INCIDENT MANAGEMENT

HANDBOOK

BASED ON THE INCIDENT COMMAND SYSTEM FOR THE

MANAGEMENT OF ENVIRONMENTAL EMERGENCIES
RELATED TO RELEASES OF OIL PRODUCTS AND
HAZARDOUS MATERIALS
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 PREAMBLE

The government of British Columbia uses the Incident

Command System (ICS) for incident management
during emergencies at the site (Incident Command
Post) and field (tactical) response levels. The ICS is
the foundation of the British Columbia Emergency
Response Management System (BCERMS).

This Incident Management Handbook (IMH) assists

the Incident Management Team (IMT) personnel in
the delivery of the ICS. These members include those
assigned to ICS positions, as well as, technical
specialists (Chapter 4).

The IMH serves as a reference guide. It supports

delivery of provincial-level response plans prepared
by the BC Ministry of Environment as the lead (key)
provincial agency for spills of oil and hazardous
material releases. Other supporting resources for
response plan delivery include operational guidelines
related to the delivery of the ICS, as well as
technically specific matters (Chapter 7).

This IMH does not take the place of ICS training for
responders. It does not affect IMT member
authorities. It is not a policy document. The IMH
should be read according to specific chapter(s) or
pages that are relevant to the role/position being filled
during an exercise on an incident.
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 BC EMERGENCY MANAGEMENT SYSTEM

The BC Emergency Management System (BCERMS)

is an all-threat approach to the management of
emergencies in British Columbia. It is recognized as
a standard system for emergency response, and
currently mandated for use within the provincial
government and recommended to local authorities.

BCERMS includes standardized emergency

management organizations, training requirements,
technologies, forms, and more.

The core of BCERMS is the international and proven

Incident Command System that is applied at the site
(Incident Command Post) and field (tactical) levels.

The effective delivery of the ICS is the focus of this

handbook.

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 BCERMS RESPONSE GOALS

 Provide for the safety and health of all

responders

 Save lives

 Reduce suffering

 Protect public health

 Protect government infrastructure

 Protect property

 Protect the environment

 Reduce economic and social losses

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THE BCERMS HIERARCHY

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THE INCIDENT COMMAND SYSTEM
ORGANIZATION

Envi
ron
men
tal
Unit

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 TABLE OF CONTENTS

COMMON RESPONSIBILITIES 1

CHAPTER 1 - INITIAL RESPONSE AND INCIDENT MANAGEMENT 5

OVERVIEW OF INITIAL RESPONSE PROCESS 7

ICS-201 INCIDENT BRIEFING FORM 8

INITIAL UNIFIED COMMAND MEETING 10

IC/UC OBJECTIVES MEETING 12

COMMON RESPONSE OBJECTIVES 14

COMMAND AND GENERAL STAFF MEETING 15

PREPARING FOR THE TACTICS MEETING 18

PARTICIPANTS IN TACTICS MEETING 22

PREPARING FOR THE PLANNING MEETING 24

MATERIALS AND DISPLAY FOR A PLANNING MEETING 25

PLANNING MEETING 27
OPERATIONS BRIEFING 35

EXECUTE THE INCIDENT ACTION PLAN 38

SPECIAL PURPOSE MEETINGS 41

BUSINESS MANAGEMENT MEETING 41
AGENCY REPRESENTATIVE MEETING 41
MEDIA BRIEFING 42
TECHNICAL SPECIALIST MEETING 42

CHAPTER 2 - RESOURCE ORDERING, SITUATION DISPLAY, AND

FORMS 43

RESOURCE REQUEST AND ORDERING PROCESS 43

INCIDENT SITUATION DISPLAY 46

ICS FORMS 47

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CHAPTER 3 - ENVIRONMENTAL DATA MANAGEMENT BY THE
ENVIRONMENTAL UNIT 49
SCIENTIFIC COORDINATORS & TECHNICAL SPECIALISTS 50

IMPLEMENTATION OF THE ENVIRONMENTAL UNIT 51

OPERATIONS AND PLANNING INTEROPERABILITY 53

CHAPTER 4 - CHECKLISTS FOR INCIDENT MANAGEMENT TEAM

POSITIONS 55

INCIDENT COMMANDER, COMMAND & GENERAL STAFF 55

INCIDENT COMMANDER 56
INFORMATION OFFICER 58
LIAISON OFFICER 60
SAFETY OFFICER 62

GENERAL STAFF, BRANCH, AND UNIT POSITIONS 65

OPERATIONS SECTION 65
OPERATIONS SECTION CHIEF 66
DEPUTY OPERATIONS SECTION CHIEF 68

BRANCHES, DIVISIONS, AND RESOURCES 69

OPERATIONS BRANCH DIRECTOR 70
DIVISION/GROUP SUPERVISOR 72
STRIKE TEAM/TASK FORCE LEADER 74

STAGING MANAGER AND AIR OPERATIONS BRANCH DIRECTOR 75

STAGING AREA MANAGER 75
AIR OPERATIONS BRANCH DIRECTOR 77

PLANNING SECTION AND UNITS 80

PLANNING SECTION CHIEF 81
RESOURCE UNIT LEADER 83
SITUATION UNIT LEADER 85
DEMOBILIZATION UNIT LEADER 87
DOCUMENTATION UNIT LEADER 89
ENVIRONMENTAL UNIT LEADER 90

SPECIALIZED TASK POSITIONS WITHIN THE PLANNING SECTION 92

CHECK-IN/STATUS RECORDER 92
DISPLAY PROCESSOR 94

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 FIELD OBSERVER 95

TECHNICAL SPECIALISTS 96
GEOGRAPHIC INFORMATION SYSTEM SPECIALIST 96
DATA MANAGEMENT SPECIALIST 97
WEATHER OBSERVER 98
DOCUMENTATION SPECIALIST 100

OTHER TECHNICAL SPECIALISTS (Mission & Tasks) 101

RESPONSE TECHNOLOGY SPECIALISTS 101
PUBLIC HEALTH TECHNICAL SPECIALIST 102
LEGAL SPECIALIST 102

LOGISTICS SECTION, BRANCHES AND UNITS 103

LOGISTICS SECTION CHIEF 103
SUPPORT BRANCH DIRECTOR 105
SUPPLY UNIT LEADER 106
FACILITIES UNIT LEADER 108
GROUND SUPPORT UNIT LEADER 110
SERVICE BRANCH DIRECTOR 112
FOOD UNIT LEADER 113
MEDICAL UNIT LEADER 115
COMMUNICATIONS UNIT LEADER 116

FINANCE/ADMINISTRATION SECTION, AND UNITS 118

FINANCE/ADMINISTRATION SECTION CHIEF 118
COST UNIT LEADER 120
COMPENSATION/CLAIMS UNIT LEADER 121
TIME UNIT LEADER 121
PROCUREMENT UNIT LEADER 123

CHAPTER 5 - UNIFIED COMMAND 125

CHAPTER 6 - AREA COMMAND 129

CHAPTER 7 – PROVINCIAL RESPONSE PLANS AND OPERATIONAL

GUIDELINES 133

OPERATIONAL GUIDELINES FOR ENVIRONMENTAL EMERGENCIES

133
FOR AN AGENCY EXECUTIVE/POLICY GROUP 133

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FOR SUPPORT EMERGENCY OPERATIONS CENTRES 133
FOR INCIDENT MANAGEMENT 134
FOR SELECTED ICS POSITIONS 134
FOR SPECIAL CENTRES 135
FOR TECHNICAL – GENERAL 135
FOR TECHNICAL – HAZARD SPECIFIC 135

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 COMMON RESPONSIBILITIES

The following are applicable to all personnel

working with an Incident Command System
(ICS) organization:
 Receive:
 Job assignment;
 Reporting location;
 Reporting time;
 Travel instructions;
 Communications instructions.
Review Incident Management Handbook (IMH)
regarding positions and tasks specific to
assignment.
 Check in at a designated location which may
be any of the following locations:
 Incident Command Post (ICP);
 Base or Camps;
 Staging Areas;
 Area Command Post.
 Receive briefing from immediate supervisor,
and/or receive orientation briefing.
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 Acquire work materials.
Supervisors maintain accountability for
assigned personnel with regard to working
location, and personnel safety and welfare at
all times. They are responsible for briefings.
 Participate in meetings and briefings as
directed and be prepared with assignments.
 Ensure compliance with all safety practices
and procedures.
 Report unsafe conditions to the Safety
Officer.
 Know your assigned communication
procedures
 Ensure that communication equipment is
operating properly.
 Use clear text (no codes) and ICS terms in
radio communications.
 Complete forms and reports required of the
assigned position.
 Ensure proper disposition of incident
documentation as directed.
 Ensure all tactical and personnel protection
equipment are operational prior to each
work period.
 Brief ongoing personnel when relieved.
 Return all assigned equipment to
appropriate location.
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 Complete demobilization check-out process
before returning to home office.
 Respond to demobilization orders and brief
staff regarding demobilization.
 At shift changes, brief incoming staff and
receive briefing from outgoing staff.
 Maintain individual activity log records (ICS
214).

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 CHAPTER 1 - INITIAL RESPONSE AND INCIDENT
MANAGEMENT
There is always a period of initial response,
assessment and management. Incidents that
are small in scope, complexity or duration can
often be coordinated using only the ICS 201
Incident Briefing form and its process. This
form is used by the first operational personnel
on-scene to manage and track response
efforts. It is also used for the incoming Incident
Commander (IC) by providing a written record
of information on the incident situation and the
resources allotted.

The ICS begins with the designation of an

Incident Commander.

The ICS 201 continues to develop by the IC

until the response ends or the first Incident
Action Plan (IAP) is generated.

Should the incident escalate and become

complex and protracted, the IC will call for the
ICS planning process to commence and
establish an Operational Period (See Figure 1).
Activation of specific meeting and products will
then commence to establish an IAP.

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 OPERATIONAL
PERIOD FOR ON-
GOING RESPONSE
MANAGEMENT AND
PLANNING

INITIAL ASSESSMENT
AND RESPONSE
MANAGEMENT UNTIL
INCIDENT CLOSURE OR
WHEN AN
OPERATIONAL PERIOD
HAS BEEN INVOKED BY
COMMAND.

