public awareness plan - chesapeake utilities corporation · 2019. 4. 19. · institute’s (api)...

Original: 06/09/2006 Last Revised: 04/19/19

Public Awareness Plan

Know what’s below. Call before you dig.

Miss Utility of Delmarva DE – 1-800-282-8555 MD – 1-800-441-8355

www.missutilitydelmarva.com

Overview:

In June 2004, the US Department of Transportation’s Research and Special Programs Administration (RSPA) and the Office of Pipeline Safety (OPS) proposed a rule that requires all gas and hazardous liquid pipeline operators to develop and implement public education programs that comply with American Petroleum Institute’s (API) Recommended Practice 1162 (RP 1162). The recommended practice, developed as a consensus industry standard, is intended for use by natural gas pipeline operators, hazardous liquid pipeline operators, operators of gathering lines, and local distribution companies. The final rule, implemented in June 2005, calls for pipeline operators to develop and implement public education programs that address key stakeholder audiences including: affected public; local officials; emergency responders, excavators and contractors; land developers and One-Call Centers. For each stakeholder audience, RP 1162 defines requirements for public awareness programs including: the message delivered to each audience; the frequency of message; and the methods for delivering the message. The overriding purpose of RP 1162 is to assist pipeline operators in developing an effective, yet flexible framework for managing a public awareness program and for analyzing and gauging the effectiveness of their public education efforts. Each operator must develop and implement a continuing public education program that follows the guidance provided in API RP 1162.

Original: 06/09/2006 1 Last Revised: 04/19/19

TABLE OF CONTENTS 1 I N T R O D U C T I O N Plan Overview ..................................................................................................... 3 Program Objectives ............................................................................................ 3 Company Policy on Public Awareness ................................................................ 4 Management Statement of Support…………………………………………………….…….. 4 Plan Assignment ................................................................................................. 4 Summary of This Plan ........................................................................................ 5 Affected Facilities ............................................................................................... 5 Glossary of Terms ............................................................................................... 6

2 T A R G E T I N G P U B L I C A W A R E N E S S C O M M U N I C A T I O N S Chapter Overview ............................................................................................... 8 Identifying Target Audiences for Communications ........................................... 8 Objective ................................................................................................ 8 Assessment of Existing Company Communications Methods ............... 8 Methods for the Company to Identify stakeholders............................... 8 Stakeholder Audiences Identified in RP 1162 ..................................................... 9 Overview ................................................................................................ 9 Content of Message ................................................................................ 10 Frequency of Message ............................................................................ 11 Stipulations of Delivery Method ............................................................ 12 Table 2-2 Public Awareness Information for Local Distribution Companies .... 13

3 C O M P A N Y C O M M U N I C A T I O N A C T I O N S Chapter Overview ............................................................................................... 15 Company Standards for Material Development ................................................. 15 Affected Public and Customers .............................................................. 16 Emergency Officials ............................................................................... 18 Public Officials ....................................................................................... 20 Excavators/Contractors/Land Developers ............................................ 22 One-Call Centers .................................................................................... 24 Supplemental Program Enhancement & Materials ............................................ 26

4 P R O G R A M A S S E S S M E N T & E V A L U A T I O N Chapter Overview ............................................................................................... 27 Company Evaluation Objectives ......................................................................... 27 Company Standards for Assessing Program Effectiveness ................................ 27 Assessment Measures ......................................................................................... 28 Assessment & Evaluation Materials ................................................................... 29 Management of Feedback Information .............................................................. 30


5 S A M P L E O F C O M P A N Y P U B L I C A W A R E N E S S M A T E R I A L S Chapter Overview ............................................................................................... 31 A sample of the various communication materials (print pieces, ads, descriptions of

presentations, etc.) will round out this section

6 P R O G R A M A D M I N I S T R A T I O N & P L A N M A I N T E N A N C E Chapter Overview ............................................................................................... 32 Responsibility for Program Implementation & Administration ........................ 32 Record Keeping Requirements ........................................................................... 33 Plan Updating Procedures .................................................................................. 33 Reviews and Revisions ....................................................................................... 34

7 I N D E X / A P P E N D I C E S Chapter Overview ............................................................................................... 35 Appendix A – Meeting Feedback Form .............................................................. 36 Appendix B – Sample Feedback Form ............................................................... 37 Table E-2: Sample Survey Questions for Affected Public ................................... 38 Appendix C – Tips For Organizing & Managing A Public Meeting .................... 41 Appendix D – Contact Information .................................................................... 45 Appendix E – Public Awareness Direct Mail-out Brochure ............................... 46


1 INTRODUCTION P L A N O V E R V I E W This document provides a framework of procedures and policies that will allow Chesapeake Utilities - Delmarva Natural Gas and Sandpiper Energy (Chesapeake) to better communicate to a variety of key audiences in the communities where we live and operate pipelines. While this plan is designed so that Chesapeake can fully comply with standards for public awareness incorporated in the Office of Pipeline Safety’s adoption of RP 1162 (see glossary of terms), Chesapeake is committed to an on-going public awareness program in the firm belief that effective communications with our neighbors is the proper way to conduct our business. The various steps, protocols and communications initiatives detailed in this plan support Chesapeake’s policy of striving for open, accessible dialogue with communities and key constituencies in areas where Chesapeake operates. It is Chesapeake’s policy to conduct business responsibly with a full appreciation and concern for public safety, our employees and our environment. The steps and programs detailed in this document are designed to comply with Chesapeake’s policies as well as applicable federal, state, and local standards. P R O G R A M O B J E C T I V E S The objective of Chesapeake’s Public Awareness Program and this Plan are to:

ν Raise the awareness of the affected public and key stakeholders of the presence of buried pipelines and associated facilities in the communities where we serve and operate. A more informed public will also understand that they have a significant role in helping to prevent damage and accidents from outside forces.

ν Better educate those who live or work near our pipelines on recognizing and reacting to a natural

gas release or emergency and how to respond if they detect possible gas odors. Early recognition of a release and proper response can save lives.

ν Help excavators understand the steps they can take to prevent damage from outside forces and to

help them respond safely and promptly should their actions cause damage to our pipelines.

ν Better educate the public, emergency responders, local officials, municipalities, school districts and other key groups about our organization’s emergency response and key safety procedures in the unlikely event of an 0perating problem or emergency event.

ν Allow emergency response agencies that might respond to an emergency incident on one of our

pipelines or facilities to better understand the safe and proper actions to take in response to a release or pipeline emergency.


