Blount-3, Propane Facility - Executive Summary |
|
Executive Summary I) Accidental release prevention and emergency response policies: In this distribution facility, we handle propane which is considered a regulated flammable substance by the EPA. The same properties that make propane valuable as a fuel also make it necessary to observe certain safety precautions in handling propane to prevent unnecessary human exposure, to reduce the threat to our own personal health as well as our co-workers, and to reduce the threat to nearby members of the community. It is our policy to adhere to all applicable federal, state and local rules and regulations. Safety depends upon the manner in which we handle propane combined with the safe handling procedures that we use and the training of our personnel. Our emergency response program is based upon the NPGA's LP-Gas Safety Handbook, "Guidelines for Developing Plant Emergency Procedures" and "How to Control LP-Gas Leaks and Fires". The emergency response plan, if required, includes procedures for notification of the local fire authority and notification of any potentially affected neighbors. II) The stationary source and regulated substances handled: The primary purpose of this facility is to repackage and distribute propane to both retail and wholesale customers. Propane is used by retail customers as a fuel. Propane can be received by truck transports and stored in one aboveground tank. Propane is distributed to retail customers by delivery trucks (bobtails) and to wholesale customers by bobtails and truck transports. We also fill Department of Transportation (DOT) containers for retail customers. This facility has equipment for unloading transports and equipment to load bobtails, transports and DOT containers. Access to the site is restricted to authorized facility employees, authorized management personnel and authorized contractors. The regulated substance handled at this distribution facility is propane. The maximum amount of propane that can be stored at this plan t is 110,880 pounds. III) The worst-case release scenario(s) and the alternative release scenario(s), including administrative controls and mitigation measures to limit the distances for each reported scenario. Worst-Case Scenario: - Failure of largest tank when filled to the greatest amount allowed would release 110,880 pounds of propane. Company policy limits the maximum filling capacity of this tank to 88% at 60: F. It is assumed that the entire contents are released as a vapor which finds an ignition source, 10% of the released quantity is assumed to participate in the resulting explosion. The distance to the endpoint of a 1 psi overpressure for the worst case scenario is 0.40 miles. This distance extends beyond the facility boundary, encompassing several residences, a church, and a farming business. Alternative Scenario: - A pull-away causing failure of a 25 foot length of 3 inch hose. The excess flow valves function to stop the flow. The contents of the hose are released. The vapor expands and upon finding an ignition source, it explodes. The 1 psi overpressure is expected to extend 106 feet. The distance to the endpoint of 1 psi for the alternative scenario is 106 feet. This distance extends beyond the facility boundary, but does not impact any public receptors. IV) The general accidental release prevention program and the specific prevention steps. This distribution facility complies with EPA's Accidental Release Prevention Rule and with all applicable federal, state and local codes and regulations. This facility was designed and constructed in accordance with NFPA-58. All drivers have been thoroughly trained using NPGA's Certified Employee Training Program (CETP). V) Five-year accident history. There has been no accidental release or ignition of propane in the last five years. VI) The emergency response program. We have agreed to evacuate the facility employees in the event of a propane gas emergency. Therefore, no emergency response plan is re quired. However, for facilities with 11 or more employees, a written Emergency Action Plan and a Fire Prevention Plan must be implemented in accordance with OHSA 1910.38. For facilities with 10 or fewer employees the plans may be communicated orally and the employer need not maintain a written plan on site. VII) Planned changes to improve safety. This facility was operational in 1995. At our next available opportunity to do maintenance work, we will install a temperature gauge, and update to NFPA 1998 standards as needed. Executive Summary June 1999 The Emergency Coordinator for this facility is Tim Hegarty. If Tim Hegarty is away from the facility at the moment of emergency, Stephen Dirkschneider will perform the role of the Emergency Coordinator, hereafter called the EC. This plan describes procedures to minimize hazards to human health and to the environment from fires, explosions, and sudden and non-sudden releases of Propane and Anh ydrous Ammonia occurring on the premises of the Elkhorn Valley Cooperative, Snyder, NE. Section 2 of the Risk Management Program, is where the Toxic Worst Case Scenario was run using RMP*Comp. Anhydrous Ammonia gas, liquefied