ML16238A341
| ML16238A341 | |
| Person / Time | |
|---|---|
| Site: | Crane  |
| Issue date: | 02/05/1981 |
| From: | Atomic Safety and Licensing Board Panel |
| To: | |
| References | |
| NUDOCS 8102100069 | |
| Download: ML16238A341 (23) | |
Text
DUKE POWER COMPANY CRISIS MANAGEMENT ORGANIZATION FOR NUCLEARISTATIONS DESIGN AND CONSTRUCTION SUPPORT GROUP PLAN OCONEEUCLEAR STATION MCGUIRE NUCLEAR STATION APPROVED:
VIC PRESIDENT, DESIGN ENGINEERtING 77/8 Rev 127/80 Rev 1/2/81 DATE
DESIGN & CONSTRUCTION SUPPORT GROUP MANAGER L C Dail-Primary*
R L Dick S K Blackley C J Wylie S B Hager STAFF ADMINISTRATION G D Rowland -
Primary" E M Weaver
- R S Joyce ENGINEERING DIRECTOR DIRECTOR OF DIRECTOR OF S K Blackley-Primary**
CONSTRUCTION QUALITY ASSURANCE C J Wylie R L Dick-Primary J R Wells-Primary S B Hager F M Kennerly J 0 Barbour, C B Aycock 0 Henry J C Rogers H K Burris STM PROD MECH/NUCL ELECT CIVIL/ENVIR GENIL SVCS AM West C
SC J
eylie. SB Hager*
J F Howard Ho Iand.'W*
C L Sansbury**
C cekn DPir enig s*
T C McReeki R B Priory Jennin R. E Hall
- w. oe J Foley (0h Report directly to site in the event of a si te emergency or general emergency.
A Report to Electric Center Conference Room C3/32 in the event of a site emergency or general emergency.
Note:. No person will serve as primary in two places.
DESIGN AND CONSTRUCTION SUPPORT GROUP PERSONNEL Position Name Department Office #
Home #
Manager
- L C Dail Design Engr 373-4062 875-6834 R L Dick Construction 373-4881 1-483-9273 S K Blackley Design Engr 373-4917 364-0391 C J Wylie Design Engr 373-4438 537-3658 S B Hager Design Engr 373-4226 827-2608 Staff Admin
- G D Rowland Design Engr 373-7351 803-222-4362
- E M Weaver Design Engr 373-5005 535-3081 R S Joyce Design Engr 373-8766 483-5444 Engr Director
- SK Blackley Design Engr 373-4917 364-0391
- C J Wylie Design Engr 373-4438 525-9788
- SB Hager Design Engr
.373-4226 827-2608 A M West Steam Prod 373-8717 537-0187
- S A Holland Steam Prod 373-8004 825-2869
- C L Sansbury Design Engr 373-4370 537-2220 R E Hall Design Engr 373-8222 545-9080
- T C McMeekin Design Engr 373-4400 283-4214 W J Foley Design Engr 373-4474 922-4362 R B Priory Design Engr 373-5959 847-5180 J F Howard Design Engr 373-4342 663-3461
- C D Jennings.
Design Engr 373-4321 537-3848 Director of R L Dick Construction 373-4881 1-483-9273 Construction F M Kennerly Construction 827-7256 1-483-5401 CB Aycock Construction 373-5094 803-654-4729 J C Rogers Construction 373-5361 377-1593 or 803-489-79T5 H K Burris Construction 373-5361 704-523-3884 Director of J R Wells QA 373-4022 1-867-7113 Quality
- -Report directly to site in the event of a Site or General Emergency.
Report to Electric Center Conference Room C3/32 in the event of a Site Emergency or General Emergency.
Page 4 of 23
CRISIS MANAGEMENT PLAN DESIGN AND CONSTRUCTION GROUP Attachment 2
TELEPHONE CALL-UP LIST LC Dail 704-373-4062-W 704-87576834-H RL Oick JR Wells SK Blackley GD Rowland JF oward Crisis Management Center 704-373-4881-W 704-373-4022-W 704-373-4917-W 704-373-7351-W 704-373-4342-W 704-875-1686 (Switchboard, 704-483-9273-H 704-867-7113-H 704-364-0391-H 803-222-4362-H 704-663-3461-H 704-373-7759 704-373-7760 Oconee McGuire JO Barbour CJ Wylie EM Weaver CD Jennings 704-373-7761 704-373-4295-W 704-373-4438-W 704-373-5005-U 704-373-4321-W 704-373-7762 FM Kennerly JC Rogers 704-364-2679-H 704-537-3658-H 704-535-3081-H 704-537-3848-H 704-373 7763:
704-827-7256-W 704-373-5361-W
$ H Derrick 803-654-3544-H 704-373-4484-W 704-373-4226-W 704-373-8766-W 704-373-6016-u Design and Construction CB Aycock 704-535-2492-H 704-827-260-H 704-483-5444-H 704-552-2534."