C O M P A N Y P O L I C Y O N P U B L I C A W A R E N E S S The management and employees of Chesapeake are committed to conducting our operations with a primary focus on protecting the safety of any people living or working near our pipelines. To ensure this overriding priority, we will continually strive to provide information and better educate our key partners in safety, including the general public; residents and property owners; places of congregation such as businesses, schools, hospitals, prisons and other places where people gather; emergency responders; public officials; excavators and contractors; land developers; and One-Call Centers. We will facilitate this priority and objective through development and implementation of a Public Awareness Program that is explained and administered through this plan. M A N A G E M E N T S U P P O R T O F P U B L I C A W A R E N E S S P R O G R A M

P L A N A S S I G N M E N T Copies of this plan will be assigned to the following individuals or functions within the company:

ν Senior Vice President – electronic copy, for general reference.

ν Vice President – electronic copy, for general reference.

ν Director, Gas Operations, Engineering & Supply – electronic copy, for general reference.

ν Engineering Manager – Planning & Design – electronic copy and hard copy, for general reference and for administering Subpart M of the Pipeline Integrity Rule.

ν Communications Manager (Corporate) – electronic copy, for general reference.

ν Director of Safety (Corporate) – electronic copy, for general reference and for administering the Emergency Responder communications.

ν Public Awareness Committee (PAC) – electronic copy and hard copy, for general reference and use in administering the overall Public Awareness Plan for Chesapeake Utilities.


S U M M A R Y O F T H I S P L A N This document contains:

ν A methodology for identifying target audiences (or stakeholders) for public awareness communications and for analyzing existing company capabilities, resources and materials

ν Identification of, and specifics for complying with the baseline program requirements for RP 1162

ν Specific Company messages, means and materials for communicating with each key stakeholder group

ν Standards, measures and materials for evaluating and documenting the effectiveness of the program

ν Information on accessing company sample materials for communications for each key stakeholder group.

ν Specific steps for implementing and administering the plan

ν An index of information and other tools to assist in administering the Plan. A F F E C T E D F A C I L I T I E S All of Chesapeake Utilities Corporation - Delmarva Natural Gas Distribution and Sandpiper Energy’s Facilities are included in this Public Awareness Program.


G L O S S A R Y O F T E R M S The following section defines terms that are used throughout this document:

ν Baseline Messages – The minimum standard program recommendations set forth in RP 1162.

ν Call Centers – Also known as “One-Call Centers,” this term refers to the clearinghouse for excavation notifications that are planned near pipelines and other underground utilities. One call centers around the country handle between 15 and 20 million calls a year from excavators and direct those calls to the affected pipeline operators to help ensure that underground utilities are located and properly marked.

ν CFR – Code of Federal Regulations

ν Chesapeake – Chesapeake Utilities Corporations (Company), a natural gas distribution company serving southern New Castle County, Kent County and Sussex County, Delaware and the eastern shore of Maryland.

ν CPATF – Chesapeake’s Public Awareness RP1162 Task Force

ν DEMA – Delaware Emergency Management Agency

ν Dig Safely – A nationally recognized campaign to reduce underground facility damage through damage prevention education. Used by pipeline companies, one-call centers and other groups throughout the country, the program was developed through the joint efforts of the Office of Pipeline Safety and various damage prevention organizations. Dig Safely is a centerpiece of the Common Ground Alliance (CGA).

ν Excavation Damage – Sometimes referred to as “third-party damage,” this type of damage often occurs when required One-Call notifications are not made prior to beginning excavation, digging or plowing activities. When the location of underground facilities is not properly determined, the excavator may inadvertently damage the pipeline and/or its protective coating.

ν DOT – The Department of Transportation, the regulatory body that has regulatory oversight for pipelines in the United States.

ν Integrity Management Program – According to pipeline safety regulations, an operator’s integrity management program must include at a minimum:

o A baseline assessment plan

o A process for continual integrity assessment and evaluation

o An analytical process that integrates all available information about pipeline integrity and the consequences of a failure

o Repair criteria to address issues identified by the integrity assessment method and data analysis

o Methods to measure the integrity management programs’ effectiveness

o A process for review of integrity assessment results and data analysis by a qualified expert

o Internal and external communications requirements

ν LDC – Local Distribution Company (for natural gas).

ν LEPC –Local Emergency Planning Committee


ν Media – For purposes of this plan, “media” refers to the method (print, video, advertising, etc.) utilized to communicate to the targeted stakeholders.

ν MEMA – Maryland Emergency Management Agency

ν Operator – All companies that operate pipelines within the scope of this plan

ν OPS – The Office of Pipeline Safety, located within the Pipeline and Hazardous Materials Safety Administration (PHMSA), a branch of the U.S. Department of Transportation that has regulatory oversight for pipelines in the United States. The Office of Pipeline Safety develops and enforces safety regulations for pipeline operators.

ν Public Awareness Committee (PAC) – Comprised of the following Chesapeake staff:

ν Engineering Manager – Planning & Design, implementation and administration of the PAP.

ν Engineering Manager -Integrity, or designated representative.

ν Manager – Construction & Design

ν Manager – Compliance & Gas Conversions, or designated representative.

ν Manager – Marketing & Communications.

ν District Operations Manager (North & South), or designated representative.

ν Damage Prevention Coordinator

Also, periodic advice and meeting with Chesapeake’s Public Awareness RP 1162 Task Force (CPATF) comprised of the Director of Safety, the Communications Manager, and key employees from Chesapeake as deemed necessary.

ν Rights-of-Way (ROW) – Long, continuous stretches of land on which an operator has the rights to construct, operate and/or maintain a pipeline. The operator may own ROW outright, or an easement may be acquired for specific use of the ROW.

ν RP 1162 – Recommended Practice 1162, adopted from standards developed by the American Petroleum Institute (API), that calls for pipeline operators to develop and maintain a public awareness program with specific guidelines on audiences, messages and frequency of message.

ν SERC – State Emergency Response Committee

ν Stakeholder – Also known as “target audience,” this term encompasses the various groups or constituencies that Chesapeake will communicate with as part of this Plan. Examples of stakeholders include the affected public, emergency responders, public officials, excavators, etc.

ν Supplemental Messages – The concept developed in RP 1162 for assessing particular situations where it is appropriate to enhance or supplement the baseline messages.