by pressure was released. Quantity released was 80,000 lbs, with a release rate of 8000 lbs/min. Release duration was 10.0 mins, with a wind speed of 1.5 m/sec, and the atmospheric stability was a class F. Distance to the End point was 3.3 miles in an urban setting. Schools, residences, and commercial offices are going to be effected by this release of gas. Estimated population affected by this is going to be approximately 350 people. Emergency Shutdowns are installed at this location to prevent an accident such as this. An Alternative Release was also run using RMP*Comp for Anhydrous ammonia, in which a transfer hose failed. Quantity released was 20,000 lbs at 4,000 lbs/min, for duration of 5 mins. Wind speed at this time was 3.0 m/sec, and atmospheric stability was a class D. Distance to the endpoint was 0.40 miles, affecting 200 people, with schools, parks, and commercial offices affected by this release. Excess flow valves and emergency shutdowns are installed at this facility to prevent an accident such as this. Section 4 and Section 5, of the Risk Management Program also addressed Worst and Alternative Case scenarios for Flammables, which are stored at this location. Worst Case scenario was run using RMP*Comp, in which there was a vapor cloud explosion. Quantity released was 56,000 lbs, and distance to the endpoint was .30 miles. Estimated population affected by this scenario was 200 people, with residences and commercial offices affected. Emergency shutdowns are installed at this location to prevent a mishap such as this. Alternative Case Scenario was used using RMP*Comp. A propane release from a pipe caused a vapor cloud fire, with a release rate of 5580 lbs/min. Distance to endpoint was 0.1 miles, with a wind speed of 6.7 miles/hour , and the atmospheric stability class was a D. Air temperature was 77 degrees, with 100 people affected by this release, including residences and commercial offices. Excess flow and emergency shutdown valves are installed at this location to prevent this accident from happening. This plan is written specifically for the Elkhorn Valley Cooperative, Snyder facility. To get to this facility, go to 1st & Ash Street. Regular Season (Year Around) workdays are Monday through Saturday noon. Working hours are 7:00 a.m. to 5:00 p.m., during which time 3 employees are on site. All plans are just that. Plans. The real emergency will be unexpected, and may very well be much different from what you anticipated. But certain things are fundamental to successful crisis management, whatever the scenario or whatever the problem. For example, it's extremely important in any crisis that each employee be already aware of the provisions of the emergency plan, and of his or her pre-assigned role in carry ing out that plan. For some employees, that role is passive: just staying put in the assigned rendezvous area, and being available for any task the EC may need to assign. This role is not to be taken lightly, because accountability is so important. In a crisis, a good manager strives to assure the well being of human life before doing anything else. If there's any doubt of the whereabouts of any personnel, then their well-being is also in doubt, and the manager has to devote precious time and resources to finding out. And time is the single most important factor in effective control of the crisis. It can be either our best friend or our worst enemy, depending on how those first few moments must be used. For other employees, the role may consist of alerting others of an emergency, helping all employees, contractors, and visitors move quickly and calmly to the rendezvous point, checking areas of the facility for missing persons, assisting the EC with mitigating tasks, familiarizing t he incident commander with the facility, or another task assigned by the EC. Safety during an emergency can never be the sole responsibility of the EC. Each player must do his part, and is expected to contribute as directed by the EC. Your first contribution is to read and understand the Emergency Plan. And the EC's first duty is to make sure all employees read the Plan and indicate that they have read and understood the Plan. Each year the EC will select an appropriate time (preferably just before the busiest season) to create a simulated emergency, exercise the Plan, and assure its workability. If any shortcoming is found in either the Plan or its execution, the necessary amendments will be made at that time. The EC will invite the local fire department, Dodge County Emergency Coordinator and the sheriff, and other potential support elements in the area to participate in this rehearsal. There is no chance of being too well trained or coordinated. Invite a representative of all out side participants to read the Plan. A real emergency is never going to be easy or predictable as the practice. The first person to arrive at the scene must react calmly and appropriately to the nature of the situation. It is imperative that each employee be familiar with the entire Emergency Action Plan so there can be a conditioned response consistent with the responsible actions outlined within the plan. This is where the first