be done down into manageable tasks to achieve site control, ensure site safety, control the source of the incident, and protect people, the environment, and property,

• Securing and assigning necessary tactical response resources, • Supporting tactical response operations, • Continuously assessing the incident to determine the adequacy of tactical response operations and the need for assistance from the IMT and

• Interacting, as appropriate, with IMT personnel, government agency officials, and other involved or interested parties.

Tactical Response Teams are capable of handling most incidents that occur at Noble’s facilities and in the company's operations. However, the potential exists for incidents that require a response capability beyond that provided by the TRTs. If and when such incidents occur, the IMT would be activated and would build on the TRT organizational structure.

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Incident Management Team

The primary role of the Incident Management Team is to provide strategic direction to incident response operations, support tactical responders, address tactical and/or crisis issues and concerns best handled at the IMT level, and manage the overall impact of the incident on the Company. The functions carried out by the IMT include:

• Sizing up the incident and the nature and status of tactical response operations • Developing strategic objectives and response priorities • Gathering information on the nature and location of tactical response operations and the resources being used to carry out the operations

• Securing the resources necessary to support tactical response operations • Working with the TRT(s) to develop Incident Action Plans describing field assignments for the next operational period

• Securing the resources necessary to implement the General Plan

• Instituting and enforcing appropriate financial controls • Continuously assessing incident potential to determine an incident’s capacity to grow into a crisis situation

One of the factors that would lead to a decision to activate the IMT would be if the incident is severe enough to trigger the direct involvement of one or more government agencies in emergency response operations. When this occurs, the IMT would take the lead in interacting with agency personnel, which may include establishing a Unified Command Structure and integrating agency response personnel, as appropriate, into the Noble Energy incident response organization.

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Table 3.2—Tactical and Incident Management Team Roles

Team Role

Tactical Response

Team (TRT)

• Size up the incident and its potential • Ensure that tactical response operations are carried out in a safe,

well-organized and effective fashion. • Develop response strategy and tactics. • Break the tactics to be employed down into manageable tasks. • Secure and assign necessary tactical response resources. • Support tactical response operations. • Continuously assess the incident to determine the adequacy of tactical response

operations and the need for assistance from the IMT. • Interacting, as appropriate, with IMT personnel, government agency officials, and

others involved.

Incident Management

Team (IMT)

• Size up the incident, its potential, and the nature and status of tactical response operations.

• Develop Strategic Objectives and response priorities. • Gather information on the nature and location of tactical response operations and

the resources being used to carry out the operations. • Secure the resources necessary to support tactical response operations. • Continuously assess incident potential to determine an incident’s capacity to grow

into a crisis situation. • Work in conjunction with the TRT(s) to develop Incident Action Plans describing

field assignments for the next operational period. • Secure the resources necessary to implement Incident Action Plans. • Prepare a General Plan that scopes emergency response operations from initial

notification to the completion of demobilization operations. • Secure the resources necessary to implement the Incident Action Plan • Institute and enforce appropriate financial controls • Identify, evaluate, and proactively address the crisis implications of the incident,

its potential, and emergency response operations on the Company. • Avoid crisis situations whenever possible, and mitigate crisis situations that

cannot be avoided to the maximum extent possible. • Form a corporate response strategy and pro-actively manage such issues as

Noble’s image, License to operate and liabilities or loss potential, the safety and health of its people which can threaten the Company as a whole.

• Identify how Noble corporate-wide resources and personnel will be made available to support the IMT and the TRT organizations.

• Review the business response to the incident and be assured that corporate concerns (e.g. external media, governmental and shareholder issues) are considered and appropriately managed.

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Section 3.5 Command Post

Noble Energy, Inc.’s Incident Management Team Command Post is located in the 7th floor conference room at the Houston office: 100 Glenborough Drive Houston, TX 77067 In the event of an offshore spill, the Incident Command Post is located at O’Brien Oil Pollution Service office in Slidell, LA: 2000 Old Spanish Trail, Suite 210

Slidell, LA 70458

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Section 3.6 Response Conference Bridge

Good communication between the On-Scene Coordinator, Tactical Response Team, and the Incident Commander is critical to the success of the response. To facilitate early and frequent communication, a dedicated Response Conference Bridge will be utilized for all Tier 2 and 3 incidents. Dial-In Number: 877-394-0659 International Dial-In Number: 602-462-9833 Conference ID: 218062 Upon notification of a Tier 2 incident, the HS&E Manager (or his/her designee) will activate the conference bridge to be used by all company responders. The first responder to the incident site should remain on the Conference Bridge if reception and safety factors allow. A Documentation Leader will be assigned to keep a log of all significant events and phone calls made. Once the Conference Bridge has been established, the Incident Commander will set the meeting schedule for responders to call in to the Conference Bridge. The Conference Bridge will remain active until the Incident Commander decides to end the call.

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Section 4.1 Initial Response Checklists

Initial response and activation procedures are included in this section for the following types of emergencies:

• Abandon Facility • Gas Release/Fire/Explosion • Oil Spill

• Aviation Emergency • Hurricane • Search and Rescue

• Collision • Injury/Illness–Medivac • Security Threat

• Criminal Activity • Office Evacuation • Well Control The response actions and key issues that follow provide a generic description for each type of incident. Depending on the location and nature of the incident, additional emergency response activities may be required. For roles and responsibilities of specific Incident Management Team members, refer to Section 4.

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Section 4.2 Abandon Facility

Scenario: A facility must be completely or partially evacuated due to an emergency situation. Personnel must leave the facility as quickly as possible, then transported to a safe location, either on shore or to a nearby platform. The facility may be shut down, damaged or out of control. Personnel and business disruption issues must be addressed.

Person in Charge/Tactical Response Team Actions

• Sound General Quarters • Activate Emergency Shut Down

• Account for all personnel • Provide medical attention to injured

• Select safest evacuation method

• Complete notification procedures

• Notify others in area (if time allows)

• Account for all personnel after facility is abandoned

• Request Search and Rescue for any missing persons

• Obtain facility damage report


�� Key Issues Person Responsible

�

Evaluate nature and scope of incident. Ensure safety of personnel is given the highest priority, and that evacuated personnel are transported as quickly as possible to safe refuge.

Incident Commander

� Ensure all personnel are accounted for at each step of the evacuation. Identify evacuated personnel.


� Initiate search and rescue if any personnel are missing or injured. Operations Section Chief

� Notify regulatory agencies. Liaison Officer

�

Establish lodging or other accommodations for evacuated personnel, and provide clothing and personal necessities, as evacuated personnel will not bring these items.


� Have company representatives meet evacuated personnel when they arrive on shore or at accommodation site.


� Evacuated personnel may need to be drug tested and/or interviewed by regulatory agencies.

HS&E Officer

� Organize marine and air transportation for evacuated personnel as required.

Marine and Air Support Branch Directors

� Contact evacuated personnel’s next of kin and advise them of the situation


� Inform and maintain contact with any affected clients or operators. Liaison Officer

� Monitor media reports. Prepare press release, if necessary. Information Officer

� Coordinate business impact issues. Incident Commander

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Section 4.3 Aviation Emergency

Scenario: A commercial airliner or helicopter carrying Company personnel is involved in an accident or hijacking. Company personnel may be delayed, detained, killed or injured.

Person in Charge / Tactical Response Team Actions

• Verify aircraft involved, obtain: • Last location • Number on Board • Type and size • Destination • Time of incident • Origination


• Identify Persons on board with:

• Manifest • Employer information

• Complete Incident/Investigation Report

• Request Investigation Team • Maintain Action/Conversation Records



�

Evaluate nature and scope of incident. Ensure safety of personnel is given the highest priority, and that rescued personnel are transported as quickly as possible to safe refuge.

Incident Commander

� Identify personnel involved. Human Resources Officer

� Contact Airline/Helicopter company to determine status of passengers and where they will be transported for medical assistance.


� Contact investigating/coordinating Government Agency. Liaison Officer

� Notify victim(s)’ next of kin. Human Resources Officer

� Organize relative transportation if required. Logistics Section Chief

� Monitor media reports. Prepare press release if necessary. Information Officer


� Identify employee pay and benefit considerations. Compensation & Claims Unit Leader

� Consider critical stress de-briefing for affected personnel. Human Resources Officer


� Work with FAA or other government agencies during investigation. Incident Commander

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Section 4.4 Collision

Scenario: A marine vessel has collided with a rig, platform or other vessel resulting in damage. The vessel(s) may be taking on water, sunk or lost steerage and/or propulsion. The damage may affect on-going operations or require abandonment of facility.

Person in Charge/Tactical Response Actions



• Select safest evacuation method


• Request Search and Rescue for any missing persons

• Stabilize the situation • Obtain vessel information:

• Name

• Number persons O/B

• Number of injuries

• Damage

• Transport injured • Prepare facility damage report

• Complete Incident Investigation Report



� Identify vessel(s) involved, number of persons on-board, if any personnel are injured. Initiate search and rescue, if required.

Incident Commander

� Obtain damage report and determine what initial damage control is necessary.


� Initiate search and rescue and/or evacuate personnel, if necessary. Operations Section Chief

� Obtain status of operations and shutdowns. Operations Section Chief

� Evaluate potential pollution worst-case scenario. Recommend pollution mitigation strategy if a high risk of spill exists.



� Inform and maintain contact with any affected operators or community(ies).

Liaison Officer

� If personnel are evacuated, see Evacuation checklist. Logistics Section Chief



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Section 4.5 Criminal Activity

Scenario: A crime has occurred or threatens to occur at a facility. Personnel may be physically at risk or injured. Property may have been stolen or damaged, resulting in business disruption or shutdowns.



• Evaluate current operations, shut down if situation is unsafe


• Transport injured, if any • Isolate persons involved • Preserve any physical evidence and the crime scene

• Cooperate with instructions and requests from law enforcement agencies

• Prepare facility damage report



�

Identify scope and nature of criminal activity and risk of recurrence. Identify personnel, property and equipment involved. Initiate search and rescue, if required.

Incident Commander

� Take steps to detain or isolate perpetrator(s), if necessary. Operations Section Chief

� Notify appropriate law enforcement and regulatory agencies. Liaison Officer

� Notify victim(s) next of kin. Human Resources Officer


� Secure crime scene, minimize disruption of scene and evidence. Operations Section Chief

� Assist law enforcement personnel with investigation. Operations Section Chief

� Make arrangements for company personnel to be interviewed by law enforcement personnel.

Liaison Officer

� Advise company personnel of legal rights and responsibilities. Advise Incident Commander on legal procedures.

Legal Officer




Liaison Officer

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Section 4.6 Gas Release/Fire/Explosion

Scenario: A facility has experienced a natural gas release or H2S gas release, explosion or fire.

Facility personnel are at risk of injury, or there may have been injuries or deaths. The facility may need to be evacuated. Search and rescue may be required. Firefighting resources may need to be brought to the facility.




• Obtain facility damage report

• Isolate liquid and/or gas sources

• Commence firefighting and rescue operations

• Abandon facility if necessary • Complete Incident Investigation Report


• Notify offset operators • Stabilize the situation • Transport injured • Request Search and Rescue for any missing persons



�

Evaluate nature and scope of incident. Ensure safety of personnel is given the highest priority. Determine if the facility must be evacuated and if firefighting resources are required. Contact the client Incident Commander.

Incident Commander

� Ensure all personnel are accounted for. Identify evacuated or injured personnel. Initiate search and rescue, if necessary.


� Determine status of facility and current operations. If gas release, ensure sources of ignition are secured.


� Determine site hazards and develop Site Safety Plan HSE Officer

� Order firefighting and/or damage control resources, if required. Logistics Section Chief






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Section 4.7 Hurricane

Scenario: A facility is threatened by a tropical storm or other severe weather event. Operations should be secured and personnel evacuated or sheltered in place. Physical damage to the facility may occur. Post-storm assessment and recovery plans should be carried out.

Person in Charge Response Actions

• Plot storm location and update at least twice daily

• Complete storm preparations • Secure operations in a timely manner

• Coordinate with offset operators

• Conduct personnel evacuations in a safe and timely manner

• Coordinate team for post storm assessment

• Coordinate re-manning of facility



� Monitor weather conditions and take appropriate actions well in advance.

Incident Commander

� Assess current operations and determine best shut down and evacuation timeline.


� Secure facility and complete all storm preparations well in advance of storm.


�

Establish evacuation plan, including schedule of personnel and final disposition of evacuated personnel. Establish procedures for recalling personnel post-storm.

Operation Section Chief

� Order all aircraft and vessels required to complete evacuations. Marine and Air Support Branch Directors

� Monitor weather forecasts and keep Team updated on position and strength of storm. Maintain storm tracking chart in Command Post.


� Develop post-storm assessment plan to determine if any damage has occurred to the facility.


� Develop facility recovery, repair and resumption of operations plans.


� Notify regulatory agencies of storm preparation activities and recovery.