2 TARGETING PUBLIC AWARENESS COMMUNICATIONS C H A P T E R O V E R V I E W This section provides guidance on how to identify key stakeholder audiences and how to best target effective communications methods to reach and connect with each group. I D E N T I F Y I N G T A R G E T A U D I E N C E S

RP 1162 stipulates that communications be directed to a variety of important stakeholders in an effort to raise the awareness of pipelines. In the communities where we operate, Chesapeake is committed to increasing the level of knowledge and understanding of pipelines and their role in transporting vital energy. Since the public serves as our partner in safety, a more informed populace enhances our safety efforts and reduces the likelihood and potential impacts of pipeline emergencies and releases. O B J E C T I V E

Chesapeake will continually work to research and evaluate the various stakeholders for our public awareness program in an effort to fine tune our messages and ensure that our chosen communications methods are appropriate. Our overriding objective is to provide accurate, honest and effective information regarding our pipelines, facilities and company to various important audiences. A S S E S S M E N T O F E X I S T I N G C O M P A N Y C O M M U N I C A T I O N S M E T H O D S It is vital that Chesapeake select a thorough and effective means for reaching each of our identified stakeholders. In selecting the proper means and media for the audience, the following items should be considered:

1. What existing communication methods (brochures, website, etc.) does the company possess?

2. To what audience were these existing materials addressed?

3. How effective have these materials been in communicating our intended message?

4. How has the company gauged the effectiveness of the existing materials?

5. Can the scope, tone or design of the existing materials be expanded to reach wider audiences or comply with our objectives for this Plan?

M E T H O D S F O R T H E C O M P A N Y T O I D E N T I F Y S T A K E H O L D E R S

In order to accomplish the objective of our Plan, stakeholder audiences are to be identified using a variety of means that may utilize both company and outside resources. Key criteria that will guide Chesapeake in determining audiences include:

The various constituencies and stakeholders in the geographic location of our pipeline. Internal sources or methods that we may utilize in determining appropriate stakeholders are:

Field Operations personnel

Pipeline Integrity personnel

Existing emergency response plans

Personnel that routinely work with Governmental & Regulatory bodies

Past rehabilitation & maintenance records


Geo-spatial databases External sources that we may utilize in determining appropriate stakeholders include:

Tax maps and Geo-spatial databases

One-call organizations

Local telephone directories

Internet

County records

Identified local emergency responders, contractors, and public officials

S T A K E H O L D E R A U D I E N C E S I D E N T I F I E D I N R P 1 1 6 2 O V E R V I E W

Chesapeake will continually work to research and evaluate the various stakeholders for our on-going public awareness efforts, and promote a program flexible enough to change as our business needs dictate or as the public’s need for information changes. For purposes of this Plan, and based on Chesapeake’s operations and the requirements of RP 1162, the following core groups have been identified as stakeholders:

The Affected Public in areas where we operate

o Customers

o Residents living near our pipelines

o Individuals working near our pipelines

o Places of congregation such as businesses, schools, places of worship, hospitals and other medical facilities, parks and recreational areas, daycare facilities, etc.

Emergency Response Officials in areas where we operate

o Fire departments, DEMA, MEMA, LEPCs and SERCs.

o Hazardous materials response teams

o Police/Sheriff departments

o 911 centers and/or emergency dispatch

Public Officials in areas where we operate

o State and Local representatives

o Mayors

o City, town or county managers or commissioners

o Planning and Zoning boards or committees

o Permitting and Licensing departments

o Public and government officials

o Military installations


Excavators in areas where we operate o Excavation companies o Highway departments or other road construction or maintenance bodies o One Call Centers

C O N T E N T O F M E S S A G E

The content of our messages to the stakeholders will be annually evaluated and fine-tuned based on changing circumstances and need. Overriding elements or messages to the stakeholders include:

• An overview of how pipelines operate

• Pipeline purpose and reliability

• How to identify approximate location of pipelines

• Hazards or risks associated with pipeline operations

• Use of a one-call notification system prior to excavation and other damage prevention activities

• Steps that should be taken for public safety in the event of a pipeline release or incident at a facility, including emergency contact information

• Physical indications that a release or incident may have occurred

• Emergency preparedness communications

• How to inform Chesapeake of questions or concerns regarding public safety, Integrity Management issues, emergency preparedness, public awareness or land use practices

• Contact information for Chesapeake How to request training In addition to the overriding elements / messages listed above, Chesapeake may use other forms of communications such as bill inserts, letters, customer guides, training, meetings, etc. to supplement our Public Awareness Program. The following messages to each stakeholder may be covered in these various forms of communications: The Affected Public

♦ Overview information of steps Chesapeake takes to prevent incidents and mitigate the impact in the unlikely event they occur

♦ How to assist in preventing emergency situations by following safe excavation and digging practices and reporting any unauthorized activity

Emergency Response Officials

♦ How to get detailed information regarding our pipelines

♦ Contact information regarding the caretakers of our emergency response plans

♦ An overview of steps Chesapeake takes to prevent incidents and mitigate the impact in the unlikely event they occur

Local Public Officials

♦ General information about pipelines that cross their area of jurisdiction



Excavators

♦ Education and awareness that digging or excavating near our pipelines may have impacts on our operations and ultimately public safety

♦ Information regarding damage prevention requirements for the particular jurisdiction, including one-call notification procedures


F R E Q U E N C Y O F M E S S A G E

Chesapeake is committed to communicating with our targeted stakeholders based on the following frequency table as stated in RP 1162:

Audience Type Distribution

Affected Public/Residents, Businesses, Schools, etc. along our pipeline system

Annual

LDC Customers Twice Annually

Emergency Officials Annual

Public Officials Every 3 Years

Excavators/Contractors Annual

One-Call Centers Annual


S T I P U L A T I O N S O F D E L I V E R Y M E T H O D

Chesapeake will utilize a variety of delivery and communication methods in implementing this Plan and our on-going public awareness program. The methods and materials used to communicate will be analyzed annually for content and applicability based on the needs of the audience and the type of information Chesapeake feels it needs to convey. Key messages for the stakeholders are discussed in Chapter 3 – Company Communications Actions. R P 1 1 6 2 T A B L E

The following table illustrates the baseline recommendations contained in API RP 1162 for local distribution companies: Table 2-2 – Public Awareness Communications for Local Distribution System Operators


3 COMPANY COMMUNICATIONS ACTIONS C H A P T E R O V E R V I E W This section provides steps and actions that Chesapeake may take to communicate to the vital stakeholders as part of our Plan and on-going public awareness initiative. The material in this section is arranged by stakeholder audience. Displayed are the key messages, frequency of communications and suggested communication methods for each identified group. C O M P A N Y S T A N D A R D S F O R M A T E R I A L D E V E L O P M E N T Oversight responsibility for the communication materials that support our Plan and public awareness program lies with the Public Awareness Committee (PAC). The PAC will work to ensure that appropriate materials are developed and/or acquired for the necessary communications activities listed in this chapter. Our materials are annually evaluated by the Public Awareness Committee (PAC), for clarity, thoroughness and understandability. In addition to the PAC review, the following method may also be used to evaluate the appropriateness of our material:

♦ A sample group of company employees that are not involved in developing or administering our Plan and public awareness program will review the material and provide feedback.

