Alaska Incident

Management System
Guide
(AIMS)
For
Oil and Hazardous Substance
Response

November 2002
Revision 1

Safety is paramount during all responses

regardless of size and complexity.
 GENERAL RESPONSE OBJECTIVES

Effective incident management and a coordinated and

integrated response should focus on achieving the
following objectives:

• SAFETY AND PUBLIC HEALTH

Ensure the safety of responders as well as maximize the

protection of public health and welfare.

• SOURCE CONTROL

Ensure actions are underway to control the source and

minimize the total volume released.

• ENVIRONMENTAL PROTECTION

Ensure all necessary actions have been taken to protect

environmentally sensitive areas, to include minimizing
wildlife impacts.

• CONTAINMENT AND RECOVERY

Ensure effective containment, cleanup, recovery, and

disposal of spilled product.

• PUBLIC INFORMATION AND COMMUNICATION

Keep stakeholders, public, and the media informed of

the situation.
 EXECUTIVE SUMMARY

BACKGROUND
Federal directives and State law mandate use of the Incident Command
System (ICS) by their agencies as the emergency management system for oil
and hazardous substance spill response. Management of responses to oil
and hazardous substance releases is further governed by the National
Contingency Plan (NCP). Industry contingency plan holders are likewise
required to implement a response system as part of their overall response
plan.

The National Interagency Incident Management System (NIIMS) version of

the ICS, which was developed for wildland firefighting, is frequently referred
to as the adopted model for oil and hazardous substance spill response. The
NIIMS ICS, however, is more than an emergency management structure as it
includes standardized ordering systems, a governing body which oversees
changes and modifications, training, qualifications, callout, and many other
features. These standard elements have not been fully addressed as part of
an ICS for oil and hazardous substance spill response.

A major difference in spill response operations is the government oversight

role that is a key element in any Responsible Party (RP)-led incident. The
Multiagency Coordination System (MACS) is another concept of NIIMS that
cannot be strictly applied to an oil spill response operation. Therefore, there
are unique aspects of oil and hazardous substance spill response that
necessitate modification of the NIIMS in order to meet the desired objectives.

As a result, certain parties interested in oil and hazardous substance spill

response formed the Standard Oil Spill Response Management System
(STORMS) Task Force to develop an ICS that took into account the unique
needs of oil and hazardous substance spill response, while adhering as much
as possible to NIIMS. The STORMS Task Force produced the first version of
the “oilized” ICS Field Operations Guide (FOG) in 1996. An updated version
of the FOG was prepared by the Alaska Department of Environmental
Conservation (ADEC) in 1998, which incorporated parts of the Alaska Clean
Seas (ACS) Technical Manual, and also captured the lessons learned from
spills and drills in Alaska.

In October 1998, the Statewide Oil and Hazardous Substance Incident

Management System Work Group (now known as the Alaska Incident
Management System (AIMS) Work Group) was created which included
representatives from federal and State agencies, as well as representatives

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i
from the oil industry and spill cooperatives. The primary task of this ad hoc
work group was to prepare standardized spill response management
guidelines acceptable to all users in Alaska.

Following publication and distribution of the document in January 2000,

comments were solicited from a wide spectrum of potential response
agencies, including the Alaska Regional Response Team. The AIMS Guide
was subsequently updated to include pertinent comments and suggestions.

The resultant product, The Alaska Incident Management System Guide for
Oil and Hazardous Substance Response (AIMS Guide), is a landmark step
because it: merges the concepts of the NCP with NIIMS; has received
acceptance by both government and industry users in Alaska; has been
customized to meet Alaska’s unique needs; is consistent with the latest
update published by the Western States/British Columbia Task Force FOG
update workgroup, and the U.S. Coast Guard Incident Management
Handbook; and will yield substantial savings to all users by providing a useful
guideline for the Alaska spill response community.

SUMMARY OF MAJOR FEATURES

This guide provides for maximum flexibility in varied situations, but specific
training is required for effective implementation. The actual size of an ICS
organization and the government’s role in the response is event-specific. Not
all positions need to be filled. The size of the organization is dependent on
the magnitude of the incident and can be expanded or contracted as
necessary.

The following is a brief summary of the major features of this guide.

• Three Levels of a Response: This guide recognizes that there may be

three levels of a response with a corresponding team for each level:
response in the field by the Field Response Team (FRT); follow-on
incident management by the Incident Management Team (IMT); and upper
level crisis management support provided by a Crisis Management Team
(CMT). The specific roles and responsibilities of each team are addressed
in the appropriate sections.
• Three Potential Roles for Governmental Agencies: This guide also
recognizes three potential roles for government agencies engaged in a
spill response operation. These include: government oversight;
augmentation of a responsible party’s response; and the government as
the lead agency in the response.
• Local On-Scene Coordinator (LOSC): The role of the LOSC is
discussed in this guide. The LOSC is a part of the Unified Command (UC)
in situations where there is an immediate threat to public health and
safety, and/or where local involvement in UC is otherwise pre-identified in
the subarea contingency plans.

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ii
• Regional Stakeholder Committee (RSC): In an effort to minimize the
confusion with the NIIMS MACS concept, the term RSC was developed to
denote the group of stakeholders who may have a vested interest in a spill
event.
• Incident Action Plan/General Plan (IAP/GP) Unit: This is an optional
unit that may be formed within the Planning Section. The unit’s primary
focus is the preparation of the IAP and GP.
• Operations Section Organization: Within the Operations Section, the
guide provides for a wide variety of functions that may be organized into
branches, divisions, groups, task forces, etc. A pre-established
organizational structure is not provided as each situation will determine the
need for functional elements, which can then be organized to best meet
the needs of the Operations Section Chief.
• Incident Management System Knowledge/Training Guidelines: A
separate appendix (Appendix C) provides recommended knowledge and
training guidelines for each of the IMS positions discussed in the guide.
• General Purpose and Description of ICS Forms: Although no forms are
included in this document, the general purpose for the use of each form is
provided.
• IMT Meeting Guidelines: A general schedule of events (an Incident
Management System Planning Cycle) and the objectives and topics for
specific meetings are provided as a guideline.
• Incident Situation Status – Information Center Status Boards:
Standard Situation Status Board examples are provided as a guideline to
post in the Information Centers.

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iii
 ACKNOWLEDGEMENTS

The following organizations and individuals participated in the AIMS Work

Group and developed and updated the AIMS Guide.

Alaska Chadux Corporation Alaska Clean Seas (ACS)

Terry Murphy Jim McHale
Bob Heavilin Lee Majors
John LeClair Brad Hahn

AK Dept of Environmental Alyeska Pipeline Service Company

Conservation (ADEC) (APSC)
Ed Collazzi Pamela Chelgren-Koterba
Larry Dietrick Dennis Maguire
Larry Iwamoto Judy Meidinger
Charlene Hutton
ARCO Alaska Rod Hoffman
Wayne Swann Gay Dunham

British Petroleum Exploration Cook Inlet Spill Prev & Response

Alaska Inc. (CISPRI)
Ed Thompson Victoria Askin
Grant Vidrine Doug Lentsch
Mark Merrill

The McCloskey Group, Inc. (TMGI) Phillips Alaska

Tom McCloskey – facilitator Bob Hale
Louise McCloskey – editor Diana Miller

SE AK Petroleum Resource Orgn U.S. Coast Guard

(SEAPRO) Al Echols (District 17)
David Owings Rick Janelle (District 17)
Sandra Jackson Larry Musarra (District 17)
Cheryl Fultz Rick Rodriguez (MSO Anchorage)
Mitch Deely (District 17)

U.S. EPA (AK Operations Office) U.S. Navy Supervisor of Salvage

Carl Lautenberger (SUPSALV)
Matt Carr Gary Stock
Mary Goolie

AIMS Guide – November 2002

iv
 TABLE OF CONTENTS

Executive Summary ...................................................................................... i

Acknowledgements ..................................................................................... iv
Table of Contents......................................................................................... v
Appendices ................................................................................................viii
Tables ........................................................................................................viii
Figures .......................................................................................................viii

1.0 INTRODUCTION................................................................................1-1
1.1 Purpose.......................................................................................1-1
1.2 Incident Versus Crisis Response Operations..............................1-2
1.3 Goal and Objective of Incident Response Operations ................1-2
1.4 Response Plans ..........................................................................1-3
1.5 The Three Types of Responses ..................................................1-3

2.0 ORGANIZATIONAL APPROACH .....................................................2-1

2.1 General .......................................................................................2-1
2.2 Field Response Teams (FRT) .....................................................2-1
2.3 Incident Management Team (IMT) ..............................................2-2
2.4 Crisis Management Team (CMT) ................................................2-3
2.5 Alaska Incident Management System (AIMS).............................2-3
2.6 Response Agencies ....................................................................2-9
2.6.1 On-Scene Coordinators (OSCs) ........................................2-9
2.6.2 The Responsible Party (RP) ............................................2-10
2.6.3 The Governments’ Role in an Incident Response ...........2-11
2.7 Who Commands .......................................................................2-12
2.7.1 The Incident Commander (IC) .........................................2-12
2.7.2 Single Command .............................................................2-12
2.7.3 Unified Command ............................................................2-13

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2.8 Natural Resource Trustees ..............................................................2-14
2.8.1 Trustee Activities During an Emergency Response.........2-15
2.8.2 Natural Resource Trustee Participation in ICS/UC
in Support of Response ...................................................2-16

3.0 INCIDENT MANAGEMENT SYSTEM: FRTS ....................................3-1

3.1 FRT Roles and Organizations .....................................................3-1
3.2 FRT Team Leader Roles.............................................................3-1
3.3 Field Command – Initial Tasks ....................................................3-2
3.3.1 Initial Responder ................................................................3-2
3.3.2 Transfer of Command ........................................................3-3
3.3.3 Incident Command Post.....................................................3-3
3.3.4 FRT Resource Check-In ....................................................3-3
3.4 Site Management and Control ....................................................3-3
3.5 Objectives-Driven Response.......................................................3-5
3.6 Comprehensive Resource Management.....................................3-5
3.7 Organizational Assignments .......................................................3-6
3.8 Communications .........................................................................3-7
3.9 Tactical Command Worksheet and
Initial Incident Briefing Document (ICS 201) ...............................3-8
3.9.1 Tactical Command Worksheet...........................................3-8
3.9.2 ICS 201 Initial Incident Briefing Document ........................3-8
3.10 Government Field Representatives ..........................................3-9

4.0 INCIDENT MANAGEMENT SYSTEM: IMT ......................................4-1

4.1 Introduction .................................................................................4-1
4.2 Assuming Command and Control ...............................................4-2
4.2.1 Activation ...........................................................................4-2
4.2.2 Initial Incident Briefing Meeting ..........................................4-2
4.2.3 Incident Potential ...............................................................4-3
4.2.4 Establishing Objectives......................................................4-4
4.2.5 Incident Situation Display...................................................4-5
4.2.6 Assessment Meetings (Optional for Some Companies) ....4-7
4.3 Maintaining Command and Control.............................................4-7

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 4.3.1 Mechanisms for Maintaining Command and Control .........4-7
4.3.2 Situation Status Summary Reports ....................................4-8
4.4 Preparing Incident Action Plans ..................................................4-8
4.4.1 Nature and Content of an Incident Action Plan..................4-8
4.4.2 Incident Action Plan Development Process .......................4-9
4.4.3 Incident Action Plan Implementation................................4-12
4.5 Preparing the General Plan.......................................................4-12
4.5.1 Nature and Content of General Plan................................4-12
4.5.2 General Plan Development Process................................4-13
4.5.3 General Plan Implementation ..........................................4-14

5.0 INCIDENT MANAGEMENT SYSTEM: CMT.....................................5-1

5.1 Introduction .................................................................................5-1
5.2 Notification of the CMT................................................................5-2
5.3 Notification of the Crisis Manager ...............................................5-2
5.4 Mobilizing the CMT .....................................................................5-2
5.5 Crisis Center Activation...............................................................5-3
5.6 IMT/CMT Communications Protocol ...........................................5-3
5.6.1 Initial Crisis Manager/ Incident Commander Contact.........5-3
5.6.2 Crisis Communications/ Network ......................................5-4
5.6.3 Routine Communications Protocol: Crisis Manager
to/from Incident Commander .............................................5-4
5.6.4 Communications Protocol: CMT Members
to/from IMT Members ..................................................................5-5
5.6.5 Communications “Tools” ....................................................5-5
5.7 Initial CMT Briefing ......................................................................5-6
5.8 Inter-CMT Communications ........................................................5-7
5.9 Crisis Center Incident Situation Display ......................................5-7
5.10 Issue Identification Meetings.....................................................5-8
5.11 CMT Action Plan .......................................................................5-8
5.12 Long Term Plan ........................................................................5-9