Extentions:
526 704-373-5094-W IK Burris 527 803-654-4729-H 704-373-5361-U 70 Boyles 528 704-523-3884.-H 704-373-5206-W 529 TC Chappell 704-597-0755-H
)o4-373-5094-W RG Moore TC McMeekin WJ Foley RB Priory CL Sansbury 704-638-7456-H 704-373-5361-W 704-373-4400-W 704-373-4474-W 704-373-5959-W 704-373-4370-W 704-657-6279-H 704-283-4214-H 704-922-4362-H 704-847-5180-H 704-537-2220-H Instructions:
NJ Manley RH Wattman DG Owen NG Awadalla RE Hall
) When called you wi receive emergency 704-373-509H K Elmore 704-373-4709-W 704373-490i-W 7043735820-704-373-822-W Information which you record on Attach 404-384-3283-H 704-373-5361-W.
704-545-4867 -H 704-375-3115-H 704-364-1737-H 704-545-9030-H ment 2A.
You then call the next person 704-399-5 184-H2A Yothnclthnetprn JE Thomas DM Clark DL Rehn SA Holland (s) on the list and transmit the same 704-373-4612 W 704-373-4331-W 704-373-4685-W 704-373-8004-U emergency Information to them.
704-542-1636 -H 704-542-9647-H 704-366-9009-H 7014-825-2869-H
- 2) If you cannot contact the next person DW Murdock GM Bostian JR Hendricks AM West on the list, then note this on Attach 704-373-4033-W 704-373-4394-W 704-373-8442-W 704173-8717-W ment 2A, skip that person, and call 704-663-4906-H 704-399-8475-H 704-399-1737-H 704-537-o087-H the next person on the list.
Notify RL Dobson EC Fiss HD Brandes WH Scheffler the Staff Administrator if any persons RL Dbso ECFis HOBradesWH chefle could not be contacted.
704-373-8162-W 704-373-4785-W 704-373-6191-w 704-373-4538-c 704-399-3465-H 704-525-2935-H 704-843-4719-H 704-554-6680-H
- 3) Forward copies of Attachment 2A to the C
bStaff Administrator and the Emergency 704-373-8207-W 704-373-4830-U Response Coordinator.
704-782-0661-H 704-798-2137-H WH Rasin 704-373-5830-W 704-537-3417-H
ATTACHMENT 2A CRISIS MANAGEMENT ORGANIZATION EMERGENCY INFORMATION SHEET
- This sheet is to be used by the persons making the initial notifications to the Crisis Management Organization to ensure that all pertinent information is passed on to the staff before their departure to the station.
- 1. This is (Name, Title)
- 2.
This IS/IS NOT a drill.
- 3.
I am notifying you of an incident associated with the Nuclear Station.
- 4.
The incident occurred at on (Time)
(Date)
- 5. The class of emergency is (check one):
( ) Alert
( ) General Emergency
()
Site Emergency ( ) Other (Specify:
- 6.
The description of the emergency is as follows:
- 7.
The station status is (check one):
(
)
Stable
( ) Degrading
(
)
Improving
(
) Not Known
- 8. Release of radioactivity
(
) is taking place.
(
) is not taking place.
- 9.
Specific Instructions (if any):
NOTE:
When notification is complete, this sheet will be forwarded to the Emergency Response Coordinator and the Staff Administrator.
PERSON NOTIFIED:
Page 17 of 23
CRISIS NEWS CENTER PREFACE The Crisis News Center is the public information section of the Crisis Management Plan for use during specified emergencies at Duke Power nuclear gen erating stations.
It has been clear from the outset that Crisis News personnel must deal in a broader.scope from what may actually be happening in the crisis at the nuclear station itself.
The actual crisis in progress may be well understood by the technical people involved and assigned to its mitigation, termination, safe shutdown for the commencement of recovery, or a return to normal operation.
The general public, on the other hand, cannot be expected to be techni cally inclined, engineeringly oriented, aware and knowledgable about nuclear operations except for what they have seen on television, heard on radio, or read in various publications through the years. Therefore, the most important aspect of the Crisis News team personnel is to deal with the perception of what the public believes is wrong. This may or may not be the actual crisis occuring.