The following pages summarize our key messages, supplemental messages, the frequency of our communications and available communications methods for each identified stakeholder audience. The material is arranged as a “roadmap” that will help guide our communications and actions in reaching each stakeholder identified in our program.


Affected Public & Customers How We Will Determine Audience:

Geo-spatial database

Nine digit zip code

Customer data base Frequency of Communications:

Baseline: • Twice annually for LDC customers. • Annually for non-customers living within 660 feet of distribution mains.

Supplemental: As determined by specifics of the pipeline segment or environment Key Messages We Will Communicate Via Public Awareness Direct Mail Brochures:









• Contact information for Chesapeake

• How to request training Supplemental Messages We May Communicate Via Other Forms of Communications, Meetings and Training Sessions:

• Overview information of steps Chesapeake takes to prevent incidents and mitigate the impact in the unlikely event they occur

• How to assist in preventing emergency situations by following safe excavation and digging practices and reporting any unauthorized activity


Methods/Materials We May Use To Communicate:

Personal contact

Printed pieces

o Brochures

o Letters

o Bill Inserts

Pipeline Markers

Community meetings, Open Houses, etc. (Supplemental as needed)

Website – www.safegasmaryland.org

http://www.safegasmaryland.org/


Emergency Officials How We Will Determine Audience:

Discussions with identified local emergency responders

Existing emergency response plans

State Emergency Response Committee (SERC) databases

Local Emergency Planning Committee (LEPC) databases

State Fire Marshal’s office Frequency of Communications:

Baseline: Annually Supplemental: As determined by specifics of the pipeline segment or environment

Key Messages We Will Communicate Via Public Awareness Direct Mail Brochures:











• How to get detailed information regarding our pipelines

• Contact information regarding the caretakers of our emergency response plans

• Emergency preparedness communications

• An overview of steps Chesapeake takes to prevent incidents and mitigate the impact in the unlikely event they occur

• How to obtain pipeline information through pipeline mapping system



Scheduled meetings with County or Multiple County officials Personal contact Telephone calls Training Sessions Printed pieces Website – www.safegasmaryland.org



Public Officials How We Will Determine Audience:

Local telephone directories

Input of local personnel who routinely work with government or regulatory bodies

Internet searches and research Frequency of Communications:

Baseline: Every three years Supplemental: As determined by specifics of the pipeline segment or environment.












• General information about pipelines that cross their area of jurisdiction

• Overview information of steps Chesapeake takes to prevent incidents




Printed pieces o Brochures o Letters

Telephone calls (Supplemental as needed)

Group meetings (Supplemental as needed)

Personal contact (Supplemental as needed)

Website – www.safegasmaryland.org



Excavators/Contractors How We Will Determine Audience:

One-call system databases

Contractor licensing boards

Internet Frequency of Communications:

Baseline: Annually for excavators and contractors Supplemental: As determined by specifics of the pipeline segment or environment












• Education and awareness that digging or excavating near our pipelines may have impacts on our operations and ultimately public safety


• Overview information of steps Chesapeake takes to prevent incidents and mitigate the impact in the unlikely event they occur



Printed pieces o Brochures o Letters

One-call center outreach

Pipeline markers

Damage Prevention Training


Group meetings (Supplemental as needed)

Website – www.missutilitydelmarva.com

http://www.missutilitydelmarva.com/


One-Call Centers How We Will Determine Audience:

Listing of one-call centers in company records Discussions and research with one-call organizations

Frequency of Communications:

Baseline: Annually or based on the requirements of the applicable One-Call Center Supplemental: As changes in pipeline routes or contacts, or as required by state









• Contact information for Chesapeake Supplemental Messages We May Communicate Via Other Forms of Communications, Meetings and Training Sessions:

• Other requirements of the applicable One-Call Center

• One-Call system performance feedback (as applicable)

• Suggestions for improvements (as applicable)



Membership in appropriate One-Call Center

Requirements of the applicable One-Call Center

Maps (as required)

Telephone calls (Supplemental as needed)


E-mail (Supplemental as needed)


S U P P L E M E N T A L P R O G R A M E N H A N C E M E N T & M A T E R I A L S

Special conditions, changing circumstances and other factors may necessitate additional communications or frequency of communications to important stakeholders. Responsibility for determining whether such measures are necessary lies with the PAC. In evaluating the need for supplemental program enhancement or the development of new or additional communications materials, Chesapeake will consider the following factors:

Potential hazards

Environmental Considerations

Population density

Elevated incidents of third-party damage

Pipeline history in the area

Specific local considerations or heightened public sensitivity Regulatory requirements Results from previous public awareness program evaluations Issues not mentioned above that reveal the need for supplemental messages

The following activities may be implemented at any time or when the pipeline is located in an area that has had increased or frequent third-party damage:

1. Increased frequency of communications or communications at a shorter interval than the baseline requirement

2. Additional message content or delivery/media efforts beyond those identified in our baseline program

3. Extending or broadening the coverage area beyond the parameters of the baseline program All supplemental enhancements to our Plan and program shall be identified and documented in the annual records of program activities.


4- PROGRAM ASSESSMENT & EVALUATION C H A P T E R O V E R V I E W This chapter contains specific protocols and measures that Chesapeake takes to assess the effectiveness of our Plan and public awareness program. It also identifies the parties responsible for measuring and evaluating our program. C O M P A N Y E V A L U A T I O N O B J E C T I V E S Chesapeake is committed to an assessment and evaluation of our public awareness program using the methodology discussed in this chapter. In evaluating the effectiveness of our program and materials, Chesapeake will be guided by the following:

Is the information reaching the intended stakeholder audience?

Do these audiences understand our messages?

Are the messages provided frequent enough to achieve our desired result?

Do our materials motivate recipients to respond appropriately in alignment with the information provided?

Is our public awareness initiative resulting in improved understanding of our business and safe pipeline practices?