Liaison Officer


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Section 4.8 Injury/Illness–Medical Evacuation

Scenario: A person develops a serious medical condition that requires immediate medical evacuation.

Person in Charge /Tactical Response Team Actions

• Provide first aid to injured • Complete notification procedures

• Transport injured • Complete Incident/Investigation Report

• Evaluate cause of injury and take steps to prevent recurrence



� Identify person(s) involved, condition and urgency of care. Initiate search and rescue immediately, if necessary.

Incident Commander

�

Contact responding organizations; determine type and amount of medical assistance en-route and where the victim will be transported.


� Contact receiving hospital and establish points of contact. Liaison Officer

� Notify victim(s)’ next of kin. Human Resources Officer






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Section 4.9 Office Evacuation

Scenario: An onshore office must be evacuated due to fire, security threat, natural disaster or other circumstances. Personnel must be accounted for and assisted if necessary. Business operations must be transferred to another location or maintained through an alternate means.


• Muster personnel and ensure all are accounted for

• Provide for any individual care or needs as appropriate

• Advise other business locations of situation

• Obtain contact information for all personnel prior to release from scene

• Give all personnel contact and phone number for work information



�

Evaluate scope and magnitude of situation. Determine when offices will be re-opened. Assemble Incident Management Team at alternate Command Post.

Incident Commander

� Assist responding agencies with response operations. Provide personnel and information as requested.


� Establish points of contact for all responding agencies. Liaison Officer

� Develop strategies for business continuation and identify alternate facilities and equipment needed.


� Advise Incident Commander on personnel benefit issues. Brief all affected personnel on company policies.


� Locate alternate work locations, if needed; obtain all office supplies and equipment required.





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Section 4.10 Oil Spill

Scenario: Oil has been discharged from a facility into the water. The source must be secured as quickly as possible and Oil Spill Response Organization(s) must be activated. Federal and possibly State Agencies will participate in overseeing the response effort. The duration and complexity of the response will depend on the volume and type of oil spilled, and whether it impacts shorelines, wildlife or other sensitive areas.


• Sound General Quarters (Medium or Major spill)

• Account for all personnel • Evaluate current operations, shut down if situation is unsafe

• Secure source of spill if possible

• Isolate personnel from spilled material

• Conduct air monitoring • Determine quantity spilled • Complete Oil Spill Report form


• Notify offset operators/community

• Stabilize the situation • Monitor the spill and keep IMT informed

• Assist IMT as directed



� Evaluate size and volume of spill. Activate IMT members as needed. Contact the contract Spill Management Team.

Incident Commander

� Assist contract Spill Management Team as requested. All IMT Members

� Provide transportation, personnel and equipment as needed. All IMT Members


� Contact Oil Spill Response Organizations (OSRO). Operations Section Chief

� Identify sensitive areas. Planning Section Chief

� Protect sensitive areas. Operations Section Chief

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Oil Spill Response Objectives

Objectives for Operational Period:

MAXIMIZE HEALTH AND SAFETY OF RESPONSE PERSONNEL

� Safety is first priority

� Perform site characterizations

� Restrict access to “Hot” & “Warm” zones to properly trained & equipped personnel

MINIMIZE HEALTH & SAFETY IMPACTS TO GENERAL PUBLIC

� Establish secure safety zones

� Issue Notice to Mariners

� Restrict air space over incident scene

� Conduct air & water quality monitoring, as necessary

CONTROL AND STABILIZE SOURCE

� Be prepared for fire

� Conduct damage assessment

� Commence source control operations

MAXIMIZE PROTECTION OF SENSITIVE AREAS

� Identify sensitive areas

� Develop and implement protection strategies

� Prioritize areas, as necessary

DEVELOP A COMPREHENSIVE, INTEGRATED PLAN

� Obtain approval to use dispersants

� Obtain approval to commence in-situ burning

� Use high capacity recovery devices in the thickest concentrations

� Support on-water operations with surveillance and spotter aircraft

� Prepare shorelines for the arrival of oil

� Initiate wildlife protection operations

� Initiate NRDA operations

� Establish staging areas

� Develop disposal plans

� Integrate agency response personnel into SMT

� Keep public informed

� Be prepared to respond to claims

ICS 202

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Section 4.11 Search and Rescue

Scenario: Person(s) are missing from a transportation accident or fallen overboard. Medical and search resources must be mobilized immediately. Aerial and surface searches must be organized. Injured personnel must be transported to a medical facility by the most expeditious means possible.


• Keep visual surveillance of person overboard

• Sound General Quarters • Identify missing personnel • Plot last known position of personnel

• Notify Incident Commander

• Alert helicopter and vessel support services

• Obtain weather information: • Wind speed/direction • Current speed/direction • Sea state • Air temperature • Water temperature


• Assist responding organizations as needed

• Complete Incident Investigation Report



� Evaluate situation, determine number of personnel missing or injured. Ensure the rescue agencies have been notified.

Incident Commander

� Identify personnel missing or injured and the circumstances involved.


� Assess the incident, determine if any hazardous conditions still exist and take action to prevent further losses.


� Contact medics on-scene and determine the condition of any injured.


�

Direct any available aircraft or vessels to initiate search if personnel are missing in the water. Coordinate search and rescue with rescue agencies.


�

Contact responding organizations; determine type and amount of medical assistance en-route and where personnel will be transported for medical assistance.


� Contact receiving hospital and establish points of contact. Liaison Officer

� Notify victim(s) next of kin. Human Resources Officer






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Section 4.12 Security Threat

Scenario: A facility is involved in, or is threatened with a physical attack, such as an explosive device, sabotage or biological weapon. Facility personnel are at risk from possible injuries such as explosion and fire.

Person in Charge / Tactical Response Team Actions

• If threat is received by phone, fill out Security Threat Checklist

• Sound General Quarters

• Activate Emergency Shut Down

• Evacuate facility





�

Evaluate threat and risk to facility personnel, evacuate or isolate personnel as necessary. Personnel should not attempt to move or dismantle explosive devices.

Incident Commander


� Preserve any written materials or documentation of the threat. Legal Officer

� Notify appropriate law enforcement and regulatory agencies. Liaison Officer


� Assist law enforcement personnel with investigation. Operations Section Chief




Liaison Officer

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Security Threat Checklist

SECURITY THREAT CHECKLIST

Incident: Prepared By: at

Period: Version Name:

Time and Date Reported:

How Reported:

Caller Name:

Exact Words of Caller:

Time Call Ended:

QUESTIONS TO ASK

What is the nature of the threat?

When will the action take place?

What will happen?

How will this be carried out?

Why are you doing this?

Where are you calling from?

DESCRIPTION OF CALLER’S VOICE

Male Female Young Middle Aged Old Accent

Caller description:

Voice Speech Language Accent Manner Background Noises

Loud Fast Excellent Local Calm Office Machinery

High Pitch Distinct Fair Foreign Rational Factory Machinery

Raspy Stutter Foul Not Local Coherent Bedlam

Intoxicating Slurred Educated Regional Deliberate Animals

Clear Throat Slow Good Explain: Righteous Quiet

Soft Distorted Poor Angry Mixed

Deep Nasal Other: Irrational Music

Pleasant Other: Incoherent Street Traffic

Deep Breathing Emotional Airplanes

Laughing Trains

Voices

Party

Atmosphere

Shopping Mall

CALL RECIPIENT INFORMATION

Call Recipient(s):

Address:

Telephone:

Notes:

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Section 4.13 Well Control Incident

Scenario: A well blowout has occurred or threatens to occur. The facility may be at risk of fire or explosion, personnel may be injured. A complete or partial evacuation may be required. The blowout may result in an oil spill or gas release.

Person in Charge Response Actions



• Attempt well shut-in procedures, if safe to do so

• Commence firefighting and rescue operations, if safe to do so

• Abandon facility if necessary • Notify Incident Commander • Transport injured • Request Search and Rescue for any missing persons


• Assist well control team as needed

• Obtain facility damage report • Complete Incident/ Investigation Report



�

Analyze the situation and determine the worst-case scenario. Plan for all types of contingencies. Ensure personnel safety is given the highest priority.

Incident Commander

� Order complete or partial evacuation as conditions warrant. Operations Section Chief

� Determine status of well, current control options and status of all personnel. Ensure all sources of ignition are secured.


� Initiate search and rescue and/or oil spill response as required. Operations Section Chief

� Determine site hazards and develop Site Safety Plan HSE Officer

� Notify regulatory agencies. Keep agencies informed of all operations.

Liaison Officer

� Prepare personnel for interviews by regulatory agencies. Legal Officer


� Order well control and firefighting resources and organize transportation of responders and equipment.


� Develop facility recovery, repair and resumption of operations plan. Planning Section Chief



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SECTION 5




Section 5.1 Incident Command System Concept

This management system for responding to emergency situations is designed to be applicable to all incidents, regardless of nature, severity, or location. Although they are flexible in nature, acceptance and application of the system should be viewed as a critical success factor in the ability to organize and manage incident response operations, and to take all necessary actions to protect the public, environment, and company personnel and assets.

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Section 5.2 Organizational Principles of the ICS

Noble Energy, Inc.’s organizational and management approach to incident response and crisis management operations is accomplished through the Incident Management System (IMS). Based on the Incident Command System (ICS), this Incident Management System has been adopted by Noble Energy, Inc. because:

• It is compliant with the National Incident Management System (NIMS), the response management system adopted by federal, state, and local government response organizations,

• It functionally meets the goals and requirements of Noble Energy, Inc.’s EH&S policies and standard for environmental excellence and

• It ensures ongoing performance capabilities within local and regional legislation.

The Incident Command System organizational principles that have been adopted by this Incident Management System are:

• The ability to address all risks and hazards, • The ability to mobilize an organization that is functional (i.e., one that is organized to perform the tactical and strategic work necessary to address the incident and to protect people, the environment and property),

• The ability to activate and deactivate the functional organization in a modular fashion,

• The maintenance of a hierarchical structure that has a clear Chain-of-Command and well defined reporting relationships, and

• The ability to establish and maintain a Unified Command with involved incident response organizations.

The Incident Command System management principles that have been adopted by Noble Energy, Inc.’s Incident Management System are:

• The use of common terminology,

• The maintenance of a manageable Span-of-Control,

• The preparation of Incident Action Plans, • The use of comprehensive resource management techniques,

• The pre-designation of incident facilities and • The establishment of integrated communications.

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Section 5.3 Incident Command System Functionality

The primary organizational principle of ICS is that response teams should be functional in nature (i.e., they should be organized to carry out the work that must be performed to protect people, property, and the environment). Five major functions have been identified that serve as the foundation of the Incident Management Organization: Command, Operations, Planning, Logistics, and Finance. In a small incident, a single person can address all five functions. The Incident Management Team is multi-functional and covers areas including Public Affairs, Community Liaison, Legal, Human Resources, ES&H, Operations, Planning, Logistics, and Finance. Incident Management organizations are modular in nature; that is, they are activated and de-activated in a modular fashion. When an incident occurs, the Incident Management Team’s Incident Commander activates only the functions needed to support tactical response operations; and deactivates the functions as soon as they are no longer needed. In addition, Incident Management organizations are hierarchical in nature. There is a clear chain-of-command to facilitate communications and the decision-making process. Finally, the structure of Incident Management organizations must remain flexible.

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Section 5.4 Common Terminology

An Incident Management Team is made up of individuals who may not work together except during emergency response operations. When they come together, the use of common terminology is viewed as an essential element in team building and communications, both internally and with response personnel from government organizations and contractors. The Incident Command System (ICS) promotes the use of common terminology, and has an associated glossary of terms that help bring consistency to positions titles, the description of resources and how they can be organized, the types and names of incident facilities, and a number of other subjects

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Section 5.5 Manageable Span-of-Control

Manageable span-of-control is the most fundamentally important principle of the Incident Command System (ICS). It applies to the management of individual responsibilities and allocation of any required response resources. The objective is to limit the number of responsibilities being handled by, and the number of resources reporting directly to, an individual. Based on experience, the number is thought to range from three to seven, with five being considered an optimum number. When span-of-control problems arise, they can be addressed by expanding the organization in a modular fashion. This can be accomplished in a variety of ways. When the number of single resources exceed a person’s span-of-control, they can be grouped together into Task Forces. When the number of Task Forces exceeds a person’s span-of-control, they can be grouped into Divisions (Task Forces are assigned to a specific geographic area) or Groups (i.e., when the Task Forces are assigned to functions that cross the geographic boundaries of Divisions). When the number of Divisions and/or Groups exceed a person’s span-of-control, the Divisions and/or Groups can be divided into Branches.

