Managing during a crisis event is challenging for even the most experienced incident managers. Incidents that happen in and around a port environment can be especially difficult to manage, proving daunting even for first responders and other seasoned crisis management professionals. Port environments encompass both land and sea-based risks, handle and store dangerous chemicals and materials and involve the operation of large handling equipment and machinery.

Recognizing the scope of the challenge, the Port of Virginia has for two consecutive years convened the National Port Partners Emergency Response Summit in Norfolk, Virginia. Attendees have included port incident management teams from across the United States, as well as terminal operators, salvors, police and fire department officials, U.S. Coast Guard officials, and representatives from various departments of the United States military. The TT Club Loss Prevention team was fortunate enough to be invited to attend the summit in November and wanted to highlight some of the learnings we took from the presentations and conversations that took place at this one-of-a-kind gathering of incident management professionals.

Learning 1: Stakeholder management

Effective stakeholder management is perhaps the most crucial aspect of incident response in a port environment. All incidents require that stakeholders submit to an incident command structure. However, the complexity of port operations means that the stakeholders involved in an incident may be especially diverse, including ship personnel, port operations personnel, firefighters and other first responders, salvors, and engineers. The Coast Guard may be involved, and the military may have a presence at the port in question. Where critical infrastructure is threatened, local, regional, or national government officials may become involved. Ship owners and operators and beneficial cargo owners may all have an interest in resolving an incident. Many of these stakeholders may expect to be in charge during an incident and may be reticent to cede authority. Fostering relationships between stakeholders is an essential step towards establishing a command structure.

The complexity of port operations means that the stakeholders involved in an incident may be especially diverse

It can be helpful to create a list of possible stakeholders and then meet with them to understand how they fit within the incident response structure. Each stakeholder may have unique knowledge or experience that may prove valuable during an incident. Similarly, it is important to form an understanding of how each stakeholder views themselves as part of a command hierarchy and to resolve potential conflicts before they arise during a crisis scenario.

Learning 2: Communication matters

Effective communication is critical during incident response, yet it often poses significant challenges. Stakeholders may have different communication protocols, technologies, and terminologies, leading to misunderstandings and delays. Ensuring that all parties are on the same page requires clear, consistent, and timely communication. It is invaluable to establish a communication plan prior to an incident taking place. This should consider how communication should take place with the wider public and the press, as well as with public officials who may require frequent updates about the incident. A ship’s crew may speak a variety of languages, and it is essential to have a plan for overcoming language barriers.

Learning 3: Logistical challenges

Logistical challenges are inherent in incident response, particularly in remote or constrained environments. Mobilizing resources, deploying personnel, and transporting equipment can be daunting tasks, especially when dealing with large-scale incidents. Specialized equipment, such as cranes or dredgers, may be required to recover from a major disaster. Road vehicles, trains, and ships may need to be diverted or delayed while the port deals with an incident. Contingency planning is key to dealing with logistical challenges that arise during crises at the port.

Learning 4: Risk Assessment and Hazard Identification

Understanding the scope of port operations is key, including the types of goods that flow through the port. Because the cargo itself may be a threat, it is important to plan in advance how to manage a situation involving dangerous cargos. Planning how to handle ships in distress is essential for every port. During a crisis situation, refusing entry to a ship in distress may not be an option. By planning ahead, disruption from such events can be minimized. Again, it is important that all stakeholders understand what hazards may be faced when responding to an incident at the port. It is important that the risk to first responders and other incident stakeholders is minimized to the extent possible.

Learning 5: Training and preparation

Ensuring that all stakeholders are trained in how to respond to incidents at the port limits the impact of incidents and speeds recovery efforts. Port workers and users of the port should receive training to understand their responsibilities and obligations during an incident. However, other stakeholders may also benefit from training in the form of tabletop exercises. Such exercises may highlight flaws in planning, such as incompatible communications technology or misunderstandings around command structure.

Learning 6: Administration and financial management

Crisis situations are highly charged, and attention will naturally focus on the safety of the people affected by the incident as well as the first responders, recovery of affected cargo, and resuming normal operations as quickly as possible. However, financial management and control of costs is an important element of managing an incident effectively, and it is important that administrators are identified and trained in their role. Following an incident, it may be possible to recover costs from disaster recovery funds or from insurers, and keeping a record of costs is vital to ensure that this is possible.

Learning 7: Incident review and continuous improvement

Review following an incident is as important as preparation prior to an incident. Incidents are chaotic events, and the best-laid plans often fail in some way. Learning from these failures prevents repetition of mistakes and improves future incident response.

Review following an incident is as important as preparation prior to an incident.

The National Port Partners Working Group

Managing incidents in a port environment presents unique challenges that require meticulous planning, coordination, and execution. The diverse range of stakeholders, the complexity of communication, logistical hurdles, and the need for specialized expertise all contribute to the difficulty of effective incident management. However, by fostering strong relationships among stakeholders, establishing clear communication protocols, planning for logistical contingencies, and ensuring comprehensive training and preparation, ports can enhance their resilience and response capabilities. Continuous improvement through post-incident reviews and learning from past experiences is essential to refine strategies and ensure that ports are better prepared for future incidents.

To facilitate the conversations and relationship building needed to drive forward incidence response planning and continuous improvement follow-up, the Port of Virginia has proactively created National Port Partners Working Group, chaired by Bill Burket, a Senior Director at the Port of Virginia in charge of the Maritime Incident Response Team and Business Continuity. As a former long-serving fire department captain who also holds a US Coast Guard 100-ton Master Licence, Bill is ideally placed to bring together the essential stakeholders needed for effective incident response. When approached for comment, he stated, "Due to recent maritime incidents, not only in US Ports but around the world, it is evident that port communities must plan and train to mitigate emergency preparedness and response from an “All Hazards” prospective. Incidents involving vessel fires, collisions, loss of propulsion, groundings, impacting critical port infrastructure and other events require planning and networking from all Port Stakeholders both in the private and public sectors."

Bill [Burket] is ideally placed to bring together the essential stakeholders needed for effective incident response

In keeping with Bill’s statement, the main objective of the National Port Partner Emergency Response Summit is to start the dialogue among all port stakeholders and develop relationships that will enhance a port’s ability to response and recover from all hazard events, demonstrating that Port Authorities well placed to facilitate such efforts. In addition to convening during the Emergency Response Summit, the Working Group also meets quarterly, ensuring that stakeholders are kept up to date and that relationships flourish. The insights gained from the National Port Partners Emergency Response Summit and the quarterly Working Group meetings underscore the importance of collaboration and proactive planning in safeguarding port operations and mitigating the impact of emergencies.

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