C O M P A N Y S T A N D A R D S F O R A S S E S S I N G P R O G R A M E F F E C T I V E N E S S In assessing the effectiveness of our public awareness program, Chesapeake must identify and establish threshold levels of non-English speaking individuals in proximity to the pipeline, and establish means to communicate with them with respect to the requirements of 192.616. The following procedures shall be followed:

♦ Phase I Demographic Study (every 5 years)

Every 5 years, Chesapeake shall conduct a Phase I Demographic Study using U.S. Census Bureau data to identify the levels of non-English speaking households reported by County in all areas traversed by Chesapeake’s pipeline facilities. The U.S. Census Bureau provides helpful “quickfacts” by State and County online at https://www.census.gov/quickfacts/fact/table/US/PST045217. Chesapeake has reviewed the census data and has determined that there are no significant areas within our territories where English is not the spoken language. Chesapeake will continue to review the census data to see if there are any changes. However, Chesapeake does provide a Spanish version of its mailed brochure upon request. No further demographic study is required unless the non-English speaking households reports exceeds 20 percent is in a County, or if a language group or ethnicity reported in the U.S. Census Bureau data would suggest that a significant percentage of households may predominantly speak a language other than English or Spanish.

https://www.census.gov/quickfacts/fact/table/US/PST045217


♦ Phase II Demographic Study (only when required)

Chesapeake must conduct a Phase II Demographic Study whenever the non-English speaking households reported exceeds 20 percent in a County, or if a language group or ethnicity reported in the U.S. Census Bureau data would suggest that a significant percentage of households may predominantly speak a language other than English or Spanish. The objective of a Phase II Demographic Study is to identify any significant concentrations of language(s), other than English or Spanish, which may be spoken in the actual households identified near the pipeline corridor in selected Counties. The scope of work necessary to conduct a Phase II Demographic Study will be determined on a case by case basis and documented by the Administrator of Chesapeake’s Public Awareness Program. When recommended as part of a Phase II Demographic Study, Chesapeake shall provide its written Public Awareness Program materials in the language(s) identified and deliver them to households in proximity to the pipeline in the affected Counties only.

In addition, Chesapeake also considers one or more of the following methods to assess the effectiveness of our public awareness program:

♦ Review the incidents from excavation to our facilities. This includes not just “reportable incidents” but all damage events.

♦ Analyze and review feedback following meetings with various identified stakeholders (public officials, emergency responders, etc.)

♦ Periodically conduct a random sample of each stakeholder audience, confirming their receipt of the materials and assessing their level of understanding of the target message. This can be done through such means as direct mail, or telephone surveys.

♦ Periodically review similar analysis and effectiveness evaluations performed by applicable One-Call systems.

Should any of the above measures indicate that one or more of our targeted audiences are not being effectively communicated to, the PAC will review the message type, content and delivery methods and offer steps for improvement. Records of these assessments and follow-up actions must be maintained as detailed in Chapter 6. A S S E S S M E N T M E A S U R E S Measures and techniques that Chesapeake uses in assessing our public awareness program and the effectiveness of this Plan include:

Focus groups Surveys (both telephone and written) Feedback (both written and verbal) from key stakeholders

A summary of our baseline evaluation process is displayed in the following Table:


APPROACH TECHNIQUE FREQUENCY

Self-Assessment of Implementation

Review • Internal review • Regulatory Inspection

Annually

Pre-test Effectiveness of Materials

Focus Groups • Internal (company)

participants • External participants

Upon initial implementation or major re-design of materials, or

development of new messages

Effectiveness of Implementation • Outreach • Level of Knowledge • Changes in Behaviors • Bottom-line Results

1. Surveys that can assess outreach efforts, audience knowledge & changes in behaviors • Operator designed • Third-party designed • Industry Association designed 2. Assess notifications & incidents to determine anecdotal changes in behavior 3. Documented records and industry comparison of incidents to evaluate bottom-line results

No more than four years apart, or upon a major re-

design of the program

Implement changes to the Public Awareness program as assessment methods suggest

Responsible party as designated in our program

As required by findings of evaluations

A S S E S S M E N T & E V A L U A T I O N M A T E R I A L S Chesapeake may utilize one or more of the following materials in evaluating the effectiveness of our communications methods and overall program:

Company self-assessment forms

Meeting feedback forms

Sample public survey cards

A data base for tracking communications (if applicable) Samples of some of these forms and materials are located in Chapter 7 (Index & Appendices)


M A N A G E M E N T O F F E E D B A C K I N F O R M A T I O N Efforts for evaluating the effectiveness of our public awareness program will be directed by the PAC. The PAC will annually report to management the following:

Summary results of surveys, polls, feedback forms, etc.

Repeated requests for additional information or communications materials that are not a part of our baseline program

Any key concerns or feedback that our baseline program and its media or materials are not adequately communicating to the designated stakeholder


5- SAMPLE OF COMPANY PUBLIC AWARENESS MATERIALS C H A P T E R O V E R V I E W This chapter contains samples and descriptions of the company materials that may be used in our public awareness program. Chesapeake will update this section as needed so that the personnel that use this Plan will be aware of new offerings in our portfolio of materials, and factor in the most appropriate media and materials for the intended stakeholder. This information is maintained electronically in a folder entitled “Public Awareness”, categorized by year. Hardcopies can be provided up request.


6- PROGRAM ADMINISTRATION & PLAN MAINTENANCE C H A P T E R O V E R V I E W This chapter provides information and requirements for administering; maintaining and supporting effective use of Chesapeake‘s Plan and on-going public awareness program. In short, this Plan is maintained through training, proper record maintenance, and the periodic review and update of the communication materials and their effectiveness to our targeted stakeholder audiences. Specific responsibilities for overseeing the Plan and program are contained in this chapter. R E S P O N S I B I L I T Y F O R I M P L E M E N T A T I O N & A D M I N I S T R A T I O N

The responsibility for implementation and administration of Chesapeake’s Plan will be the Public Awareness Committee (PAC), as listed on Page 7 of this plan.

The CPATF will periodically meet with the PAC to provide input and advice. In implementing and administering our Plan, Chesapeake will be guided by the following objectives to ensure that:

Stakeholder audiences are properly identified

Messages appropriate to each stakeholder are identified

Appropriate media and communication methods are selected to reach each stakeholder audience

Messages are delivered as specified in our Plan

The effectiveness of the Plan and program is periodically evaluated

The Plan is modified to reflect changing situations or the results of stakeholder feedback or other form of program effectiveness evaluation

The PAC will:

Establish the necessary budget to administer the Public Awareness plan annually. The PAC will be responsible for submitting the required budget for funding during the annual budgeting process

Establish the parameters associated with the selection of the affected public, public officials, emergency responders, excavators and other groups that will be the target audience

Determine the messages, methods and media used to deliver the communications to the intended stakeholder

Assign specific responsibilities to employees, functions or groups

Coordinate feedback from stakeholder audiences

Review any incidents or situational changes that might necessitate supplemental program enhancements

In addition to the above items listed, the PAC may also coordinate training, and develop relationships with other companies, associations or organizations.