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APPENDICES
A Overview of the Organizational and Management Principles of the
Incident Command System
B AIMS – Position Descriptions
C AIMS Knowledge/Training Guidelines
D IMT Meeting Guidelines
E General Purpose and Description of ICS Forms
F Incident Situation Display – Status Boards
G Glossary of AIMS Acronyms

TABLES
4-1 Information on Incident Action Plan Forms .....................................4-11

FIGURES
2-1 Hypothetical Response Escalation (Steps 1 and 2)..........................2-4
2-2 Hypothetical Response Escalation (Step 3)......................................2-5
2-3 Hypothetical Response Escalation (Step 4)......................................2-6
2-4 Hypothetical Response Escalation (Step 5)......................................2-7
2-5 CMT, IMT, FRT Relational Diagram..................................................2-8
2-6 On-Scene Coordinator’s Relationship to Plans...............................2-18
2-7 Incident Commander.......................................................................2-19
2-8 Unified Command ...........................................................................2-20
4-1 Example of Symbols that May be Used for a Situation Map .............4-6
4-2 Example of Incident Situation Display...............................................4-6
A-1 Example Alaska ICS Structure for Oil and Hazardous
Substance Releases ...................................................................... A-12
D-1 Alaska Incident Management System – Schedule of Events........... D-2

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 1.0 INTRODUCTION

1.1 PURPOSE
The purpose of this document is to provide background information on
concepts of operation for responding to oil and hazardous material
releases statewide. The concepts presented in this document are
designed to be applied to spill incidents, regardless of nature, severity, or
location. Although they are flexible in nature, acceptance and application
of the concepts should be viewed as a critical success factor in the ability
to control, organize, and manage incident response operations. The
concepts contained in this document provide for all necessary actions to
protect the public, environment, and private personnel and assets.

This document has been developed for use by public and private agencies
to fully coordinate response efforts during a significant oil or hazardous
materials release. While the roles of the government organizations may
vary from directing the response, augmenting the response, or providing
regulatory oversight, the intent of this document is to foster a common
understanding of the roles and responsibilities of all responding agencies to
ensure a safe, effective response.

The information and organizational approach depicted in this Alaska

Incident Management System (AIMS) Guide for Oil and Hazardous
Substance Response is meant for the use of the Alaska response
community. As a public document, agencies and industry are invited to
use any or all of this guide without concern for copyright infringement.
Nothing in this guide is mandatory for response plan holders or
regulatory in nature. The Federal and State On-Scene Coordinators
will work with a response organization established by the responsible
party that effectively addresses the functions and concepts described
in this guide.

The appendices contained in this document provide additional details as

follows:

• Appendix A: Overview of the Organizational and Management

Principles of the Incident Command System
• Appendix B: AIMS - Position Descriptions
• Appendix C: AIMS Knowledge/Training Guidelines
• Appendix D: IMT Meeting Guidelines
• Appendix E: General Purpose and Description of ICS Forms

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• Appendix F: Incident Situation Display – Status Boards
• Appendix G: Glossary of AIMS Acronyms

1.2 INCIDENT VERSUS CRISIS RESPONSE OPERATIONS

Incidents are any events or situations that require the conduct of
emergency and/or crisis response operations by incident response
personnel. Incidents generally happen unexpectedly and interrupt or
interfere with normal operations. Most incidents generate emergency
response operations directed at protecting human health and safety,
minimizing damage to property, and maximizing protection of the
environment.

Incidents also have the potential to precipitate crises. Crises arise when
incidents impact, or have the potential to impact, the viability, operability, or
credibility of those involved, or pose, or have the potential to pose, a
significant environmental, economic, or legal liability.

1.3 GOAL AND OBJECTIVE OF INCIDENT RESPONSE

OPERATIONS
The goal of incident response operations is the restoration of normal
operations while minimizing impacts to people, property, and the
environment. To achieve this goal, incident response organization
personnel, at all levels, must be able to move from a reactive to a proactive
mode of operations by establishing and maintaining command and control
over the situation in a cooperative and coordinated effort. For emergency
response operations, this objective should be addressed by observing
standard operating procedures that allow response personnel to rapidly
and efficiently determine and communicate effectively about: (1) the
problem, (2) its potential, and (3) what is being done to address the
problem and its potential.

During crisis response operations, crisis managers should address this

objective by analyzing the information generated by emergency response
personnel and determining the implications of the incident. The analysis
should focus on safety, health, environmental protection, economic issues,
stakeholder support and services, resource availability and use, legal
issues, and external affairs issues attendant to, but separate from, those
more properly addressed by emergency response personnel.

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1.4 RESPONSE PLANS
The Oil Pollution Act of 1990 (OPA 90), the National Oil and Hazardous
Substances Pollution Contingency Plan (NCP), the Emergency Planning
and Community Right-to-Know Act (EPCRA), and Alaska statutes and
regulations require the development of spill response plans by industry (for
regulated vessels and facilities), federal, State, and local governments.

The oil industry in Alaska prepares oil spill contingency plans (C-Plans) for
regulated vessels and facilities to meet federal and State requirements.
Spill response incident management procedures are an integral part of
these C-Plans.

The Alaska Federal/State Preparedness Plan for Response to Oil and

Hazardous Substance Discharges/Releases (the Unified Plan) provides
basic response guidelines for federal and State response agencies. Ten
joint federal/State subarea plans supplement the Unified Plan and provide
subarea-specific response guidance.

At the community level, local emergency response plans are required by

Alaska statutes and EPCRA. These plans outline the local response
organization and procedures.

The overall guiding principle is to maintain consistency between the

federal, State, local, and industry plans.

1.5 THE THREE TYPES OF SPILL RESPONSE

Within the State of Alaska, three types of responses are generally
recognized by the spill response community. These are as follows:

Responsible Party-Led Response: Under this type of response, the

Responsible Party (RP) assumes responsibility and actively engages in
response and cleanup activities. The RP (either directly or through a spill
cooperative) activates the C-Plan (if the incident involves a regulated
vessel or facility), and staffs the incident response organization. The
federal and State entities assume an oversight role to monitor the
adequacy of the RP’s efforts, perform required regulatory functions
(investigation, damage assessment, cost recovery, etc.), and jointly
develop response objectives.

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Responsible Party Augmented Response: In certain circumstances
(e.g., a catastrophic spill event or an RP with limited capabilities), the RP
may require additional assistance from the federal and/or State
governments to launch an adequate response and sustain a cleanup
operation. The lead federal and State agencies may augment the RP’s
efforts as necessary, including staffing of the incident response
organization and providing additional spill response resources. The federal
and State authorities will also continue with their regulatory functions as
well.

Government-Led Response: In the event of a non-responsive,

incapable, or unknown RP, the federal government [U.S. Coast Guard
(USCG) or Environmental Protection Agency (EPA)] or the State [Alaska
Department of Environmental Conservation (ADEC)] (dependent upon
jurisdiction over the incident) will take the lead and manage the response
and cleanup operation. In doing so, the government agency(s) will staff
the response organization and direct the response and cleanup operation
(which may be delegated to federal and/or State response contractors).

End of Section 1

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 ORGANIZATIONAL APPROACH

2.1 GENERAL

There are three basic levels for a response to a major spill incident:
response in the field; follow-on incident management; and upper level crisis
management support. Three functional teams exist that collectively
constitute the incident response organization:

Field Response Team (FRT): The FRT develops and implements tactics
to carry out the strategies and priorities developed by the Incident
Management Team (if activated) for emergency response operations. For
a detailed description of the FRT, see Section 3.0.

Incident Management Team (IMT): The IMT determines strategic

objectives and priorities to deal with the incident, approves tactics, and
provides overall support to the FRT. See Section 4.0 for additional
information regarding the IMT.

Crisis Management Team (CMT): The CMT, in turn, is activated to

directly support the IMT and manage the organization’s crisis response
operations. See Section 5.0 for additional information.

The teams are organized and act in a manner consistent with the
organizational and management principles of the Incident Command
System (ICS) (see Appendix A). An overall relational diagram is provided
in Figure 2-5.

Members of the teams have predefined roles and responsibilities.

Appendix B of this guide provides detailed checklists for members of the
the FRT and IMT for accomplishing assigned tasks.

In order to fully understand these teams and their organizational structure,

it is important to appreciate the relationships between the responsible party
and federal, State, and local spill response agencies.

2.2 FIELD RESPONSE TEAMS (FRT)

The major spill response organizations in Alaska have created FRTs to

respond rapidly to address incidents that pose a physical threat to
personnel, property, and the environment. Typical FRT tasks may include
Hazmat, oil spill response, safety, security, source control, mechanical
containment and recovery, alternative technologies, and wildlife hazing.

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Depending on the incident, these tasks may take place in conjunction with
other specialized teams responsible for firefighting, medical, technical
rescue, etc.

One or more FRTs may respond to an incident. The responding FRTs

handle all field emergency response operations. For a detailed description
of FRT initial response duties, see Section 3.0.

The responding FRTs fill the roles of field command and all subordinate
functions at an incident scene. Once the IMT is activated, the FRT
becomes part of the Operations Section. The FRTs are responsible for
executing the Incident Action Plan (IAP). FRTs are authorized to make
field changes as necessary to ensure the safety of all responders,
consistent with 29 CFR 1910.120 on-scene safety responsibilities. FRTs
are also authorized to make field changes to maximize efficiency in
accomplishing assigned tasks, based on common sense and existing on-
site field conditions. They are obligated to report such changes and their
progress on the tasks assigned by the IAP to the Operations Section Chief.
The Unified Command within the IMT, and the FRT should have a clear
understanding beforehand of the limits to discretionary field changes that
will be allowed by the FRT, and which changes need to be communicated
back to the IMT. The 204 form should clearly specify what tasks are
mandatory and which actions are forbidden.

This escalation process should result in strategies being formulated that

direct field response actions. Once the tactics are defined, the work should
be broken down into manageable tasks. Each task should be assigned to
a task leader (Strike Team Leader or Task Force Leader), and available
response resources should be assigned. All updates to the overall
strategy, tactics, and tasks should be forwarded from the field to the IMT
for posting by the Situation Unit in the Incident Situation Display.

2.3 INCIDENT MANAGEMENT TEAM (IMT)

Each major incident response entity (industry, coops, federal, State) has
access to IMT personnel who can be activated to form an IMT which
assumes overall incident command, develops objectives and strategies,
response priorities, and supports field response operations. Responsibility
for executing tactics consistent with the strategies and priorities remains at
the FRT level. For a detailed discussion of the IMT, see Section 4.0.

One of the factors that would lead to a decision to activate an IMT would be
an incident severe enough to trigger the direct involvement of several
response organizations in incident response operations. When this occurs,
the IMT would take the lead in interacting with other responding personnel,
which can include establishing a Unified Command structure (see
Appendix A) and integrating response personnel, as appropriate, into the
incident response organization.

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Another factor that would contribute to a decision to activate an IMT is the
decision to activate the CMT. When this occurs, the IMT is responsible for
interacting with the CMT. Other factors such as press coverage or public
interest may also necessitate activating an IMT. Figure 2-4 provides a
diagram of the relationship between the IMT and CMT.

2.4 CRISIS MANAGEMENT TEAM (CMT)

When activated, the CMT determines what additional measures, if any,

must be taken to support emergency response operations, and to identify,
evaluate, and proactively address the crisis implications of the incident and
emergency response operations. The mission of the CMT is to avoid crisis
situations whenever possible, and to mitigate crisis situations that cannot
be avoided to the maximum extent possible. For additional information
regarding the CMT, refer to Section 5.0.

2.5 ALASKA INCIDENT MANAGEMENT SYSTEM (AIMS)

The vast majority of incidents occur without warning. As a result, members

of all three levels of an incident response organization usually must begin
their work in a reactive mode. The first priority for the FRTs, IMT, and CMT
is to move from a reactive to a proactive mode of operation, as quickly as
possible. This is done by engaging in a disciplined, fully integrated AIMS
whose primary objective is the establishment and maintenance of
command and control over the incident, emergency response operations,
and the crisis implications of an incident.