In dealing with the public perception of a nuclear crisis, the Crisis News team must emphasize-the effects of radiation from the occuring crisis on the employees and public at hand, at some distance, to the water and its inhab itants and potability, to the land with domestic and perhaps wild animals, and to the vegetation on that land.*
The efforts of the Crisis News team must be.so directed that credibility can be established, confidence maintained, and trust and faith.in the whole Crisis Management operation be instilled both during the crisis and for what ever timespan it later takes.
It is safe to assume that if credibility, con fidence and trust are inherent to the public's perception, the aftermath of wonderment will be lessened both in degree and time.
To quote from the Atomic Industrial Forum's "Emergency Public Information Proceedures for Nuclear Plants (1/1/80)": "A decisive factor in the sucess of an emergency public information effort may well be the internal relationship be tween the company's operating and technical staff and its public information staff. An immediate and continuing flow of information internally is essential to avoid misinformation and exaggeration. This requires fast, simple, and well understood proceedures for (obtaining, clearing and releasing) information
......For many non-routine events, especially those involving even minute quantities of radiation, the choice is often not whether they should be announced to the.public:
the choice is whether the announcement should come from the utility of the NRC.
-2 The Commission has shown that it is. likely to make an announcement of even non reportable events (of a designation less than Unusual Event), and that the indus try's experience has consistantly shown that the reaction is preferrable when the information originates with the utility.....It is important to show evidence of openess and candor ---
avoiding the appearance of 'whitewashing' the event."
OCONEE CRISIS NEWS CENTER STAFF AND DUTIES There are several publics to be notified whent a crisis occurs at a Duke Power nuclear station. The Crisis News Center is accountable for notifying the following publics rapidly and continuously throughout the duration of the crisis defined in the overall Crisis Management Plan:
employees; nuclear industry and agencies; the media; municipal, county, state, and federal elected officials (or their pre-determined designees); and the general public.
Additionally, there are specialized publics who must be notified but can best be handled on a level other than the Crisis News Center.
Duke Power's President or Chairman of the Board will notify board members living outside the immediate area of the affected nuclear station. These two also have the prime responsibility for notifying and maintaining contact with the corporate stock holders and the financial community.
Industrial representatives or local Duke Power Retail-Managers will contact and make status reports to major industries and educational institutions in the EPZ area of the affected station.
If special action is deemed necessary at the time of a publicbriefing, the Duke Power President or Chairman of the Board will receive reports from the Public Spokesman before a public briefing,,and the industrial representative or local Duke Power Retail Manager will receive his reports from the Crisis News Director in variance to normal operating proceedures with regard to dissemination of information during the crisis. Examples of such special action might include preparation for moving a highly concentrated population (factory work force) in an ensuingly issued evacuation order; first report of the financial consequences of the crisis to the financial community; or the necessity of a specially convened board of directors meeting.
Under the Crisis Management Plan, the Crisis News Center, per se, will not be established unless the crisis being experienced by the nulcear station is more severe than an Unusual Event. Or that the Unusual Event may degenerate into the category of Alert, Site Emergency, or General Emergency. If the Crisis remains at the level covered by the local nucelar station's normal emergency
plans, only the Crisis News Director for that nuclear station of his designee will be notified by the Shift Supervisor, Station Manager, or Recovery Manager.
When a Crisis of proportions of Alert or above occurs and the Crisis Management Plan for Duke Power is activated, the Crisis News Center will be activated and manned as follows for the duration of the crisis until relieved by the Recovery Manager as specified in Section 3.0, Summary.
NOTIFICATION PROCEEDURE All notifications are made first to the listed Primary. Only if the Pri mary is not reachable, for whatever reason, shall the Alternate be called.
If the Alternate is required to be called, the Alternate automatically becomes the Primary as the management of the crisis gets underway.
The Recovery Manager will have available at all times the current business and home telephone numbers of the Crisis News Directors for each Duke Power nuclear station. This includes pager access numbers if pagers have been assigned to the Crisis News Directors or their alternates.
The Recovery Manager contacts the Crisis News Director at the time of activation of the company's Crisis Management Plan. The Recovery Manager briefs the Crisis News Director as completely as possible on the current statusof the crisis and orders the Crisis News Center to be activated.
In return for this initial notification of the Crisis News Director by the Recovery Manager, the Crisis News Director asks for Security to make access to the Crisis News Center available; describes to the Recovery Manager his initial size of staffing that Security will need to be aware of clearing immediately upon activation of the Crisis News Center; and notifies the Recovery Manager of his estimated time of arrival.at the Crisis News Center.