Figure 1: The Initial Response Phase and the

Operational Period Planning Cycle
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OVERVIEW OF INITIAL RESPONSE PROCESS

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ICS-201 INCIDENT BRIEFING FORM
An incident briefing using the ICS 201 Incident
Briefing form facilitates response objectives,
situational awareness, resource deployment,
and documents actions.
When: Arriving at the incident and establishing
the ICS by invoking an Incident Commander.
Facilitator: Operations or Incident
Commander.
General Tasks

Incident Commander
 Obtain incident brief
using ICS-201 Incident
Briefing Form from
operational personnel.
 Assess situation and
operational
requirements.
 Determine
current/future
organizational and
response requirement
objectives.
Operations
 Assist in developing
strategies and tactics;
and
 Assemble resources.

Other ICS Sections:

 May not be activated at
this time.
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An initial incident briefing, using ICS 201
Incident Briefing form includes:
1. Current situation.
2. Initial objectives and priorities.
3. Current and planned actions.
4. Current on-scene organization.
5. Resource assignments.
6. Resources en-route and/or ordered.
7. Facilities established.
8. Jurisdictions/organizations involved.
9. Media interests.

Next Step: Undertake an Unified Command

meeting if more than one jurisdiction
(federal, provincial, local governments,
and/or First Nations), functional
emergency agencies (Fire, Police and/or
Ambulance), and/or Responsible Party*
are engaged.

NOTE: The “Responsible Party” (RP) is responsible for

managing funding response and paying compensation for
damages. The term RP does not infer fault. For an oil spill or
hazardous material release, the RP is maybe a pipeline,
railway, vehicle, or facility owner/operator and represented by
its Incident Commander.

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 INITIAL UNIFIED COMMAND MEETING

Provides Unified Command (UC) an

opportunity to discuss and concur on issues
prior to incident action planning. The meeting
is brief and important matters documented.

When: As soon as the UC is requested

Facilitator: Designated spokesperson for UC
Attendees: Only ICs that will comprise the UC;
reside at the command table. Recorders and
advisors can attend to support the UC.

General Tasks

Incident Commander
 Determine need for
UC;
 Negotiate UC
participation and
spokesperson
designation;
 Clarify UC roles &
responsibilities;
 Agree on incident
name, response
organization, facilities,
and support;
 Determine Operational
Period length/start
time; and
 Determine OPS chief.
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Agenda for Unified Command Meeting:
1. Identify jurisdictional priorities.
2. Present jurisdictional limitations and
concerns.
3. Designate Operations Section Chief and
Deputy(s).
4. Designate Command Staff.

Agree on:
1. Incident name.
2. Spokesperson for UC
3. Organization structure.
4. Whether to establish an Operational
Period.
5. Meeting schedules.
6. Resource ordering procedures.
7. Cost-sharing procedures.
8. Sensitive information, intelligence, and
operational security matters.

Next Step: Prepare for a meeting by command

to establish response objectives.

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 IC/UC OBJECTIVES MEETING
The IC, or an UC, identifies incident objectives.
These objectives are reviewed and new ones
are identified for each Operational Period as
the incident’s situation changes.

When: Prior to Command and General Staff

Meeting.
Facilitator: IC/UC Member or Planning
Section Chief.
Attendees: IC/UC Members; Selected
Command and General Staff, Documentation
Unit Leader.
General Tasks

Command
 Develop incident
objectives; and
 Prepare guidance for
Command and
General Staff (task).
Operations
 May be present if
required.
Planning
 Facilitate and
document meeting;
and
 Propose draft
objectives to
Command. 12
Agenda for IC/UC Objectives Meeting:

1. Planning Section Chief brings the IC/UC

objectives meeting to order, conducts roll
call, covers ground rules and reviews
agenda.
2. Develop or review/select objectives.
3. Develop tasks for command and general
staff to accomplish.
4. Revalidate previous decisions, priorities,
and procedures.
5. Review any open actions from previous
meetings.

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 COMMON RESPONSE OBJECTIVES
The following are common response objectives
for an oil spill or hazardous material release.
They appear on the Incident Action Plan’s
(IAP) front cover, as well as the ICS 202
Incident Objectives form.
Response objectives drive the overall direction
of the incident’s management. They may be
added or modified for each operational period
as the situation changes.
Either adopt, modify or add:
o Ensure the Safety Response Personnel
o Control the Threat Source
o Reduce Exposures
o Manage a Coordinated Response Effort
o Maximize Public Protection
o Maximize Environmental Protection
o Maximize Infrastructure Protection
o Search and Rescue Affected Public
o Rescue and Rehabilitate Injured Animals
o Remove Contaminates from Affected Areas
o Minimize Economic and Social Impacts
o Protect Integrity of Incident Scene for Investigation
o Keep Stakeholders and Public Informed
o Manage Public/Political Expectations

Next Step: Prepare for a command and

general staff meeting.
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 COMMAND AND GENERAL STAFF MEETING

The IC/UC presents decisions and

management direction to the command and
general staff to ensure understanding of the
objectives, priorities, procedures and
assignments agreed on. Meeting covers any
changes in command’s direction, reviews
status of assigned tasks.

When: Prior to tactics meeting

Facilitator: Planning Section Chief
Attendees: Command and General Staff and
Situation Unit Leader.

Most ICS meetings are best done standing up

which expedites decisions being made.
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General Tasks

Command
 Review decisions,
direction, objectives,
priorities and
procedures;
 Present functional work
assignments (tasks) to
the Command and
General Staff members;
and
 Review status of work
assignments from
previous meetings.
Operations
 Provide update on
current operations.
Planning
 Facilitate and document
meeting;
 Set up meeting room;
and
 Ensure meeting is
documented and
distribute meeting
materials.
Situation Unit Leader
 Provide update on
current situation and
projections.

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Agenda for Command and General Staff
Meeting:
1. Planning Section Chief brings meeting to
order, conducts roll call, covers ground
rules and reviews agenda.
2. Situation Unit Leader conducts situation
status briefing.
3. IC/UC:
a. Re-states the response objectives
(used as agenda items)
b. Assigns functional tasks to
Command and General Staff
members.
4. Planning Section Chief facilitates open
discussion to clarify priorities, objectives,
assignments, issues, concerns and open
actions/tasks.
5. IC/UC provides closing comments and
reiterates any changes in response
objectives, strategies, organization,
and/or assignments.

Next Step: Prepare for a tactics meeting.

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PREPARING FOR THE TACTICS MEETING

During this phase of the Operational Planning

Period (OP), the Operations and Planning
sections begin the work of preparing for the
upcoming tactics meeting. They review
incident situation, and scope out a range of
strategies and tactics to meet them.

An ICS 215 Operational Planning Worksheet

form and ICS 207 Organization Chart form are
completed for the next operational period.

The Safety Officer develops the hazard risk

analysis and completes the ICS 215a Incident
Action Plan Safety Analysis form.

The Planning and Operation Section Chiefs

review’s situation status information to assess
work progress against IAP objectives. The
Planning Section Chief ensures that the
material, information, resources are organized,
accurate and timely.

When: Prior to tactics meeting

Facilitator: Planning Section Chief facilitates
process
Attendees: None. This is a preparation period.
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General Tasks

Operations
 Develop strategies and
tactics for each
operationally oriented
incident objective;
 Outline work assignments
and required resources;
 Develop team organization
for next operational period.
Planning
 Facilitate process;
 Review incident objectives
& agree on those that are
the responsibility of the
Operations Section;
 Ensure Technical
Specialists are included
and prepared to contribute
as appropriate;
 Present situation
information and provide
projections.
Safety Officer
 Begin to develop the ICS-
215a Incident Action Plan
Safety Analysis form.

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TACTICS MEETING

This short meeting (30 minutes or less) creates

the blueprint for tactical deployment during the
next operational period. The section chiefs
develop primary and alternate strategies to
meet objectives for consideration at the next
planning meeting.

It is the responsibility of the Operations Section

to define the tactical (detailed) response
requirements, where as it is the responsibility
of the Planning Section to coordinate with the
operations to support advanced tactical
planning.

When: Prior to Planning Meeting

Facilitator: Planning Section Chief facilitates
(as requested by Operations Section Chief)
Attendees: Planning Section Chief,
Operations Section Chief, Safety Officer,
Logistics Section Chief, Resource Unit Leader,
and Situation Unit Leader

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General Tasks

Operations
 Brief current operations;
 Present strategies, tactics
and resource needs using
ICS 215 form; and
 Present Operations
Section’s Organization
(Branches, Divisions &
Groups).
 Provide Division map with
area designations noted.
Planning
 Facilitate meeting;
 Present current situation
and provide projections;
 Present resources status;
 Document meeting; and
 Set up meeting room.

Safety
 Identify potential hazards
and recommend mitigation
measures.
Logistics
 Participate/contribute
logistics information as
necessary; and
 Verify support
requirements; and
 Prepare draft ICS-204.

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PARTICIPANTS IN TACTICS MEETING

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Agenda for Tactics Meeting:

1. Planning Section Chief brings meeting to

order, conducts roll call, covers ground rules
and reviews agenda.
2. Situational Unit Leader reviews the current
and projected incident situation.
3. Planning Section Chief reviews incident
operational objectives, and ensures
accountability for each one.
4. Operations Section Chief reviews strategy
and tactics as provided in the ICS 215
Operational Planning Worksheet form.
5. Operations Section Chief reviews ICS 207
Organization Chart from an operational
perspective.
6. Operations and Planning Section chiefs
review Division map to ensure correct
annotations,
7. Safety Officer identifies and resolves any
safety issues.
8. Logistics Section Chief discusses and
resolves any logistics issues.

Next Step: Prepare for a planning meeting

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PREPARING FOR THE PLANNING MEETING

All section chiefs and associated team

members work on preparing for a planning
meeting. Each section chief is responsible for
ensuring that responsibilities and deliverables
are ready for this meeting.

When: After the tactics meeting and prior to

the planning meeting
Facilitator: All section chiefs ensures the
process continues between meetings
Attendees: None. This is a preparation period.