R E C O R D K E E P I N G R E Q U I R E M E N T S

Responsibility for maintaining appropriate records and materials will lie with the PAC, overseers of our Plan. Records and other documentation that reflect our communications to stakeholder audiences will be retained for a minimum of five years. Records of program activities may be stored either in electronic or “hard copy” (paper) format, at the discretion of the PAC. Documented activities that must be retained as per the above standard will include:

Samples of the materials used to communicate messages

Copies of any survey results, focus groups or interviews conducted

Routine assessments of program implementation

Copies of evaluations of effectiveness efforts

Copies of any independent or outside evaluations made

Determinations made concerning any supplemental enhancements

Recommendations for improvements to the Plan P L A N U P D A T I N G P R O C E D U R E S

Based on changing circumstances and/or the results of our program evaluations, the Plan will be updated as deemed necessary by the PAC. The following standards will be applied to the administration and maintenance of this Plan in order to implement continuous improvement:

♦ The Plan shall be reviewed on an annual basis and updated as necessary to reflect stakeholder feedback, effectiveness evaluations, regulatory requirements or changes in operating status

♦ Responsibility for updating the Plan lies with the PAC

♦ Revised sections, pages or procedures will be re-issued by the PAC with specific instruction to holders of the Plan regarding which sections or pages to replace.


Plan Reviews and Revisions

Date By: Comments: 06/09/06 Original plan was approved by 12/16/11 Charles Russell Complete plan review and updates of plans to meet

compliance 02/13/12 Charles Russell Annual plan review 02/05/13 Charles Russell Annual plan review 12/09/13 Charles Russell Added Sandpiper under the plan 02/07/14 Charles Russell Annual plan review 02/12/15 Charles Russell Annual plan review - Added statements to cover assets

covered under plan and Appendix E - PADMP per MD PSC inspection

08/10/15 Charles Russell Updated new company logos in plan 02/10/16 Charles Russell / PAC Annual Plan Review 04/04/17 Charles Russell / PAC Annual Plan Review 02/12/18 Garth E. Jones Annual Plan Review – Changes Included:

• Updated Corporate Statement – P. 4 • Updated Plan Assignment – P. 4 • Updated Public Awareness Committee – P. 7 • Updated Stakeholder Frequency Table – P. 11 • Updated Public Awareness Communications for

Local Distribution System Operators Table – P. 13 & 14

• Updated Phase I Demographic Study – P. 27 • Minor formatting

02/23/18 Garth E. Jones Address comments per MD PSC inspection

04/12/18 Garth E. Jones Public Awareness Committee Review – No Changes

12/05/18 Garth E. Jones Added Manager – Construction & Design to PAC.

04/19/19 Garth E. Jones Public Awareness Committee Review – No Changes


7- INDEX/APPENDICES C H A P T E R O V E R V I E W This chapter contains summary information, appendices, and a number of tools that Chesapeake will utilize to evaluate the effectiveness of our overall public awareness program. Included in this section are:

A variety of documents and forms that can be used to assess the effectiveness of our Plan, including:

o Company self-assessment forms

o Meeting feedback forms

o Sample public survey cards Tips for speaker’s and facilitators of public meetings

A listing of national or regional trade associations, government agencies and applicable private

agencies that might possess information relative to public awareness


Appendix A – Samples of Forms

Meeting Feedback Form Fax to: ________________________________________________

Name: _____________________________ Date: ___________________

Phone: ________________ Location of Company Rep: ____________________________

Meeting Type: ______________________ Date: ___________________

Approx. No. Attending: __________ Location of Meeting: _____________________

I would rate this meeting:

Why?

____________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

What worked well?

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

What could have been improved and how?

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

Comments:

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

Very Helpful Helpful

Not Helpful


Appendix B – Sample Survey Form Overview: - The content of the questions on the survey should reflect the goals of the public education program. The wording of questions is critical. They should be tested prior to use. Developing appropriate wording is more difficult than it may appear to be on the surface. It is easy to inadvertently build in biases or confuse the person being interviewed. The questionnaires should be tested before use. A focus group or small sample can be used for that purpose. If the wording is changed, the questions should be retested. Preferably, the same wording would be used for a group of operators if not all of the industry, to achieve comparability and be able to compare statistics for the industry or a region. Individual operators should try to keep their questions the same over time so that trends can be evaluated. Where possible, it is preferable to use multiple-choice questions rather that open-ended questions, because the former are easier to analyze objectively. A combination of both open-end and multiple-choice questions can be used. Negative answers or problems raised by respondents preferably should be followed up by a diagnostic question to understand the respondent’s point of view better, and to get insight for making improvements. In the tables below is a sample set of survey questions for the general public near pipelines. These lists of questions can be used as menus from which to choose if there is only time for a few questions. The asterisked questions are the most important. The questions may refer to the respondent’s experience in the past six months, year, or two years; generally one does not ask about information older than one year because of memory problems, except for dramatic events likely to be remembered. INTRODUCTION: In administering a survey, there should be a brief introduction to set the stage. For example:

“Chesapeake believes it is important to get feedback from people (excavators) such as you about pipeline safety. We would like to ask you a few questions and would greatly appreciate your candid answers. The information on your particular response will be kept confidential. Let me start by asking….”

VENUES: Basically the same questions can be asked during a formal survey, whether undertaken by mail, telephone, or in person. They also can be used during customer contacts or as part of contacts with appropriate personnel from excavators.