CRISIS NEWS DIRECTOR The Crisis News Director using his best initial judgment based on the briefing from the Recovery Manager determines who and how much of the Crisis News team needs to be activated immediately; how many can wait for on-site assessment. Based on this determination, the Crisis News Director contacts the Notification Coordinatorwithhis initial staffing requirements for the Crisis News Center and briefs him as to the crisis status.
-4 The Crisis News Director then notifies the Corporate News Services team, briefing them as fully as possible. Corporate News Services will then activate their emergency proceedures as is the case with all emergency news events at the company. Once established, the emergency team for Corporate News Services will notify the Crisis News Director and the mutual assistance parameters will be confirmed.
The Crisis News Director also notifies the NRC Region II Public Affairs Officer in Atlanta briefing him as fully as possible.
The Crisis News Director then heads for the Crisis News Center of the affected nuclear station and begins opening the Crisis News Center for "business".
Upon arrival at the Crisis News Center, the Director reports his presence to the Recovery Manager or the Station Manager, if the Recovery Manager is not yet available. The crisis official in charge at this moment confirms the status of the crisis and reports any new developments, pending or prospective.
The first public action by the Crisis News Director is to notify the media. This is done.by calling the wire services in Columbia or Atlanta if after midnight or on the weekend. Information to be imparted includes: the fact. that an accident has occured; details as available; emphasis on what's being done to protect employees and public; and what and when and where future information will be available.
Following initial media notification, the Crisis News Director opens the Crisis News Center.
As long as the Crisis Management Plan is in effect, the Crisis News Director will provide the management for the public information section.
NOTIFICATION COORDINATOR The Notification Coordinator contacts those members of the Crisis News team specified by the Crisis News Director until all initial team positions are filled as required by the activation of the Crisis News Center.
Primaries are called.first. Alternates are called only if a Primary is unreachable. The Notification Coordinator then proceeds to the Crisis News Center to act in the capacity of an administrative assistant to the Crisis News Director.
During the crisis the Notification Coordinator has primary responsibility for seeing that additional Crisis News team members are contacted as needed,
-5 both in escalation of staff size or in replacement of on-duty personnel. For these reasons, as well as for initital activation notification, it is the respon sibility of the Notification Coordinator to maintain.not only the Primary and Alternate names and contacts for the Crisis News Center, but also the names and contacts of personnel on the staff of each Crisis News Center position. The.
Notification Coordinator must also make sure that his staff is as well informed of the personnel that comprise the News Center team as he is.
CRISIS NEWS CENTER TEAM Each of the other members of the team, as he is notified by the Notifi cation Coordinator that a crisis is occuring and when his expertise is to be in place and operating at the Crisis News Center,. then determines who and how many of his own position staff will be necessary and notifiesthem. This notifica tion by the Crisis News staff primary member will include all details relayed to him, when the staff is expected to report to the Crisis News Center, plus any assignments that can be carried out before reporting directly for duty on the Crisis News team.
PUBLIC SPOKESMAN The Public Spokesman is the only member of the Crisis News Center team who is authorized to make public statements once he has arrived at the site of the Crisis News Center. Until that time, the Crisis News Director may act as Public Spokesman. That function is relinquished once the Public Spokesman has arrived on site, been briefed on the crisisstatus, and has prepared himself to make a statement and then answer questions regarding the crisis.
Because of the necessary stature of the Public Spokesman as perceived by the population and most specifically by the media, this position has been desig nated at the corporate level of Vice President or above. The area of competence of the Vice President shall be such that there can be no question of his credi bility as he speaks for the company. He must also have the respect of the various governmental agencies that will be having representatives on site during the crisis. The same is true with regard to others within the nuclear industry, both operators and suppliers. For these reasons Duke Power presently has two management officials who are designated Public Spokesman in the event of a nuclear crisis.
Others who may be qualified have been assigned other tasks in the Crisis Management Plan. They will be called on only if necessary during the
0 0
. -6 crisis, but may be available to provide expert comment on some specific phase of the crisis with which they are assisting.
Though assigned to the Crisis News Center, staff, the Public Spokesman will be located in the Recovery Manager's office during most of his time on duty.
The reasoning is two-fold: he has expertise in nuclear matters that can be put to use during the crisis; more importantly, his knowledge of what the status of the crisis is at the times he will appear before the media for a briefing-is up-to-date and first hand therefore eliminating an additional chance for error in communications.
News briefings are to be scheduled at least twice a day. The Public Spokesman will make sure that the Technical Briefers at least, and other posi tion coordinators, room permitting, are present during the public briefing; again to make sure that communications are the clearest possible during the crisis. No other position coordinator is to assume, however, that presence at a public briefing qualifies him to speak publicly on events.