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MATERIALS AND DISPLAY FOR
A PLANNING MEETING

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General Tasks

Incident Command
 Provide guidance
/clarification;
 Monitor operations;

Operations
 Work with Planning Section
Chief and Resource Unit
Leader to develop final of
ICS 215 Operational
Planning Worksheet.
Planning
 Publish/distribute meeting
schedule and ensure
attendees know roles;
 Assist in preparing the ICS
215 (including resources).
Logistics
 Verify support
requirements; and
 Consider and order support
requirements.
Finance/Admin
 Verify financial and
administrative
requirements.

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PLANNING MEETING

This meeting should last no longer than 45

minute to identify and solves problems, assess
safety hazards, and develop work assignments
and responsibilities on an ICS 215 Operations
Planning Worksheet form. Displays should
included: ICS-202 Objectives form for the next
Operational Period, large sketch maps or
charts if incident area, ICS 215a Incident
Action Plan Safety Analysis form; resource
inventory by the Resource Unit, and situation
status displays by the Situation Unit.

This meeting provides the opportunity to

discuss and resolve any issues and concerns
prior to assembling the Incident Action Plan.
After review and updates are made, planning
meeting attendees commit to support the plan.

When: After the UC and tactics meetings

Facilitator: Planning Section Chief
Attendees: Determined by IC/UC, generally
IC/UC, Command Staff, Safety Officer,
General Staff, Air Operations Branch Director
(Air Ops), the Resource Unit Leader, Situation
Unit Leader, and Technical Specialists, as
required.
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General Tasks

Command
 Provide direction and
resolve differences;
 Give approval of the
proposed plan;
 Discuss and resolve any
safety, liaison, or media
considerations and issues.
Operations
 Provide overview of current
operations;
 Present plan of action
including: strategies,
tactics, contingencies,
resources, organization
structure and overall
management
considerations.
Planning
 Brief present situation;
 Provide threat and impact
projections;
 Address response
coordination issues as
needed; gain consensus.
Logistics
 Brief logistical support and
resource ordering status.
Finance/Admin
 Brief administrative and
financial status/projections.
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 Agenda for the Planning Meeting:

1. IC/UC provides opening remarks.

2. Planning Section Chief calls meeting,
conducts roll call, covers ground rules and
reviews agenda.
3. Situational Unit Leader provides briefing on
current situation, resources at risk, weather
forecast, and incident projections.
4. Planning Section Chief reviews Command’s
incident objectives, priorities, decisions, and
direction.
5. Operations Section Chief provides briefing
on current operations followed with an
overview on the proposed plan including
strategy, tactics/work assignments, resource
commitment, contingencies, Operations
Section organizational structure, and
needed support facilities.
6. Planning Section Chief reviews proposed
plan to ensure that Command’s direction,
priorities, and objectives are met.
7. Planning Section Chief solicits final input
and commitment to the proposed plan from
Command and General Staff.

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8. Planning Section Chief requests
Command’s approval of the plan as
presented.
9. Planning Section Chief issues assignments
to appropriate team members for developing
Incident Action Plan support documentation,
such as special plans, along with deadlines.

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 INCIDENT ACTION PLAN (IAP) PREPARATION
AND APPROVAL

Planning meeting attendees, technical

specialists, unit leaders and their staff prepare
assignments for the IAP to meet the Planning
Section Chief’s deadline for assembling the
IAP components (maps, assignments, weather
reports, sensitivity analysis, special plans, etc.)
The deadline will be early to permit timely
IC/UC approval and duplication of sufficient
copies for the Operations Briefing.

When: Immediately following the planning

meeting, the Planning Section Chief assigns
the deadline for products
Facilitator: Planning Section Chief ensures
the process continues between meetings
Attendees: None. This is a preparation period.

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General Tasks

Incident Commander (IC/UC)

 Review, approve and sign
IAP when submitted.
Operations
 Provide required
information for inclusion
into IAP;
 Communicate incident
status changes;
 Work with Planning Section
to ensure that ICS 204(s)
assignments are complete.
Planning
 Facilitate General Staff’s
IAP input;
 Ensure assignments and
expectations are clear;
 Provide completed IAP to
IC/UC for review/approval;
 Copies and distributes
completed IAP.
Logistics
 Provide logistics
information for IAP;
 Verify resources ordered.

Finance/Admin
 Verify financial and
administrative
requirements for IAP.

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Components of an IAP:
1. Incident Objectives (ICS Form 202):
Resource Unit
2. Organization List/Chart (ICS Forms
203/207): Resource Unit
3. Assignment List (ICS Form 204): Resource
Unit
4. Communication Plan (ICS Form 205):
Communications Unit
5. Medical Plan (ICS Form 206): Medical Unit
6. Incident Map: Situation Unit
7. Weather Forecast:* Situation Unit
8. Safety Plan: Safety Officer
9. Decontamination Plan (A special plan)**:
Technical Specialist
10. Waste Management Plan (A special plan):
Technical Specialist
11. Demobilization Plan: Demobilization Unit
12. Air Operations Summary (ICS form 220):
Operations Branch Director
13. Traffic Plan Ground: Support Unit

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* Other forecasts, depending on working
environments can be river flood, coastal tidal,
current and sea conditions.

** Other special plans, depending on the

incident needs and organization under
Operations (Branches), can be: wildlife rescue,
salvage, shore protection.

Next Step: Prepare for an operations briefing.

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OPERATIONS BRIEFING
This briefing presents the IAP to the
Operations Section incoming supervisors
(Division and/or Group). After this briefing,
supervisors being relieved should be
interviewed by their relief to validate previous
IAP’s effectiveness. The supervisor may make
last minute adjustments to tactics and may
reallocate resources within their Division/Group
to adapt to changing conditions.

When: About an hour prior to each shift

change
Facilitator: Planning Section Chief
Attendees: IC/UC, Command Staff, General
Staff, Branch Directors, Division/Group
Supervisors, Task Force/Strike Team Leaders
(if possible), Unit Leaders, others as
appropriate.

35
General Tasks

Incident Command (IC/UC)

 Provide guidance
/clarification;
 Provide leadership
presence.
Operations
 Provide Operations
Briefing for next
operational period;
 Ensure ICS 204
assignments are clear.
Planning
 Set up briefing area;
 Facilitate Command and
General Staff and
attendees briefing
responsibilities;
 Resolve questions.

Logistics
 Brief any transportation,
communication, and supply
issues.
Finance/Admin
 Brief administrative issues
and provides financial
report.

36
Agenda for Operations Briefing:

1. Planning Section Chief opens briefing,

covers ground rules, agenda, and takes
roll call of Command and General Staff
and operations personnel required to
attend.
2. Planning Section Chief reviews IC/UC
objectives and any changes to the IAP.
3. IC/UC provides remarks.
4. Situation Unit Leader conducts Situation
Briefing.
5. Operations personnel discuss current
response actions and accomplishments.
6. Operations Section Chief briefs
Division/Group supervisors.
7. Logistics Section Chief covers transport,
communications, and supply updates.
8. Finance/Administration Section Chief
covers fiscal issues.
9. Safety Officer covers safety issues,
Information Officer covers public affairs
and public information issues, and Liaison
Officer covers interagency issues.
10. Planning Section Chief solicits final
comments and adjourns briefing.

37
 EXECUTE THE INCIDENT ACTION PLAN

The IAP is executed after the Operational

Briefing. This either occurs morning of the
operational period dated on the IAP, or may be
provided the evening before.

A NEW OPERATIONAL PERIOD BEGINS!

THE PLANNING PROCESS COMMENCES

AGAIN!

38
 ASSESS PROGRESS

Assessment is an ongoing to adjust current

operations and plan for future change as the
incident’s situation unfolds.

Following the briefing, and shift change, all

command and general staff, and section chiefs
will review the incident response progress and
make recommendations to the IC/UC in
preparation for the next IC/UC Objectives
Meeting.

The IC/UC maintains close coordination with

their respective supporting Emergency
Operation Centers, as well as their respective
Policy Group (Agency Executive)* for
situational updates.

* In industry, this group is often referred to as the “Crisis

Management Team” headed by a company’s Chief Executive
Officer.

39
General Tasks

Incident Commander
(IC/UC)
 Monitor ongoing incident
management activities;
and
 Evaluate prior decisions,
direction, priorities, and
task assignments.
Operations (OPS)
 Monitor on-going
operations and make
tactical changes as
necessary;
 Measure/ensure progress
against assigned Logistics
objectives;  Evaluate logistical
 Brief command on a
support effectiveness
scheduled basis. and make organizational
Planning and procedural
 Ensure on-going adjustments as needed.
operational information is Finance/Admin
being collected and  Monitor ongoing
documented; and operations to ensure
 Develop new/revised
accurate and timely
incident objectives and administrative and
provide to IC/UC. financial reporting.
Safety Officer
 Monitor ongoing
operations and correct
unsafe practices.
40
 SPECIAL PURPOSE MEETINGS

Special purpose meetings are most applicable

to larger incidents requiring an Operational
Period planning cycle, but may be useful
during Initial response and assessment.
BUSINESS MANAGEMENT MEETING
This meeting develops and updates the
operating plan for finance and logistical
support. The agenda could include:
documentation issues, cost sharing, cost
analysis, finance requirements, resource
procurement, and financial summary data.
Attendees normally include: Cost Unit Leader,
Logistics Section Chief, Situation Unit Leader,
Resource Unit Leader.
AGENCY REPRESENTATIVE MEETING
This meeting is held to update Agency
Representatives and ensure that they can
support the IAP. It is conducted by the Liaison
Officer, and attended by Agency
Representatives. It is most appropriately held
after the Planning Meeting to announce plans
for the next operational period. It allows for
minor changes should the plan not meet the
expectations of the Agency Representatives.
41
MEDIA BRIEFING
This meeting briefs media and the public on
the most current and accurate facts. It is set up
and moderated by the Information Officer, and
features selected spokespersons. This brief
must be held away from the Incident
Command Post, and is normally conducted at
a Joint Information Center (JIC).
Spokespersons should be prepared by the
Information Officer to address anticipated
issues. The briefing should be well-planned,
organized, and scheduled to meet the media’s
needs.
TECHNICAL SPECIALIST MEETING
Meetings may be held to gather technical
specialist’s input to IAP. As an example, the
Environmental Unit Leader may call together
Technical Specialists to review proposed
tactics for the IAP to assess the efficacy to
protect people, property or the environment.

Refer to Operational Guideline on the ICS

Process for additional information on meetings,
what to do between them, attendees, and
deliverables.