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Section 5.6 Objective-Driven Response

The Incident Command System (ICS) promotes a structured pattern of thought for personnel managing response operations. It stresses the importance of establishing and addressing objectives in the formulation and execution of plans of action. The Incident Commander’s reports should engage in a continuous assessment process designed to:

• Determine what must be done, if anything, to stabilize the incident, and to protect people, property, and the environment; and,

• Evaluate the effectiveness of ongoing tactical response operations The Incident Management Team process should result in the formulation of an overall strategy that defines what tactical responders will be asked to achieve, and tactics that define how the strategy will be implemented. Once the tactics are defined, the work to be done to carry out the tactics should be broken down into manageable tasks. Each task should be assigned to a Task Leader, and available tactical response resources should be assigned to the tasks. Information on the overall strategy, tactics, and tasks should be forwarded to the Incident Management Team (IMT) where it should serve as the basis for the formulation of Strategic Response Objectives.

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Section 5.7 Incident Action Plans

The structure pattern in Section 5.6, Objective-Driven Response, leads to the formulation of field assignments. Field assignments describe exactly what is going to be done to address response objectives, by whom, how, where, when and with what resources. Field assignments, in turn, serve as the nucleus of a document referred to as an Incident Action Plan (IAP). An Incident Action Plan generally is prepared for a period of time referred to as the next Operational Period. In addition to field assignments, an Incident Action Plan may contain:

• overall response objectives • an organizational assignment list

• a communication plan

• an emergency medical plan

• an air operations plan • environmental sensitivities to be observed by field operations

• other documents

The actual contents of an Incident Action Plan vary depending on the nature and demands of response operations. When two or more response organizations are responding to an incident, it is important that the organizations work together to formulate one consolidated Incident Action Plan that fully addresses mutually agreed-upon objectives.

SECTION 5




Section 5.8 Planning Cycle

In addition to an organizational structure, the Incident Command System is a management tool built around a schedule of tasks, planning and meetings. Operational Periods are established, usually from 12 to 24 hours, and during each period a series of meetings occur, goals are established, and plans for the next Operational Period are developed. See Figure 3.1 on page 3-3 for a list and description of the meeting cycle, which should be repeated during each Operational Period. The key goals of the Incident Command System (ICS) are to proactively manage the incident by preparing an Incident Action Plan for the next Operational Period, dispatch resources in a precise and controlled manner, and monitor the response, making adjustments as circumstances change.

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ICS PLANNING CYCLE

Prep for UC

Objectives Mtg

Reactive Phase

Notifications

OPERATIONAL PERIOD

Initial Response

& Assessment

Assessment

Meetings

Initial UC

Meeting

Incident Brief

ICS Form 201

Incident/Event

IC/UC Sets Objectives

Command & General

Staff Meeting

Prep for

Tactics Meeting

Prep for Planning Mtg. Draft IAP Preparation

Planning

Meeting

IAP Prep &

Approval

Operations

Briefing

New Period

Begins

Execute Plan &

Assess Progress

Tactics

Meeting The

Planning Cycle

Proactive Phase

Initial response

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SECTION 6




Section 6.1 Role of the Incident Management Team

The role of the Incident Management Team is as follows:

• Size up the incident, its potential, and the nature and status of tactical response operations.

• Develop Strategic Objectives and response priorities.

• Gather information on the nature and location of tactical response operations and the resources being used to carry out the operations.

• Secure the resources necessary to support tactical response operations. • Continuously assess incident potential to determine an incident’s capacity to grow into a crisis situation.

• Develop Incident Action Plans describing field assignments for the next Operational Period.

• Secure the resources necessary to implement Incident Action Plans.

• Prepare a General Plan that scopes emergency response operations from initial notification to the completion of demobilization operations.

• Secure the resources necessary to implement the Incident Action Plan.

• Institute and enforce appropriate financial controls. • Review the business response to the incident and be assured that group concerns (e.g. external media, governmental and shareholder issues) are considered and appropriately managed.

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Section 6.2 Team Member Roles & Responsibilities

The checklists on the following pages are designed to highlight the general roles and responsibilities of Incident Management Team members for responses to emergencies. These duties and responsibilities may have to be adjusted to fit the actual circumstances of the incident. The following responsibilities apply to all Noble IMT members:

1) Be on call 24 hours a day. 2) Maintain a current version of this Incident Management Plan. 3) Participate in team training, drills and plan updates. 4) Be prepared to control the flow of information in your area of responsibility. 5) Mobilize to designated Incident Command Post or alternate locations

immediately upon notification, but not at the expense of personal safety. 6) Check in upon arrival at the Incident Command Post. 7) Assist with setting up the Incident Command Post as required. 8) Activate plan to cover normal business responsibilities as required. 9) Maintain a log of all communications and events affecting your area of

responsibility. 10) Forward a copy of all written correspondence to the Documentation Unit

Leader. 11) Avoid making public statements and refer all media inquiries to the

Information Officer. 12) Update Liaison Officer with all external communications.

SECTION 6




Section 6.3.1 Incident Commander

Incident Commander

The Incident Commander is responsible for the overall management of the incident. The Incident Commander directs response activities, including development and implementation of strategic decisions and approves ordering and releasing of resources.

Roles and Responsibilities Comments A. Upon notification of incident, obtain the following information:

1. Status of incident:

• Have personnel been evacuated?

• What is location and mode of travel?

• Is personnel safety an issue?

• Has source been stopped?

• Is there potential for the situation to deteriorate?

2. Number of injuries and immediate assistance including:

• Names of injured • Extent of injuries

• Employer (if contract)

• Confirm Med-Evac has been dispatched, if necessary

• Name of hospital where injured are being transported

• Estimated time of arrival at hospital

3. Notify joint partners of incident, and update them on a regular basis.

4. Review Incident Notification Form.

5. Obtain information on damage to facilities.

B. Activate Incident Management Team.

1. Advise receptionist to send undirected calls to recording assistant.

2. Distribute Incident Report and brief IMT regarding the spill.

3. Ensure Command Staff/Section Chief positions are filled.

4. Notify the Corporate Incident Commander.

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Incident Commander

C. Assess/discuss the situation. Establish priorities such as:

1. Safety of personnel (field, responders, surrounding population) and Site Safety Plan development.

2. Source control.

3. Agency notifications.

4. Weather.

5. Continued surveillance of the situation.

D. Conduct planning/assessment meetings on a regular basis.

1. Evaluate and adjust strategic and tactical objectives, as well as response priorities based upon input from IMT and government agencies, if applicable.

2. Relay critical information to appropriate IMT members.

E. Coordinate IAP development based upon objectives and priorities

identified.

F. Implement a Unified Command System with agency responders, if

requested.

G.

Approve requests for additional resources and for release of resources.

H. Review the accuracy of information prior to release to the public.

I. Review and approve written reports prior to submittal to regulatory agencies.

J. Coordinate with Finance Section Chief to:

1. Develop and review delegations of authority and expenditure approval limits.

2. Provide effective accounting, cost control and office support functions for the response operation.

K. Provide relief personnel for essential IMT assignments.

L. Seek appropriate legal counsel.

M. Order the demobilization of response resources when appropriate.

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Section 6.3.2 Safety Officer

Safety Officer

The Safety Officer is responsible for monitoring and assessing hazardous and unsafe situations, in addition to developing measures for assurance of personnel safety.

Roles and Responsibilities Comments

A. Obtain briefing from Incident Commander.

1. Evaluate search and rescue operations.

2. Follow up on evacuated personnel. Consider:

• Debriefing Team

• Drug testing , if appropriate

3. Contact third-party for safety support, if necessary.

B. Determine safety of personnel at site, responders and surrounding population.

1. Establish safety zone as necessary.

2. Evaluate and monitor the following:

• Oxygen levels

• Explosive character

• Toxicity of the air on scene

• Splash and ingestion hazards

3 Determine if public could be affected by the incident.

C. Ensure the preparation and implementation of a Site Safety Plan.

1. Establish first aid posts.

2. Conduct safety inspections.

3. Verify personnel have correct PPE.

4. Monitor personnel for conformance with Site Safety Plan.

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Safety Officer

Assist Service Branch Director (Logistics) with medical plan, if

D.

requested.

E. Ensure response operations are conducted in compliance with Hazardous Waste Operations and Emergency Response (HAZWOPER) requirements.

F. Stop and prevent unsafe acts, if necessary.

G. Develop and issue safety bulletins, alerts, etc. on issues affecting or likely to affect worker safety.

H. Investigate, report, and record safety-related accidents that

occur during response operations. Develop remedial actions

to avoid future occurrences.

I. Demobilize as ordered.

J. Assist with investigation of cause of incident.

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Section 6.3.3 Liaison Officer

Liaison Officer

The Liaison Officer notifies federal, state, and local agencies of incident and remains the point of contact for personnel assigned to the incident from assisting or cooperating agencies.



B. Notify federal, state and local agencies as outlined below.

1. Record names of agency personnel notified.

2. Record time/date of each call, and appropriate incident number assigned to the incident.

3.

Advise each agency that you will be the Responsible Party contact.

4.

Respectfully request a review of all public statements prior to issuance by agencies, in order to ensure accuracy of data.

C. Identify representatives from each agency, including communications link and location.

D. Participate in planning meetings. Provide current agency resource status information.

E.

Prepare initial written reports to agencies as required. Obtain approval from Legal Officer and Incident Commander prior to submittal to agencies.

F.

Work with Operations Section Chief to arrange tours and briefings for elected officials, if appropriate.

G.

After response operations cease, obtain composite log from Documentation Unit Leader and prepare final written reports to agencies as required. Obtain approval from Incident Commander and Legal Officer prior to submittal to agencies.

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Section 6.3.4 Information Officer

Information Officer

The Information Officer is responsible for developing and releasing information about the incident to the news media, incident personnel, as well as other appropriate agencies and organizations.


A. Obtain briefing and special instructions from Incident Commander.

B. Establish procedures for handling media relations and distribute guidelines to the IMT.

C. Activate media consulting firm, if necessary.

D. Establish a single information center with agencies. This may be called the Joint Information Center (JIC). The JIC will:

1. Gather information.

2. Resolve conflicting information.

3. Staff telephone banks to accept and respond to media queries.

4. Prepare staff for walk-in questions and contacts.

E. Arrange for necessary work space, materials, telephones, and staffing.

F. Obtain copies of current Incident Reports and Incident Action Plans.

G. Counsel the Incident Commander on expected media interest, and how the media may perceive data.

H. Identify community concerns by:

1. Preparing for response to phoned in citizens’ questions.

2. Providing speakers to citizen groups as necessary and/or requested.

3. Hold informational public meetings as deemed necessary.

4.

Track community attitudes. Advise Incident Commander and address problems as needed.

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Information Officer

I.

Prepare public statements, press releases, and information on the incident. Obtain approval from Incident Commander before releasing information.

1. Prepare Incident Commander for his role as chief spokesman.

2.

Observe constraints on the release of information imposed by Incident Command.

J. Prepare and disseminate news releases and fact sheets.

1. Use recording devices when talking to the media.

K. Attend planning and briefing meetings to update information releases.

L. Plan and execute news conferences between media and incident personnel.

M. Work with Logistics Section Chief to organize media visits to operational sites, if necessary (or appropriate).

1. Provide escort service and ensure media personnel / VIPs have proper PPE.

N. Select, retain, and supervise public relations specialists as needed.

O. Respond to special requests for information.

P.

Maintain a record of newspaper articles, radio and television broadcasts, press conferences, and briefings. Submit the record to Documentation Unit Leader.

Q. Ensure conflicting information is resolved, and bring media concerns to Incident Commander.

R. Demobilize as ordered.

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Section 6.3.5 Law Officer

Law Officer

The Law Officer is responsible for reviewing and advising the Incident Commander regarding matters pertinent to any liability, admission, or actions assumed or taken during incident response.



B. Determine applicability of laws, legal exposures, and appropriate legal defense strategies.

C.

Ensure representatives of the Legal Department are available to de-brief field personnel on events leading up to incident.

D. Determine company’s legal relationship with all involved parties.

E.

Advise Documentation Unit Leader regarding data gathered and preserved relevant to defense or settlement of future claims or litigation.

F. Determine photographic recording requirements.

G.

Assist the Information Officer and the Finance Section Chief. Prepare responses to inquiries, claims and other legal matters.

H. Assist finance with issuance of public advertisements, if required.

I.

Prepare summary reports examining legal situation, and key issues associated with the incident. Determine options and courses of action to be followed.

J. Review contracts prior to execution as required.

K.

Provide the Incident Commander with legal advise on NRDA, wildlife issues, and storage and disposal concerns, as appropriate.

L.

Ensure contract response personnel are cognizant of communications restriction to outside agencies, the media, environmental groups, and the general public.

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Section 6.3.6 Human Resources Officer


The Human Resources Officer is responsible for reviewing and advising the Incident Commander regarding matters pertinent to any personnel issue during an incident response.



B. In the event of personnel injuries or fatalities:

1.

Initiate and maintain contact with the injured person(s) and their family if it is a company employee.

2.

If it is contractor personnel, initiate and maintain contact with their employer.

3.