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 Figure 2-1

HYPOTHETICAL RESPONSE ESCALATION

(STEPS 1 AND 2)

STEP 1: INITIAL NOTE:

RESPONDER
(FC) 1. FC = Field Command

STEP 2: Located at the Field Command Post

(FCP) (if established)
NOTES :
FC 1. FC = Field Command (On-Scene
Commander, Initial Response
Incident Commander, Branch Director,
AIDES Group/ Division Supervisor, etc.)
2. DFC = Deputy Field Command
3. Tactical Response = Response Branch
DFC Director or Division Supervisor
4. Source Control = Source Control
Branch Director or Division Supervisor
5. Aides = Aides Provide the Following
TACTICAL SOURCE Services:
RESPONSE CONTROL Communications
Technical Information
Information Management
Observers

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 Figure 2-2

HYPOTHETICAL RESPONSE ESCALATION (STEP 3)

STEP 3: Located at the Field Command

Post (FCP) (if established)
FC

SITE SAFETY
AIDES OFFICER

DFC

STAGING
AREA MGR

TACTICAL SOURCE
RESPONSE CONTROL

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 Figure 2-3

HYPOTHETICAL RESPONSE ESCALATION (STEP 4)

STEP 4: UNIFIED COMMAND

Incident Management Team
FOSC
SOSC
RPOSC/IC
Located at the Incident
Command Staff LOSC
Command Post (ICP)
Legal Officer (also referred to as the Emergency
Information Officer Operations Center (EOC) in some
Liaison Officer locations)
Safety Officer
Deputy IC
General Staff

SC
DOSC OSC PSC LSC FSC
Support Branch

Situation Supply Time

Located
Resource Facilities
in the Field FC Cost
Environmental Transportation Contracts
Documentation

Service Branch
Claims
Demobilization Communications
Technical Spec. Medical
SOURCE TACTICAL
CONTROL RESPONSE (Source Control, etc.) Food
Info Technology

NOTES:
1. IC = Incident Commander
2. Deputy IC = Deputy Incident Commander
3. OSC = Operations Section Chief
4. PSC = Planning Section Chief
5. LSC = Logistics Section Chief
6. FSC = Finance/Admin Section Chief
7. FC = Field Command
8. SCDOSC = Source Control Deputy Operations Section Chief

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 Figure 2-4

HYPOTHETICAL RESPONSE ESCALATION (STEP 5)

STEP 5:
Incident Management Team
(IMT)

Crisis Management Team UNIFIED COMMAND

(CMT)
FOSC
SOSC
CRISIS RPOSC/IC
MANAGER LOSC

COMMAND
STAFF
CRISIS MANAGEMENT
TEAM

Deputy
IC

OSC PSC LSC FSC

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 Figure 2-5
CMT, IMT, FMT RELATIONAL DIAGRAM

Organizational Structure Responsibility

CRISIS MANAGEMENT TEAM

Assign broad policy issues
Corporate Level to appropriate staff for
State Commissioner Level action.
Regional Incident Command (USCG)

INCIDENT MANAGEMENT TEAM

Make decisions on how
Unified Command best to control the source,
contain and cleanup the
• RP On-Scene Coordinator/ Incident spill, and restore the
Commander (RPOSC/ IC) environment operating from
• State On-Scene Coordinator (SOSC) a designated Incident
Command Post.
• Federal On-Scene Coordinator (FOSC)

FIELD RESPONSE TEAM Apply incident command

team decisions at the spill
• RP Field Command site for source control,
• State (SOSC Field Representative) containment, and clean up
• Federal (FOSC Field Representative) operations, operating in the
field at the Field Command
Post (if established).

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2.6 RESPONSE AGENCIES

2.6.1 On-Scene Coordinators (OSCs)

The term “On-Scene Coordinator” is a legal term for the lead federal and
State representatives who direct the response for federal and State
governments. The Federal On-Scene Coordinator (FOSC) and the State
On-Scene Coordinator (SOSC) are members of the Unified Command
during significant spill events involving multiple jurisdictions.

The Responsible Party On-Scene Coordinator/ Incident Commander

(RPOSC/ IC): The RPOSC normally serves as the Incident Commander
(IC) as long as the Responsible Party is responding and has adequate
resources to dedicate to the containment, control, and cleanup effort.

The Federal On-Scene Coordinator (FOSC): The FOSC is designated

under the National Contingency Plan to direct and coordinate the federal
response to incidents under the authority of federal laws and regulations.

Federal responsibilities are divided into a Coastal zone and an Inland zone,
as defined by an interagency agreement between the USCG and the EPA.
In the Coastal zone, the Commanding Officers of the USCG Marine Safety
Offices are designated FOSCs for oil discharges and hazardous substance
releases. For oil discharges and hazardous substance releases in the
Inland zone, the EPA designates the FOSC. For releases of hazardous
substances where the release is from any facility or vessel under the
jurisdiction, custody or control of the Department of Defense (DOD) or
Department of Energy (DOE), the department with jurisdiction designates
the FOSC.

The State On-Scene Coordinator (SOSC): The State On-Scene

Coordinator (SOSC) is responsible for directing and coordinating the
State's response to oil and hazardous substance discharges. State
On-Scene Coordinators are designated by the Commissioner of ADEC.
State On-Scene Coordinators have been pre-designated for the following
response areas: Northern Alaska; Central Alaska; and Southeast Alaska.
In the event of a major spill incident, the Commissioner may designate the
Director, Spill Prevention and Response Division or another individual to
serve as the SOSC.

The SOSC may appoint an on-scene field representative (SOSC Rep) to

act for the SOSC during a spill response. The SOSC Rep represents the
SOSC on scene and can be selectively delegated authority by the SOSC.

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The Local On-Scene Coordinator (LOSC): Local On-Scene Coordinators
are designated by local governments with jurisdiction to direct and
coordinate local responses to incidents. Local On-Scene Coordinators are
part of the Unified Command as long as there is an immediate threat to
public safety, or as pre-identified in the applicable Subarea
Contingency Plan.

Community Emergency Coordinators (CECs) are designated in Local

Emergency Response Plans and may serve as the LOSC or on the
Regional Stakeholder Committee (RSC) as outlined in the Subarea
Contingency Plans.

For as long as there is an immediate threat to public safety within

his/her jurisdiction, the LOSC serves as the ultimate command authority
if the FOSC or SOSC does not assume the lead role for response, or
unless the LOSC requests a higher authority to assume that responsibility.
Once the immediate threats to public safety are abated, either the SOSC or
FOSC becomes the ultimate command authority for the cleanup operation,
depending on jurisdiction and agency response. Local representation to
the Unified Command may then be through the CEC on the RSC.

The OSCs represent all agencies from their respective federal, State, local,
and industry organizations as Unified Commanders in the Unified
Command. They are also responsible for coordinating their organization's
activities with the activities of other response organizations (see Figure 2-6,
On-Scene Coordinator’s Relationship to Plans).

Deputy On-Scene Coordinators: The nature of an incident may require

one or more deputies. Deputy OSCs should have the same qualifications
as the OSC and may work directly with the OSC, be a relief, or perform
certain specified tasks determined by the OSC.

2.6.2 The Responsible Party (RP)

The RP is the organization or individual responsible for a discharge of a

hazardous substance to the water or land of the State. Under State
regulations (18 AAC 75.315), it is the responsibility of the RP to contain,
control and clean up that discharge. Similar federal laws require RPs to
respond to their spills and oblige the RP to direct his/her own containment,
control and cleanup efforts. Even though the RP is required to respond to
a spill, the SOSC oversees the RP's containment, control and cleanup
efforts and has the authority to take over or supplement the response
activities if the SOSC determines that the response is inadequate (18 AAC
75.320). The FOSC has similar authority under federal law. Additionally,
the Oil Pollution Act of 1990 (OPA 90) authorizes the USCG and the EPA
to direct the activities of the RP without taking federal control of the spill
cleanup.

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Facility or vessel response or contingency plans designate the RPOSC to
direct and coordinate the RP’s resources in response to incidents for which
they are responsible. If the facility or vessel does not have a response or
contingency plan, the RPOSC is the person in charge of the RP's
response.

Qualified Individual (QI): A QI is a person located in the United States

who meets the requirements identified in the respective federal regulations
[USCG, EPA, the U.S. Department of Transportation’s Research and
Special Programs Administration (RSPA), U.S. Department of the Interior
(DOI), Minerals Management Service (MMS)] and who is authorized to do
the following: (1) activate and engage in contracting with oil spill removal
organizations; (2) act as a liaison with the On-Scene Coordinator; and (3)
obligate funds required to effectuate response activities. The QI will be the
individual or a designee identified in the response plan. The State of
Alaska does not specifically require the designation of a QI. However,
industry contingency plans for regulated vessels and facilities must
specifically identify the person who, by law or through employment,
contract, or cooperative agreement, is responsible for responding to the
discharge. Industry contingency plans must also include a description of
the command system to be used in response to a discharge.

2.6.3 The Governments’ Role in an Incident Response

The State and federal governments are responsible for oil and hazardous
substance pollution under the National Contingency Plan (NCP) and State
statutes to ensure the responses to incidents are timely and adequate.
The governmental responsibility has three aspects:

Oversee the RP’s actions by setting joint objectives, approving incident

action plans, monitoring overall response actions, and approving permits.

Augment the RP's cleanup efforts when necessary to contain the release,
recover the product, and minimize the impact to the environment. These
government augmentation efforts are in addition to the oversight tasks
described above.

Take over containment, control and cleanup operations when necessary.

The federal and State governments participate in these three functions and
coordinate them using Unified Command. The discussion in Part 2.7
addresses the ICS organization for these three aspects, oversight,
augmentation, and takeover. The federal and State governments'
oversight function typically involves government resources (either on-hand
resources or resources obtained via contract), although it is coordinated
with the other parties involved in the actual cleanup effort. For more
information, see Appendix A.

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NOTE: There are additional agency responsibilities that are managed
simultaneously throughout the incident but not through the joint efforts and
combined resources of the Unified Command. These include, as an
example, investigation and law enforcement, natural resource damage
assessment, restoration activities, and maintaining documentation for
possible litigation or cost recovery.

2.7 WHO COMMANDS

2.7.1 The Incident Commander (IC)

The Unified Command directs all aspects of incident response (including

oversight, monitoring, cleanup, etc.) and uses a designated IC to manage
containment, control, and cleanup operations (see Figure 2-7, Incident
Commander).

The IC is in command of control, containment, removal, and disposal of the

spill. At any given time, there can be only one IC. However, the IC can
change as the incident changes. The IC will be chosen by the Unified
Commanders (FOSC, SOSC, LOSC, and RPOSC). When the RP is
responding and has adequate resources to dedicate to the containment,
control, and cleanup effort, the RPOSC will normally be designated the IC
by the Unified Commanders. The FOSC and SOSC make the
determination on the adequacy of the RP's containment, control, and
cleanup effort.

Only if the RP is unknown or is not adequately responding to the incident,

will the government OSCs (FOSC and SOSC) participating in the Unified
Command designate an IC. Typically, one of the On-Scene Coordinators
or a response action contractor will become the IC.

2.7.2 Single Command

Whenever an incident occurs where there is single jurisdiction and one

entity has primary responsibility, the SINGLE COMMAND structure is
established. This situation occurs when there is no RP, or the RP is unable
to satisfactorily respond and either federal, State or local government
responds (not more than one), or the State and federal agencies elect to
have the RP respond and cleanup the incident (for small spills which may
not require federal or State response).

"Who's in Charge?" -- The Incident Commander (IC), designated by the

jurisdictional agency:

• If the federal government is the agency in charge, the FOSC will be a

USCG official if the spill occurs in the Coastal zone, or an EPA official if

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2-12
 the spill occurs in the Inland zone. The DOD will provide the FOSC if a
spill involves military resources and occurs on military facilities.
• If there is no federal jurisdiction or the FOSC designates the State to act
as the FOSC's representative, the State is the agency with jurisdiction.

2.7.3 Unified Command

The Unified Command described here for oil and hazardous substance
discharge response is specific to Alaska and is not identical to the Unified
Command described in the National Interagency Incident Management
System (NIIMS) version of the ICS. In the NIIMS ICS, all agencies which
have jurisdictional authority or a functional role in an incident are
represented in the Unified Command. In the State of Alaska approach to
Unified Command for oil and hazardous substance discharge response,
only the On-Scene Coordinators (OSCs) for the federal, State and local
governments (for incidents posing an immediate threat to public safety),
plus the On-Scene Coordinator for the RP are represented. Other
agencies are represented by the respective OSC for the federal, State and
local government (see Figure 2-8, Unified Command).

Whenever there is an incident involving more than one agency with

jurisdiction, the Unified Command is implemented. The Unified Command
is also implemented if the RP is responding adequately and federal and
State government is fulfilling their oversight role. All agencies which have
jurisdictional responsibilities, and the RP, contribute to the process of:

• Determining overall incident objectives and priorities;

• Selection of strategies;
• Ensuring joint planning for tactical activities;
• Ensuring integrated tactical operations are conducted;
• Maximizing use of all assigned resources; and
• Resolving conflicts.