INTERNAL COMMUNICATIONS COORDINATOR Internal Communications Coordinator has the prime responsibility of making sure that employees of Duke Power are aware of the crisis and what is being done.
Public accounts can sometimes be unclear or garbled, therefore, it is the respon sibility of the Internal Communications Coordinator to make reports to the Retail Division where the nuclear station is located and to the General Office Cor porate Communications staff on duty in time for a morning and afternoon briefing to take place for employees. Reports to the affected Retail Division will be made directly to the Division Vice President or his designee. The Division Vice President will relay the information to the districts and branches within his division making sure that Production & Transmission, Operating, and Steam Production facilities in his area are informed as well.
Reports by the Internal Communications Coordinator to the General Office!
Corporate Communications Department for distribution to the remainder of the company will be made to the Director of Employee Communications, his designee, or directly to the Vice President, Corporate Communications.
With each report to the Division Vice President, the Internal Communica tions Coordinator will remind the Division Vice President that. all branches and others in his jurisdiction make audio tape recordings of all portions of local radio and television newscasts pertaining to the crisis to form a record and to
-7 gather data for public trends that may be forming in the Division areas served by the affected nuclear station. Outside public comments (expert, pro-nuclear and anti-nuclear) must be recorded for possible action by the Corporate Commun ications staff. By knowing.what trends -are developing Corporate Communications will be in a far better position to respond with local resources assistance as well as being able to do a better job with such contacts as they will be called upon to make. These audio tapes should be mailed by courier on a daily basis to the Manager of News Services, Corporate Communications, Power Building, 5th floor.
As requested by Corporate Communications, the Internal Communications Coordinator must be able to handle special requests from other segments of the Corporate Communications Department. Corporate News Services has the respon sibility of compiling the aural and written "history" of the crisis..
At off hours it is quite possible that the position of Internal Commun ications Coordinator can be handled by one person at a time. However, with as many as three daily reports to make at times other than the usual in the course of a day's work (well before 8 AM, about 4 PM, with the possible addition of another report at 10 PM)., it will be necessary to require that the day's staff ing include at least three people who come "on board" in advance enough to prepare a comprehensive report to the internal sections of the company.
INDUSTRY/AGENCY COORDINATOR Again quoting from the AIF manual:
"One of the priority audiences for information...must be the industry itself.
Utilities around the world are im mediately asked for information and response by their local press and govern ment officials, and they know better than to base their reaction on the story.
as carried by the mass media."
Thus,the Crisis News team contains the position of Industry/Agency Coordi nator. It is his responsibility to make certain initial notifications, then to make sure that facilities are available for incoming public information repre sentatives of the utility industry, associations, and governmental agencies who will be able to assist and add depth-to the news coverage of the crisis.
The first assignemnt of the Industry/Agency Coordinator is to notify DOE, AIF, EEI. Next the Industry/Agency Coordinator notifies the local outside mem bers of the Duke Power Board of Directors living in the immediate area of the affected nuclear station that a crisis has occured, what is happening at the moment, that the Crisis Management Plan is in effect, and that they will be fully
0 0
-8 briefed by either the President or the Chairman of the Board as quickly as pos-.
sible. There is to be no speculation or elaboration.
These first assignments.shall be carried'out before the Industry/Agency Coordinator leaves for the Crisis News Center to assume his role at the Center.
All incoming public information personnel will be assgned upon arrival at the Crisis News Center to the Industry/Agency Coordinator who will serve as their liaison to the Duke Power Crisis News team during their stay.
In this function the Industry/Agency Coordinator will see that adequate office space and communications facilities are available.
It is also essential that the In dustry/Agency Coordinator monitor what these public information specialists are reporting to their respective orgainizations, obtain copies of formalized state ments for the Duke Power record of the crisis, inform the public information specialists of public briefings, and keep them up-to-date as possible on the crisis operations (realizing that this group of individuals has specialized.
expertise that can provide assistance).
The Industry/Agency Coordinator position must be manned by two people at all times during the crisis to assure adequate coverage of the assigned responsibilities.
MEDIA REGISTRATION COORDINATOR The most rapid method of reaching the greatest number of local and general public is through the use of electronic and print media. The Media Registration Coordinator and his staff has the responsibility of making the media aware of what facilities are available to enhance their coverage of the crisis and to make sure that records are kept of what media are covering the crisis on a current basis.
The Media Registration Coordiantor and at least one of his staff will, as quickly as they arrive at the Crisis News Center, set up a registration table for the following functions:
to register incoming members of the media; hand out the prepared material on the affected nuclear station (press kit), any press releases that are current, the information as to the next public briefing by the Public Spokesman and where the briefing room is located; facilities at the Crisis News Center available for media use (tables, typewriters, telephones, etc.); and knowledge of local housing, transportation, restaurants.
