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. i

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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

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CHAPTER 1 - INITIAL RESPONSE AND INCIDENT MANAGEMENT

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OVERVIEW OF INITIAL RESPONSE PROCESS ICS-201 INCIDENT BRIEFING FORM

7 8

INITIAL UNIFIED COMMAND MEETING

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IC/UC OBJECTIVES MEETING

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COMMON RESPONSE OBJECTIVES

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COMMAND AND GENERAL STAFF MEETING PREPARING FOR THE TACTICS MEETING

15 18

PARTICIPANTS IN TACTICS MEETING PREPARING FOR THE PLANNING MEETING

22 24

MATERIALS AND DISPLAY FOR A PLANNING MEETING PLANNING MEETING OPERATIONS BRIEFING

25 27 35

EXECUTE THE INCIDENT ACTION PLAN

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SPECIAL PURPOSE MEETINGS BUSINESS MANAGEMENT MEETING AGENCY REPRESENTATIVE MEETING MEDIA BRIEFING TECHNICAL SPECIALIST MEETING

41 41 41 42 42

CHAPTER 2 - RESOURCE ORDERING, SITUATION DISPLAY, AND FORMS

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RESOURCE REQUEST AND ORDERING PROCESS

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INCIDENT SITUATION DISPLAY

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ICS FORMS

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

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IMPLEMENTATION OF THE ENVIRONMENTAL UNIT

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OPERATIONS AND PLANNING INTEROPERABILITY

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CHAPTER 4 - CHECKLISTS FOR INCIDENT MANAGEMENT TEAM POSITIONS

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INCIDENT COMMANDER, COMMAND & GENERAL STAFF INCIDENT COMMANDER INFORMATION OFFICER LIAISON OFFICER SAFETY OFFICER

55 56 58 60 62

GENERAL STAFF, BRANCH, AND UNIT POSITIONS

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OPERATIONS SECTION OPERATIONS SECTION CHIEF DEPUTY OPERATIONS SECTION CHIEF

65 66 68

BRANCHES, DIVISIONS, AND RESOURCES OPERATIONS BRANCH DIRECTOR DIVISION/GROUP SUPERVISOR STRIKE TEAM/TASK FORCE LEADER

69 70 72 74

STAGING MANAGER AND AIR OPERATIONS BRANCH DIRECTOR 75 STAGING AREA MANAGER 75 AIR OPERATIONS BRANCH DIRECTOR 77 PLANNING SECTION AND UNITS PLANNING SECTION CHIEF RESOURCE UNIT LEADER SITUATION UNIT LEADER DEMOBILIZATION UNIT LEADER DOCUMENTATION UNIT LEADER ENVIRONMENTAL UNIT LEADER

80 81 83 85 87 89 90

SPECIALIZED TASK POSITIONS WITHIN THE PLANNING SECTION 92 CHECK-IN/STATUS RECORDER 92 DISPLAY PROCESSOR 94

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FIELD OBSERVER

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TECHNICAL SPECIALISTS GEOGRAPHIC INFORMATION SYSTEM SPECIALIST DATA MANAGEMENT SPECIALIST WEATHER OBSERVER DOCUMENTATION SPECIALIST

96 96 97 98 100

OTHER TECHNICAL SPECIALISTS (Mission & Tasks) RESPONSE TECHNOLOGY SPECIALISTS PUBLIC HEALTH TECHNICAL SPECIALIST LEGAL SPECIALIST

101 101 102 102

LOGISTICS SECTION, BRANCHES AND UNITS LOGISTICS SECTION CHIEF SUPPORT BRANCH DIRECTOR SUPPLY UNIT LEADER FACILITIES UNIT LEADER GROUND SUPPORT UNIT LEADER SERVICE BRANCH DIRECTOR FOOD UNIT LEADER MEDICAL UNIT LEADER COMMUNICATIONS UNIT LEADER

103 103 105 106 108 110 112 113 115 116

FINANCE/ADMINISTRATION SECTION, AND UNITS FINANCE/ADMINISTRATION SECTION CHIEF COST UNIT LEADER COMPENSATION/CLAIMS UNIT LEADER TIME UNIT LEADER PROCUREMENT UNIT LEADER

118 118 120 121 121 123

CHAPTER 5 - UNIFIED COMMAND

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CHAPTER 6 - AREA COMMAND

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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 FOR INCIDENT MANAGEMENT FOR SELECTED ICS POSITIONS FOR SPECIAL CENTRES FOR TECHNICAL – GENERAL FOR TECHNICAL – HAZARD SPECIFIC

133 134 134 135 135 135

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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. 1

 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. 2

 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. 5

OPERATIONAL PERIOD FOR ONGOING 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 6

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. 8

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. 9

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.