42
CHAPTER 2 - RESOURCE ORDERING, SITUATION
DISPLAY, AND FORMS
RESOURCE REQUEST AND ORDERING PROCESS

The incident resource (people, equipment,

technologies, services) acquisition process
begins by submitting the ICS Resource
Request 213 form. This form can be used for
tactical equipment (booms, vacuum trucks,
etc.), non-tactical resources (trailer, crush and
run, ice, etc.) or personnel (technical
specialists, field observer, responders, etc.). A
member of the General or Command Staff
must approve the form.

The Incident Commander (IC) must make it

clear that the Logistics and
Finance/Administration Sections are the
primary mechanisms for obtaining equipment
or personnel during a large response.

43
44
The Logistics Section Chief will determine if
the resource can be sourced from within and
by the IMT located at the Incident Command
Post, or sourced externally by a supporting
Emergency Operation Center (EOC). If the
resource can be obtained internally, Logistics
Section Chief will work with the
Finance/Administration Section to initiate the
procurement process. If external sourcing is
required, then the Logistics Section will make a
request to their respective supporting EOC.

EOCs are there to support the Incident

Management Team at the Incident Command
Post. This service can take pressure off
acquiring resources, providing technological
services, and other difficult to source
resources. However, EOC members will not
have full situational awareness, nor be
cognizant of time schedules. Furthermore,
IMT members must only request services from
their respective departmental, jurisdictional, or
corporate EOCs. Do not cross boundaries.

45
The Resource Unit is responsible for
maintaining the status of all assigned tactical
resources at a response. This is done by
maintaining a status-keeping system indicating
the current location and status of all resources.
INCIDENT SITUATION DISPLAY

The collection and display of information about

an incident and status of operations is critical.
It promotes effective and efficient
communications, as well as a common
understanding of the situation.

At an Incident Command Post there is required

a single incident situation display where
anyone can go, at any time, to learn about the
nature and status of an incident and response
operations. It is established and maintained by
the Situation Unit. The display and area can be
small and simple OR big and complex.

The Incident Situation Display should be near

and shared by the Operations and Planning
Sections. The display board should not be
used to divide these working areas, but instead
used to bring them together.

46
It is the obligation of personnel from all
sections to ensure information posted is
accurate and up-to-date. It is likewise the
responsibility of the status board monitors
within the Situation Unit to seek out sources
and establish paths and schedules for needed
information.
ICS FORMS

To assist with information management during

response activities, responders should make
the best use of ICS forms. These can be
obtained in editable format as: Microsoft Word
documents, pdfs, and/or databases.

FORM TITLE
ICS-201 Incident Briefing
ICS-202 Incident Objectives
ICS-203 Organization Assignment List

ICS-204 Division Assignment List

ICS-204a Assignment List
ICS-205a Incident Communications Plan
ICS-206 Medical Plan

47
ICS-207 Incident Organization Chart

ICS-210 Status Change

ICS-211 Check-In List
ICS-211e Equipment Sign-In
ICS-213 General Message
ICS-213-RR Resource Request Form
ICS-214 Unit Log
ICS-215 Operational Planning Worksheet
ICS-215a Incident Action Plan Safety Analysis
ICS-230 Meeting Agenda
ICS-231 Meeting Summary
ICS-234 Work Analysis Matrix

48
 CHAPTER 3 - ENVIRONMENTAL DATA
MANAGEMENT BY THE ENVIRONMENTAL UNIT

Environmental data management is essential

for effective response. It is the basis for
meaningful risk communication with the public
and responders.

Environmental data is managed in the

Planning Section in the Environmental Unit by
Technical Specialists. These specialists could
be from provincial ministries, federal agencies,
local government, consultants, and/or industry.

The Environmental Unit may also include

participants without a technical or scientific
discipline, but instead have valuable local
knowledge. The latter may represent the
social, ecological, cultural values of the
affected area to help establish response
priorities. These people can include First
Nations and local government representatives.

49
 SCIENTIFIC COORDINATORS & TECHNICAL
SPECIALISTS

SCIENTIFIC COORDINATORS
Analytical Quality Laboratory Sampling &
Assurance Monitoring
Modeling Data Ecological Health
Analysis Assessment Assessment Assessment
RESPONSE TECHNOLOGY SPECIALISTS
Containment Cleanup Waste Decontamination
Disposal

The Environmental Unit is responsible for

scientific support such as:
 Coordination and compilation of
environmental data gathered;
 Operational support for response
technologies;
 Modeling and data interpretation;
 Natural resources and ecological issue
identification and management;
 Managing permitting issues and
conditions; and
 Provision of field observers.

50
Important deliverables of the Environmental
Unit are to develop short, but incident specific,
plans that are part of the Incident Action Plan.
These can include plans on: waste
management, wildlife rescue, air monitoring,
in-situ burning, shoreline cleanup assessments
and treatment, and others.

For every Branch established under the

Operations Section, expect to have to develop
a special plan to provide to the branch director.
This means organizing the environmental unit
into specific working groups.

IMPLEMENTATION OF THE
ENVIRONMENTAL UNIT

The Environmental Unit has specific

responsibilities for the incident including, but
not limited to:
 Reviewing and evaluating the science
used to make decisions regarding
protection of public health, welfare, and
the environment;

51
  Providing advice and consultation to
promote good science in support of the
decision-making processes;
 Conducting periodic checks and balances
on technical and scientific processes;
 Evaluating new products /methods
/equipment applicable to the response,
this may include evaluating vendor
products;
 Evaluating environmental tradeoffs and
economic impacts for significant response
actions; and/or
 Interpreting science, values, and data to
the Incident Management Team.

It is important that Environmental Unit

deliverables and products are passed through
the Unit Leader and Planning Section Chief to
the Incident Commander/Unified Command
prior to dissemination, use, or implementation.

52
OPERATIONS AND PLANNING INTEROPERABILITY

The sharing of information and technical

assistance should be commonplace among the
Command and General Staff.

Coordination must occur between Operations

Section and Planning Section personnel in
order to develop the technical/tactical elements
of the response action.

The responsibility for the development of

tactics belongs to the Operations Section. To
ensure that the technical approach in the
operations period is effective, Operations will
draw on the technical expertise in the
Environmental Unit.

Meet and greet the people you are working

with. Foster a working relationship.

The Environmental Unit will then assist the

Operations Section in the development of
sampling plans, numerical models, databases,
etc.

53
In some cases technical specialists may be
assigned to and stay with a Division/Group in
the Operations Section.

It is not the responsibility of the Situation

and/or Environmental Unit to direct Operations.

54
 CHAPTER 4 - CHECKLISTS FOR INCIDENT
MANAGEMENT TEAM POSITIONS

The following provides position checklists for

each IMT member. Operational guidelines and
job aids are also available to provide more
detail on mission, tasks, and deliverables. See
Chapter 7 for listings.

These checklists are just starting items to shift

from normal work environment to an
emergency management/response mindset.
They are not prescriptive.
INCIDENT COMMANDER, COMMAND & GENERAL
STAFF

55
INCIDENT COMMANDER
The Incident Commander is responsible for
overall incident management. In most
incidents, command is carried out by a single
Incident Commander. The Incident
Commander may have a deputy who has the
same qualifications. Responsibilities include:
a. Review Common Responsibilities;
b. Assess the situation and/or obtain a
briefing from the prior Incident
Commander or operations personnel
(See ICS 201 Incident Briefing);
c. Set incident objectives;
d. Establish an appropriate ICS
organization for the Incident
Management Team (Unified
Command);
e. Ensure planning meetings are
scheduled;
f. Approve and authorize the
implementation of the Incident Action
Plan;
g. Ensure that safety measures are in
place;
56
h. Coordinate activity for Command
and General Staff personnel;
i. Approve requests for additional
resources or for the release of
resources;
j. Maintain clear and effective
communications;
k. Order the demobilization of the
incident when appropriate;
l. Monitor the operation and
effectiveness.

57
INFORMATION OFFICER
The Information Officer is responsible for
developing and releasing, upon approval by
the Incident Commander, public information
about the incident. Only one Information
Officer is assigned for the incident, including
incidents operating under Unified Command.
The Information Officer may designate
assistants. They may originate from assisting
agencies or jurisdictions. The responsibilities
of the Information Officer include:
a. Review Common Responsibilities;
b. Determine if there are any limits on
information release from Incident
Commander;
c. Develop material for use in media
briefings;
d. Obtain Incident Commander’s
approval for media releases;
e. Conduct media briefings;
f. Arrange for tours and other
interviews or briefings that may be
required;
g. Maintain incident summaries and/or
58
 displays that are suitable for media
communications;
h. Analyze public perceptions of the
response;
i. Establish or function within a Joint
Information Center, if a Unified
Command has been established;
j. Ensure that community relation
activities are effectively coordinated
with other Command and General
Staff functions.

59
LIAISON OFFICER
Incidents that are multi-jurisdictional, or that
have several agencies involved, may require
the establishment of the Liaison Officer. Only
one Liaison Officer is assigned for an incident,
including when operating under an Unified
Command. The Liaison Officer may have
assistants. They may represent assisting
agencies or jurisdictions.

The Liaison Officer is the point of contact for

personnel assigned to the incident that
includes assisting or cooperating agencies.
The responsibilities include:
a. Review Common Responsibilities;
b. Be a contact point for Agency
Representatives;
c. Maintain a list of assisting and
cooperating agencies and Agency
Representatives;
d. Establish and coordinate contact
with key stakeholders in consultation
with the Information Officer;
e. Assist in establishing and
coordinating interagency contacts;
60
f. Identify current or potential inter-
organizational problems;
g. Participate in planning meetings and
provide current resource status,
including limitations and capabilities
of assisting agency resources;
h. Maintain log of specific issues and
concerns.

61
SAFETY OFFICER
The Safety Officer is responsible for the overall
safety of the incident within the scope of the
Incident Management Team. The Safety
Officer’s function is to develop and recommend
measures for ensuring personnel safety, and to
assess and anticipate hazardous and unsafe
situations.