Ensure that the name(s) of the injured or deceased WILL NOT BE released until families have been notified.

C.

Coordinate drug and alcohol testing, if instructed to do so by the Incident Commander.

D. Evaluate temporary personnel requirements.

E. Establish a spouse hotline for responders.

F. Arrange for replacement crews or personnel as needed.

G. Consider critical stress de-briefing for affected personnel.

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Section 6.3.7 Deputy Incident Commander


The Deputy Incident Commander serves as the communication link between the Command Staff and General Staff. The Deputy Incident Commander provides leadership over the internal function of the General Staff and strategic/tactical implementation of the Incident Action Plan. The Deputy Incident Commander also assumes the duties of the Incident Commander in his/her absence.

Roles and Responsibilities Comments A. Obtain briefing from Incident Commander.

B.

Determine if all necessary IMT positions are filled, mobilize additional personnel as needed.

C.

Advise all IMT members to utilize the Incident Management Plan, including incident-specific checklists.

D.

Provide guidance, organization and management to the General Staff, including:

1. Operations Section.

2. Planning Section.

3. Logistics Section.

4. Finance Section.

E. Establish staffing schedules for 24-hr operations, if required.

F.

Ensure that communication and information processing is flowing properly within the General Staff, with an emphasis on:

1. Safety and environmental issues.

2. Strategies and tactics.

3. Resource tracking.

4. Ordering and procurement.

5. Situational awareness between the field and the IMT.

6.

Anticipating and forecasting future course of events and resource needs.

G.

Fill the Incident Commander Role when necessary. Establish a relief schedule with the Incident Commander if needed.

H.

Monitor the progress of response management activity and ensure that all response goals are being addressed in a timely manner.

I.

Determine effectiveness of operational tactics and recommend changes if needed.

J.

Strictly enforce the meeting schedule, ensure all applicable IMT members are on time and prepared for meetings.

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K. Resolve conflicts or inefficient work flow within the IMT.

L. Perform specific assignments as directed by the Incident Commander.

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6.4.1 Operations Section Chief


The Operations Section Chief supervises tactical response operations in the field. This includes implementing the tactical portion of the Incident Action Plan, monitoring progress, and enforcing the Site Safety Plan. The Operations Section Chief is the main point of contact between the IMT and the On-Scene Commander, who is the leader of the Tactical Response Team.

Roles and Responsibilities Comments A.

Obtain briefing and initial response objectives from Incident Commander.

B.

Evaluate and determine the scope of the incident, including the worst-case scenario.

C.

Have on-scene personnel take steps to reduce further loss or hazards, if safe to do so.

D. Ensure the safety of personnel on-scene:

1. Activate medical emergency services if necessary.

2. Account for all personnel.

3. Obtain Initial Site Characterization Form.

4. Initiate air monitoring to establish exclusion zone, if necessary.

5. Have On-scene Commander activate Site Safety Officer.

E. Advise responding personnel of the following:

1.

Type of hazards involved; health/safety hazards associated with product.

2. Location of the MSDS(s); details of the Site Safety Plan.

3. Location of the first aid station.

4. Personal protective equipment requirements.

5. Potential environmental and physical hazards.

6. Job tasks and objectives.

F. Activate functional units within the Operations Section as required.

G. Notify nearby facilities, if applicable and necessary.

H. Establish open line of communication with On-scene Commander.

I.

Establish monitoring program to continuously evaluate the situation and maintain situational awareness. Advise Situation Unit of changes.

J.

Report all resources deployed in the initial stage of the response to the Logistics Section Chief.

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K.

Contact response organizations to discuss strategy, availability and location of equipment. Forward resource requests to Logistics Section Chief, including equipment and personnel.

L.

Work with Planning Section Chief and Safety Officer to develop response strategies and tactics.

M.

Prepare operational summary reports for planning cycle meetings as required.

N. Supervise the execution of the Incident Action Plan for Operations.

O. Coordinate operations with those conducted by Government agencies.

P.

Make or approve expedient changes to the Incident Action Plan during the operational period as necessary.

Q. Submit daily summary for each location to Situation Unit Leader.

R.

Work with Demobilization Unit Leader to de-mobilize equipment not in use.

S.

Assist in investigating the cause of the incident and the effectiveness of the incident response operations.

T. Provide relief for essential employee assignments.

U.

Adjust the organization of the Operations Section as needed to maintain functional efficiency and span-of-control.

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Section 6.4.2 Source Control Branch Director

Source Control Branch Director

The Source Control Branch Director is responsible for supervising and directing all activities related to controlling any on-going or potential releases, fires, explosions, or other hazardous conditions.


A. Obtain briefing and initial response objectives from Incident Commander.

B. Evaluate and determine the scope of the incident, including the worst-case scenario.

C. Obtain facility drawings and area maps.

D. Have on-scene personnel take steps to stop or reduce further loss or hazards, if safe to do so.

E. Advise responding personnel of the following:

1. Type of hazards involved; health/safety hazards associated with product.

2. Location of the MSDS(s); details of the Site Safety Plan.

3. Location of the first aid station.

4. Personal protective equipment requirements.

5. Potential environmental and physical hazards.

6. Job tasks and objectives.

F. Establish open line of communication with Operations Section Chief.

G. Initiate the Well Control Plan if applicable.

H. Report all resources deployed in the initial stage of the response to the Operations Section Chief.

I. Determine personnel and logistical support requirements for source control operations.

J. Contact response organizations to discuss strategy, availability and location of equipment. Forward resource requests to Operations Section Chief, including equipment and personnel.

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Source Control Branch Director

K. Develop strategies and tactics to address source control issues, as needed, including activities such as:

1. Firefighting.

2. Well Control.

3. Patching and plugging.

4. Pipeline repair.

5. Storage vessel repair.

6. General construction/repairs.

7. Dam, dike or pit construction.

8. Monitoring.

L. Keep Operations Section Chief informed of source control operations and progress.

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Section 6.4.3 Containment and Recovery Branch Director

Containment and Recovery Branch Director

The Containment and Recovery Branch Director is responsible for overseeing and implementing the protection, containment, and cleanup activities established in the Incident Action Plan.


A. Obtain briefing from Operations Section Chief regarding:

1. Objectives

2. Personnel resources assigned

3. Equipment resources assigned

4. Transportation resources assigned

5. Communications plan

B. Participate in planning meetings as required.

C. Execute containment and recovery.

D.

Brief and assign branch personnel in accordance with Incident Action Plan.

E. Supervise containment and recovery operations.

F. Determine need and request additional resources such as:

1. Staging bases (offices and warehouses).

• Equipment and spare parts

• Repair or replace damaged or defective equipment

2. Berthing

3. Decontamination stations

4. Waste handling

5. Potable water

6. Food

7. Fuel

8. Protective clothing

G. Re-assign equipment to areas for greater effectiveness.

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Containment and Recovery Branch Director

H. Arrange for handling of recovered product and cleanup of equipment.

1.

Contact Disposal Unit Leader for assistance with disposal issues and proper documentation.

I.

Prepare daily summary for each location and submit to Operations Section Chief, include:

1. Cleanup locations and type/amount of equipment deployed

2. Number of persons working at site(s)

3. Amount of product recovered over last 24 hour period

4. Problems encountered

5. Level of effort for continued response operations

J.

Review suggested list of resources to be released and initiate recommendation for release of resources.

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Section 6.4.4 Waste Disposal Group Supervisor


Waste Disposal Group Leader is responsible for coordinating the on-site activities of personnel engaged in collecting, storing, transporting, and disposing of waste materials.


A. Obtain briefing from Operations Section Chief including:

1.

Status, nature, and quantity of liquid and solid wastes being generated by response operations.

B. Implement waste management portion of Incident Action Plan.

C.

Provide Planning Section Chief with information on recovery of liquid and solid wastes during response operations.

D. Set up and manage decontamination sites.

E. Work with Liaison Officer regarding:

1. Permits for transport

2. Store and dispose of liquid/solid waste.

• Determine Staging Area

• Determine suitable disposal facilities

• Consider recycling and waste reduction

• Prepare Waste Management Plan

• Work with state and local agencies for permit process

3.

Ensure compliance with all hazardous waste laws and regulations.

F.

Brief Operations Section Chief regarding waste handling activities regarding:

• Federal/state regulations

• Nature and composition of waste

• Waste handling procedure

• Storage options and equipment

• Disposal options and facilities

• Approval procedures

• Safety and health considerations

G. Maintain accurate records of recovered and disposed material.

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Section 6.4.5 Wildlife Rehabilitation Branch Director

Wildlife Rehabilitation Branch Director

The Wildlife Rehabilitation Branch Director is responsible for minimizing wildlife losses during spill responses, coordinating early aerial and ground reconnaissance of the wildlife at the spill site and recovering and rehabilitating impacted wildlife.


A. Obtain briefing from Operations Section Chief.

B. Develop Wildlife Branch portion of the Incident Action Plan.

C.

Coordinate wildlife rescue and rehabilitation operations with federal and state resource agencies.

D.

Direct the construction, operation, and demobilization of wildlife rehabilitation center, including procurement of staff and equipment, training and management.

E.

Identify U.S. Fish and Wildlife Service (USFWL) approved personnel to conduct wildlife capture, transport, cleaning, rehabilitation, and release operations.

F.

Provide for the safety of personnel engaged in wildlife capture and rehabilitation operations.

G.

Maintain accurate, up-to-date information on wildlife capture and rehabilitation operations, including documentation of success and mortalities.

H.

Review suggested list of resources to be released and initiate recommendation for release of resources.

I.

Report information about special activities, events, and occurrences to Operations Section Chief.

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Section 6.5.1 On-Scene Commander

On-Scene Commander

The On-Scene Commander is responsible for the lives of personnel at the incident scene. The On-Scene Commander supervises and directs all response activity at the incident site. The On-Scene Commander reports to the IMT Operations Section Chief.

Roles and Responsibilities Comments A. Take all action required to save lives and prevent further injuries.

B. Shut-down facilities as required. Activate alarms, fire suppression equipment, or other safety equipment as appropriate.

C. Receive/prepare initial report of the incident, complete an Incident Report form, and make all required immediate notifications.

D. Mobilize public responders if needed, including:

1. Fire department

2. Police/Sheriff department

3. Ambulance

4. City/County HAZMAT team

E. Mobilize third-party contract responders if needed.

F. Establish Field Command Post in a safe area, near the incident scene.

G. Meet and brief all response personnel initially responding to the scene. Provide safety briefing to all personnel who might enter a hazardous area.

H. Establish continuous communication with the IMT Operations Section Chief.

I. Activate Tactical Response Team members, as required and

1. Site Safety Officer

2. Staging Area Manager

3. Divisions, Groups, Branches, Task Forces

J. Manage response activity at the incident site until relieved.

K. Provide frequent status and progress reports to the IMT Operations Section Chief.

L. Staff for 24-hr operations if needed. Assign deputies for all positions.

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Section 6.5.2 Staging Area Manager

Staging Area Manager

The Staging Area Manager is responsible for managing all activities within the designated staging areas.

Roles and Responsibilities Comments A. Obtain briefing from Operations Section Chief.

B.

Work with Logistics to identify appropriate facilities for staging areas.

C.

Provide information on staging areas (that is, square footage, parking, access to public, etc.).

D. Post signs, and prepare maps for identification.

E. Establish check-in/check-out function as appropriate.

1.

Maintain a record of equipment, materials, and supplies received/assigned.

2.

Maintain a record of persons checking in/checking out at staging area.

F. Demobilize or reposition staging areas as needed.

G. Work with Security Group Leader to establish security at the staging

at all staging areas.

H. Obtain media relations strategy from Information Officer if it is likely

the press may attempt to access a staging area.

I. Enforce all applicable site safety requirements at staging areas.

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Section 6.5.3 Site Safety Officer

Site Safety Officer

As a member of the Tactical Response Team, the Site Safety Officer is responsible for enforcement of the Site Safety Plan at the incident location. The Site Safety Officer supervises any field safety monitors mobilized for the response.

Roles and Responsibilities Comments A. Receive briefing from the On-Scene Commander.

B. Establish communications with the IMT Safety Officer.

C. Conduct hazards analysis of the incident site and report findings to the IMT Safety Officer and On-Scene Commander.

D. Complete the Initial Site Characterization form, if not already done, and send it to the IMT Safety Officer.

E. Receive and review the Site Safety Plan, when available.

F. Ensure that all response personnel who will enter hazardous areas are given a safety briefing and understand the Site Safety Plan.

G. Check training records as applicable for all response personnel before

they enter the incident site.

H. Ensure safety supplies and equipment are in adequate quantities and

serviceable condition.