TABLE E-2: SAMPLE SURVEY QUESTIONS FOR AFFECTED PUBLIC

Sample Questions

Attribute Measured (Asterisk * marks most important questions.) Outreach 1. Prior to this notice, were you aware that Chesapeake Utilities operated

a natural gas distribution system in your vicinity? [Yes or No] If yes: 1a. What was the source of the information (check all

the apply): a. Customer b. Written material (brochure, flyer, handout) c. Radio? d. TV? e. Newspaper ad or article? f. Face-to-face meeting? g. Posted information (e.g., pipeline marker) h. Other: ___________________________

1b About how many times did you see information on pipeline safety in the last year? ___________________

Outreach 2 Have you or has anyone in your household ever tried to get

information about pipeline safety in the last 12 months? [Yes or No] 2a If yes, where did you try? Check all that apply:

a. Internet b. Call c. Letter d. Visit e. Other:___________________________

Outreach 3 Do you know how to contact the local One Call Center or Miss Utility

“811” to have our natural gas facilities located prior to excavating? [Yes or No]

Knowledge 4 Do you know how to recognize a natural gas leak, and how to respond

to such an emergency? [Yes or No]


Knowledge 5 What would you do in the event you were first to see damage to our facilities? [Can check more than one]

a. Call 911 b. Call pipeline company c. Flee area d. Nothing (not my responsibility) e. Other: ____________________________

Knowledge 6 What would you do if you saw someone intentionally

trying to damage our facilities? [Can check more than one]

a. Call 911 b. Call pipeline company c. Flee area d. Nothing (not my responsibility) e. Other: _____________________________

Behavior 7 Have you ever called Chesapeake Utilities, 911, or anyone

else to report suspicious or worrisome activity near our facilities? [Yes or No] 6a If yes, what did you report?:

a. Break b. Product release c. Digging d. Other: __________________________

Behavior 8 Have you or has anyone in your household [or company if

a business] ever encountered a damaged pipeline or product released from a pipeline? [Yes or No] If yes, what did you do? ____________________________________________

____________________________________________ Behavior 9 Have you ever passed information about pipeline safety to

someone else? [Yes or No] If yes, what information and to whom?: _____________

_______________________________________________


Outcomes 10 Has anyone is your household or have nearby neighbors ever had any injuries or damages associated with a pipeline break? [Yes or No]

9a If yes, describe event. ______________________ ______________________________________________ Attitude 11 Do you agree or disagree that Chesapeake Utilities

has been doing a good job of informing people like you about pipeline safety?

a. Strongly agree b. Agree c. Disagree d. Strongly disagree

If you disagree, why: ___________________________ ____________________________________________

INFO 12 Please identify yourself as one of the following Stakeholder Groups:

A. Affected Public 1) Resident 2) Business 3) School 4) Tenant 5) Occupant

B. Emergency Responder C. Excavator or Contractor D. Public Official

1) Elected 2) Appointed 3) Regulatory


Appendix C

Tips For Organizing & Managing A Public Meeting In setting up the room for public meetings remember:

Audiences feel comfort sitting near aisles so as many as possible should be made. Attendees should have the opportunity to take away some material or to sign a list

requesting more information. Low profile, unobtrusive security should be in place. Consider your objectives and those of the audience in setting up the room. The more

potentially hostile the audience, the better it may be for the speaker to separate themselves. Stages, podiums and tables achieve this purpose. However, keep in mind that these devices also create barriers between the speaker and audience, and a balance must be struck between comfort, security and communications objectives.

Rehearsal: Rehearsing to conduct public meetings is equally as important as it is for appearing before the courts, the media or regulatory bodies. Spokespersons must be rehearsed, ideally in a setting that closely approximates the meeting location and in front of an audience (co-workers, a Public Relations firm, etc.). Speakers should practice with any props or visual aids they intend on using. Mock questions at the rehearsal sessions should be tough and realistic. Dress: Spokespersons should dress neatly and appropriately for the occasion and location. While normal business attire is generally appropriate, spokespersons should be cautious in finding a balance between “dressing up” or “dressing down” at public meetings in rural locations. Coming to a meeting in a suit and tie when most of the audience is in jeans and slacks might reinforce a perception that the company is out of touch with the local community. Likewise, “dressing down” might ring false, giving the perception that the company is trying too hard to look natural and fit in. A good compromise for men might be to wear a blazer or sports coat with an open necked shirt and no tie. Females may choose slacks instead of skirts. If outside parties (politicians, regulatory representatives, community groups) are also on the agenda, company spokespersons should work to make sure that they are dressed in a consistent style with these other parties. Moderating The Public Meeting: Many public meetings will be held under the auspices of an outside group, which will also take responsibility for the agenda and managing the event. If you are called upon to organize and manage a public event the following should be followed: Ground Rules for Moderators


1. Thank the public for showing up and introduce yourself and other spokespeople. 2. Indicate there will be opening statements followed by a question and answer period. 3. If the meeting is in response to a crisis or emergency event, apologize for the inconvenience,

damage to wildlife, property, the environment or people in a sincere way. This DOES NOT mean that you have to accept blame or responsibility for the event. IT IS o.k. to say you are sorry for what happened!

4. Make logistical announcements regarding future public meetings, telephone numbers, access to officials or information, claims offices, etc. Indicate that there is background material available for members of the public.

During the Public Meeting: Depending on the issues and concerns, tension may mount as the meeting progresses, so company spokespersons must always show compassion and empathy. All “official” company representatives should be prepared to stay until the end of the meeting, regardless of the hour. Checklist for Preparing for Public Meetings: Contact those responsible for Corporate Communications and any necessary outside resources

(Security, Public Relations firm) for guidance Survey third-party groups for help in identifying, analyzing likely issues Survey local area for possible meeting venues (schools, auditoriums, service/club/union halls,

etc.) Identify physical assets that may be needed (sound systems, visual aids, numbers of chairs, etc.) Identify potential speakers at public meetings and obtain training for them, if needed Rehearse, Rehearse, Rehearse! Pre-Meeting Checklist: Check microphone, acoustics and sight lines Adjust temperature, lighting, seating Test visual aids, equipment, and electrical plugs Provide business cards, paper, pens, pencils Rehearse, rehearse, and rehearse! Be flexible with time, firm with key messages Act professionally Respect the degree of formality of the event Speak a little more slowly to ensure clarity and comprehension; enunciate Make sure visual aids truly AID your presentation; don’t use them as a “crutch” Don’t read directly off your notes Be calm -- nervousness is not as obvious as you think! Phrases To Avoid in Presentations:

“obviously you don’t understand”


“let me put this in simple terms” “with respect” “let me explain something to you”

The Ability to Listen Is Important Too: Sometimes in certain speaking situations – such as community meetings, company “open houses” and regulatory meetings – it is vitally important to be a good listener. If the audience detects that you are listening to their concerns and questions, your credibility grows immensely, and you become a more engaging speaker. Here are some tips for becoming an effective listener:

Don’t judge the question or remarks by the first few words; listen throughout When someone begins speaking, start to focus Listen for intent as well as literal meaning Take notes Read obvious non-verbal signs and signals Relax

Top Ten Reasons Speakers Fail:

1. Frightened speaker 2. Inadequate preparation 3. Lack of rapport with audience 4. Stiff or wooden body language 5. Dry, or “preachy” presentation with little audience involvement 6. Poor eye contact 7. Unclear intent 8. Lack of energy 9. Poor pace – too fast or too slow

10. Poor use of visual aids


Techniques to Handle a Difficult Audience: Public speaking is a difficult process for most people and an interruption from the audience makes the event even more stressful. If you are faced with an intrusive member of the audience, there are some key actions you can take to lessen the impact on your presentation. Although no two situations will be the same, there are a few general things to keep in mind:

• Always be polite with a heckler, but remember that the rest of the audience came to listen to what you have to say.