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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 o o o o o o o o o o o o o

Ensure the Safety Response Personnel Control the Threat Source Reduce Exposures Manage a Coordinated Response Effort Maximize Public Protection Maximize Environmental Protection Maximize Infrastructure Protection Search and Rescue Affected Public Rescue and Rehabilitate Injured Animals Remove Contaminates from Affected Areas Minimize Economic and Social Impacts Protect Integrity of Incident Scene for Investigation Keep Stakeholders and Public Informed Manage Public/Political Expectations

Next Step: Prepare for a command and general staff meeting. 14

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. 15

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. 18

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 ICS215a 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. 21

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. 27

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. 28

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. 32

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.

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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.

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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!

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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.

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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 objectives;  Brief command on a scheduled basis. Planning  Ensure on-going operational information is being collected and documented; and  Develop new/revised incident objectives and provide to IC/UC.

Logistics  Evaluate logistical support effectiveness and make organizational and procedural adjustments as needed. Finance/Admin  Monitor ongoing operations to ensure accurate and timely administrative and 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.

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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.

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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.

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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

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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

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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.

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SCIENTIFIC COORDINATORS & TECHNICAL SPECIALISTS SCIENTIFIC COORDINATORS Analytical

Quality Assurance

Laboratory

Modeling Analysis

Data Assessment

Ecological Assessment

Sampling & Monitoring Health Assessment

RESPONSE TECHNOLOGY SPECIALISTS Containment

Cleanup

Waste Disposal

Decontamination

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.

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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.

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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.

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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.

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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

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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. b.

c. d.

Review Common Responsibilities; Assess the situation and/or obtain a briefing from the prior Incident Commander or operations personnel (See ICS 201 Incident Briefing); Set incident objectives; 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.

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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. b.

Review Common Responsibilities;

c.

Develop material for use in media briefings;

d.

Obtain Incident Commander’s approval for media releases;

e. f.

Conduct media briefings;

g.

Maintain incident summaries and/or

Determine if there are any limits on information release from Incident Commander;

Arrange for tours and other interviews or briefings that may be required; 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.

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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. b.

Review Common Responsibilities;

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;

Be a contact point for Agency Representatives;

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f.

Identify current or potential interorganizational 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.

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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.

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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.

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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-ofcontrol;

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.

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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/multijurisdictional incident, or the Responsible Party (company).

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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.

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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

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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;

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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.

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AIR OPERATIONS BRANCH DIRECTOR The Air Operations Branch Director is groundbased 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. b.

Review Common Responsibilities; 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. f.

Participate in preparation of the IAP;

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;

Perform operational planning for air operations;

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k. l.

Evaluate helibase locations;

m.

Schedule approved flights of nonincident 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 nonincident aircraft;

p.

Report accidents.

Establish procedures for emergency reassignment of aircraft;

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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.

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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.

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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. b.

Review Common Responsibilities;

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;

Establish check-in function at incident locations and provide identification cards;

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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;

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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 offincident 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. 89

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. b.

Review Common Responsibilities;

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;

Obtain a briefing and special instructions from the Planning Section Chief;

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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. l.

Prepare waste disposal plans;

m.

Identify needs for special technical monitoring and sampling equipment;

n.

Maintain daily, weekly, monthly and response Unit/Activity Logs.

Work with Situation Unit to present situational and response progress information;

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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; 92

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).

93

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.

96

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.

97

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 98

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.

99

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 103

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.

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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 nonexpendable 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.

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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; 108

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.

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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.

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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.

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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.

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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. b.

Review Common Responsibilities; 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. c.

Determine Unit personnel needs; 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 116

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



Anticipated problems in the use of communications equipment

Amount and types of equipment available

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.

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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;

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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; Participate in all demobilization planning;

k. 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. 119

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 costsavings;

g.

Maintain cumulative incident cost records;

h.

Ensure that all cost documents are accurately prepared;

i.

Complete all cost/financial records prior to demobilization.

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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 costreporting 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. b.

Review Common Responsibilities;

c.

Contact with incoming personnel to verify accurate accounts for payroll and travel authorization;

Determine resource needs within the Unit;

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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. k.

Provide for records security; Ensure that all records are current or complete prior to demobilization.

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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.

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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 welldefined 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.

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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 reestablished at an AC. The ICS organization and protocols applied at the Incident Command Posts also apply with the delivery of an Area Command.

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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.

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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] 133

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 134

   

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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