I. Supervise medical monitoring of entry personnel, if applicable.

J. Provide guidance to the IMT Safety Officer on work/rest periods.

K. Provide guidance to the IMT Safety Officer on the effectiveness and

L. Serve as liaison with Agency officials who have safety questions or

M. Activate and supervise safety monitors for hazardous operations.

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Section 6.6.1 Planning Section Chief


The Planning Section Chief is responsible for the collection, evaluation, dissemination and use of information about the development of the incident and use of resources. Information is needed to 1) understand the current situation, 2) predict probable course of incident events, and 3) determine available strategies for the incident.

Roles and Responsibilities Comments A. Obtain briefing from Incident Commander.

B. Activate Planning Section Units as necessary to support planning

needs.

C. Direct Environmental Unit Leader to:

1. Prepare weather report and forecasts.

2.

Identify environmentally sensitive areas that may be impacted by the incident.

3.

Identify socio-economically sensitive areas that may be impacted by the incident.

4. Consider all available protection strategies.

D. Call out and assign Technical Specialists where needed.

1. Legal Specialist

2. Resources at Risk (RAR) Technical Specialists

3. Trajectory Analysis Specialist

4. Sampling Specialist

5. Responder Training Specialist

6. Disposal (Waste Management Specialist)

7. Alternative Response Technologies (ART) Specialist

E. Prepare the Planning Cycle meeting schedule.

F. Facilitate IMT meetings if requested.

G. Oversee all incident-related data gathering and analysis.

H. Supervise preparation of all necessary ICS documents.

I. Supervise preparation of the Incident Action Plan, if required.

J. Develop alternative short range and long range tactical plans.

K. Participate in Planning and other meetings as required.

L.

Establish information requirements and reporting schedules for all ICS organizational elements for use in preparing the Incident Action Plan.

M. Provide periodic predictions on incident potential.

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N. Prepare and distribute orders from Incident Command.

O.

Instruct Planning Section Units in distribution and routing of incident information.

P.

Ensure that information collection and reporting requirements are being met.

Q.

Prepare recommendations for release of resources for submission to members of Incident Command.

R. Maintain Section records.

S. Demobilize in accordance with the Demobilization Plan.

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Section 6.6.2 Resource Unit Leader

Resource Unit Leader

The Resource Unit Leader is responsible for maintaining the status of all resources (primary and support) at an incident. This unit is also responsible for preparing parts of the Incident Action Plan (ICS 203, 204), compiling the entire plan in conjunction with other members of the ICS, (for example, Situation Unit, Operations, Logistics) and determining the availability of resources.

Roles and Responsibilities Comments A.

Obtain briefing and special instructions from the Planning Section Chief.

B.

Establish check-in function for equipment and personnel at incident locations.

C.

Prepare and maintain the Command Post display organization chart and resource allocation and deployment sections of display.

D.

Establish contacts with incident facilities by telephone, electronic means, or fax and begin maintenance of resource status.

E. Gather, post, and maintain incident resource status.

F. Maintain master roster of all resources checked in at the incident.

G.

Prepare Organization Assignment List (ICS 203) and ICS Organization Chart.

H. Prepare appropriate parts of assignment lists (ICS 204).

I. Provide status reports to appropriate requesters.

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Section 6.6.3 Situation Unit Leader

Situation Unit Leader

The Situation Unit Leader is responsible for the collection and evaluation of information about the current and possible future status of the spill and the spill response operations.


A. Obtain briefing and special instructions from the Planning Section Chief.

B. Establish situation display in command post.

C.

Collect, maintain, and display data for duration of incident, such as:

1. Current and forecasted weather

2. Maps depicting incident

3. Updated surveillance data

4. Incident report

5. Communication plan

6.

Maps depicting response operations, staging areas, and other information as necessary.

D.

Coordinate with appropriate Response Team Personnel to gather information for Incident Status Reports and Equipment Status Board, including:

1.

Maps showing environmentally sensitive areas, and protection strategies

2. Status of waste management operations

E. Prepare the Incident Status Summary (ICS 209).

F. Provide status reports to appropriate requesters.

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Section 6.6.4 Demobilization Unit Leader

Demobilization Unit Leader

The Demobilization Unit is responsible for planning the demobilization of response resources. This includes assessing the quantity and types of resources that have been deployed, and what actions need to be taken to release those resources.

Roles and Responsibilities Comments A. Receive briefing from the Planning Section Chief.

B.

Review resource status information, as provided by the Resource Unit Leader.

C.

Analyze each resource type and determine specific tasks required for demobilization, possibly including:

1. Inspection of condition

2. Repairs

3. Decontamination

4. Contract release procedures

5. Transportation arrangements

D.

Based on resource demobilization requirements, prioritize demobilization of resources to maximize efficiency.

E.

Conduct cost benefit analysis of buying vs. repairing equipment that was damaged in the response.

F. Determine storage or final disposition of extra expendable supplies left over after the response.

G. If necessary, prepare an Incident Demobilization Plan to address all aspects of resource demobilization.

H. Forward Incident Demobilization Plan, or instructions, to Planning Section Chief for incorporation in the Incident Action Plan.

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Section 6.6.5 Documentation Unit Leader


The Documentation Unit Leader is responsible for the maintenance of accurate, up-to date incident files. The Documentation Unit also provides duplication and copying services.

Roles and Responsibilities Commands

A. Obtain briefing and special instructions from the Planning Section Chief.

B.

Work with the Financial Section Chief, Planning Section Chief, Command Staff, and Incident Commander to develop special documentation guidelines for use by appropriate response personnel. Distribute guidelines.

C. Assist Incident Commander in maintaining accurate records of response decisions and actions.

D.

Record the incident as it develops and identify, in detail, the actions taken, resources committed, and problems encountered. The format of this report will be as follows:

1. Summary of Events—A chronological narrative of all events, including:

• The location of the incident

• The cause of the incident

• The initial situation

• Efforts to initiate response

• The organization of the response, including federal/state participation

• The resources committed

• Treatment/disposal/alternative technology approaches pursued and followed

• Public information/community relations activities

• All directives or major actions instituted by Incident Commander

2. Effectiveness of response actions by:

• Company

• State and local forces

• Federal agencies and special teams

• Contractors, private groups, and volunteers

3. Difficulties encountered–A list of problems affecting response.

4. Recommendations:

• Means to prevent a recurrence of the incident

• Improvement of response actions

• Any recommended changes in the Incident Management Plan

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5. The following will be included as enclosures to the report:

• Maps, charts, photographs, or diagrams of the areas affected by the incident

• Radio, telephone, and other applicable logs

• Photographic documentation of the response, arranged chronologically

• Any other documentation necessary to supplement information in the report

6. A copy of this report will be given to the Incident Commander.

E. Establish and organize incident files.

F. Establish duplication service and respond to requests.

G. File copies of all official forms, reports and news articles.

H.

Maintain a file for newspaper articles, radio and television broadcasts, press conferences, and briefings as provided by Information Officer.

I.

Provide incident documentation to appropriate requesters. Obtain approval from Incident Commander before release of information.

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Section 6.6.6 Environmental Unit Leader

Environmental Unit Leader

The Environmental Unit is responsible for evaluating the environment surrounding the incident location, and determining what environmental resources might be at risk, and how to protect them. The Environmental Unit also provides weather information for the incident, as well as scientific analysis of any released materials or products.

Roles and Responsibilities Comments A. Receive briefing from the Planning Section Chief.

B. Obtain current weather conditions and forecasts for the incident location. Provide weather information for display in the Situation Display area of the Command Post. Also forward weather information to the Field Command Post.

C. Determine environmentally sensitive areas, based on input from local contingency plans and resource management Agencies.

D. Identify response strategies and evaluate their effectiveness using best net environmental impact analysis.

E. Work with Technical Specialists in the Planning Section to provide trajectories, air plume models, and dispersion models, as applicable. Project environmental impact based on worst-case models.

F. Work with Wildlife Rehabilitation Unit.

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Section 6.6.7 Technical Specialists


Certain incidents or events may require the use of Technical Specialists who have specialized knowledge and expertise. Technical Specialists may function within the Planning Section, or be assigned wherever their services are required.

The following are examples of Technical Specialists:

• Weather Observer

• Environmental Specialist

• Training Specialist

• Critical Incident Stress Management (CISM) Specialist

• Family Assistance Coordinator

• Human Resources Specialist

• Salvage & Engineering Technical (SET) Specialist

• Geographic Information System (GIS) Specialist

• Public Health Technical Specialists

• Legal Specialist

• Documentation Specialist

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Section 6.7.1 Logistics Section Chief


The Logistics Section Chief is responsible for all of the services and support needs of an incident, including obtaining and maintaining essential personnel, facilities, equipment, and supplies as requested by, or in support of Incident Commander, Operations, and/or Planning.



B.

Locate and mobilize equipment, personnel and transportation as requisitioned by IMT.

C.

Identify service and support requirement for planned and expected operations.

1.

Advise Operations of types and capabilities of on-site equipment, personnel, and material assets.

2.

Advise Operations of characteristics and capabilities of available equipment, personnel, and material assets.

3. Inform Operations of logistics shortfalls.

4.

Inform Operations of assets received into/released out of operating area.

5.

Communicate directly with contractors in the field to identify and resolve logistics requirements.

6.

Support decontamination, reconstitution, and redeployment of equipment resources.

D.

Provide input to and review Communications Plan and Medical Plan.

E.

Review Incident Action Plan and estimate section needs for next operational period.

F. Ensure Incident Communications Plan is prepared.

G.

Prepare service and support elements of the Incident Action Plan.

H. Receive Demobilization Plan from Planning Section.

I.

Recommend release of unit resources in conformance with Demobilization Plan.

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Section 6.7.2 Service Branch Director

Service Branch Director

The Service Branch Director, when activated, is under the supervision of the Logistics Section Chief, and is responsible for the management of all service activities at the incident including communication, medical, food, and travel.


A. Obtain briefing from Logistics Section Chief.

B. Activate Service Branch units as needed, including:

1. Communications Unit.

2. Medical Unit.

3. Food Unit.

4. Travel Unit.

C.

Determine level of service required to support operations.

D.

Supervise preparation and maintenance of the following documents:

1. Emergency Medical Plan

2. Communications Plan

E. Assign work locations and preliminary work tasks to Section personnel.

F.

Coordinate and process requests for additional resources.

G. Review Incident Action Plan and estimate Section needs for next operational period.

H.

Advise IMT on current service capabilities.

I. Prepare service elements of the Incident Action Plan.

J. Estimate future service requirements.

K. Receive Demobilization Plan (ICS 221) from Planning Section.

L. Recommend release of unit resources in conformance with Demobilization Plan.

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Section 6.7.3 IT/Communications Unit Leader

IT/Communications Unit Leader

The IT/Communications Unit Leader is responsible for developing plans for the effective use of incident communications equipment and facilities; installing and testing of communications equipment; supervision of the incident communications equipment; distribution of communications equipment to incident personnel; and the maintenance and repair of communications equipment.


A. Obtain briefing from Service Branch Director or Logistics Section Chief.

B. Determine level of service required to support operations. Source and mobilize as necessary:

1. Establish field communications.

2. Check Command post for proper function of computer and printer connectivity and function.

3. Establish Incident Communications Center and Message Center.

4. Check phone system in Command Center.

5. Ensure accountability for communications equipment (log).

6. Provide on-scene IT service and equipment.

C.

Advise IT/communications capabilities/limitations.

D. Prepare and implement the incident Communications Plan.

E. Determine requirements and provide communications equipment for Security personnel.

F.

Implement request to establish 800 number access for Claims and Public Relations.

G. Establish appropriate communications distribution/maintenance locations.

H.

Ensure communications systems are installed and tested.

I. Ensure an equipment accountability system is established.

J. Distribute communications plans to field personnel.

K. Ensure personal portable radio equipment is distributed per radio plan.

L. Recover equipment from relieved or released units and decon as necessary.

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Section 6.7.4 Medical Unit Leader

Medical Unit Leader

The Medical Unit Leader is responsible for the provision of medical services to incident response personnel. This includes medical monitoring of response personnel, first-aid, and preparations for medical emergencies that may occur during the response.


A. Obtain briefing from Service Branch Director.

B. Develop Incident Medical Plan.

C.

Establish first aid stations for response personnel.

D. Pre-stage ambulance(s) if conditions warrant.

E. Contract EMT personnel for medical monitoring and first-aid duty if needed.

F.

Develop procedures for handling any major emergency involving response personnel.

G. Develop medical monitoring protocol for response personnel, if necessary.

H.

Track and maintain status of any injured personnel.

I. Complete all records prior to demobilization.

J. Provide periodic status reports to Service Branch Director.

SECTION 6




Section 6.7.5 Food Unit Leader

Food Unit Leader

The Food Unit Leader determines food and drink requirements, plans menus, orders food, provides cooking facilities, maintains food service areas, and manages food security and safety concerns. Food and drink services are required for all field personnel, Command Posts, Staging Areas, Forward Command Posts, Media centers, and other response facilities.



Anticipate incident needs, both in terms of total personnel and location of required food services.

B.

C.

Contract catering services if needed.