Any question as to the authenticity of the media member being registered, or his refusal to register will be referred immediately to the Crisis News Director. The media member under question may not participate in any of the
activities or facilities until duly registered. The Crisis News Director will decide the validity of the prospective media person as quickly as possible.
The decision of the Crisis News Director regarding that prospective media repre sentative shall be final and non-appealable at the site during the crisis. A formal record shall be kept.by the Crisis News Director of media refusals and a copy shall be kept by the Media Registration Coordinator.
The media must be allowed free access to other spokesmen even though pri mary press briefings on the current status will be conducted by the Public Spokesman. It is not the resonsibility of the Media Registration Coordinator to attempt to schedule interviews for the media with anyone. The Media Regis tration Coordinator may want to indicate a Technical Briefer if there is an apparent lack of knowledge about nuclear, the situation involved in the crisis, or a general aspect that can be handled by qualifications of the Technical Briefer.
It is also within the responsibilities of the Media Registration Coordi nator to be aware of who the Duke Power Public Spokesman on duty is, and who else from the industry, trade associations (AIF, INPO, EEI, etc.) and govern mental agencies (NRC, DOE, FEMA, DHEC) are present in the Crisis News Center.
Records to be maintained on a daily basis of media representatives present are the responsibility of the Media Registration Coordinator and will be tabu lated daily. The records themselves are to become part of the "history" of the crisis and must be safeguarded at all times.
GOVERNMENTS COORDINATOR Various levels of elected governmental officials need to be informed of the progress of the crisis. This is the basic function of the.Governments Coor dinator and the two Liaison Staff positions. The elected officials response to their constituencies will materially affect the reactions of their respective areas.
Of primary importance is the Governments Coordinator's initial and contin uing contact with mayors, county council chairmen, or their designees, at the outset of the crisis. Therefore, after alerting his two Liaisons, he will begin the process of contacting the mayors, county council chairmen, or their designees, in each jurisdiction to brief them as fully as possible about the events occur ing; let them know he is their contact; and make arrangements to locate them on a regualr basis decided between the two of them. The contacts must be begun on the basis of distance of their jurisdiction from the affected nuclear station within the 10-mile EPZ. Other mayors may be contacted if the Governments Coor-
-10 dinator thinks it wise, but only after initial contacts are made within the Emergency Planning Zone. These are the only elected officials contacted by the Governments Coordinator.
The State Government Liaison performs the same task by contacting members of the state legislative delegation in the EPZ counties of the affected nuclear station. This includes both representatives and senators. Additionally, the State Government Liaison will contact chairmen of state legislative committees dealing with utilities, energy, nuclear, and public health and safety committees, or their designees. At his discretion he may also notify other state legislative members. He does. not have the responsibility to contact the executive branch of the state government.
That responsibility is being handled from Duke Power Corporate Headquaters as outlined in Section 5.3.1, Position 11.
Likewise, the Federal Government Liaison will notify the federal delegaton regarding the crisis.
This specifically includes the Congressman from the dis
'trict in which the affected nuclear station is located; the Congressmen in the contiguous districts; the Senators of the state in which the affected nuclear station is located; Senators in the contiguous states; the chairmen of appro priate committees of the Congress (or their chief of staff or designee).
At his discretion he may also inform other approprate federal legislative members.
His responsibility does not include contact with the Executive Branch. That contact, when appropriate, will come from Duke Power Corporate Headquarters.
It is wise for the Governments Coordinator and his Liaisons to be aware that the appropriate local, state, and federal agencies dealing with public health and safety (in this case a nuclear station accident) have already been informed.
of the crisis by means set forth in the Crisis Management Plan with equipment already in place and tested prior to the crisis.
Most likely only the Governments Coordinator will have to assume his, assignments at the Crisis News Center following original notification of his local elected officials. The State and Federal Government Liaisons may well be able to participate from their usual work locations provided adequate commun ications can be established.
In the event that the various levels of elected government officials de sire a tour of. the crisis area first-hand, such tours will be arranged through the Crisis News Director only after he has consulted the Recovery Manager to determine the safety of such a tour. If the.tour is approved it will be highly desirable to schedule a group of four to no more than ten. Single tours should be avoided. If tours are scheduled it will be wise for the appropriate position
person to be at the Crisis News Center to participate. The tour itself will be conducted by a Technical Briefer or some other member of the Crisis News Center team that has been previously badged by Health Physics at the affected nuclear station.