For significant oil spills and hazardous substance releases, there will
normally be OSCs from the federal, State, and local governments (for
incidents posing an immediate threat to public safety), and the RP. These
individuals will each become a Unified Commander representing their
organization.

"Who's in Charge?" -- The Unified Commanders with the FOSC having

ultimate authority for incidents under federal jurisdiction; the SOSC having
ultimate authority for incidents not involving federal jurisdiction. Also, as
long as there is an immediate threat to public safety, a LOSC serves as
the ultimate command authority if the FOSC or SOSC does not assume the
lead role for response, or the LOSC requests a higher authority to assume

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2-13
that responsibility. The RP has the authority as long as the RP is
adequately responding to the incident (and there is no immediate threat to
public health and safety).

The Unified Command respects all governmental agencies' and private

jurisdictional authorities. Most of the time, the Unified Command is able to
agree upon a single incident action plan. In cases where there are
disputes or differences, the OSC having ultimate authority described above
settles the disputes or differences.

The Unified Commanders will:

• Designate the Incident Commander (IC) (who will normally be one of the
Unified Commanders assigned to the Unified Command);
• Designate the chiefs for each section within the ICS; (when resources
are not available from the RP);
• Review and approve a consolidated incident action plan; and
• Ensure the incident action plan is carried out by the IC.

2.8 NATURAL RESOURCE TRUSTEES

The following are the Federal and State natural resource trustees in
Alaska:

Federal
- Department of Commerce
- Department of the Interior
- Department of Defense
- Department of Agriculture

State
- Department of Environmental Conservation
- Department of Natural Resources
- Department of Fish and Game
- Department of Law

Note: The FOSC and the SOSC are the lead agencies for the Federal
government and the State of Alaska, respectively. As part of the Unified
Command, the FOSC and SOSC are the ultimate decision-makers (for
federal and state agencies, respectively) on response matters.

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2.8.1 Trustee Activities During an Emergency Response: Principal
trustee activities include:

• Identify/ Prioritize Resources at Risk: Trustees can supplement

the OSC's information on sensitive resources found in the
federal/state subarea plans and industry contingency plans. The
trustees provide local expertise and up-to-date information
relevant to the specifics of the incident. Trustees also may assist
the OSC in priorities in the plans for sensitive habitat and
resources requiring protection.

• Evaluate Protective Measures and Clean-up Strategies:

Trustees can advise the OSC on determination of cleanup end-
points (i.e., how clean is clean). For Federal lands or resources,
the land/resource manager may have an integral role in
determining the cleanup endpoint.

• Participate in Team Assessing Clean-up (Shoreline Clean-up

Assessment Team (SCAT) in coastal areas): Trustees can
provide resource experts to assist in assessment of clean-up
activities. For Federal lands or resources, representatives of
land/resources manager(s) may participate in clean-up
assessment. Observations relevant to natural resource injury
determination made by members of the clean-up assessment
team may be provided to trustee representatives with NRDA
responsibility.

• Participate in Post Clean-up Inspection (Sign-off Team):

Trustee participation on inspection teams at proposed completion
of cleanup activities can assist the OSC in determining adequacy
of cleanup. For Federal lands or resources, a representative of the
land/resource manager may participate on the sign-off team.

• Wildlife Rehabilitation: Trustee representatives participate

through the ICS regarding appropriate response actions for injured
wildlife. Trustee representatives ensure proper rehabilitation
organizations are contacted and necessary permits have been
obtained. They provide oversight to ensure wildlife response plans
are implemented appropriately. Trustees also maintain chain of
custody for wildlife that cannot be rehabilitated. Trustee
representatives are responsible for development and
implementation of wildlife release protocols.

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2.8.2 Natural Resource Trustee Participation in ICS/ UC in Support of
Response: Depending on the nature of the incident, trustee
representatives, acting as natural resource or land managers, may
participate in one or more ICS units

• Planning: Trustee representatives can provide information about

sensitive resources and appropriate response techniques through
the Environmental Unit of this section. The Environmental Unit is
likely to be the most common location for trustee participation in
the ICS. Trustee representatives may participate and assist in
activities affecting lands and resources under their jurisdiction. For
example, trustee representatives may identify changes in
protection priorities or response activities that could prevent or
minimize adverse effects to natural resources.

• Operations: Trustee representatives may participate and assist in

implementation of wildlife response efforts. This is particularly
important to ensure these efforts are in compliance with relevant
laws. Trustee representatives may participate and assist in
activities affecting lands and resources under their jurisdiction.

• Command: For incidents with significant effect or the potential for

significant effect on trust resources (e.g., critical habitat for
threatened and endangered species), having a trustee
representative in Command may help to ensure that information on
these resources is available to and used appropriately in decision
making. For incidents that threaten or affect Federal lands or
resources, depending on the management agency and the laws it
operates under, it may be advisable to have a representative from
the affected agency as part of Command. This representative may
provide guidance/concurrence on response and protection
strategies commensurate with the special status of the affected or
threatened lands or resources. (Note the presence of this
representative does not change the OSC’s authority to direct,
monitor, and coordinate response actions. The FOSC in every case
retains the response authorities consistent with the NCP, 40 CFR
300.120 and 300.125. While it is highly desirable to obtain
concurrence, consultation with trustee representatives does not
mean the FOSC must have such concurrence. The FOSC is the
ultimate decision-maker within the Unified Command and
represents all federal agencies for response matters.)

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• Logistics: When trustees have significant equipment and vehicle
resources or facilities to contribute to the response, it may be
useful to have trustee representatives in this section. This might be
the case when a spill occurs on or threatens Federal land.

• Finance/ Administration: If there is significant trustee agency

participation in the response, a trustee representative in this
section may assist in supporting trustee personnel. This could
involve dealing with time-record documents for personnel and
equipment, handling cost estimates and records for trustee agency
personnel, etc.

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 Figure 2-6: ON-SCENE COORDINATOR’S RELATIONSHIP TO PLANS

NATIONAL
CONTINGENCY
PLAN
designates FOSC UNIFIED Regional Stakeholders
“UNIFIED” SOSC COMMAND Committee (RSC)
Alaska Plan CEC
(designated in Local
Subarea Plans Emergency Response Plans)

2-18
Industry
Coop-Plan designates INCIDENT
RPOSC/IC
RESPONSE
Vessel/Facility
Plan

AIMS Guide – November 2002

LOCAL [If no immediate threat to public safety]
designates
EMERGENCY LOSC
FOSC: Federal On-Scene Coordinator (USCG/EPA)
RESPONSE SOSC: State On-Scene Coordinator (ADEC)
PLAN LOSC: Local On-Scene Coordinator (while immediate threat to public
safety exists, and as specified in applicable subarea contingency
plans)
CEC: Community Emergency Coordinator
RPOSC/ IC: Responsible Party On-Scene Coordinator (RP Designee)
 Figure 2-7: INCIDENT COMMANDER

UNIFIED COMMAND
COMMAND STAFF

Safety Officer FOSC

Information Officer SOSC
REGIONAL SC Liaison Officer LOSC*
Legal Officer RPOSC/ IC

2-19
AIMS Guide – November 2002
FINANCE/
OPERATIONS PLANNING LOGISTICS ADMIN

FOSC: Federal On-Scene Coordinator (US Coast Guard/EPA)

SOSC: State On-Scene Coordinator (ADEC)
*LOSC: Local On-Scene Coordinator (while immediate threat to public safety exists,
or as specified in subarea contingency plans)
RPOSC/ IC: Responsible Party On-Scene Coordinator (Spiller Designee)
 Figure 2-8: UNIFIED COMMAND

Federal On-Scene Coordinator

FOSC
Represents all federal agencies and interests

State On-Scene Coordinator

SOSC UNIFIED
Represents all State agencies and interests COMMAND

2-20
Responsible Party’s On-Scene

End of Section 2
Coordinator/ Incident Commander
RPOSC/IC INCIDENT
Represents the Responsible Party

AIMS Guide – November 2002

RESPONSE

Local On-Scene Coordinator

LOSC FOSC: Federal On-Scene Coordinator (USCG/EPA)
Represents the local government
SOSC: State On-Scene Coordinator (ADEC)
LOSC: Local On-Scene Coordinator (while immediate threat to public
safety exists, or as specified in subarea contingency plans)
RPOSC/ IC: Responsible Party On-Scene Coordinator/ Incident Commander
(RP Designee)
 3.0 INCIDENT MANAGEMENT SYSTEM:
FRTS

3.1 FRT ROLES AND ORGANIZATIONS

The primary focus of FRTs is to carry out field response operations for the
spill incident, conforming with directions from the IMT, if activated.
Pre-established FRTs have Team Leaders who have responsibilities up to
the point when the teams check-in at an incident scene.

The responding FRTs fill the roles of field command and all subordinate
functions at an incident scene. Once the IMT is activated, the FRT
becomes part of the Operations Section. The FRTs are responsible for
executing the Incident Action Plan (IAP). FRTs are authorized to make
field changes as necessary to ensure the safety of all responders,
consistent with 29 CFR 1910.120 on-scene safety responsibilities. FRTs
are also authorized to make field changes to maximize efficiency in
accomplishing assigned tasks, based on common sense and existing on-
site field conditions. They are obligated to report such changes and their
progress on the tasks assigned by the IAP to the Operations Section Chief.

3.2 FRT TEAM LEADER ROLES

Team Leaders direct the team’s response efforts. During the initial stage of
field response operations, these duties include:

• Notifying appropriate personnel per company/agency established

procedures.
• Providing team members with an initial briefing on the incident.
• Ensuring that an appropriate number of properly equipped team
members and amount of equipment are dispatched to the incident scene
in a timely fashion.
• Tracking and providing regular updates on status of team mobilization
efforts up to their check-in at the incident scene.
• Supervising the check-in of team members and resources at their
check-in destination(s).
• Documenting initial team members’ assignments to the response
organization.

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3.3 FIELD COMMAND – INITIAL TASKS

Once on scene, FRT resources come under the control of field command
consisting of one or more of the following positions: an On-Scene
Commander, an Initial Response Incident Commander, a Branch Director,
Division/Group Supervisors, Strike Team Leader, or Task Force Leader.
Depending on the size and complexity of the response, Team Leaders
normally assume a subordinate role in the ICS structure (e.g., a Deputy
On-Scene Commander, Deputy Initial Response Incident Commander,
Branch Director, Task Force Leader, etc.). The field command coordinates
the movement of FRT resources into, within, and out of the incident scene.
Field command’s primary responsibilities are to:

• Size up the incident and its potential impact.

• Perform emergency response site safety and response assessment.
• Ensure that response operations are carried out in a safe, well-
organized, and effective fashion.
• Develop and/or implement strategy and tactics to mitigate the spill and
control the release.
• Break down the tactics to be employed into manageable tasks.
• Secure and assign necessary response resources.
• Support response operations.
• Prepare the ICS 201, and prepare for transfer of command to the IMT (if
activated).
• Continuously assess the incident to determine the adequacy and safety
of field and source control response operations and the need for
assistance from the IMT.
• Interact, as appropriate, with IMT personnel, government agency
officials, and other involved or interested parties.

3.3.1 Initial Responder

The individual who initially responds to an incident can assume command

of field activities if qualified to do so. Depending on the initial responder’s
training and qualifications, he/she may be limited to reporting observations
and taking defensive actions until relieved by a an individual qualified to
assume field command. However, if the initial responder is properly trained
and equipped, this individual can assume an immediate, more proactive
response posture.

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3.3.2 Transfer of Command

All transfers of field command should be handled formally. Field command

cannot be transferred to an individual until the incoming individual is on
scene. Whenever possible, transfers are carried out face-to-face and are
accompanied by a verbal briefing (using the ICS 201 as the basis for the
briefing) designed to bring incoming field command up to date on the status
of the situation, the nature and location of ongoing and planned field
response operations, the field command structure, progress being made,
problems being encountered, and any unique/special safety con-
siderations. Once incoming field command assumes command, it should
be announced over the communications networks and back to the IMT.

3.3.3 Field Command Post (if established)

Field command may establish a Field Command Post (FCP) which may be
a vehicle, vessel, structure, or Mobile Command Center. The location of
the FCP should be based on the scope and nature of the incident;
consideration should be given to safety, wind direction, communications,
and accessibility. The location of the FCP should be announced over the
communications network and communicated back to the IMT.