D. Ensure field response personnel have access to adequate amounts of drinking water, per OSHA regulations.

E. Strictly enforce food safety requirements.

F. Complete all records prior to demobilization.

G. Provide periodic status reports to Service Branch Director.

SECTION 6




Section 6.7.6 Travel Unit Leader

Travel Unit Leader

The Travel Unit Leader provides air and ground travel arrangements for response personnel. This may include Incident Management Team members dispatched to the incident site, contract personnel mobilized to the incident site or Command Post, or VIP arrangements. This does not include air, water, or ground transportation for operational activities, such as site assessment over-flights or equipment deployment. Operational and tactical transportation is managed by the Operations Section.



B.

Anticipate incident travel requirements in terms of total personnel and location of the incident.

C. Advise team members on travel options and schedules.

D. Determine status and availability of corporate jet.

E. Provide local maps and directions for traveling personnel.

F. Prepare a general travel map of the incident area, indicating area roads and locations of airports.

G. Provide lodging information for the incident area.

H. Obtain purchase authority and funding procedures for travel from the Finance Section Chief.

I. Make travel reservations as needed, including:

1. Air travel

2. Rental cars

3. Rental vans

4.

Lodging

J. Complete all records prior to demobilization.

K. Provide periodic status reports to Service Branch Director.

SECTION 6




Section 6.7.7 Support Branch Director


The Support Branch Director, when activated, is under the supervision of the Logistics Section Chief, and is responsible for the management of all support activities at the incident including supplies, facilities, security and ground transportation.


A. Obtain briefing from Logistics Section Chief.

B.

Determine initial support objectives in coordination with Logistics Section Chief and Service Branch Director.

C.

Activate Support Branch units as needed, including:

1. Supply Unit.

2. Facilities Unit.

3. Security Group

4.

Ground Support Unit.

D.

Determine activity level required to support operations.

E.

Source and mobilize response equipment as requisitioned. Operations Section personnel may have made an initial call out of equipment–Do not duplicate.

F. Ensure that any personnel mobilized for response activities have received proper training, including OSHA HAZWOPER training, if required.

G.

Assign work locations and preliminary work tasks to Branch personnel. Determine if assigned Branch resources are sufficient.

H. Process authorized requests for additional resources.

I.

Track movement of equipment, personnel, and material resources deploying to, operating within, and deploying from Staging Area. Forward resource reports to Situation Unit Leader.

J. Manage equipment maintenance (scheduled/unscheduled) capability including spare parts inventory, mechanics.

K. Obtain crane capacity and other materials handling capabilities for field locations and Staging Areas.

L. Coordinate availability of remote sensing capability.

M. Maintain ready access to load limit information for aircraft and airfields. Ensure that adequate and appropriate loading/ unloading equipment is available.

SECTION 6





N. Review Incident Action Plan and estimate section needs for next operational period.

O. Advise IMT on current support capabilities.

P. Prepare support elements of the Incident Action Plan.

Q. Estimate future support requirements.

R. If requested, arrange for video and photographic documentation of area before, during and post response.

S. Maintain surveillance of assigned unit work progress and inform Logistics Section Chief of activities. Receive Demobilization Plan (ICS 221) from Planning Section.

T. Recommend release of unit resources in conformance with Demobilization Plan.

SECTION 6




Section 6.7.8 Procurement Unit Leader

Procurement Unit Leader

The Procurement Unit orders and ships all incident-related resources, including personnel, equipment and supplies. The Procurement Unit Leader maintains close coordination with the Operations Section and Planning Section to ensure that response resources are ordered, tracked, and placed in service or stand-by.


A. Obtain briefing from Support Branch Director.

B. Anticipate supply requirements of the incident.

C. Identify approved/favored vendors and contractors.

D. Establish all necessary procurement and ordering systems, and communicate ordering procedures to IMT members.

E.

Assist with identifying resources already deployed in the initial response. Avoid duplication of resource ordering.

F. Ensure that requisitions are properly filled out and authorized.

G. Maintain vendor contact lists.

H. Consolidate requisitions for single-vendor shipments if possible.

I.

Forward copies of completed requisitions to the Finance Section Chief for cost accounting and payment.


K. Provide periodic status reports to Support Branch Director.

SECTION 6




Section 6.7.9 Facilities Unit Leader

Facilities Unit Leader

The Facilities Unit sets up, maintains, and demobilizes all facilities used in support of incident operations. The unit also provides facility maintenance and security services required to support incident operations. The Facilities Unit sets up the Command Post, incident base, and camps, as well as trailers and/or other forms of shelter for use in and around the incident area.



B.

Anticipate facility requirements of the incident.

C. Activate Security Group if necessary.

D.

Provide necessary personnel support facilities, including areas for:

1. Command Posts.

2. Food and water service

3. Sleeping quarters.

4. Sanitation and showers.

5. Staging.

6. Decontamination areas.

7. Lay-down yards.

E.

Order facility-related services and supplies, as needed, such as:

1. Generators.

2. Fuel.

3. Portable buildings.

4. Travel trailers.

5. Portable toilets.

6. Lighting units.

7. Tents/awnings.

F.

Complete all records prior to demobilization.

G. Provide periodic status reports to Support Branch Director.

SECTION 6




Section 6.7.10 Security Group Supervisor

Security Group Supervisor

The Security Group provides security for response personnel and facilities at Command Posts, Staging Areas, the incident site, and operational areas as needed. The Security Group provides advice and recommendations on security issues to the IMT. The Security Group Supervisor may also serve a liaison with law enforcement agencies.



B.

Anticipate security issues and requirements of the incident.

C. Activate Security Group if necessary.

D. Mobilize third-party security services, if needed.

E. Provide security personnel for response-related facilities, including:

1. Command Posts.

2. Staging areas.

3. Exclusion zone.

F.

Establish contacts and communication with responding law enforcement agencies.

G.

Complete all records prior to demobilization.

H. Provide periodic status reports to Facilities Unit Leader.

SECTION 6




Section 6.7.11 Ground Support Unit Leader

Ground Support Unit Leader

The Ground Support Unit is responsible for maintenance and custody of primary tactical equipment, vehicles, and mobile ground support equipment, including materials-handling, earth-moving, and site transportation vehicles, such as vans.


A Obtain briefing from Support Branch Director.

B

Anticipate ground support requirements of the incident. This may include:

1. Earthmoving equipment.

2. Cranes.

3. Vacuum trucks.

4. Boats, airboats.

5. Vehicles.

6. ATVs.

7. Roll-off boxes.

8. Frac tanks.

9. Pumps

C. Obtain list of all ground support equipment, and determine:

1. Who owns the asset?

2. What are the contract terms for maintenance?

3. What are the limitations of the asset?

4. What are the operator qualification requirements?

5. What are the daily checklist requirements for the asset?

6. What are the demobilization requirements, including inspection and decontamination?

7. What are the fuel requirements?

D. Perform all required preventative maintenance on each asset.

E. Estimate daily fuel usage for all assets, and forward fuel requisitions to Procurement Unit Leader.

F. Maintain time usage records for each asset that is a rental.

G. Provide site transportation as requested (except aircraft).

H. If needed, prepare an Incident Traffic Plan.

SECTION 6




Ground Support Unit Leader

I. Provide status reports of all assets to the Resources Unit Leader.


K. Provide periodic status reports to Support Branch Director.

SECTION 6




Section 6.7.12 Supply Unit Leader

Supply Unit Leader

The Supply Unit Leader is primarily responsible for ordering personnel, equipment and supplies; receiving and storing all supplies for the incident; maintaining an inventory of supplies; and servicing non-expendable supplies and equipment.



B. Participate in Logistics Section/Support Branch planning activities.

C.

Determine the type and amount of supplies initially ordered by first responders.

D.

Review the Incident Action Plan for information on operations of the Supply Unit.

E.

Order, receive, distribute, and store supplies and equipment based on projected operations.

F. Receive and respond to requests for personnel, supplies and equipment.

G.

Maintain an inventory of supplies and equipment.

H. Have reusable equipment serviced.

I.

Submit reports to the Support Branch Director.

J. Maintain Unit/Activity Log (ICS Form 214).

SECTION 6




Section 6.8.1 Finance Section Chief


The Finance Section Chief is responsible for all financial and cost analysis aspects of the incident and for supervising members of the Finance Section.



B. Attend planning meeting to gather information on overall strategy.

C. Establish AFE number for response.

D. Identify, and order supply, support needs for Finance Section.

E. Develop and operating plan for the Finance Section to:

1.

Ensure that a system is in place to properly manage the financial aspects of equipment acquisition and to account for expenditures.

2.

Coordinate invoice verification, appropriate charge coding and system input for complete processing and payment.

3.

Work with the Logistics Section Chief to coordinate needs for purchase orders, verification of receipts, invoices, and special payments.

4.

Establish a cash working fund and activate a special checking account for required manual payments and local requirements.

F.

Prepare work objectives for subordinates, brief staff, make assignments, and evaluate performance.

G.

Inform members of the Unified Command and General Staff when a Section is fully operational.

H.

Meet with assisting cooperating agency representatives as required.

I.

Provide input in all planning sessions on financial and cost analysis matters.

J. Participate in all demobilization planning.

SECTION 6




Section 6.8.2 Accounting Unit Leader

Accounting Unit Leader

The Accounting Unit is responsible for administering cost and time documentation for the incident. This includes time and cost information for personnel, rentals, supplies and services directly related to response operations.


A. Obtain briefing from Finance Section Chief.

B. Anticipate accounting requirements of the incident.

C. Ensure that systems are in place to properly record cost information. Coordinate with Procurement Unit Leader.

D. If necessary, dispatch auditors and time-keepers to the field to verify cost accounting information.

E. Identify any agency costs that may be passed on to the responsible party.

F. Record personnel time for:

1. Company personnel directly involved in the response, including operations and IMT activities.

2. Contract personnel.

3. Public responders.

4. Agency personnel involved in the response.

G. Record all equipment rental time. Work with the Ground Support Unit Leader and Staging Area Manager(s) to ensure all resources are tracked.

H. Record all purchases for supplies and services.

I. Provide cost analysis information for the incident. Prepare daily burn rate estimates.

J. Forecast response costs using daily burn rates and estimated duration of the response, provided by the Planning Section Chief.

K. Provide status reports to the Finance Section Chief.

L. Complete all records prior to demobilization.

SECTION 6




Section 6.8.3 Insurance/Risk Management Leader

Insurance/Risk Management

The Insurance/Risk Management Unit is responsible for administering all insurance issues, third-party claims, advertisement, and financial risk analysis for the incident.



B. Anticipate insurance requirements of the incident. Coordinate with Law Officer.

C. Notify appropriate insurance underwriters.

1. Determine insurance coverage limits and estimated insurance recovery of incident response costs.

2. Supervise processing and investigation activities for claims.

3. Determine documentation requirements with underwriters.

D. Prepare responses to inquiries, claims and other legal matters.

E. Issue public advertisements as required.

F. Determine the need for injury and claims specialists and other personnel if needed.

G. Coordinate insurance claims processing.

H. Maintain claims data to include settlement costs, number of claims, and potential future indemnities.

I. Establish claims office and hotline if necessary.

J. Provide status reports to the Finance Section Chief.

K. Complete all records prior to demobilization.

SECTION 6




Section 6.8.4 Treasurer

Treasurer

The Treasurer is responsible for administering all monetary requirements for the response.



B. Anticipate financial requirements of the incident.

C. Provide cash for immediate travel or incidentals, as needed.

D. Determine if any fund transfers will be required.

E. Establish proper accounts for payments of response related costs.

F. Provide assistance with any large purchase that may be required.

G. Work with Accounting Unit Leader and Insurance/Risk Management Unit Leader to develop long-term financial plan for the incident.

H. Provide status reports to the Finance Section Chief.

I. Complete all records prior to demobilization.

SECTION 6




Section 6.8.5 Employee Benefits Unit Leader

Employee Benefits Unit Leader

The Employee Benefits Unit is responsible for establishing and administering employee-related assistance, claims, and benefit administration.