The Governments Coordinator and his Liaisons will not be expected to man their positions around the clock, therefore, the.size of their staff may be smaller. The individuals involved in the position of State or Federal Govern ments Liaison must have familiarization with their respective jurisdictions.
TECHNICAL BRIEFERS Technical Briefers are to be available after and between public briefings to explain in lay language the complexities of the nuclear terminology.
It is not necessary that Technical Briefers be engineers, but it is essential that they have the ability to explain in simplest terms the basic aspects of what is going on and to find answers to technical questions that may arise during and between public briefings. They will be available not only to the press, but also to local officials who may later be called upon to make statements.
Under no circumstances should be Technical Briefer attempt to "gloss over" or minimize the severity of the crisis. Rather, it is their job to translate com plex nuclear terms into understandable language as best they can.
Or, just as importantly, to seek such an explanation from a proper source, then relay the answer to the questioner. Depending on the severity of the crisis and the number of lay individuals with whom they must deal, there will be a minimum of two Technical Briefers on duty at all times.
As the crisis calms to the extent that actual station tours can be toler ated by the normal station or recovery forces, Technical Briefers will serve as the primary source of guides for such tours. They can be assisted by other members of the Crisis News Center staff that have been HP-badged for that particular station if such personnel are able to lay aside their primary re sponsibilities for the period of time the tour would take. It is also recog nized that as recovery brings the station under conditions that make tours of the facility possible, additional Technical Briefers may' be called to duty by the Notification Coordinator. The Notification Coordinator will recive such orders from the Crisis News Director who will previously have received assurance of safety and permission to enter the plant from the Recovery Manager.
-12 AUDIO/VISUAL COORDINATOR The Audio/Visual Coordinator serves three capacities. First and fore most the position requires that electrical and electronic equipment used by other Crisis News Center personnel is fully operable during the crisis. Spec ial emphasis is placed on equipment used duringpublic briefings. Public address equipment must be in constant working order; the "presidential box" must be connected to the podium for use by the media; adequate electrical connections must..be available for cameras, lights, tape recorder/playback units must be operable and checked out in advance of any public briefing.
The perception of a working press area as opposed to malfunctioning equipment will go along way in establishing a feeling of competence in Duke Power's presentations and, by inference, in Duke Power's abilities during the crisis.
Spare parts must be maintained for all equipment within easy access of the equipment to facilitate rapid change and minimum disruption in case of an equipment failure during a presentation.
All public briefings by the Public Spokesman are to be videotaped; both the Public Spokesman's comments and questions from the audience. (If necessary all questions will be repeated by the Public Spokesman to assure recording.)
These videotapes become part of the Duke Power record of the crisis and can be used to verify what was actually said by the Public Spokesman or any other expert who may appear during the public briefings. Additionally, it is probable that the videotaped presentations will be available at "off hours" for viewing'by incoming media and others. Thus the videotape equipment must be in constant readiness for use, and the Audio/Visual Coordinator must be available to operate the equipment.
The videotapes of the public presentations are the primary record of these sessions'. Therefore, a fresh tape must be used for each session, and it must be labled and filed for the company history of the crisis. Following the closing of the Crisis News Center (or more frequently as requested) the recorded, labled, and filed tapes of whatever nature will be packaged for safe shipment to Corporate Communications.
Storage of "used" casettes will also be the responsibility of the Audio/
Visual Coordinator.
As time allows the Audio/Visual Coordinator and his staff should maintain and make operable such exhibits as are at the Crisis News Center. These will be used by.Technical Briefers, by other members of the Crisis News Center staff,
-13 and by authorized visitors in the Crisis News Center to explain Duke Power, nuclear power,. or the simplified workings of the affected nuclear station.
Finally, the Audio/Visual Coordinator will assist the electronic media or print media using electronic equipment on the very lowest of priority basis.
Only if he has time may he agree to be of assistance.
OTHER ASSISTANCE It may well be that additional assistance from sources outside Duke Power may be called upon because of special expertise.
Such sources include: INPO, public relations counselling firms, or other utilities with crisis experience.
Letters of intention and agreement will be executed with such sources and will become part of this Crisis News Center operational plan. In each case, the outside source will report to and be responsible to the Crisis News Center Director during his participation in the Crisis News Center.
Additional personnel of a non-expert nature required for the smooth operation of the Crisis News Center and its staff will be provided by the Administration and Logistrics Manager and his.staff as specified in Section 5.3.3, Position 8.