3.3.4 FRT Resource Check-In

All FRT resources dispatched to an incident scene should be checked in

when they arrive at their prescribed destination. Check-in can be handled
verbally (i.e., either face-to-face or over a radio) or in writing. When it is
handled in writing, Check-In/Out forms should be used (see Appendix E).
Information from the forms or the forms themselves should be forwarded to
field command to keep it apprised of resources either immediately
assigned or staged and available to response operations. When an IMT is
activated, resource lists should periodically be forwarded to the IMT for use
by the Resource Unit in tracking resource status.

3.4 SITE MANAGEMENT AND CONTROL

Upon arriving at the incident scene, field command must establish site
management and control. Field command should ensure that an isolation
perimeter is established and secured so that all non-responders and/or
individuals not directly involved in emergency response operations are
moved a safe distance away from the incident scene. If an IMT is
activated, the location of the isolation perimeter and the status of isolation
operations should be transmitted to the IMT for posting by the Situation
Unit in the Incident Situation Display (see Section 4.2.5).

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3-3
Next, field command and/or a Site Safety Officer should supervise ongoing
site characterizations designed to identify and quantify the chemical and
physical hazards that are or may be present at an incident scene, and
document the results on the ICS 201 Initial Incident Briefing document (see
Appendix E). The 201 form can be reported by radio or other means to
facilitate documentation of the information from a remote location. The site
characterizations should lead to:

• A decision regarding the need for additional protective actions (e.g.,

evacuation or shelter-in-place);
• The establishment of clearly identified and demarcated hazard-control
zones (i.e., hot or exclusion zone, warm or decontamination zone, and
cold or support zone);
• Determination of the level of personal protective clothing and equipment
to be worn by response personnel operating in the hot and warm zones;
and
• Decontamination procedures to be followed in the warm zone.

Response personnel operating in a hot and/or warm zone should be:

• Properly trained [e.g., appropriate level of Hazardous Waste Operations

and Emergency Response (HAZWOPER), fire, and other health/safety
training];
• Properly equipped, based on the chemical and physical hazards present
and prescribed safety precautions;
• Operating with the knowledge of the field command and their direct
reports; and
• Operating with a buddy and, as appropriate, backup personnel.

Field command, either directly or through a deputy or site safety personnel,

should be aware of all personnel entering and operating within the hot
zone. If an IMT is activated, the results of site characterizations and the
locations of the hot, warm, and cold zones should be transmitted to the IMT
for posting by the Situation Unit in the Incident Situation Display and for
inclusion in the site-safety plan.

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3.5 OBJECTIVES-DRIVEN RESPONSE

The Incident Command System promotes a structured pattern of thought

for personnel managing response operations. It stresses the importance of
establishing and addressing objectives in the formulation and execution of
plans of action.

Field command should engage in a continuous assessment or “size-up”

process designed to: (1) determine what must be done, if anything, to
stabilize the incident, and to protect people, property, and the environment;
and (2) evaluate the effectiveness of ongoing field response operations.
The process should result in the formulation of an overall strategy that
defines what field responders will be asked to achieve, and tactics that
define how the strategy will be implemented. Once the tactics are defined,
the work to be done to carry out the tactics should be broken down into
manageable tasks. Each task should be assigned to a Task Force or
Team Leader, and available field response resources should be assigned
to the tasks. Information on the overall strategy, tactics, and tasks should
be forwarded to the IMT where it should serve as the basis for the
formulation of strategic objectives.

3.6 COMPREHENSIVE RESOURCE MANAGEMENT

To ensure site management, field command should apply the ICS

management principles of comprehensive resource management and
span-of-control. The field command should know what field response
resources are en route to the incident scene, their destination points, and
estimated time of arrival (ETA). For all checked-in field response
resources, field command should know whether the resources are:

• In a staging area (i.e., in an “available” status awaiting assignment);

• In an “assigned” status and carrying out a task; or
• In an “out-of-service” status and unavailable for assignment.

When an IMT is activated, information on resource status should be

compiled on ICS forms (see Appendix E) and forwarded to the IMT for
posting by the Resource Unit in the Incident Situation Display.

It is essential that field command maintain control over “assigned”

resources. When the number of assigned single resources exceeds a
specific task leader’s span-of-control, they can be reorganized into Task
Forces and/or Strike Teams. When the number of Task Forces and/or
Strike Teams exceeds a Task Force leader’s span-of-control, they can be
reorganized into Divisions, Groups, and/or Branches. Information on

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3-5
measures instituted to maintain span-of-control should be forwarded to the
IMT for posting by the Situation and Resource Units in the Incident
Situation Display.

Ideally, checked-in resources should be rapidly assigned by field command

to carry out specific tasks to meet response objectives. However, until a
site characterization is completed and it is determined how response
operations can be carried out safely, response personnel and equipment
ready for assignment should be staged. Depending on the scope and
nature of the incident, two levels of staging operations may be used:

• Level I or Primary Staging: Used for managing field response units

and resources assigned to the response. The staging area is
established by field command (or already defined by the contingency
plan), preferably in a safe location in direct proximity to the incident
scene. All resources are under the direct control of field command.
• Level II or Expanded Staging: Used on large geographic responses
for managing resources over a broad area, sometimes from pre-
established Response Centers. The staging areas are mobilized as
needed during larger incidents under the control of the Operations
Section.
• Secondary Staging: Used for the management of other mobilized,
ready-for-assignment resources that may arrive in quantities in excess
of the identified needs of field response operations. Since access to
these resources is generally less critical than those positioned in the
initial staging area, they can be staged in one or more secondary
staging areas located further away from the incident scene. Resources
in a secondary staging area may be under the control of either field
command (through one or more Staging Area Managers) or Logistics.

As response operations unfold, resource needs may emerge that cannot

be fulfilled by assigned or available resources. If so, a Resource Order
form (see Appendix E) should be used to obtain the required resources.

3.7 ORGANIZATIONAL ASSIGNMENTS

A critical benchmark for field command is the need to establish and

maintain control over response resources and to develop an ICS-
compatible organization chart that accounts for tasks underway and depicts
the chain-of-command for field response operations. The chart should be
built based on decisions on the aggregation of teams into Strike Teams,
Task Forces, and the assignment of Task Forces to Divisions, Groups, and
Branches.

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As soon as personnel are assigned to Strike Team or Task Force Leaders,
Division or Group Supervisors, or Branch Directors, they should adopt
these position titles in all communications. When an IMT is activated,
information on organizational assignments should be forwarded to the IMT
for posting by the Resource Unit in the Incident Situation Display.

3.8 COMMUNICATIONS

Once the IMT is activated in the Incident Command Post (ICP),

communications must be established between field command and the
Operations Section Chief located at the ICP. Depending on the nature and
location of the incident, this may be either a radio or phone
communications system.

Field command must initially provide the Operations Section Chief with
regular Field Reports, which should be provided every other hour or as any
significant facts change. Field Reports should provide, in a progressive
fashion, all of the applicable information:

• Name and contact information for field command.

• Status of personnel (i.e., accounted for, missing, injured, or dead).
• Status of source control operations.
• Quantity, location, and movement of spilled/emitted materials.
• Results of site characterizations.
• Boundaries of Hazard Control Zones / locations of decontamination
areas.
• Personal protective equipment (PPE) requirements (e.g., skin,
respiratory, physical).
• Boundary of Isolation Perimeter, and location of Access Control Points,
if applicable.
• On-scene weather.
• Location of Field Command Post, if established.
• Location of Staging Areas, and available resources by Staging Area.
• Organizational chart and assignments.
• Proposed field strategy and tactics (for IC approval).
• Tasks: type, location, and resources assigned.
• Progress/problems.
• Specific needs.

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When agreed upon by field command and the IC, the Field Reports are
replaced by scheduled submission of ICS (and other response)
information.

3.9 TACTICAL COMMAND WORKSHEET AND INITIAL

INCIDENT BRIEFING DOCUMENT (ICS 201)

3.9.1 Tactical Command Worksheet (see Appendix D for a sample

worksheet)

The Tactical Command Worksheet is a field document designed to assist

field command in: (1) tracking incident information, resources, and key
events; and (2) ensuring that field and safety benchmarks are met. When
used, it is designed to stay with field command in the field. The worksheet
is divided into three major sections:

• Incident Fact Sheets / Data Sheets for the following:

− Incident Facts
− Product Identification
− Incident Potential
− Strategies and Tactics
− Resource Status
− Communications
• Organizational diagram for on-scene units and an Incident Tactical
Diagram.
• Checklist items for the field command on the following topics:
− Tactical Incident Management Benchmarks
− Safety Benchmarks
− Tactical Considerations for specific Response Scenarios (e.g.,
process fire, vapor release, oil/chemical spill, etc.)

The Tactical Command Worksheet can be completed by either field

command or an Aide. The information compiled on the Tactical Command
Worksheet can then be used to complete the ICS 201 Initial Incident
Briefing Document (see below).

3.9.2 ICS 201 Initial Incident Briefing Document

Depending on organization-specific protocols, whenever a FRT is

dispatched to an incident, the IMT (and CMT) may have to be notified and
provided with information on the nature and location of the incident, its
status and potential, and the status of field response operations. This

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notification must be made in accordance with the applicable contingency
plan.

When an IMT is activated, field command should, if possible, dispatch a

knowledgeable person to the ICP to provide an initial briefing for the IMT
Incident Commander and staff. A filled-out ICS 201 Initial Incident Briefing
document (see Appendix E) should serve as the basis for the briefing. The
201 form can be reported by radio or other means to facilitate
documentation of the information from a remote location. Information on
the Initial Incident Briefing Meeting is provided in Appendix D.

NOTE: All information required for the ICS 201 Initial Incident Briefing
document can be obtained from the Tactical Command Worksheet. An
Aide to field command can transfer the information and complete the
ICS 201 form.

3.10 GOVERNMENT FIELD REPRESENTATIVES

Agency participants could be involved in field response activities in up to

three roles. See Appendix A, Section A.1.6 for more information on these
roles.

End of Section 3

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 4.0 INCIDENT MANAGEMENT SYSTEM:
IMT

4.1 INTRODUCTION

The Incident Management Team (IMT) performs four key tasks that directly
impact the organization and management of incident response operations.
Upon activation, the IMT assumes command over incident response
operations from the FRT. This period of time corresponds to when the IMT
is in a reactive mode of operations. Once command is assumed, specific
actions must be taken by the IMT to maintain command and control and to
sustain ongoing incident response operations. The IMT then engages in
short-term planning, which results in the preparation of Incident Action
Plans. The IMT further engages in long-term planning, which results in the
preparation of a General Plan.

Other IMT tasks include:

• Sizing up the incident and field response operations.

• Developing objectives, strategies, and response priorities.
• Gathering information on the nature and location of field response
operations and the resources being used to carry out the operations.
• Securing the resources necessary to support field response operations.
• Working with the FRT to develop Incident Action Plans describing field
assignments for the next operational period.
• Securing the resources necessary to implement Incident Action Plans.
• Preparing a General Plan that scopes emergency response operations
from initial notification to the completion of demobilization operations.
• Securing the resources necessary to implement the General Plan.
• Instituting and enforcing appropriate financial controls.
• Continuously assessing incident potential to determine an incident’s
capacity to grow into a crisis situation.
• Establishing reasonable work schedules through personnel replacement
and shift rotations.

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4.2 ASSUMING COMMAND AND CONTROL

4.2.1 Activation

Incident Management Team emergency response operations normally are

carried out in an Incident Command Post (ICP) that is geographically
removed from the field responders. Moreover, when IMT personnel arrive
at the ICP, field response operations are normally already underway. As
IMT personnel assemble, their primary focus should be on getting
organized and gaining an understanding of the nature and status of the
incident, and addressing the needs of those engaged in field response
operations (i.e., the FRT).

Normally, the ICP itself must be set up. This entails setting up the Incident
Situation Display and arranging furniture and communications and other
equipment to create specific working spaces for the Command, Operations,
Planning, Logistics, and Finance/Administration Sections.

Incident Management Team members are likely to come from a variety of

organizations (e.g., company, mutual aid, government agencies,
contractors, specialists) and arrive at different times. It is imperative that
these individuals check-in when they arrive at the ICP, report to their
Sections, and receive their assignments. In the process:

• Section-specific organization charts should be developed and forwarded

to the Resource Unit.
• A Unified Command Structure and integrated response organization
should take shape.
• A clear chain-of-command should emerge.
• Everyone should become aware of the Command and General Staff
structure.
• Gaps in the organization should be identified and addressed.
• Everyone should become aware of the Crisis Management Team’s role,
if applicable.