Only one Safety Officer is assigned for each

incident. The Safety Officer may have
assistants. They may also represent assisting
agencies, jurisdictions or the Responsible
Party (company). Assistants may be assigned
specific responsibilities such as air monitoring,
workforce safety oversight. They may be
assigned to a Group or a Division. The
responsibilities include:
a. Review Common Responsibilities;
b. Participate in meetings as required;
c. Identify hazardous situations
associated with the incident;
d. Provide safety message at
operations briefing and conduct
safety briefings in the field;
e. Exercise emergency authority to
62
 prevent or stop unsafe acts;
f. Investigate accidents that have
occurred within the incident area;
g. Assign assistants as needed;
h. Review and approve the medical
plan;
i. Develop hazardous materials site
safety & control plan or equivalent;
j. Ensure contractors’ safety plans are
consistent with WorkSafe BC
requirements;
k. Review site-specific
Decontamination Plan;
l. Ensure medical monitoring for work
in the Exclusion Zone;
m. Conduct safety briefings;
n. Work closely with the Operations
Section Chief to develop the Incident
Action Plan Safety Analysis (ICS
Form 215A) and transfer relevant
information to Special Instructions
box on ICS 204 Assignment forms;
o. Inform appropriate Agency
Representatives of any accidents
63
 requiring follow-up actions for their
personnel;
p. Evaluate need for Critical Incident
Stress Management and request
resources as needed.

64
 GENERAL STAFF, BRANCH, AND UNIT POSITIONS
General staff are called “Section Chiefs”. The
four sections are: Operations, Planning,
Logistics, and Finance/Administration.
Branch and Unit positions are also included for
most of these sections.

OPERATIONS SECTION
There is only one Operation Section Chief for
an incident, this includes multi-jurisdiction
/company ones functioning under an Unified
Command. The Operations Section’s
organization is established to address the
scope and complexity of an incident – which
can be quite variable.

65
OPERATIONS SECTION CHIEF
The Operations Section Chief is responsible
for the management of all operations. Only one
Operations Section Chief is assigned for the
incident, including incidents operating under an
Unified Command. The Operations Section
Chief may have a deputy. The Operations
Section Chief activates and supervises
organizational elements in accordance with the
Incident Action Plan (whether written or verbal)
and directs its execution. The responsibilities
of the Operations Section Chief include:
a. Review Common Responsibilities;
b. Conduct operational briefings with
operational staff;
c. Establish Divisions and Groups to
reflect tactical needs and span-of-
control;
d. Develop operations portion of IAP
and complete ICS 215 Operational
Planning Worksheet;
e. Communicate and share situational
information with the Planning
Section;
66
f. Determine the need for additional
resources, and place requests
through Logistics;
g. Supervise the Operations Section
including assigning and evaluating
work;
h. Convert operational incident
objectives into strategic and tactical
options through the ICS 234 Work
Analysis Matrix;
i. Plan for demobilization;
j. Review and approve ICS 210 Status
Change form to document changes
to personnel and/or equipment;
k. Coordinate planned activities with
the Safety Officer to ensure
compliance with safety
requirements, both regulatory and
policy.
l. Maintain Unit/Activity Log.

67
DEPUTY OPERATIONS SECTION CHIEF
The Deputy Operations Section Chief is
qualified as an Operations Section Chief. The
role is flexible. Generally, assists the
Operations Section Chief in a relief capacity
and/or in complex incidents such as when
there are several Divisions and Groups
established.

A Deputy Operations Section Chief may be

selected from other organizations/agencies/
jurisdictions in a multi-agency/multi-
jurisdictional incident, or the Responsible Party
(company).

68
 BRANCHES, DIVISIONS, AND RESOURCES

The organization under the Operations Section

is: Branches, Divisions/Groups, and Resources
[Strike Teams, Task Forces, Single
Resources). They are established by the
Operations Section to address the complexity
of the incident. These organizational
elements are pre-defined in the BC Marine Oil
Spill Response Plan, BC Inland Oil Spill
Response Plan, and BC Hazardous Material
Response Plan.

Though the organizational elements may be

pre-defined under provincial response plans,
there may be additional and/or different one
establish under a Unified Command to address
the scope and complexity of the incident.
69
OPERATIONS BRANCH DIRECTOR
When activated, each Branch Director within
Operations is under the direction of the
Operations Section Chief. The Branch Director
is responsible for the implementation of the
portion of the IAP appropriate to its branch.
The responsibilities of an Operations Branch
Director include:
a. Review Common Responsibilities;
b. Conduct operational briefings with
branch staff;
c. Supervise Branch operations;
d. Ensure that Division and Group
Supervisors have a copy of the IAP
relevant for their area of
responsibility;
e. Attend planning meetings, if
requested;
f. Assign specific work tasks to
Division/Group Supervisors
according to the ICS 204
Division/Group Assignment List, as
well as individual assignments;
g. Identify the need for additional
resources, and communicate with
70
 Resource Unit Leader what are
needed, and if surplus resources
are available;
h. Review and approve ICS 210
Change of Status form to document
changes to personnel and/or
equipment;
i. Resolve logistics problems within the
Branch;
j. Prepare Branch’s ICS 215
Operational Planning Worksheet, if
requested;
k. Approve accident and medical
reports;
l. Communicate/coordinate with Safety
Officer for tail-gate safety meetings;
m. Plan for demobilization;
n. Maintain Unit/Activity Log.

71
DIVISION/GROUP SUPERVISOR
The Division/Group Supervisor reports to the
Operations Section Chief (or Branch Director
when activated). A supervisor implements the
assigned portion of the IAP as identified in ICS
204 Assignment forms, and reports on
progress. They supervise the leaders of Strike
Teams, Task Forces as well as single
resources (e.g. an equipment operator). The
responsibilities of a Division/Group Supervisor
include:
a. Review Common Responsibilities;
b. Review Division/Group assignments
(ICS 204 Division/Group Assignment
Lists) for their Branch;
c. Identify and assess resources
assigned to their Division/Group;
d. Brief leaders of Strike Teams, Task
Forces, and/or Single Resources of
their assignments, and reporting
relationship.
e. Ensure that the Branch Director is
advised of all changes in the status
of resources assigned to the
Division/Group;
f. Coordinate activities among other
72
 Division(s)/Group(s) as appropriate;
g. Determine need for assistance on
assigned tasks;
h. Submit situation and resources
status information to the Branch
Director or as directed;
i. Report worker hazard and incidents
(e.g., accidents, sickness, discovery)
to the immediate supervisor;
j. Develop and approve accident
reports;
k. Ensure that assigned personnel and
equipment get to and from
assignments in a timely and orderly
manner;
l. Evaluate field (tactical) operations
and make adjustments to
organization, strategies, tactics, and
resources as necessary;
m. Maintain Unit/Activity Logs

73
STRIKE TEAM/TASK FORCE LEADER
The leader reports to a Division/Group
Supervisor and are responsible for performing
tactical assignments assigned to the Strike
Team or Task Force. The leader reports work
progress, resources status, and other
information to a Division/Group Supervisor,
and maintains records for assigned personnel.
The responsibilities of a Leader include:
a. Review Common Responsibilities;
b. Review assignments with staff and
assign tasks;
c. Ensure team members participate in
safety tail-gate meetings;
d. Monitor work progress and make
changes when necessary;
e. Coordinate activities with appropriate
Strike Teams, Task Forces, and
Single Resources;
f. Travel to and from active assignment
area with assigned resources;
g. Submit situation and resource status
information to Division/Group
Supervisor; and
h. Maintain an activity log.
74
 STAGING MANAGER AND AIR OPERATIONS
BRANCH DIRECTOR

Two organizational elements under the

Operations Section that are commonly invoked
are the Staging Area and the Air Operations
Branch.
STAGING AREA MANAGER
The Staging Area manager is responsible for
managing all activities within a Staging Area.
Responsibilities include:
a. Review Common Responsibilities;
b. Establish Staging Area layout;
c. Determine any support needs for
equipment, feeding, sanitation and
security;
d. Establish check-in function for
people and equipment;
e. Ensure security of staged resources;
f. Post areas for identification and
traffic control;
g. Request maintenance service for
equipment;

75
h. Respond to request for resource
assignments;
i. Obtain and issue receipts for radio
equipment and other supplies
distributed and received at Staging
Area;
j. Determine required resource levels
from operations (Branch Directors,
or Operations Section Chief);
k. Advise operations when reserve
levels reach minimums or
recommend potential demobilization
as necessary;
l. Maintain and provide status to
Resource Unit of all resources in
Staging Area;
m. Maintain Staging Area in orderly
condition;
n. Demobilize Staging Area in
accordance with the Incident’s
Demobilization Plan.

76
AIR OPERATIONS BRANCH DIRECTOR
The Air Operations Branch Director is ground-
based and is primarily responsible for
preparing the air operations portion of the ICS
220 Air Operations Summary form and for
providing logistical support to incident aircraft.

Individual aircrews retain primary responsibility

to ensure their aircrafts are operated in
accordance with their own agency's restrictions
and directives. It is also the responsibility of
individual aircrews to keep the director
informed of their agency’s restrictions and
directives that may affect their ability to
execute incident assignments.

After the IAP is approved, the director is

responsible for overseeing the tactical and
logistical assignments of the Air Operations
Branch. In coordination with the Logistics
Section, the director is responsible for
providing logistical support to aircraft operating
on the incident. The responsibilities of a
Director of Air Operations Branch include:
a. Review Common Responsibilities;
b. Organize preliminary air operations;

77
c. Prepare, brief and post an Air
Operations Safety Plan which is
approved by the Safety Officer in
Command Staff, the IC, and the
certification of the aircraft;
d. Request declaration (or cancellation)
of temporarily restricted air space
area, if requested by IC/UC;
e. Participate in preparation of the IAP;
f. Perform operational planning for air
operations;
g. Prepare and provide the ICS 220 Air
Operations Summary form to the Air
Support Group and Fixed-Wing
Bases;
h. Determine coordination procedures
for use by air organization with
ground Branches, Divisions, or
Groups;
i. Coordinate with appropriate
Operations Section personnel;
j. Supervise all air operations activities
associated with the incident;

78
k. Evaluate helibase locations;
l. Establish procedures for emergency
reassignment of aircraft;
m. Schedule approved flights of non-
incident aircraft in the restricted air
space area;
n. Consider requests for non-tactical
use of incident aircraft, as field
observers for spill trajectory over
flights;
o. Resolve conflicts concerning non-
incident aircraft;
p. Report accidents.