person on the scene of an emergency must make a judgement call. Depending upon the severity of the situation, the first person will either call the fire department first, or call the EC first and let the EC decide. You will probably know which to call by how extreme the situation is. Time is the single most important factor in effective control of the crisis. The shorter the time from discovery of the emergency to implementation of emergency action, the lesser the consequences. Inversely, the longer the time from discovery to implementation, the worse the o utcome will be. It would be advisable to know what physical limitations such as heart problems or epilepsy that you or other employees might have that may complicate an emergency. Always be alert to anything that could develop into an emergency. If you notice an emergency developing, and you know what has to be done and you have the tools, do it. But be prepared to implement emergency provisions set in the plan if your tools don't work. Each employee must understand in advance the exact steps to take at his or her workstation where any emergency could develop. Know the location of the closest fire extinguisher and in what situation it will be effective, where the nearest exit is, and the quickest way to get help. If there are lives in danger and the situation is worsening, the lives in your hands are first priority. If a life can be saved without sacrificing your own and you have the resources, do it. If you don't think you can save the life with your own resources, get out and get help as quickly as possible. The idea is to get the victim out, not to get yourself trapped in there with them. Once again, after the first person who arrives at the scene has declared an emergency and taken care of any injured persons, he or she must decide the severity of the emergency in order to notify the fire department first or the EC first. If the urgency of the situation requires the fire department, call them, then immediately fill the EC in on the specifics. Otherwise notify the EC; then if the situation does get out of control, the EC will notify the fire department. If the fire department, ambulance, police, or other emergency response teams have already been notified, then the EC must do these things immediately: Assign someone to sound your emergency alarm that will signal everyone to assemble at the rendezvous point immediately. The alarm sound is a human voice giving a warning of an emergency. The initial rendezvous point is in the area East of the office. Get the n ames of any unaccounted-for personnel immediately, along with whatever is known about their last known location within the facility. This accountability includes not only employees, but also visitors, customers, salesmen, and contractors on the site. Everyone, including visitors and contractors, will be logged in or out of the area. In an emergency, don't count on being able to remember where people are. The EC will retain control over the situation until professional emergency responders arrive. The EC will personally view the emergency and assess possible hazards. The EC and personnel most familiar with the building or accident scene need to stay available to provide information to the incident commander as needed. You can count on the media arriving to cover the story. No employee, even the EC, should discuss the situation with anyone. All inquiries should be directed to the Incident Commander. If much time passes before the emergency responders arrive, then the EC must assure th at individuals unaccounted for are found and safely relocated, that the injured receive appropriate first aid, and that the perimeter of the scene is secure to keep onlookers away from danger. As soon as the emergency response team arrives, brief the Incident Commander on all the previous events and let him or her direct mitigating activities from that point on. The Incident Commander and the EC should work together to bring the emergency under control and assure the safety of everyone in the area. Check on status of personnel. All unaccounted for personnel should now be identified. Organize search and rescue if appropriate. Check on status of first aid to the injured (if any). Let the qualified emergency medical personnel on the scene handle the injured, but be aware of the situation and the extent of injuries. Begin your incident diary as soon as everything has settled down enough to where you can sit down and accurately log the events. Do not put this off. An incident diary will help you recall every detail of the events that happened. People in the rendezvous area may be moved to another location now if necessary. Take all reasonable measures to assure that the problem does not recur, and that the condition that brought on the emergency does not exist elsewhere. If it is known or suspected that a similar condition exists elsewhere, fix it. Also at this time, any spent emergency equipment should be replaced, or cleaned and repaired, and returned to its proper position. If replacement is not immediately practical, make other arrangements before resuming operations, and advise all affected personnel of the change. |