• Never get into an argument with a heckler. This leaves the audience out, and can quickly escalate, often resulting in sympathy for the heckler. This can lead to a “feeding frenzy” where the audience gangs up on the speaker.

• If the interruption comes early in your remarks, try to cope with it unless hecklers are persistent. If they are, say you will be happy to talk with them after you have finished making your presentation. Ask that hecklers hear all of your material and promise to return to the complaint afterward if they still have concerns.

• If a heckler interrupts you, try stopping your presentation for a moment. The audience will realize that you are aware of the heckler and they will have time to make their own judgment about the interruption.

• Suggest talking about the subject after the presentation. • Try addressing the entire audience. Ask if others have comments to offer. • Indicate that the question the heckler has asked has been answered to the best of your ability

given the facts currently at your disposal. • If someone interrupts with technical questions, indicate that company technical experts would

be happy to contact them later to provide answers. • In responding to repetitive questions, indicate that fairness and time dictate moving on to other

information or questioners. However, add that you, or other company representatives, will be available following the presentation to answer questions.

• If the situation seems completely unsalvageable, wrap up your remarks, making it appear to be the natural ending to your presentation. Then, thank the audience for sharing its views and leave the stage. This should only be done as a last resort!

Dealing With Difficult Audiences – the Minimum You Should Know:

♦ Speak to the whole group ♦ Be cool and polite, yet firm ♦ Indicate that you will be happy to answer questions at the end of the speech ♦ Ask hecklers to please listen to all of your remarks ♦ Suggest meeting with hecklers or persistent questioners after the presentation ♦ Dignify questions, then promptly “bridge” to the points you want to make ♦ As a last resort, end your speech early, but make it seem natural


Appendix D

Trade Associations American Petroleum Institute - www.api.org 1220 L Street NW, Washington, DC 20005 American Gas Association - www.aga.org 400 N. Capitol Street, NW, Washington, DC 20005 Interstate Natural Gas Association of America - www.ingaa.org 10 G Street NE, Suite 700, Washington, DC 20002 Southern Gas Association - www.sgalink.org 3030 LBJ Freeway, Suite 1300, Dallas, TX 75234 Government Agencies Office of Pipeline Safety - http://ops.dot.gov Research and Special Programs Administration, U.S. Department of Transportation 400 Seventh Street, SW, Rm7128, Washington, D.C. 20590-0001 The National Pipeline Mapping System (OPS/DOT) - www.npms.rspa.dot.gov OPS Gas Integrity Management - http://primis.rspa.dot.gov/gasimp/index.htm OPS: Stakeholder Communications - www.cycla.com/stakeholders Maryland Public Service Commission Gas Operators Advisory Committee (GOAC) – www.safegasmaryland.org National Transportation Safety Board - www.ntsb.gov Private Organizations Common Ground Alliance - www.commongroundalliance.com Dig Safely (for one-call centers) - www.digsafely.com National Association Of State Fire Marshals (NASFM) - www.pipelineemergencies.com www.safepipelines.org Utility Services Protection Center of Delmarva, Inc. (USPCD) – (Local one call center) – www.missutilitydelmarva.com

http://www.api.org/http://www.aga.org/http://www.ingaa.org/http://www.sgalink.org/http://ops.dot.gov/http://www.npms.rspa.dot.gov/http://primis.rspa.dot.gov/gasimp/index.htmhttp://www.cycla.com/stakeholdershttp://www.safegasmaryland.org/http://www.ntsb.gov/http://www.commongroundalliance.com/http://www.digsafely.com/http://www.pipelineemergencies.com/http://www.safepipelines.org/http://www.missutilitydelmarva.com/


Appendix E

P U B L I C A W A R E N E S S D I R E C T M A I L - O U T P R O G R A M The Public Awareness Direct Mail-Out Program (PADMP) covers the entire Chesapeake distribution system located in Delaware and Maryland. The PADMP includes the respective Stakeholder Audience Groups in accordance with Chesapeake’s written public awareness plan and in compliance with API’s RP 1162. The PADMP comprises mailing to the Stakeholder Audience Groups covering Affected Public of Residents and Businesses (including various places of congregation and gathering such as but not limited to; assisted living centers, churches, food stores, government offices, hospitals, nursing and retirement homes, offices, restaurants, schools and stores) located within a one-quarter (1/4) of a mile wide corridor area (which is comprised of one-eighth (1/8) of a mile or 660 feet on both sides of the distribution system main as provided on Chesapeake’s GIS. The PADMP also includes the mailing to the Stakeholder Audience Groups covering Excavators & Contractors, Emergency Responders and Public Officials (Elected & Regulatory) located within the Counties where Chesapeake’s distribution system is located. In addition, Chesapeake will request a listing of Contractors & Excavators from One Call Concepts (Miss Utility) from the previous year who called in a Locate Request Ticket in Chesapeake’s distribution territory for inclusion in the mailing. The Emergency Responders list includes Local, County, and State: emergency dispatch and emergency communications centers 9-1-1, emergency management agencies, emergencies services, local emergency planning committees, fire, police and sheriff’s departments. Regarding the utilization of statistical survey data, our goal is to achieve at minimum a 90% confidence level and a 10% margin of error. If these targets are not reached, Chesapeake will review and make changes to achieve the desired results. Chesapeake will track the number undeliverable each year along with the requests for the PADMP in Spanish.

Affected Public & CustomersEmergency OfficialsPublic OfficialsExcavators/ContractorsOne-Call CentersAppendix A – Samples of FormsMeeting Feedback Form

Phone: ________________ Location of Company Rep: ____________________________Meeting Type: ______________________ Date: ___________________What worked well?What could have been improved and how?Sample QuestionsAttribute Measured (Asterisk * marks most important questions.)Appendix CTips For Organizing & Managing A Public Meeting

The Ability to Listen Is Important Too:Top Ten Reasons Speakers Fail:Appendix DTrade AssociationsGovernment AgenciesPrivate Organizations

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