B. Anticipate employee impact and benefit requirements of the incident.

C. Work with Law Officer to determine liability and legal issues related to employees.

D. Advise IMT on employee policies and benefits.

E. Determine immediate needs of impacted employees, provide recommendations for company support.

F. Establish a family support staff, if necessary.

G. Identify all personnel involved in the incident, and if they will require benefit processing.

H. Establish timely and adequate administration of employee claims and other required services.

I. Provide status reports to the Finance Section Chief.


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NOBLE ENERGY INC.Piceance Asset Phone List

Dated:05/15/10

PRODUCTION Office Cell Alternate FaxRifle Office Mailing: 800 Airport Road, Suite 3, Rifle, CO 81650 970/625-1494 970/625-1654Mike Bonkiewicz (District Manager - Rifle) 970/625-1494 ext 1507 970/381-5250 141-1507 970/625-1654Darby McLean (Sr. Construction Foreman - Rifle) 970/625-1494 ext 1512 970/217-2109 141-1512 970/625-1654Sonny Busch (Sr. Production Foreman - Rifle) 970/625-1494 ext 1513 970/309-8842 141-1513 970/625-1654Denneane Conn (Production Assistant - Rifle) 970/625-1494 ext 1500 970/366-2270 141-1500 970/625-1654Taani Rust (Production Assistant - Rifle) 970/625-1494 ext 1503 970/987-3125 141-1503 970/625-1654Roni St.Pierre (Contract Production Assistant - Rifle) 970/625-1494 ext 1508 141-1508 970/625-1654Sharon Turner (Contract Receptionist - Rifle) 970/625-1494 ext 1509 970/379-1441 141-1509 970-625-1654Alex Gephart (Engineer - Rifle) 970/625-1494 ext 1518 281/797-8064 970/625-1654Brandon Danforth (Environmental Specialist - Rifle) 970/625-1494 ext 1506 970/420-5184 141-1506 970/625-1654Jim Kirkpatrick (Land - Rifle) 970/625-1494 ext 1511 970/397-5343 141-1511 970/625-1654Frank Jimenez (Contract Land - Rifle) 970/625-1494 ext 1517 713/398-5428 141-1517 970/625-1654Jack Haley (Lead Pumper - Rifle) 970/625-1494 970/985-8911 970/625-1654Gary Hamilton (Pumper - Rifle) 970/625-1494 970/778-1179 970/625-1654Jesse Caudle (Pumper - Rifle) 970/625-1494 303/726-8284 970/625-1654Robert Swafford (Pumper - Rifle) 970/625-1494 435/260-2915 970/625-1654Lowell Clements (Pumper - Rifle) 970/625-1494 970/712-3789 970/625-1654Jeff Thornburg (Pumper - Rifle) 970/625-1494 970/712-2797 970/625-1654Chris Brundle (Contract Pumper - Rifle) 970/625-1494 970/640-3422 970/625-1654Gene Duran (Contract Pumper - Rifle) 970/625-1494 970/314-1495 970/625-1654Troy Branson (Contract Pumper - Rifle) 970/625-1494 970/623-9439 970/625-1654Jeremy Startzer (Contract Pumper - Rifle) 970/625-1494 970/201-0200 970/625-1654Jon Bowman (Asset Manager - Denver) (116)303/228-4112 303/550-8426Terry Brey (Facilities Engineer - Denver) (116)303/228-4447 303/517-9933Gary Langford (Facilities Engineering Manager - Denver) (116)303/228-4434 720/425-3633Mike Maguire (Production-Denver) (116)303/228-4076Tim Shannon (Production Engineer-Denver) (116)303/228-4485 970/301-3431Bob Hoelsken (Land Supervisor - Denver) (116)303/228-4165 303/641-9457Irene Ward (Land - Denver) (116)303/228-4332 720/220-1018Mari Gillman (Land - Denver) (116)303-228-4458Judi Kohn (Environmental Compliance Coordinator - Denver) (116)303/228-4471 303/720-2311Debbie Nau-Redmond (GeoScience Associate - Denver) (116)303/228-4068 303/906-7929Rick Stucker (Geologist - Denver) (116)303/228-4164 303/646-7694Kristine McGuire (Sr. Geoscience Technician - Denver) (116)303/228-4429Tom Rodriguez (Engineer - Denver) (116)303/228-4270 303/378-5197Aaron Duncan (Engineer - Denver) (116)303/228-4323 406/498-4526


Dated:05/15/10

COMPLETIONS Office Cell FaxWayne Blakesley 970/250-2307Nick Speicher 970/623-3607Louis Hall 970/260-3137Ralph Snow (Snow Consulting) 970/261-3362Mike Snow (Snow Consulting) 970/270-9241Don Hernandez (Snow Consulting) 970/712-6953Chad Morehead (Snow Consulting) 970/640-8049

DRILLING Office Cell FaxParachute Office Mailing: PO Box 507, Parachute, CO 81635 970/285-1400 970/285-1403Parachute Fed Ex: 126 Hallet, Parachute, CO 81635Don Cox (Drilling Superintendent) 580/938-1819David Hobbs (Drilling - Denver) (116)303/228-4057 303/328-8673Sue Schellenbaum (Drilling-Denver) 303/448-4036 303/990-4335H&P Rig 323 (Wyoming) 866/755-4183H&P Rig 322 281/617-6643Charles Collver 307/850-4970Barry Maricelli (Safety Sim Ops) 225/405-6549 970/285-9287Kenny Wilkerson 903/722-1442

Denver Office Mailing: 1625 Broadway, #2200, Denver, CO 80202 303/228-4000


Dated:05/15/10

PICEANCE VENDORS Office Cell FaxADVANCED OILFIELD SERVICESJohnny Weese (Advanced Oilfield Services) 970/625-9704 970/230-0616 970/625-9705Ceasar (Advanced Oilfield Services) 970/625-9704 970/230-0639 970/625-9705

BADGER DAYLIGHTINGDerek Sutherland 970/309-6331 970/261-2825

BRIDGETT'S PILOT CAR SERVICEBridget Read 970/268-5792 970/210-7886

CAMERONRoss Tobin 970/241-5711

CHAMPIONAdam Burger 970/625-0619 970/456-5450

CRYSTAL CLEAN DOMESTIC SERVICEAnna Obrochta 970/625-3252 970/404-1011

D&J GARDNER EXCAVATING, INC.Daniel Gardner (Gardner Excavating) 970/285-7584 970/250-9307 970/285-7584Jacque Gardner (Gardner Excavating) 970/285-7584 970/260-3613 970/285-7584

DAWN TRUCKINGDave Bernard (Crane Mgr.) 970/858-2323 970/270-7721Pat Murphy (Crane Supervisor) 970/261-3013

DOWN VALLEY SEPTIC 970/625-5556

EMPACT ANALYTICALGale McEndree 303/637-0150 303/956-2785Ryan Hartley 303/550-8456

FERGUSON BEAUREGARDDustin Sandidge 970/241-7177 970/250-4593John Atchinson 970/986-9351

GAZELLE TRANSPORTATIONTerry Henderson 661/444-5584

HALLIBURTONBrian Carty 970/526-3600 970/640-2589Jeff Orr 970/640-9359


Dated:05/15/10

HYLANDDoug Freeman 970/274-2579Stan Wyles 970/355-4417

J&A SERVICESKraig Patterson 970/250-1415Travis Payne 970/433-1772 970/434-9435Jennifer Kosinski 970/434-9435

JACAMTim Heaton 970/250-1582

JOHNSON CONSTRUCTIONMichael Johnson 970/625-2251 970/366-6100

MAN-TEX WELDINGHowdy Robertson (Man-Tex Welding) 970/285-1157 970/261-6494 970/285-2037

M-K HYDROVACChris Snow (line and pipe locating) 970/589-6753 888/758-9836Tina Palumbo 970/986-1026

MOODY'S CONSTRUCTIONShawn Moody 970/379-5780

NABORSPaul Bussell 970/241-0502 970/241-0939

OLSSONChance Wilhite 970/712-7330Ken Kreie 970/270-3305

ON-SITE SAFETYRoyce Bradford 970/876-1908 970/309-9725Wade Morrison 970/876-1908 970/319-5737David Dockens 970/876-1908 281/961-5574


Dated:05/15/10

PCSChris Cavelli 970/379-0057Scott Pralk 303/981-6493

PRODUCTION TRANSPORTGisette Martinez, Senior Financial Controller 970/424-5002 970/309-7877 970/434-3874Mark Wold, Operations Manager 970/424-5002 970/309-9680 970/434-3874Brett Wilson, Safety Coordinator 970/424-5002 970/309-9681 970/434-3874Tara Bulen (Seal Reports) 970/424-5002 970/987-2240Dispatch 970/424-5002 970/366-1430 970/434-3874

RAIN FOR RENTKevin Jones 970-625-4600 970-989-0252 970-625-2407Nancy Anderson (Office Mgr.) 970/625-4600 970/625-2407

RAPID HOT FLOWWayne Lind 970/623-1007 208/300-3362

RAPTORSean Deaner 970/260-8700Clydelle Bowen 970/618-1733

REMOTE WEEDSMike Berry 970/260-6990

RIFLE COMMONSBuilding Maintenance (Howard Haftel) 970/379-7107

RJ TAYLOR WELDINGMike Shield (Safety) 970/625-8195 970/623-1306

ROCK SOLID SOLUTIONSDon Berger 970/987-2743

SIMONS PETROLEUMKevin Coty 405/858-5000 ext 3602 970/629-9111 405/841-7319

TAMARRELKen White 970/379-5121John Miner 970/379-6449

TRI-STATE INSULATINGChuck Winchester 303/659-8903

TWO-WAY COMMUNICATIONS


Dated:05/15/10

Keri Washburn 970/243-9823 970/361-1850 970/241-1241

URSAngie Fowler 970/618-8481Craig Helm 970/379-7393John Sikora (Senior Water Resources Engineer) 970/384-4735 970/948-3424 970/945-9182David Slack 970/384-4741

WB SUPPLY COMPANY 970/285-0311 970/250-0313

WESTERN SLOPE WELL SERVICEWilliam Voss 970/683-0319

WOOD PRESSURE CONTROL GROUPTony Holt 970/243-5300 307/371-4363


Dated:05/15/10

EMERGENCY NUMBERS Emergency Non Emergency Other911 Emergency 9-911Colorado State Patrol 970/824-6501 1-877-315-7623 1-303-639-1111 road rptFBI - Federal Bureau of Investigation 1-303-629-7171Garfield County Sheriff 9-911 970/625-8095Garfield County SheriffGrand River Medical Center and Hospital 970/625-1510Mesa County Sheriff 9-911 970/242-6707Parachute Fire Department 9-911 970/285-7711Parachute Police Department 9-911 970/285-7630Poison Control Center 1-800-332-3073Rifle Fire Protection District 9-911 970/625-1220Rifle Police Department 9-911 970/625-8095Suicide Crisis Line (Glenwood Springs) 970/945-2583Utility Notification Center of Colorado 1-800-922-1987

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of 2 Revised 11/30/2010

800 Airport RoadSuite 3

Rifle, CO 81650Tel: 970.625.1494Fax: 970.625.1654

www.nobleenergyinc.com

Safety Requirements / Standards for Noble Energy, Inc. Locations Piceance Asset

MSC (Master Service Contract) required ISNetworld membership required

1. Information current 2. 100% compliant with the RAVS process

Safeland – required March 1, 2011 1. Training card must be carried on person

Safety Orientation – complete orientation given by Noble Energy, Inc. / Onsite Safety 1. Orientation sticker placed on visible part of hard hat 2. Report all incidents and spills to Noble Energy, Inc. supervisor

PPE 1. Hard hat 2. Safety glasses 3. Steel toe shoes 4. Emergency escape packs – required at all times on SGV 7D, 7F, 7G, 8C, 8D and 35B pads.

– Required on all other H2S locations when drilling operations, swabbing, hot oiling, wireline or well servicing operations are taking place.

FRC 1. Review OSHA requirements for your company. 2. FRC required on all locations for Noble Energy Inc. personnel / supervisors.

H2S awareness training 1. Training card must be carried on person

LEL and H2S monitor 1. Must be worn by every person on Noble Energy, Inc. locations 2. H2S monitor alarm activated - evacuate area and call person in charge. Noble Energy, Inc.

policy is to evacuate at 10 ppm 3. LEL monitor alarm activated – evacuate area and call person in charge. Noble Energy, Inc.

policy is to evacuate at 10% LEL. Safety meeting must be conducted before job starts. Attach copy to invoice JRA (job risk analysis) must be completed before start of job. If job changes complete another JRA.

Attach copy to invoice. Hot Work Permit, if applicable, must be completed before having any open flames or sparks and

before starting any electrical hand tools, generators or pumps Attach copy to invoice. Trenching / Excavating Permit completed before beginning any digging. Attach copy to invoice.

1. One call must be completed before any digging 2. Permit number must be available on location.

of 2 Revised 11/30/2010

Safety Requirements / Standards for Noble Energy, Inc. Locations Noble Energy, Inc. Lease Roads Speed limit

1. 15 mph Chain Law

1. Sign up, chains required 2. Sign down, no chains

Chains 1. All drivers and one steering tire

Oversize / heavy loads will have assistance up and down Work Times Winter - Nov. 1st through March 31st

1. 7 am to 4 pm

Summer - April 1st through October 31st 1. 6:30 am to 7 pm

ANY EXCEPTIONS MUST HAVE PRIOR APPROVAL FROM A NOBLE ENERGY, INC. FOREMAN / MANAGER.

ANY COMPANY IN VIOLATION OF REQUIREMENTS WILL BE SUBJECT TO FORMAL

REVIEW, REPRIMAND AND POSSIBLE TERMINATION.