To accelerate the team-building process and improve inter-and intra-

Section communications, it is highly recommended that colored vests or
some other mechanism be used to help distinguish one Section from
another and one responder from another.

4.2.2 Initial Incident Briefing Meeting

An Initial Incident Briefing Meeting should be conducted to inform the IMT

on the incident and field response operations. Appendix D contains
general information on, and a recommended agenda for, such a meeting.

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The meeting should cover the following topics:

• Status of people impacted by and responding to the incident.

• Background information on the incident (i.e., what happened, when, and
where).
• Nature and status of the source (i.e., controlled or uncontrolled).
• Location and status (i.e., contained or uncontained) of discharged or
emitted materials.
• Results of site characterizations and the locations of Hazard Control
Zones.
• The strategy and tactics being implemented by field response personnel
and tasks underway.
• Resources deployed to the field response.
• Incident potential (as known).
• Field Response Team’s incident-specific organizational structure.
• Actions being taken and areas needing attention.
• Help needed.

Ideally, the information cited above should be provided by an individual

who has been to the incident scene and has been briefed by field
command. When logistics make it impractical, the information will be
transmitted to the ICP. The individual should use an ICS 201 Initial
Incident Briefing document (see Appendix E) to help organize the report.
Based on the information provided, the IC should finish the meeting by
reviewing the objectives and strategies, and the initial actions that should
be taken by IMT members to build upon ongoing field response operations.

4.2.3 Incident Potential

In the mobilization of the IMT, one of the factors that should be considered
by the IC is incident potential in order to determine which functions to
activate, and to what depth. Incident potential also figures in the
formulation of Strategic Objectives. The primary factors evaluated by the
IC, either alone or through consultations with the Command and General
Staffs, are whether:

• The IMT has the ability to provide adequate medical assistance to those
injured by the incident and/or during the conduct of emergency response
operations.
• There are significant human resource and/or employee/family
assistance issues related to the incident, or the need for a Critical
Incident Stress Debriefing (CISD).
• Hazards present at the incident scene are likely to grow in intensity.

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• There are an adequate number of safety professionals at the incident
scene.
• The source is under control or, if not, how long it will take to bring it
under control.
• The discharged material is contained or, if not, how long it will take to
bring it under control.
• Sensitive environmental, cultural, and/or economic resources are
impacted or threatened and, if so, the nature and magnitude of the
impacts or threats.
• There are legal issues associated with the incident, including the
activation of an Incident Investigation Team.
• The media is present or is likely to want access to the incident scene.
• There is a high level of interest by federal, State, and local government
officials.
• There is a significant and potentially prolonged impact to affected and
surrounding facilities and operations.
• There are sufficient personnel to staff all shifts through to the end of
emergency response operations.
• There are emergency response operations-related financial issues that
cannot be dealt with by the IMT.
• There is a likelihood of third-party claims.
• There is a likelihood of Natural Resource Damage Assessment (NRDA)
surveys and negotiations.
• A security threat exists beyond the routine security issues dealt with by
the IMT.

4.2.4 Establishing Objectives

Members of the Command and General Staff should be responsible for the
development of Strategic Objectives that clearly define what the IMT/FRT
is working to achieve during the conduct of emergency response
operations. Based upon the information presented at the Initial Incident
Briefing Meeting and the analysis of incident potential, the Incident
Commander, Command Staff, and Section Chiefs should have a clear
understanding of the major problems that need to be addressed by the
IMT/FRT. The Planning Section Chief should be responsible for ensuring
the Strategic Objectives define how the IMT/FRT plans to address the
problems. Good objectives are specific, measurable, assignable,
reasonable, and time related. Strategic Objectives should be written and
posted on the Incident Objectives Status Board in the Incident Situation
Display. Refer to the inside front cover of this document for generic
response objectives.

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4.2.5 Incident Situation Display

As information is gathered on the incident and field response operations,

IMT members should display it in a prominent location for use in their
efforts to maintain command and control over emergency response
operations. The place where the information is displayed is referred to as
the “Incident Situation Display.”

The Incident Situation Display should be viewed as the one place where
anyone can go, at any time, to learn about the nature and status of an
incident and emergency response operations. With this in mind, the
Incident Situation Display can be set up in two halves. On the left half, the
display could contain Status Boards that present information on the
incident and factors, such as weather, that may impact the safety,
efficiency, or effectiveness of field response operations. Under ICS, this
portion of the display is often referred to as Situation Status (SITSTAT).

On the right half, the display could contain Status Boards that depict
information on the nature and status of emergency response operations.
Under ICS, this portion of the display is often referred to as Resource
Status (RESTAT).

In the middle of the Incident Situation Display, a Situation Map should be

posted that visually displays the following information:

• Location of source.
• Location of spilled or emitted material.
• Location of incident facilities.
• Rivers, roads, pipelines.
• Location of Branches, Divisions, Groups, Task Forces, Strike Teams,
and Single Resources.

A key should accompany the Situation Map. The ICS symbols depicted in
Figure 4-1 are examples of symbols that can be used to represent some of
the items listed above. Ideally, pre-designed Status Boards should be
used to ensure that critical information is captured and presented in a clear
and logical fashion. Examples of Status Boards that can be used appear in
Appendix F. Moreover, Status Boards should be displayed in an orderly
fashion to ensure that they, when viewed together, impart an integrated
and coherent message. For a suggested arrangement of Status Boards,
see Figure 4-2.

The Incident Situation Display should be established and maintained by the

Planning Section (i.e., the Situation and Resource Units). It should be
situated in a highly visible and easily accessible location, in close proximity
to the Planning Section. It should also be easily accessible to the

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Operations Section. Since it is an active work area, it should be located
away from areas subject to heavy foot traffic.

Although the Incident Situation Display is established and maintained by

personnel in the Planning Section, it belongs to all IMT members in the
ICP. To the extent the Display contains information about activities
underway in other Sections, it is the obligation of appropriate personnel in
those Sections to work with Planning to ensure that information posted in
the Display is accurate and up-to-date.

Figure 4-1
EXAMPLE OF SYMBOLS THAT MAY BE USED FOR A SITUATION MAP

D Division Heliport

Incident Area
G Group
Incident Command Post
TF Task Force Water (lakes, oceans)
Rivers
ST(T) Strike Team (Team)
Roads
SA Staging Area Above-ground Pipeline

Below-ground Pipeline
DC Decontamination
X
Control Zones
CS Containment Sites Boom
B

Figure 4-2
EXAMPLE OF INCIDENT SITUATION DISPLAY

STATUS
INCIDENT WEATHER OF OBJEC- ORGAN-
INCIDENT OTHER SITUATION OTHERS
FACTS & TIDES RE- TIVES IZATION
FACTS (1) MAP (3)
UPDATE SOURCES
(2)

(1) Safety and Health Considerations, Mass Balance, Sensitive Areas, permits, etc.
(2) En Route, Assigned, Available, and Out-of-Service (usually done with T-Cards), and ICS 215
Operational Planning Worksheet
(3) Agency Notifications, Incident-Specific Plans, Operational Period, Schedule of Meetings, General

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4.2.6 Assessment Meetings (Optional for Some Companies)

The Assessment Meeting is designed to keep the IMT focused and

informed on field response operations and to ensure they are meeting the
needs of the field response activities. These meetings should be highly
focused, short in duration, and can be held in conjunction with the standard
AIMS Objective, Tactical Operations, Planning, and Shift Briefing Meetings
(see Appendix D).

While the organization is in a reactive mode and working to maintain

command and control, the objectives of any Assessment Meetings
conducted are to:

• Keep IMT members focused on the problem.

• Keep IMT members informed about the nature and status of field
response operations.
• Keep IMT members focused on Strategic Objectives.
• Identify problems that are impeding acceptable progress.
• Move operations forward as rapidly as possible.
• Identify safety hazards and concerns.

These meetings should be held no more frequently than every hour,

depending on the incident, and last no more than 15 to 30 minutes.
Attendance at these meetings should be limited to the Unified Command
and members of the Command Staff and General Staff, while the balance
of the organization continues to work on organizing, managing, and
carrying out emergency response operations. Assessment Meetings are
best when conducted at the Incident Situation Display in front of the
Situation Map and Status Boards. The objectives and a meeting agenda
for the Assessment Meeting can be found in Appendix D.

4.3 MAINTAINING COMMAND AND CONTROL

4.3.1 Mechanisms for Maintaining Command and Control

Regardless of the duration of emergency response operations, once

command and control is assumed, it must be maintained through to the
end of the operations. Maintaining command and control can be viewed as
continuing support for and direction to, and synonymous with, ongoing field
response operations. Basic command is maintained by having accurate up-
to-date information. Collecting, analyzing, and communicating that
information to the field assignees will afford one with the best opportunities
in maintaining command and control. Support for ongoing operations, in

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turn, should be viewed as the number-one priority for the IMT. The IMT
does this by:

• Assessing and updating strategies and objectives.

• Continuing to receive periodic Field Reports from field command.
• Maintaining the Incident Situation Display.
• Continuing to hold periodic Assessment Meetings, if appropriate for the
incident.

All of the items listed have already been discussed in Section 4.2.
Therefore, maintaining command and control can be accomplished, in
large measure, by continuing the practices and procedures instituted during
the first hours of emergency response operations.

4.3.2 Situation Status Summary Reports

Incidents resulting in the activation of an IMT require detailed information

transfer. Ideally, this should be done in a formal, routine fashion through
the preparation of Situation Status Summary Reports (see Appendix E).
These reports should be forwarded to the appropriate personnel as
required and should be a retrospective review of what has been
accomplished since the last report and to date, in emergency response
operations.

4.4 PREPARING INCIDENT ACTION PLANS

4.4.1 Nature and Content of an Incident Action Plan

When emergency response operations last more than one shift, the IMT
should be prepared to engage in proactive planning and to develop an
Incident Action Plan (IAP) that defines how field response operations will
continue into the next shift(s). The objective of the IAP development
process should be to facilitate a seamless transition of emergency
response operations from outgoing to incoming response personnel. The
period of time covered by an IAP is called the “Next Operational Period”
(NOP). The duration of a NOP may vary, but it typically covers 12 or
24 hours. Depending on the response requirements, as long as each
operational period utilizes an IAP, the Operational Period can be flexible
and last beyond 24 hours. It is important to maintain focus on “who” the
audience is and address the issues and concerns necessary to prepare
and maintain the operations of the NOP. Only information pertinent to the
immediate response efforts should be included in an IAP.

The IAP is prepared and distributed by the Planning Section. The inputs
from the Operations Section Chief, field command and agencies are critical

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in the preparation of the IAP and the development of objectives and field
assignments for the NOP. The Crisis Management Team (CMT) may also
have issues it is working on that are pertinent to the development of the
IAP.

An Incident Action Plan should be prepared in response to stated

objectives and should primarily consist of field assignments designed to
address the objectives. An IAP for a NOP must be completed and
approved by (Unified) Command before the NOP begins. While an IAP is
being implemented, work should be underway on an IAP for the NOP; a
cyclical process that should continue until the end of the emergency
response. See Appendix D for a typical schedule of events.

4.4.2 Incident Action Plan Development Process

An IAP should be prepared by engaging in a structured planning process.

The process should begin with the IAP developers recommending, and
(Unified) Command, approving the duration of the NOP (i.e., when it will
begin and end). Next, those that produce the IAP prepare a forecast or
size-up of the situation to the end of the current operational period and
identify the factors that will influence the IMT’s and field responders’ ability
to respond during the NOP.

The forecasts should provide the information needed by those that produce
the IAP to develop draft objectives for the NOP. Once the objectives are
formulated and recorded on the Incident Objectives form (see Appendix E),
they should be presented to (Unified) Command for review and approval
either at the end of the next scheduled Assessment Meeting (if applicable)
or in a special meeting held with (Unified) Command to go over the
objectives and nothing else.

Objectives for the NOP should provide the direction needed for those that
produce the IAP to analyze ongoing field response operations and to
determine what changes are needed, if any, in ongoing field assignments
to fully address the objectives. To assist the process, an Operational
Planning Worksheet (see Appendix E) should be prepared that lists all
tasks currently underway and the major resources assigned to each task.
Using the Operational Planning Worksheet, the IAP developers can first
identify which tasks should continue into, which will end before, or which
will be discontinued during the NOP to address the objectives. The IAP
developers must also decide whether a new task(s) should be initiated
during the NOP to address the objectives. If so, the new task(s) should be
added to the Operational Planning Worksheet.