79
 PLANNING SECTION AND UNITS

ENVIROMENTAL
UNIT

The mission of the Planning Section is to:

1. Understand and assess the current

situation;
2. Predict threats, impacts, exposures, and
consequences of the incident;
3. Prepare special plans to support
response strategies and tactics; and
4. Prepare incident status reports suitable
for command, operations, and public
information.

80
PLANNING SECTION CHIEF
The Planning Section Chief, a member of the
General Staff, is responsible for the collection,
evaluation, dissemination and use of
information about the development of the
incident and status of resources. The
responsibilities of a Planning Section Chief
include:
a. Review Common Responsibilities;
b. Collect, process, and display
situation information about the
incident;
c. Continually communicate and share
information with the Operations
Section;
d. Supervise preparation of, and
provide inputs into, the Incident
Action Plan (IAP);
e. Reassign out-of-service personnel
already on-site to the ICS
organizational positions as
appropriate;
f. Establish information requirements
and reporting schedules for Section
units;

81
g. Determine need for any specialized
resources in support of the incident;
h. Establish special information
collection activities as necessary
(e.g., weather, environmental,
toxics);
i. Assemble information on alternative
strategies;
j. Provide periodic predictions on
incident potential (threats,
exposures, vulnerabilities,
sensitivities);
k. Report any significant changes in
incident status (escalating, stable,
declining);
l. Compile and display incident status
information;
m. Oversee preparation and
implementation of Incident
Demobilization Plan;
n. Incorporate plans, (e.g., Traffic,
Medical, Communications, Site
Safety) into the IAP.

82
RESOURCE UNIT LEADER
The Resource Unit Leader is responsible for
maintaining the status of all assigned
resources (primary and support) at an incident.
This is achieved by overseeing the check-in of
all resources, maintaining a status-keeping
system indicating current location and status of
all resources, and maintaining a master list of
all resources (e.g., key supervisory personnel,
primary and support resources).
Responsibilities include:
a. Review Common Responsibilities;
b. Establish check-in function at
incident locations and provide
identification cards;
c. Prepare Organization Assignment
List (ICS Form 203) and
Organization Chart (ICS Form 207);
d. Prepare appropriate parts of Division
Assignment Lists (ICS Form 204);
e. Maintain and post the current status
and location of all resources;
f. Maintain master roster of all
resources checked in at the incident;
83
g. Establish a Check-in/Status
Recorder to account for of all
incident assigned resources;
h. Work with Operations to complete
Operational Planning Worksheet
(ICS Form 215);
i. Attend Planning and Tactics
meetings;
j. Provide personnel information to
Situation Unit Leader for completion
of Incident Status Summary (ICS
Form 209);
k. Work with the Logistics Section
Chief to determine resources
ordered;

84
SITUATION UNIT LEADER
The Situation Unit Leader supervises field
observers, data management specialists, GIS
specialists, display processors, and other
Technical Specialists (e.g. Weather Observers,
Report Writer)**.

**Note that some of these functions may be

assigned to the Environmental Unit, which
therefore requires close communications
between these units to coordinate duties.

The Situation Unit Leader is responsible for

collecting, processing, organizing, displaying,
and disseminating all incident information. The
responsibilities of a Situation Unit Leader
include:
a. Review Common Responsibilities;
b. Coordinate with the Environmental
Unit, if activated, regarding
monitoring, analytical, and
environmental data;
c. Collect, compile, and manage overall
incident data, establish data quality
objectives, implement the Quality
Assurance/Control process for
incident data;
85
d. Prepare the Incident Status
Summary Form (ICS Form 209);
e. Prepare, display, and disseminate
resource and situation status
information as required, including
special requests;
f. Prepare other reports (e.g. periodic
predictions, status reports);
g. Provide photographic services and
maps;
h. Acquire, distribute, and provide
analysis of weather forecasts;
i. Report procedures and schedules
for field operations;
j. Provide over flight maps and
trajectory analysis, if not being done
by the Environmental Unit;
k. Provide weather, tidal/flow and any
other current information.

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DEMOBILIZATION UNIT LEADER
The Demobilization Unit Leader is responsible
for developing the Incident Demobilization
Plan. The responsibilities include:
a. Review Unit Leader Responsibilities;
b. Participate in planning meetings as
required;
c. Review incident resource records to
determine the likely size and extent
of demobilization effort;
d. Coordinate demobilization with
Agency Representatives;
e. Identify surplus resources and
probable release time;
f. Develop incident check-out function
for units;
g. Evaluate logistics and transportation
capabilities to support demobilization
when directed;
h. Establish communications with off-
incident facilities, as necessary;
i. Develop an Incident Demobilization
Plan detailing responsibilities and
release priorities and procedures;

87
j. Prepare directories (e.g., maps,
instructions) for inclusion in the
demobilization plan;
k. Distribute demobilization plan (on
and off-site);
l. Provide status reports to appropriate
requestors;
m. Ensure that all Sections/Units
understand their demobilization
responsibilities;
n. Supervise execution of the Incident
Demobilization Plan;
o. Brief the Planning Section Chief on
demobilization progress.

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DOCUMENTATION UNIT LEADER
The Documentation Unit Leader maintains
accurate, up-to-date incident files. Examples of
incident documentation include: IAP, incident
reports, communication logs, injury claims, and
situation status reports. This unit ensures each
section is maintaining and providing
appropriate documents. The Documentation
Unit provides duplication and copying services
for all sections. The Documentation Unit stores
incident files for legal, analytical, and historical
purposes. The responsibilities of a
Documentation Unit Leader include:
a. Review Common Responsibilities;
b. Set up work area; begin organization
of incident files;
c. Establish duplication service;
respond to requests;
d. File all official forms and reports;
e. Review records for accuracy and
completeness; inform appropriate
units of errors or omissions;
f. Provide incident documentation as
requested;
g. Store files for post-incident use.
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ENVIRONMENTAL UNIT LEADER
The Environmental Unit Leader is responsible
for environmental matters associated strategic
assessment, modeling, and environmental
monitoring and permitting. The leader prepares
environmental data for the Situation Unit -
which needs to be coordinated between these
units. Technical Specialists are frequently
assigned to the Environmental Unit. See
position checklists for Technical Specialist in
next section.

The responsibilities of an Environmental Unit

Leader include:
a. Review Common Responsibilities;
b. Obtain a briefing and special
instructions from the Planning
Section Chief;
c. Determine the organizational
elements of the Operations Section
(e.g. Branches, Divisions/Groups) to
ascertain special plan development
for the IAP;
d. Identify sensitive areas and
recommend response priorities;
90
e. Determine natural resource
trustee/stewardship agencies for
input on environmental protection
strategies and priorities;
f. Ascertain the extent, fate, and
effects of contamination;
g. Develop shoreline cleanup and
assessment treatment plans;
h. Identify the need for, and obtain,
permits, and other authorizations;
i. Identify and develop plans for
protection of historical/cultural
resources;
j. Evaluate the appropriateness of
various response technologies;
k. Prepare waste disposal plans;
l. Work with Situation Unit to present
situational and response progress
information;
m. Identify needs for special technical
monitoring and sampling equipment;
n. Maintain daily, weekly, monthly and
response Unit/Activity Logs.
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 SPECIALIZED TASK POSITIONS WITHIN THE
PLANNING SECTION
The following are specialized task positions
that may be required to function within the
Planning Section.
CHECK-IN/STATUS RECORDER
Check-in/Status Recorders are needed at each
check-in location to ensure that all resources
assigned to an incident are accounted.
Responsibilities include:
a. Review Common Responsibilities
b. Obtain required work materials,
including Check-in Lists (ICS Form
211), Resource Status Cards (ICS
Form 219), and status display
boards or T-card racks;
c. Post signs to ensure arriving
resources can easily find incident
check-in location(s);
d. Record check-in information on
Check-in Lists (ICS Form 211);
e. Transmit check-in information to the
Resources, Communications, and
Ground Support Units on a regular
pre-arranged schedule;
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f. Forward completed Check-in Lists
(ICS Form 211) and Status Change
Cards (ICS Form 210) to the
Resource Unit;
g. Receive, record, and maintain
resource status information on
Resource Status Cards (ICS Form
219) for incident-assigned single
resources, Strike Teams, Task
Forces, and overhead personnel;
h. Maintain files of Check-in Lists (ICS
Form 211).

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DISPLAY PROCESSOR
The Display Processor reports to the Situation
Unit Leader and coordinates with Geographic
Information System (GIS) and data
management personnel on products related to
response progress, sampling results, etc. The
Display Processor displays the incident status
information. Responsibilities include:
a. Review Common Responsibilities;
b. Create, maintain, and update
incident displays (e.g. electronic and
wall displays);
c. Provide appropriate information for
the IAP;
d. Develop briefing materials (e.g.,
presentations).

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FIELD OBSERVER
The Field Observer reports to the Situational
Unit Leader OR the Environmental Unit Leader
as agreed on. The Field Observer records
response efforts, tracks contamination
trajectory, and notes ecological, economic
exposures. There are several types of Field
Observers; all are Technical Specialists. Field
Observers are the “eyes and ears” of incident
management. Responsibilities include:
a. Review Common Responsibilities;
b. Take photos, recordings, and GPS
coordinates for documentation and
presentation;
c. Report information by established
procedure for which they are
specialized in and tasked for;
d. Report immediately any condition
observed that may cause danger
and a safety hazard to personnel.

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 TECHNICAL SPECIALISTS
Technical Specialists can be assigned
anywhere within the ICS organization, but
generally are located within the Planning
Section’s Environmental Unit.
GEOGRAPHIC INFORMATION SYSTEM SPECIALIST
The Geographic Information System (GIS)
Specialist reports to the Situational Unit Leader
OR the Environmental Unit Leader as agreed
on. GIS Specialist gather and compile incident
information and provides various map/table
products by use of GIS technologies.
Responsibilities include:
a. Review Common Responsibilities;
b. Gather, compile, and fulfill map
requests;
c. Provide status reports and maps;
d. Manage and catalog archival maps
and data.