Other than the pre-planned, pre-stocked item specified in the addendum to this personnel outline, the Crisis News Center and its staff will rely on the Administration and Logistics Manager and his staff for adequate materials to accomplish its task. Materials requests shall be approved by the Crisis News Director.
CRISIS NEWS, DIRECTOR NOTIFICATON
.CORPORATE NEWS COORDINATOR.
SERVICES PUBLIC INTERNAL INDUSTRY/AGENCY MEDIA REGISTRATION SPOKESMAN COMMUNICATIONS COORDINATOR COORDINATOR COORDINATOR TECHNICAL GOVERNMENTS AUDIO/VISUAL BRIEFER COORDINATOR COORDINATOR STATE GOV'T.
FEDERAL GOV'T.
LIAISON LIAISON CRISIS NEWS DIRECTOR AND STAFF DUKE POWER COMPANY CRISIS MANAGEMENT PLAN FIGURE 5-2 revised: 7/1/80
CRISIS NEWS TEAM (OCONEE)
CRISIS NEWS DIRECTOR Primary:
Henry W. Cheney 803/242-5111 803/654-3063 M/W 4776 Pager 735 Alternate: Debbie DuBose 803/882-5620 M/W 110-430 NOTIFICATION COORDINATOR*
Primary:
Robert W. Osment 803/338-7768 Alternate:
Jerry Chapman 803/224-6363 803/224-7232 M/W 185-255 CORPORATE NEWS SERVICES*
Primary: Alex Coffin 704/373-5054 704/364-2942 M/W 5054 Alternate:
Jane Lesser 704/373-7304 704/334-4061 M/W 7304 PUBLIC SPOKESMAN**
Primary: Warner H. Owen 704/373-4120 704/366-3232 M/W 4120 Alternate:
W. 0. Parker 704/373-4083 704/366-1088 M/W 4083 INTERNAL COMMUNICATIONS COORDINATOR**
Primary:
Jim Lancaster 803/224-6363 703/225-1552 M/W 185-211 Alternate: Robert J. Neel 803/242-5111 803/244-7977 M/W 4776 INDUSTRY/AGENCY COORDINATOR**
Primary:
Robert W. Taylor 803/242-5111 803/288-3844 M/W 4776 Alternate: Raymond F. Chandler 803/242-5111 803/288-8425 M/W 4776 MEDIA REGISTRATION COORDINATOR**
Primary:
Susan R. Stroup 803/882-5620 803/654-6717 M/W 110-430 Alternate: Suzanne 94e44 803/882-5620 803/882-0425 M/W 110-430
.CRISIS. NEWS. TEAM,(OCONEEpM PAGE TWO TECHNICAL BRIEFERS**
Primary:
Steven R. Ayers 803/882-5620 803/654-7241 M/W 110-430 Alternate:
Mary Cartwright 704/373-5584 704/588-2584 M/W 5584 GOVERNMENTS COORDINATOR**
Primary:
Walker Pickens 803/224-6363 803/225-7106 M/W 185-231 Alternate:
William Gambrell 803/646-7111 803/646-7830 STATE GOVERNMENT LIAISON**
Robert D. Tucker 803/583-5431 803/877-5168 M/W 116-231 FEDERAL GOVERNMENT LIAISON**
Barbara Simpson 704/373-7243 704/375-3664 M/W 7243 AUDIO/VISUAL COORDINATOR**
Primary:
Dan Marett 803/882-5620 803/225-7886 M/W 110-430 Alternate:
Robert E. Metz 803/224-6363 803/225-4056 M/W 185-254 Notified by Crisis News Director Notified by Notification Coordinator Notified by Industry/Agency Coordinator
INDUSTRY AND AGENCIES NUCLEAR REGULATORY COMMISSION (NRC)*
Ken Clark 404/221-4503 404/458-5780 Joe Gilliland 404/221-4503 404/394-0647 ATOMIC INDUSTRIAL FORUM (AIF)***
Scott Peters 301/654-9260 301/983-1074 Carl.Goldstein 301/654-9260 301/983-1097 EDISON ELECTRIC INSTITUTE (EEI)***
800/424-8897 Ann Maynard 202/828-7581 703/941-4159 Doris Newcomb 202/828-7583 703/528-2096 INSTITUTE OF NUCLEAR POWER OPERATIONS (INPO)***
Angie Howard 404/953-3600 S.C. GOVERNOR'S OFFICE Russ McKinney*
803/758-3261
OUTSIDE DIRECTORS***
Robert C. Edwards 803/233-2562 803/654-3439 Alester G. Furman, III 803/242-5151 803/232-8866 Buck Mickel 803/298-2500 803/233-5083 William L. Watkins 803/225-2527 803/226-8606