The objectives for the NOP should also provide the IAP developers
guidance on whether a task to be continued into the NOP will continue “as
is” in terms of level of intensity (i.e., as measured by resource allocations)

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or whether the level of intensity will increase or decrease. Once again, the
Operational Planning Worksheet helps facilitate this process by allowing
the IAP developers to quickly and efficiently record resource allocation
decisions.

After decisions are made on tasks and resource allocations for the NOP,
the IAP developers should prepare the Field Assignment form (ICS 204
Form) (see Appendix E). The Field Assignment forms provide a Task
Force Leader and Division/Group Supervisor the specific information
needed for the implementation of the assignment during the NOP.

When the field assignments are completed, the IAP developers should
determine whether the assignments need further analysis by the Logistics
Section, Safety Officer, and/or Environmental Unit Leader. If it is
determined that no further analysis is required, then the Field Assignment
form for the NOP can be finalized and incorporated into the IAP. Also,
during IAP development time, the Logistics Section should:

• Process all IAP-related Resource Order forms (see Appendix E) and

determine whether requested personnel, equipment, materials, and/or
supplies can be delivered by the NOP.
• Process all Resource Transfer/Release forms (see Appendix E) and
determine whether requested transfers or releases of assigned
personnel, equipment, materials, and supplies can be carried out by the
NOP.
• Ascertain whether required support services (e.g., food, water,
sanitation, fuel, etc.) needed to keep personnel and equipment fully
operational can be sustained/lined up by the NOP.
Regardless of whether further analyses are required, several hours may be
needed to complete all of the forms that should be included in an IAP.
Table 4-1 contains a list of recommended forms, their content, and the
functions responsible for preparing and updating.

To ensure that Field Assignment forms and work on other IAP documents
are concluded in a timely fashion, a deadline should be imposed for the
completion of this work.

When an IAP is fully compiled by the IAP developers, it should be

presented to (Unified) Command for review and approval. When the IAP
has been reviewed and approved by the (Unified) Command, it should be
signed by the RP OSC/Incident Commander, SOSC, FOSC and the LOSC
(if it is considered appropriate).

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 TABLE 4-1
INFORMATION ON INCIDENT ACTION PLAN FORMS

ICS Form Contents Responsible

Number Function
ICS 200 “Incident Action Plan (IAP) Cover Page” Planning Section
provides information on forecasted weather
and general safety considerations, and a
place for approval signatures
ICS 202 Incident Objectives for the NOP Planning Section
ICS 203/ ICS 203 “Organization Assignment List”, Resource Unit
ICS 207 and ICS 207 “Incident Organization Chart” Leader
provide information on personnel
assignments for the NOP
ICS 204 “Field Assignment (IAP)” provides Planning Section
information to Task Force Leaders on task-
specific safety and environmental
considerations, the work to be performed,
and assigned resources for the NOP
ICS 205 “Incident Communications Plan” Communications
summarizes the Command, Operations, and Unit Leader
Support Communications for the NOP
ICS 206 “Medical Plan” lists the resources available Medical Unit
and procedures to be followed to deal with Leader or IMT
response-related medical emergencies that Safety Officer
may occur during the NOP
ICS 220 “Air Operations Plan” lists the assignments Air Operations
for the fixed-wing and helicopter resources Branch Director
available to response operations during the
NOP
ICS 224 “Environmental Unit Summary” provides a Environmental
forecast of initiatives to be taken in the Unit Leader
following areas: wildlife, permits, waste
management, and other environmental
matters

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4.4.3 Incident Action Plan Implementation

Once an IAP is approved, implementation should begin. The plan should

be forwarded to the field command for distribution to field responders and
reviewed with IMT members during shift-change/hand-over meetings (see
Appendix D for information on, and a recommended agenda for, a Shift
Briefing Meeting). In addition, the Situation Map and status boards in the
Incident Situation Display should be updated immediately before the
beginning of the NOP to reflect the contents of the plan.

OPTIONAL RECOMMENDATION: To ensure the planning efforts do not

interfere with the IMT’s ability to support ongoing field response operations,
an option may be to form an Incident Action Plan/General Plan (IAP/GP)
Unit to work on the IAP while the balance of the IMT continues to focus on
the response. This IAP/GP Unit should be led by a representative of the
Planning Section who serves as the IAP/GP Unit Leader. The unit should
include, whenever possible, other personnel from the Planning Section and
at least one representative each from the Operations and Logistics
Sections. The unit’s composition also should reflect the makeup of the
Unified Command by including representatives from the responding
organizations.

4.5 PREPARING THE GENERAL PLAN

4.5.1 Nature and Content of General Plan

Incidents that require emergency response operations for more than a

couple of days tend to be complex, resource-intensive, and costly in
nature. A lengthy response effort could require the preparation of a rough
order of magnitude project plan called a General Plan. Like an IAP, a
General Plan should be prepared to address objectives approved by
(Unified) Command. These objectives are often expressed as milestones
(i.e., time frames for the completion of all and/or portions of incident
response operations). A General Plan should identify the major tasks that
are being, or will need to be, carried out through to the end of emergency
response operations, the duration of the tasks, and the major equipment
and personnel resources needed to accomplish the tasks within the
specified duration. Agencies and the CMT may also be working issues that
would be incorporated into the development of the General Plan.

The Planning Section must facilitate preparation of a General Plan

concurrently with its efforts to sustain ongoing emergency response
operations and to prepare an Incident Action Plan. The IAP/GP Unit
mentioned above may be used as an option to develop the General Plan.

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4.5.2 General Plan Development Process

Information for the General Plan can be generated by reviewing the

Situation Map and status boards posted in the Incident Situation Display,
and the contents of Incident Action Plans.

Similar to an IAP, a General Plan should be based on a forecast of the

situation -- a forecast that extends to the completion of emergency
response operations rather than the end of the NOP.

When the Planning Section has analyzed the forecast of the situation, it
then performs a detailed incident assessment. During the assessment, the
Planning Section should use the forecast to estimate the extent of the area
that could be impacted by the incident and to quantify the magnitude or
severity of the projected impacts. After this, the area should be studied to
determine its attributes and to analyze how the discharged or emitted
materials may affect the attributes and/or how they may affect emergency
response operations. This study can be based on maps and other visual or
written information about the area, discussions with people familiar with the
area, an inspection of the area by all or a portion of the team, or a
combination of the three. The purpose of the study is to gain an
appreciation of the tasks, major equipment and personnel resources, and
time needed to address the incident throughout the studied area.

For a complex response, it may be difficult to project resource and time

requirements for all of the tasks to be covered by the plan until “driver”
tasks are identified and addressed. Driver tasks are those that can be
used to define not only the overall duration of the project, but the duration
of major phases within the project. Also, driver tasks have a tendency to
be the most resource-intensive.

When the driver tasks are fully defined, the Planning Section may elect to
meet with (Unified) Command to brief them on progress and to obtain
concurrence on the nature, duration, and resource requirements of the
driver tasks.

Once the driver tasks are identified and scoped in terms of their duration
and major resource requirements, it should be easy to scope the duration
of, and to estimate major resource requirements for, all of the other tasks to
be covered by the General Plan. During the scoping process on the
balance of the tasks, the team can meet with subject matter experts to
obtain their input in the projection process.

When all the tasks are fully defined, the information should be compiled by
the Planning Section into a single, comprehensive version of the General
Plan and presented to (Unified) Command for review and approval.

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4.5.3 General Plan Implementation

After the General Plan is approved, it must be implemented on a

day-to-day basis to the end of emergency response operations. The plan
is implemented by using it as the basis for all subsequent Incident Action
Plans, and by updating the plan daily.

The General Plan should be updated at the end of each day. Projected
durations for each task should be checked against actual progress being
made to determine whether work is on, ahead of, or behind schedule.
Also, projected resource requirements should be reconciled with actual
resource utilization.

End of Section 4

AIMS Guide – November 2002

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 5.0 INCIDENT MANAGEMENT SYSTEM:
CMT

5.1 INTRODUCTION

NOTE: The following discussion on a Crisis Management Team (CMT)

is provided as a general guideline of overall management concepts
and principles for employing a CMT. The guidelines are not
prescriptive in nature and each organization may opt to manage and
operate their CMT in a different manner.

Some organizations have instituted a CMT in their incident management

system. The CMT is the highest level of the incident response hierarchy
supporting the IMT and is mobilized when an incident could potentially
escalate into a crisis situation. The upper support structure for the Coast
Guard is defined in the Coast Guard’s Incident Management Handbook.

The CMT is led by a Crisis Manager. The remaining membership of the

CMT may be comprised, as needed, of key advisors from Safety, Public
Information, Legal, Human Resources, Finance, Technical, administrative
support, etc.

The roles of the CMT can include:

• Identify, evaluate, and proactively address the crisis implications of the

incident.
− Avoid allowing an incident to escalate to a crisis situation, whenever
possible.
− Mitigate crisis situations than cannot be avoided to the maximum
extent possible.
• Support the IMT.
• Provide overall strategic direction during a crisis situation.
• Serve as primary contact for upper levels of the organization.
• Protect the organization’s operability, viability, and credibility.

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5.2 NOTIFICATION OF THE CMT

Incidents that require activation of the FRT are normally reported to the
parent organization. Specific reporting requirements vary within different
organizations. The IMT’s ability to provide a report in a timely fashion can
be facilitated through the use of the ICS Form 201 Initial Incident Briefing
document (see Appendix E). This form is routinely filled out by or on behalf
of the field command and/or the IMT Incident Commander, and contains
the information needed by the CMT.

5.3 NOTIFICATION OF THE CRISIS MANAGER

When the parent organization receives notification of an incident, the Crisis

Manager should be rapidly notified and provided with the name and
telephone number of the IMT contact person. The Crisis Manager should
call the contact person as quickly as possible, receive a briefing, and use
the information provided by the contact person to quickly assess the
situation, and decide on the most appropriate course of action. If the
incident in question is minor in nature, requires no assistance from the
CMT, and poses little, if any, threat to escalate to crises, the Crisis
Manager can elect to simply monitor the situation.

5.4 MOBILIZING THE CMT

Should the incident dictate mobilizing the CMT, the Crisis Manager ensures
that the crisis response effort is staffed with sufficient personnel to meet
Crisis Objectives. Reasonable work schedules through personnel
replacement and shift rotation should be provided for. Ramp-up is the
process of rapidly building a work force capable of meeting Crisis
Objectives and sustaining crisis response operations at a level demanded
by the incident.

If a decision is made to mobilize the CMT, the Crisis Manager should

ensure that:

• CMT members are contacted and provided with information on the

location of, and their reporting time to, the crisis center.

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• Senior management is contacted and kept informed and updated on the
situation.
• The CMT Administrative Assistant is contacted and directed to activate
the crisis center.
• The IMT is kept informed about all decisions and actions.

During mobilization, CMT members should:

• Respond immediately to confirm availability/non-availability.

• If unavailable, identify and mobilize a suitable alternate.
• Delegate day-to-day responsibilities as appropriate.
• Gather materials needed to carry out CMT responsibilities.
• Report to their crisis center.

5.5 CRISIS CENTER ACTIVATION

Upon notification of a decision to activate a crisis center, the CMT

Administrative Assistant should, as appropriate:

• Institute security procedures.

• Arrange for necessary security clearances for CMT members.
• Institute CMT check-in/check-out procedures.
• Set up the center, including: clearing the room of non-essential
materials; arranging the meeting table; distributing nameplates, CMT
member notebooks and supplies; posting CMT Incident Situation
Display status boards; checking telephones and fax machines to ensure
they are operational.

5.6 IMT/CMT COMMUNICATIONS PROTOCOL

5.6.1 Initial Crisis Manager/Incident Commander Contact

Whenever possible, the Crisis Manager should talk, via telephone, with the
Incident Commander prior to the CMT Initial Incident Briefing Meeting. The
purpose of the conversation should be to:

• Confirm the status of team activations.

• Review the nature and status of the incident and emergency response
operations.
• Discuss incident potential.

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• Discuss Strategic Objectives.
• Define CMT information needs.
• Define IMT requests for assistance from the CMT.
• Establish the crisis network

The conversation should end with an agreement on the timing of the next
conversation.

5.6.2 Crisis Communications/Network

During the initial telephone conversation described above, the Crisis

Manager (or their designee) provides a telephone number that is dedicated
to receiving calls from the Incident Commander (or their designee). The
Incident Commander, in turn, provides a telephone number that is
dedicated to receiving calls from the Crisis Manager. By doing so, they
define a crisis network, and assure that important communications can be
transmitted between the IMT and CMT quickly and efficiently throughout
the duration of the incident.