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DATA MANAGEMENT SPECIALIST
The Data Management Specialist coordinates
incident-specific data gathered (photographs,
global position system (GPS) track lines,
workforce registrations) and administers
databases. Responsibilities include:
a. Review Common Responsibilities;
b. Create, maintain, and update the
incident databases;
c. Implement database security
controls and quality assurance;
d. Coordinate with the Environmental
Unit/Situation Unit to develop data
collection standards and methods.

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WEATHER OBSERVER
The Weather Observer collects current incident
weather information and provides the
information to an assigned meteorologist or the
Situational Unit Leader. Responsibilities
include:
a. Review Common Responsibilities;
b. Determine:
 Nature and location of work
assignments
 Weather data collection
methods to be used
 Priorities for collection
 Specific types of information
required
 Frequency of reports
 Method of reporting
 Source of equipment;
c. Obtain weather data collection
equipment;
d. Obtain appropriate transportation to
collection site(s);
e. Record and report weather
observations at assigned locations
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 on schedule;
f. Turn in equipment at completion of
assignment;
g. Demobilize according to Incident
Demobilization Plan;
h. Support special requirements for
development of incident maps.

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DOCUMENTATION SPECIALIST
The Documentation Specialist reports to the
Documentation Unit Leader. The
Documentation Specialist responsibilities
include:
a. Review Common Responsibilities;
b. Conduct an overall incident
assessment to determine if
documentation efforts will be
satisfactory to meet incident
requirements;
c. Advise the Documentation Unit
Leader on the development of a
single, central, comprehensive
incident/event archive;
d. Coordinate an effective
documentation system to support
demobilization efforts and ensure all
lingering documentation is captured
by the system.

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 OTHER TECHNICAL SPECIALISTS
(Mission & Tasks)
RESPONSE TECHNOLOGY SPECIALISTS
Response technical specialists address
specific strategies and tactics for a particular
pollutant – oil or hazardous material type – and
operating environment – ocean, river, lake,
land, etc.

Oil Spill Technologies Specialist(s)

 Identify suitable response technologies
that may be considered for use to mitigate
the environmental threat or impact;
 Provide expertise for the implementation
and use of the alternate response
techniques (e.g. burning, dispersant use)

Chemical Specialist(s)
 Manage databases on chemical
compounds;
 Coordinate with other agencies and
organizations with chemical expertise,
resources and/or mandates (e.g., DND,
Health Canada).

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PUBLIC HEALTH TECHNICAL SPECIALIST
A Public Health Technical Specialist provides
public health technical knowledge and
expertise in events involving oil, hazardous
substance/materials, radiation or health and
medical issues. The specialist provides
technical assistance in:
 Human health threat assessment;
 Exposure prevention;
 Toxicology and health physics;
 Epidemiology;
 Public health communications.
LEGAL SPECIALIST
The Legal Specialist acts in an advisory
capacity on legal matters relating to.
 Use of response technologies, permitting,
and strategies;
 Investigations;
 Finance and claims;
 Response liabilities.

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 LOGISTICS SECTION, BRANCHES AND UNITS

LOGISTICS SECTION CHIEF

The Logistics Section Chief is responsible for
providing facilities, services, and material in
support of the incident. The Logistics Section
Chief participates in developing and
implementing the Incident Action Plan, and
activates and supervises Branches and Units
within the section. Responsibilities include:
a. Review Common Responsibilities;
b. Organize the Logistics Section;
c. Assign work locations and work
tasks to Section personnel;
d. Notify Resource Unit of activated
Logistics Section Units, including
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 names and locations of assigned
personnel;
e. Assemble and brief Logistics Branch
Directors and Unit Leaders;
f. Participate in IAP preparation;
g. Identify service and support
requirements for planned and
expected operations;
h. Provide input to, and review,
Communications Plan, Medical Plan,
and Traffic Plan;
i. Coordinate and process requests for
additional resources;
j. Review IAP and estimate section
needs for next operational period;
k. Advise on current service and
support capabilities;
l. Provide input to Demobilization Plan;
m. Release of Unit resources in
conformance with Demobilization
Plan.

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SUPPORT BRANCH DIRECTOR
The Support Branch Director provides
personnel, equipment, facilities, and supplies
to support incident operations. The Director
supervises the Supply, Facilities, and Ground
Support units. Responsibilities of the Support
Branch Director include:
a. Review Common Responsibilities;
b. Prepare organization and
assignments for Branch;
c. Determine logistics needs with
Operations and Resource Unit;
d. Resolve problems associated with
requests resources;
e. Management service and support
contracts.

105
SUPPLY UNIT LEADER
The Supply Unit Leader orders personnel,
equipment, and supplies; receiving and storing
all supplies for the incident; maintaining an
inventory of supplies; and servicing non-
expendable supplies and equipment.
Responsibilities of the Supply Unit Leader
include:
a. Review Common Responsibilities;
b. Obtain a briefing from the Support
Branch Director;
c. Participate in Logistics
Section/Support Branch planning
activities;
d. Provide administration and office
supplies all Sections;
e. Arrange for receiving ordered
supplies;
f. Order, receive, distribute, and store
supplies and equipment, and
coordinate contracts and resource
orders with the Finance Section;
g. Receive and respond to requests for
personnel, supplies, and equipment;
h. Maintain inventory of supplies and
106
 equipment;
i. Coordinate service of reusable
equipment;
j. Submit reports.

107
FACILITIES UNIT LEADER
The Facilities Unit Leader provides the layout
and activation of incident facilities (e.g., Base,
Camp(s) and Incident Command Post). The
Facilities Unit leader arranges for sleeping and
sanitation facilities for incident personnel and
manages base and camp operations. Each
facility (base or camp) is assigned a manager
who reports to the Facilities Unit leader.
Responsibilities of the Facilities Unit Leader
include:
a. Review Common Responsibilities
b. Obtain briefing from the Support
Branch Director;
c. Receive and review IAP;
d. Participate in Logistics
Section/Support Branch planning
activities;
e. Determine requirements for each
planned facility;
f. Determine requirements for the
Incident Command Post;
g. Prepare layouts of incident facilities;
h. Notify Unit Leaders of facility layout;
i. Activate incident facilities;
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j. Provide Base and Camp Managers;
k. Obtain personnel to operate
facilities;
l. Provide sleeping facilities;
m. Provide security services;
n. Provide facility maintenance services
(e.g., sanitation, lighting, and
cleanup);
o. Mobilize and demobilize base and
camp facilities;
p. Maintain Facilities Unit records.

109
GROUND SUPPORT UNIT LEADER
The Ground Support Unit Leader coordinates
transportation of personnel, supplies, food, and
equipment on land; fueling, servicing,
maintenance and repair of vehicles and other
ground support equipment; implements the
Traffic Plan; and supports out-of-service
resources. Responsibilities of the Ground
Support Unit Leader include:
a. Review Common Responsibilities;
b. Obtain briefing from Support Branch
Director;
c. Participate in Section planning;
d. Coordinate development of the
Traffic Plan with planning;
e. Support out-of-service resources;
f. Notify Resource Unit of all status
changes on support and
transportation vehicles;
g. Arrange for fueling, maintenance,
and repair of transport resources;
h. Maintain inventory of transportation
vehicles (ICS Form 218);
i. Coordinate transportation services;

110
j. Maintain usage information on
rented equipment;
k. Requisition maintenance and repair
supplies (e.g., fuel, spare parts);
l. Coordinate road works for site
access.

111
SERVICE BRANCH DIRECTOR
The Service Branch Director is responsible for
managing all service activities at the incident.
The Branch Director supervises the
Communications, Medical, and Food units.
Responsibilities of the Service Branch Director
include:
a. Review Common Responsibilities;
b. Obtain working materials;
c. Determine level of service required
to support operations;
d. Confirm dispatch of Branch
personnel;
e. Participate in planning meetings of
Logistics Section personnel;
f. Review IAP;
g. Coordinate activities of Service
Branch Units;
h. Resolve Service Branch problems.

112
FOOD UNIT LEADER
The Food Unit Leader supplies the food needs
for the entire incident, including all remote
locations (e.g., Staging Areas) as well as
provides food for personnel unable to leave
tactical field assignments. Responsibilities of
the Food Unit Leader include:
a. Review Common Responsibilities;
b. Determine location of working
assignment, and number and
location of personnel to be fed;
c. Determine methods of responder
feeding to best fit situation and
location;
d. Obtain equipment and supplies to
operate food service facilities;
e. Set up food preparation and serving
equipment;
f. Prepare menus to ensure incident
personnel receive well-balanced
meals;
g. Ensure that potable water is
available to meet all incident needs;
h. Ensure that food hygiene standards
are adhered to;
113
i. Supervise caterers;
j. Keep inventory of food and receive
food orders;
k. Issue food supply orders.

114
MEDICAL UNIT LEADER
The Medical Unit Leader develops the Medical
Plan, obtains medical aid and transportation for
injured and ill incident personnel, and prepares
reports and records. Responsibilities of the
Food Unit Leader include:
a. Review Common Responsibilities;
b. Participate in Logistics Section
/Service Branch planning;
c. Determine level of emergency
medical activities performed prior to
activation of Medical Unit;
d. Activate Medical Unit;
e. Prepare the Medical Plan (ICS Form
206);
f. Prepare procedures for a medical
emergency;
g. Respond to requests for medical aid
from incident personnel;
h. Respond to requests for medical
supplies;
i. Prepare medical reports;
j. Ensure close coordination with
Safety Officer.

115
COMMUNICATIONS UNIT LEADER
The Communications Unit Leader develops
plans for use of incident communications
equipment and facilities; installing and testing
communications equipment; distributes
communications equipment to incident
personnel; and arranges for equipment
maintenance and repair. Responsibilities of the
Communications Unit Leader include:
a. Review Common Responsibilities;
b. Determine Unit personnel needs;
c. Advise on communications
capabilities/limitations;
d. Prepare and implement the incident
Radio Communications Plan (ICS
Form 205);
e. Ensure the communications systems
are installed and established;
f. Establish appropriate
communications distribution
/maintenance locations;
g. Ensure an equipment accountability
system is established;
h. Ensure personal portable radio
equipment from cache is distributed
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 according a radio plan;
i. As required, provide technical
information on:
 Adequacy of communications
systems currently in operation
 Geographic limitation on
communications systems
 Equipment capabilities
 Amount and types of equipment
available
 Anticipated problems in the use
of communications equipment
j. Supervise Communications Unit
activities;
k. Maintain records on all
communications equipment, as
appropriate;
l. Ensure equipment is tested and
repaired;
m. Recover equipment from relieved or
released units.