EMERGENCY PHONE LIST / FIRST AID PLAN

Page 1 of 2

EMERGENCY

PROJECT EMERGENCY PLANNING ZONE RADIUS KM.

District STARS REG SITE #

14 Parachute

Field/ Area/ Plant / Battery / Well Name:

Piceance Basin

Surface LocationBtm. Hole Location nad grid Latitude/ Longitude

EMERGENCY SERVICES NEAREST TOWN Town Rifle, Colorado AMBULANCE / ARRIVAL TIME Phone # 911 60FIRE DEPARTMENT Phone # 911 POLICE Phone # 1-970-625-8095

HOSPITAL (24 hr) Phone # 1-970-625-1510 NEAREST HOSPITAL Town/City Grand River Medical Center and Hospital LOCAL AIR AMBULANCE Phone # 1-800-332-4923 Garfield County Dispatch # 970-625-8095 Mesa County Dispatch # 970-242-6707 COLORADO OIL & GAS COMMISSION Phone # District 14 Rifle office 1-970-625-1510 REGIONAL HEALTH AUTHORITY Phone # Grand River Medical Center 1-970-625-1100 POISON CONTROL Phone # 1-800-332-3073 FOREST FIRE Phone # 1-970-925-3445

EVACUATION RECEPTION CENTRE Phone # Garfield County Sheriff 1-970-945-0453

MUNICIPAL EMERGENCY SERVICES Phone # Garfield County Search and Rescue 911

MUTUAL AID ERP LINKAGE

Contact PhoneOil and Gas Liaison 1-970-625-5691

Rifle Colorado Office (Main) Phone # 1-970-625-1494 SITE AND AREA PERSONNEL CONTACTS

Site Foreman / Supervisor Mike Bonkiewicz cell 1-970-381-5250 home office 1-970-625-1494 Site Foreman / Supervisor

Alternate One Darby McLean cell 1-970-217-2109 home 1-970-242-9000 office 1-970-625-1494 Site Foreman / Supervisor

Alternate Two Sonny Bush cell 1-970-309-8842 home office 1-970-625-1494 Contractor’s Site

Supervisor Royce Bradford (Onsite Safety) cell 1-970-309-9725 home office 1-877-343-3473 Contractor’s Site Supervisor Relief Jack Haley cell 1-970-985-8911 home office 1-970-625-1494

Production Field Office Rifle, Colorado 24hr 1-888-634-7928 EMERGENCY ONLY office 1-970-625-1494

Superintendent Mike Bonkiewicz cell 1-970-381-5250 home office 1-970-625-1494 Senior Foreman Darby McLean cell 1-970-217-2109 home 1-970-242-9000 office 1-970-625-1494

Production Foreman Sonny Busch cell 1-970-309-8842 home office 1-970-625-1494 Noble Safety (onsite) Royce Bradford (Onsite) Cell 1-970-309-9725 Office 1-970-343-3473 Environmental/Spill

Reporting Brandon Danforth Cell 1-970-420-5184 Office 1-970-625-1494 Environmental Emergency

Response ECOS 970-925-3267(ECOS)

Time Confirmed: Minutes

.

Deg Deg

EMERGENCY PHONE LIST / FIRST AID PLAN Page 2 of 3

CALLING FOR HELP AND NOTIFICATION KEY FIRST CONTACTS for Noble Energy Inc. Parachute Field.

NAME TITLE RESIDENCE OFFICE CELL

Mike Bonkiewicz District Manager 1-970-625-1494 1-907-381-5250

Darby McLean Sr. Construction Foreman 1-970-242-9000 1-970-625-1494 1-970-217-2109

Sonny Busch Production Foreman 1-970-625-1494 1-970-309-8842

Royce Bradford Contract Safety (Onsite safety) 1-970-343-3473 1-970-309-9725

Jack Haley Contract Lead Pumper 1-970-625-1494 1-970-985-8911

Noble HER Dept Company Wide Safety Dept 1-888-634-7928

Brandon Danforth Environmental Department 1-970-625-1494 1-970-420-5184

Jim Kirkpatrick Land Relations Department 1-970-625-1494 1-970-397-5343

Denneane Conn Production Assistant 1-970-625-1494 1-970-366-2270

Taani Rust Production Assistant 1-970-624-1494 1-970-987-3125

Frank Jimenez Contract Land Man 1-970-625-1494 1-713-398-5428

Jon Bowman Asset Manager (Denver) 1-303-228-4112 1-303-550-8426

Steve Flaherty HR Department (media, Reporters Etc) 1-303-228-4321

Chris DelHierro Environmental Coordinator 1-303-228-4160 1-303-990-0757

ALL MEDIA INQUIRIES should be directed to: Steve Flaherty, HR Department, Noble Energy Inc.. WHEN YOU CALL EMERGENCY SERVICES:

Give your name, company name, phone number, and SURFACE location. Describe the incident. Ask what response is coming, expected arrival time, and are there any other requirements for emergency service arrival. Advise personnel if there is a H2S or other hazard in the emergency area. Provide directions, and then send someone to meet ambulance etc. at the main road. Do not attempt to transport a seriously injured victim without guidance from emergency services.

ACTIONS IN THE EVENT OF A FIRE, EXPLOSION OR OTHER SERIOUS INCIDENT: 1. Evacuate all personnel to a safe location. 2. Account for all personnel. 3. Assess situation for potential hazards. 4. Plan and perform rescue if safe to do so. Plan & equipment to deal with blood borne pathogens – available and used? 5. Plan control and recovery steps, including First Aid if required. Transport injured to hospital. 6. Shut down all equipment. 7. Shut off fuel sources. 8. Secure the site. 9. INITIATE A TIME AND EVENT LOG. 10. Call emergency services. 11. Call for assistance 12. Take control of the scene and delegate responsibilities until a Noble supervisor comes to the site and takes over. 13. Do not attempt a rescue or operate equipment if you are not properly equipped or trained. 14. Do not risk your safety to save property.

EMERGENCY PHONE LIST / FIRST AID PLAN

Page 3 of 3

REGULATORY AND GOVERNMENT AGENCIES TO BE CONTACTED BASED UPON TYPE OF INCIDENT NOTIFY AUTHORITIES AS PER TABLE BELOW: KEEP TIME & EVENT LOG! (The spaces below may not be large enough to keep notes.)

INCIDENT TYPE

RCMP EEUUBB BB..CC.. OOGGCC

ALTA. WH&S B.C. WCB

ALTA. WCB SPILL COOP EP (Enviro. Prot.) ALTA

WALP (Water, Air, Land) B.C.

TDG ALTA.

PEP B.C. SPILLS /TDG

NEB (controlled lands only)

Local / Municipal Disaster Service

Insert local phone # if not on first page.

Fatality Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Serious Injury Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Any injury requiring medical treatment

Spoke to: Time:

Explosion/ Fire H2S/Gas release

If roadblocks required

Spoke to: Time:

Spoke to: Time: Spoke to:

Time: Spoke to: Time:

Resident Notifications / Evacuation required

Spoke to: TTiimmee::


Time: Spoke to: Time: Spoke to:

Time:

Spill – Unrefined product > 2m3 or off lease

IIff rrooaaddbblloocckkss rreeqquuiirreedd



Spoke to: Time:

Spoke to: Time:


Time:

Spill - Refined Product




Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

TDG reportable spill




Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Potential impact to forestry, wildlife or water resources




Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Spoke to: Time:

Cave-In/Collapse of scaffolding or trench

Spoke to: Time:

Hoisting incident/ Electrical contact Spoke to:

Time:

NOTE:

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Figures

Noble Energy Inc. Rulison Laydown Yard OA Project No. 013-2329-102

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PROJECT NO:

DRAWN BY:

DATE:

013-2329

BKR

11/27/2013

Adjacent Parcel Map

Rulison Laydown YardNoble Energy Inc.

Garfield County, Colorado

FIGURE

AP-1

760 HORIZON DRIVE, SUITE 102GRAND JUNCTION, CO 81506

TEL 970.263.7800FAX 970.263.7456

240514100954

240528100956

240508400024

240519100952

240510100025

240516300096

240504300089

240508100023

240505300082

240517300010

240508300009

Rulison Laydown Yard

Adjacent Parcel

Affected Parcel

0 0.5 1 1.5 2 2.5 3Miles

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PROJECT NO:

DRAWN BY:

DATE:

013-2329

JWH

12/19/2013

Access Road Map



FIGURE

AR-1


TEL 970.263.7800FAX 970.263.7456

Rulison

14961498

8991

699701

RULISON-PARACHUTE RD (CR309)

RulisonLaydown Yard

PORCUPINE CREEK (CR325)

RULIS

ON R

D (C

R323

)

SPRUC

E CREE

K RD (C

R329)

RIFLE

-RULISON RD (CR320

)

MORRISANIA MESA RD (CR301)

3 50 ( CR350)

RIFL E-RULISON RD (CR320)

RIFLE-RULISON RD (CR320)

§̈¦I-70§̈¦I-70

£¤US 6


Access Route

Access Road

County Road

Highway

0 0.25 0.5 0.75 1Miles.

[XXX] Average Daily Traffic[XXX] Average Daily Traffic, Operations

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PROJECT NO:

DRAWN BY:

DATE:

013-2329

BKR

11/27/2013

Adjacent Uses Map



FIGURE

AU-1


TEL 970.263.7800FAX 970.263.7456

350 Road


1,500 ft radius circle

Access Road

Public Roads

0 0.1 0.2 0.3 0.4 0.5Miles

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PROJECT NO:

DRAWN BY:

DATE:

013-2329

BKR

11/27/2013

Floodplain Map



FIGURE

FP-1


TEL 970.263.7800FAX 970.263.7456


Access Road

Public Roads

Floodplain

0 0.5 1 1.5 2 2.5 3Miles

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PROJECT NO:

DRAWN BY:

DATE:

013-2329

BKR

11/27/2013

Geology Map



FIGURE

G-1


TEL 970.263.7800FAX 970.263.7456

Ql

Tgl

TwoQg

Tgl

Ql

Qa

Two

Qg

Ql

Tgp

Tgp

Tu

Tgl

Qg

Tgl

Qg

Tu

Two

Tgp

Two


Access Road

Public Roads

Qa Modern alluvium

Qg Gravels and alluviums (Pinedale and Bull Lake age)

Ql Landslide deposits

Tgl Green River Formation, Lower part

Tgp Green River Formation, Parachute Creek Member

Tu Uinta Formation

Two Wasatch Formation (including Fort Union equivalent at base) and Ohio Creek Formation

0 0.5 1 1.5Miles

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PROJECT NO:

DRAWN BY:

DATE:

013-2329

BKR

11/27/2013

Soils Map



FIGURE

S-1


TEL 970.263.7800FAX 970.263.7456

45

71

69

71

71

6969

70

66

44

66

44

44

12

T7S R94W


Access Road

Public Roads

12 Bucklon-Inchau loams, 25-50% slopes

44 Morval loam, 3-12% slopes

45 Morval-Tridell complex, 6-25% slopes

66 Torriorthents-Camborthids-Rock outcrop complex, steep

69 Vale silt loam, 6-12% slopes

70 Vale silt loam, 12-25% slopes

71 Villa Grove-Zoltay loams, 15-30% slopes

0 0.1 0.2 0.3Miles

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PROJECT NO:

DRAWN BY:

DATE:

013-2329

BKR

11/27/2013

Surface Water Map



FIGURE

SW-1


TEL 970.263.7800FAX 970.263.7456

Cache C

reek

Spru

ce C

reek

Porc

upin

e C

reek

Cot

tonw

ood

Cre

ek


Intermittent Stream

Perrenial Stream

Access Road

Public Roads

0 0.5 1 1.5 2Miles

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Typewritten Text

PROJECT NO:

DRAWN BY:

DATE:

013-2329

JWH

12/19/2013

Traffic Volume Map



FIGURE

TV-1


TEL 970.263.7800FAX 970.263.7456

Rulison

14961498

8991

378380

699701

RULISON-PARACHUTE RD (CR309)

RulisonLaydown Yard

PORCUPINE CREEK (CR325)

RULIS

ON R

D (C

R323

)

SPRUC

E CREE

K RD (C

R329)

RIFLE

-RULISON RD (CR320

)

MORRISANIA MESA RD (CR301)

3 50 ( CR350)

RIFL E-RULISON RD (CR320)



£¤US 6§̈¦I-70§̈¦I-70

Highway

County Road


Access Road

0 0.25 0.5 0.75 1Miles.

[XXX] Average Daily Traffic[XXX] Average Daily Traffic, Operations

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Typewritten Text


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PROJECT NO:

DRAWN BY:

DATE:

013-2329

BKR

11/27/2013

Vicinity Map



FIGURE

V-1


TEL 970.263.7800FAX 970.263.7456

Rulison


Access Road

Public Roads

0 0.5 1 1.5 2 2.5 3Miles

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article 7-1003.c emergency response plan

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