117
 FINANCE/ADMINISTRATION SECTION,
AND UNITS

FINANCE/ADMINISTRATION SECTION CHIEF

The Finance/Administration Section Chief is
responsible for all financial and cost analysis
aspects of the incident and for supervising four
units. Responsibilities include:
a. Review Common Responsibilities;
b. Attend briefing with responsible
agency to gather information;
c. Attend planning meetings to gather
information on overall strategy;

118
d. Manage all financial aspects;
e. Secure funding source according to
appropriations and authorities;
f. Develop a plan for finance
/administration functions;
g. Prepare work objectives for staff,
brief staff, make assignments, and
evaluate performance;
h. Meet with assisting and cooperating
company/Agency Representatives,
as required;
i. Provide input in planning sessions
on financial and cost analysis;
j. Ensure that personnel time records
are transmitted to home company
/agency according to policy;
k. Participate in all demobilization
planning;
l. Review all funding documents to
ensure that they are prepared and
completed;
m. Coordinate claims / compensation
issues;
n. Provide finance updates for the
situation report.
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COST UNIT LEADER
The Cost Unit Leader collects all cost data,
performs cost-effectiveness analyses, and
provides cost estimates and cost-saving
recommendations for the incident. The major
responsibilities of the Cost Unit Leader are:
a. Review Common Responsibilities;
b. Coordinate with company/agency
headquarters on cost-reporting
procedures;
c. Obtain and record all cost data;
d. Prepare incident cost summaries;
e. Prepare resource-use cost estimates
for Planning;
f. Make recommendations for cost-
savings;
g. Maintain cumulative incident cost
records;
h. Ensure that all cost documents are
accurately prepared;
i. Complete all cost/financial records
prior to demobilization.

120
COMPENSATION/CLAIMS UNIT LEADER
The Compensation/Claims Unit Leader
coordinates the processing of all claims that
require payment. Responsibilities include:
a. Review Common Responsibilities;
b. Coordinate with Cost Unit on cost-
reporting procedures;
c. Coordinate coding of pay documents
with Time Unit Leader;
d. Prepare incident claim summaries;
e. Provide for records security;
f. Ensure all records are current or
complete prior to demobilization.
TIME UNIT LEADER
The Time Unit Leader records times
associated with equipment and personnel.
Responsibilities include:
a. Review Common Responsibilities;
b. Determine resource needs within the
Unit;
c. Contact with incoming personnel to
verify accurate accounts for payroll
and travel authorization;
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d. Establish time and attendance
reporting procedures for the incident;
e. For each operational period, initiate,
gather, or update a time report (e.g.
sign in/sign out sheets) from all
response personnel.
f. Ensure that the time reports are
signed by supervisors;
g. Ensure that daily personnel time
recording documents are prepared in
compliance with time reporting
policies;
h. Collect and distribute all time
documents according to agency
policy;
i. Submit personnel cost estimate data
to Cost Unit, as required;
j. Provide for records security;
k. Ensure that all records are current or
complete prior to demobilization.

122
PROCUREMENT UNIT LEADER
The Procurement Unit Leader administers all
financial matters pertaining to contracts.
Responsibilities include
a. Review Common Responsibilities;
b. Facilitate land use agreements, as
needed;
c. Establish contracts with supply
vendors, as required;
d. Interpret contracts/agreements and
resolve claims or disputes within
delegated authority;
e. Facilitate/coordinate invoice
payment;
f. Finalize/close out all agreements
and contracts;
g. Coordinate cost data in contracts
with Cost Unit Leader.

123
124
 CHAPTER 5 - UNIFIED COMMAND

While a single Incident Commander (IC)

normally handles the command function, an
Incident Command System (ICS) organization
may be expanded into a Unified Command
(UC).

As a component of an ICS, the UC is a

structure that brings together the “Incident
Commanders” of all major organizations
involved in the incident to coordinate an
effective response, while at the same time
carrying out their own jurisdictional
responsibilities. For spills, this arrangement
also includes the company/corporation
responsible for impact mitigation and
compensation – referred to as the Responsible
Party (RP). Most oil spills and hazardous
material release involve an RP.

The UC links the organizations responding to

the incident and provides a forum for these
agencies and RP to make consensus
decisions.

Under the UC, the various jurisdictions

(agencies) and RP (company and contractors)
125
may blend together throughout the ICS
organization to create a single integrated
response team.

The actual UC make-up for a specific incident

will be determined on a case-by-case basis
taking into account: (1) the specifics of the
incident; (2) roles outlined in existing response
plans; or (3) decisions reached during the
initial meeting of the UC. The makeup of the
UC may change as an incident progresses, in
order to account for changes in the situation.

The UC is responsible for overall management

of the incident; each ICs retains the
responsibilities listed in Chapter 4. A well-
defined process requires the UC to set clear
objectives to guide the response.

The UC is not a “decision by committee.” The

principals are there to command the response
to an incident. Time is of the essence. The UC
should develop synergy based on the
significant capabilities that are brought by the
various representatives. There should be
personal acknowledgement of each
representative’s unique capabilities, a shared
understanding of the situation, and agreement
126
on the common objectives. With the different
perspectives on the UC comes the risk of
disagreements, most of which can be resolved
through the understanding of the underlying
issues.

To be considered for inclusion as a UC

representative, the organization must:
 Have jurisdictional authority or functional
responsibility under a law or ordinance for
the incident;
 Be affected by the incident or response
operations; and
 Be specifically charged with commanding,
coordinating or managing a major aspect
of the response.

Representatives to the UC should:

 Have the capability to sustain an
appropriate time commitment to the
incident;
 Have the authority to commit agency or
company resources to the incident; and
 Have the authority to spend agency or
company funds.

127
UC representatives must be able to:
Agree on:
 Common incident objectives and
priorities;
 An incident response organization;
 Which agency will take the lead as
Spokesperson for the Unified Command
so as to provide one: voice, evaluation,
message, and strategic direction
 Logistical support procedures;
 Cost-sharing procedures, as appropriate.

It is important to note that participation in a UC

occurs without any agency abdicating
authority, responsibility, or accountability.

Refer to the Operational Guideline on Unified

Command for more comprehensive description
on the nature and rules-of-engagement in a
Unified Command under the ICS.

128
 CHAPTER 6 - AREA COMMAND

Area Command is an organization that

oversees the management of multiple incidents
that are each being handled by a separate
command organization.

Area Command (AC) is an expansion of the

incident command function designed to
manage a large complex incident that is
generally geographically wide-spread. For
cross border incidents, such as between US
and Canada, or two provinces, one can expect
an AC to be established in one of the locales.

There is only one AC established for an

incident regardless of its size and complexity.

129
To maintain effective incident management,
two or more Incident Command Posts may be
established. An AC can be established to
ensure conflicts do not arise between
competing interests among the Incident
Management Teams for resources and
response priorities.

An AC develops broad objectives for the

affected area and coordinate the development
of individual incident objectives and strategies
established at the Incident Command Posts.
Additionally the AC will set priorities for the use
of critical resources allocated to the incidents
assigned to the area.

The organization is normally small with

personnel assigned to Command, Planning,
Logistics, and Finance/Administration
functions. A Unified Command can also be re-
established at an AC.

The ICS organization and protocols applied at

the Incident Command Posts also apply with
the delivery of an Area Command.

130
Technical specialists may also be assigned to
the Area Command.

An Area Command should not be confused

with the functions performed by an Emergency
Operations Center. Area Command is still a
component of the BC Emergency Response
Management’s Systems (BCERMS) Site Level
1001 Standard where the ICS is applied.

An Area Command oversees management and

resource allocation of the incident(s), while an
EOC coordinates support functions. When
incidents do not have similar resource
demands, they can be coordinated through an
EOC. This organization does not supplant the
Incident Commanders (ICs).
The representatives Agency Executive (Policy
Group) may have a pivotal role in determining
who is represented in an Area Command and
where it will be located.

131
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132
CHAPTER 7 – PROVINCIAL RESPONSE PLANS AND
OPERATIONAL GUIDELINES
BC Ministry of Environment’s emergency
mandate for oil spills or hazardous material
release is defined by its:
1. BC Hazardous Material Response Plan
2. BC Inland Oil Spill Response Plan
3. BC Marine Oil Spill Response Plan
These provincial-level emergency response
plans are designed to manage incidents of
provincial, national or international significance
that necessitates the deployment of an Incident
Management Team and the application of the
ICS.
OPERATIONAL GUIDELINES FOR ENVIRONMENTAL
EMERGENCIES
FOR AN AGENCY EXECUTIVE/POLICY GROUP
 An Agency Executive/Policy Group Guide
for Major Environmental Emergencies
FOR SUPPORT EMERGENCY OPERATIONS CENTRES
 Emergency Operations Centre [HQs] and
Regional Operations Centre [Affected
Region]

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FOR INCIDENT MANAGEMENT
 Legislation and Agreements
 BC Ministry of Environment’s Authority
under the Environmental Management
Act.
 Statutes & Legislation Related to
Environmental Emergencies.
 Letter (template) Requesting to Establish
Unified Command.
 Organizational.
 Initial Incident Situation Analysis.
 Incident Command System and Unified
Command.
 Operational Guideline on the ICS
process.
 Incident Command Post Signage System.
 Incident Command System Forms.
 Emergency Personnel Registration
Database.
FOR SELECTED ICS POSITIONS
 Incident Commander
 Liaison Officer
 Information Officer
 Operations Section Chief
 Planning Section Chief
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  Resource Unit Leader
 Situation Unit Leader
 Logistics Section Chief
 Finance /Administration Section Chief
FOR SPECIAL CENTRES
 Joint Information Centre Design and
Implementation
 Liaison Office Manual
FOR TECHNICAL – GENERAL
 Glossary of Terms & Acronyms
 Electronic Communication
 Public & Media Relations
FOR TECHNICAL – HAZARD SPECIFIC
 Decision Guideline on Places of Refuge
for Major Vessels
 Specifications for Technical Specialists
 Outline of Shore Treatment Methods
 Wildlife Rescue & Rehabilitation
 Oily Waste Disposal

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