5.6.3 Routine Communications Protocol: Crisis Manager to/from

Incident Commander

The Crisis communications protocol defines who will speak to whom, about
what, how, and when. Over time, the protocol grows to encompass all
verbal and electronic transactions between the CMT and IMT. Initially,
however, the protocol focuses on what the Crisis Manager and the Incident
Commander (or their designees) will talk about, how, and when.

Under the crisis communications protocol, the Incident Commander

routinely provides (directly or indirectly) the following information to the
Crisis Manager:

• Nature and status of the incident.

• Nature and status of incident response operations.
• Nature and severity of impacts on or threats to people, the environment,
and property.
• Nature and tenor of relations with other IMTs/CMTs, government
agencies, stakeholders, the public, and the media.
• Incident potential.
• Strategic Objectives and response priorities.
• Status of work on CMT Issues and Concerns.
• IMT Requests for Assistance.

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In return, the Crisis Manager should routinely provide (directly or indirectly)
the following information to the Incident Commander:

• Status of CMT work on IMT Requests for Assistance.

• Crisis Objectives.
• CMT Issues and Concerns that need to be worked by the IMT.
• CMT Requests for Information.
Routine communications protocol between the Crisis Manager and the
Incident Commander (or their designees) should be established during
their initial conversation.

5.6.4 Communications Protocol: CMT Members to/from IMT Members

The crisis communications protocol should be designed to ensure that

CMT support of the IMT is provided in a way that does not undermine the
authority of the Incident Commander or the effectiveness and efficiency of
incident response operations. The protocol also should ensure that the
Incident Commander and the IMT are not overwhelmed by communiqués
from the CMT. Under the protocol, the Crisis Manager (or designee)
should serve as the Single Point of Contact (SPOC) for the CMT and the
Incident Commander (or designee) should serve as the SPOC for the IMT.

In a complex incident requiring a high level of CMT involvement, it may be

impractical for all CMT/IMT verbal communications to be handled by the
SPOCs. Under such circumstances, CMT/IMT function-to-function
contacts may be appropriate providing such contacts are authorized by the
SPOCs. In addition, it may be desirable for the Crisis Manager/Incident
Commander to state that the preferred approach is for function-to-function
contacts to be initiated by the IMT members. To facilitate function-to-
function contacts, the CMT Administrative Assistant and the appropriate
IMT member should exchange lists of CMT/IMT members and contact
phone numbers.

5.6.5 Communications “Tools”

To help facilitate the rapid compilation and communication of information

between the IMT and CMT, the following forms can be used:

• ICS 201 Initial Incident Briefing document.

• Situation Status Summary Report.

Another “tool” the CMT can use is for the CMT to listen to, but not
participate in, IMT Meetings via a conference telephone. Any CMT
member questions or issues that arise as they listen to the meeting are
noted and passed on to the Crisis Manager (or designee) so they can be

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raised during Crisis Manager/Incident Commander telephone
conversations that should take place after the conclusion of IMT Meetings.

5.7 INITIAL CMT BRIEFING

The Initial CMT Briefing should be conducted as soon as possible after the
Crisis Manager has been briefed by the Incident Commander and the CMT
has arrived at the crisis center. The objective of the meeting should be to
ensure the rapid and full involvement of all activated CMT members in
addressing the needs of FRT/IMT response personnel, and in analyzing
and addressing the crisis implications of the incident and/or incident
response operations.

In conducting the meeting, the Crisis Manager should be prepared to

provide the CMT with the following information:

• The nature, location, and status of the incident.

• The nature and status of incident response operations.
• The FRT/IMT’s assessment of the severity of the situation and its crisis
potential.
• The status of contacts with upper management.
• Any requests for help received from the IMT, and the status of efforts to
provide the help.
• Whether the appropriate government agencies have been notified, and
the nature and status of their involvement in incident response
operations.
• Whether the media has been contacted, and the nature and status of
media inquiries.
• The nature and status of any other actions taken.

The Crisis Manager then assigns action items and requests for assistance
from the IMT to appropriate CMT members.

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5.8 INTER-CMT COMMUNICATIONS

If other organizations responding to an incident activate a CMT, the Crisis

Managers should attempt to establish a direct line of communications with
their counterpart(s). A protocol should then be agreed upon that defines
what the Crisis Managers will talk about, when, and how.

5.9 CRISIS CENTER INCIDENT SITUATION DISPLAY

Information that is gathered from the IMT as well as information generated

by the CMT should be displayed in the crisis center. This information
should be displayed prominently for use by all CMT members at the crisis
center Incident Situation Display. The Incident Situation Display should be
viewed as the one place in the crisis center where anyone can go, at any
time, to learn about the nature and status of an incident and incident
response operations, and the nature and status of the CMT’s response
efforts.

One of the primary purposes of the crisis center Incident Situation Display
is to assist the CMT in establishing and maintaining crisis response efforts.
With this in mind, the crisis center Incident Situation Display could contain
up to three sections. The first two sections could contain a Situation Map
and Status Boards generated by the IMT. These sections present
information on the incident and factors, such as weather, that may impact
upon the safety, efficiency, or effectiveness of FRT/IMT response
operations, and depict information on the nature and status of field
response operations.

The third section could contain Status Boards that pertain specifically to the
work of the CMT. Specifically, the crisis center Incident Situation Display
Status Boards could include:

• Incident Facts
• CMT organizational chart
• CMT Sign-In Status Board
• Nature and Effects of Incident Status Board
• CMT Issues/Impacts Status Board
• Help Requested by IMT Status Board
• CMT Tasks/Priorities Status Board
• CMT Action Plan Status Board
• Schedule of IMT/CMT Meetings Status Board

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• Action Items from CMT Meetings

The crisis center Incident Situation Display could be established and

maintained by the CMT Administrative Assistant. Although the Incident
Situation Display may be established and maintained by the Administrative
Assistant, it belongs to all CMT personnel. It is the obligation of all CMT
members to ensure that information pertaining to their respective activities
is accurately posted and up-to-date.

5.10 ISSUE IDENTIFICATION MEETINGS

CMT Meetings should be held at a frequency to be determined by the

Crisis Manager and the CMT members. The objective of Issue
Identification Meetings should be the identification of issues and concerns,
and the development of actions to address the issues and concerns.

To the maximum extent possible, CMT Meetings should be scheduled to

follow the IMT Meetings (see Appendix D). This would allow the CMT to
benefit from having access to the latest information available on the
incident and tactical response operations. Information on the timing of IMT
Meetings should be available from a copy of the IMT’s Operational
Period/Schedule of Meetings Status Board.

5.11 CMT ACTION PLAN

The product of the CMT’s work and deliberations could be a written CMT
Action Plan or other method of documenting planned actions. This
document could list:

• Crisis Objectives.
• CMT organizational assignments.
• Issues and concerns raised by CMT members.
• IMT Requests for Assistance.
• Agreed-upon actions to be taken to address the issues and concerns
and IMT Requests for Assistance.
• The names of the CMT members responsible for ensuring that the
actions are carried out in a timely fashion.

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The plan itself could be a stand-alone document that is constantly updated
as new issues/actions are identified, and work progresses on the actions.
In addition, the crisis center Incident Situation Display contains a Status
Board (see Appendix F) that can be used to summarize the Action Plan.

At some point in the CMT’s deliberations, time should be devoted to the

identification of work to be performed by the next shift (if 24-hour
operations are necessary). Each function should be required to identify
action items to be addressed during the next shift.

To the extent that the actions listed in the plan involve, or have an impact
upon, IMT and/or FRT personnel, the plan should be forwarded to the
Incident Commander.

5.12 LONG TERM PLAN

Crisis response operations may have to be carried out for an extended

period of time. When this is the case, the Crisis Manager may activate the
Long Term Planner to develop a Long Term Plan. The purpose of the
Long Term Plan will be to clearly define the tasks the CMT intends to
engage in during, and the resources and time the CMT intends to devote
to, crisis response operations until their successful conclusion.

End of Section 5

AIMS Guide – November 2002

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 APPENDIX A:
OVERVIEW OF THE ORGANIZATIONAL
AND MANAGEMENT PRINCIPLES OF THE
INCIDENT COMMAND SYSTEM

TABLE OF CONTENTS
A.1 Organizational Principles .................................................................. A-3
A.1.1 Functional in Nature................................................................. A-3
A.1.2 Support Organizations ............................................................. A-6
A.1.3 Modular in Nature .................................................................... A-8
A.1.4 Hierarchical in Nature .............................................................. A-9
A.1.5 Other Organizational Principles ............................................... A-9
A.1.6 Principles of Unified Command................................................ A-9
A.1.7 ICS Organizational Structure ................................................. A-11
A.2 Management Principles of ICS........................................................ A-13
A.2.1 Common Terminology............................................................ A-13
A.2.2 Manageable Span-of-Control................................................. A-13
A.2.3 Objectives-Driven Response ................................................. A-14
A.2.4 Incident Action Plans ............................................................. A-14
A.2.5 Comprehensive Resource Management ............................... A-15
A.2.6 Incident Facilities ................................................................... A-15
A.2.7 Integrated Communications ................................................... A-16
A.3 Organization of Government Resources......................................... A-18
A.3.1 The Federal and State Oversight Response Organization .... A-18
A.3.2 The Federal and State Response Organization when the
Government Augments the Response Operation .................. A-21
A.3.3 The Federal and State Response Organization when the
Government is Leading the Response Operation.................. A-21
A.3.4 Spills That Involve State/Federal Disaster/Emergency
Declarations ........................................................................... A-22

FIGURES
A-1 Example Alaska ICS Structure for Oil and
Hazardous Substance Releases..................................................... A-12

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A-2
A.1 ORGANIZATIONAL PRINCIPLES

The spill response community in Alaska has adopted the ICS because:

• It is the most widely used management system in Alaska.

• It provides a common organizational structure, terminology, and
procedures that facilitate team building and communications within the
emergency response organization and between them and federal and
State government agency response organizations.
• The use of "an ICS-type system" is mandated by OPA 90.

Consistent with the organizational principles of ICS, FRTs and IMTs are
functional, modular, and hierarchical in nature. Each of these principles is
elaborated upon in the following discussion. In addition, Alaska spill
responders have adopted the ICS principle of Unified Command (UC) to
ensure that response efforts are closely coordinated with all responding
agencies. The principles of UC and agency participation also are
discussed below.

A.1.1 Functional in Nature

The primary organizational principle of ICS is that response teams should

be functional in nature (i.e., they should be organized to carry out the work
that must be performed to protect people, property, and the environment
during an incident). In the ICS, five major functions have been identified
that serve as the foundation of the incident response organization. They
are: Command, Operations, Planning, Logistics, and Finance/
Administration. All five functions can be addressed by a single person -- an
Incident Commander (IC). Indeed, under ICS the IC is responsible for all
incident functions until the IC delegates one or more functions to
subordinate personnel -- Command and General Staff. The Command
Staff is composed of Information, Liaison, Legal, and Safety Officers, and
the General Staff consists of Operations, Planning, Logistics, and
Finance/Administration Section Chiefs. Duties of each member of the
Command and General Staff are summarized below.

COMMAND

Incident Commander (IC): The IC is responsible for managing overall

emergency response operations, and serves as the primary contact person
for all outside parties regarding the nature and status of an incident and
field response operations.

Response operations that are complex in nature, occur over a wide area,
and/or include the active involvement of outside parties (i.e., a CMT, high
level government officials, and the media) often create span-of-control

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problems. When this occurs, the IC may appoint a deputy to assume
primary responsibility for one aspect or more. Command may also be
transferred to an equally or more qualified person. All transfers of
command, whether at the FRT or the IMT level, should be accompanied by
formal, preferably face-to-face briefings.

The Command Staff of the IMT consists of personnel organized into the
following sub-functions: Information, Liaison, Legal, and Safety. Personnel
filling these positions are called Officers. There is only one Command Staff
position for each of these functions. The Command Staff does not have
deputies; however, each of these positions may have one or more
assistants, if necessary. On large incidents, it is not uncommon to see
several assistants working under Command Staff Officers. An optional
Command Staff position that may be activated is the Security Officer. This
position is contingency plan-dependent and may be staffed at the direction
of the Incident Commander.

The primary responsibilities of each member of the Command Staff are

summarized below.

• Information Officer: Responsible for the formulation and release of

information about the incident (after UC/IC approval) to the news media
and other appropriate agencies and organizations. The incident
Information function is the point of contact between the media, the
public, and response team. The strength of this link depends upon the
working relationship between the Information Officer and other team
members. The Information Officer may work with Information Officers
from other directly involved response organizations to form a Joint
Information Center (JIC). When this occurs, one of the Information
Officers becomes the Incident Information Officer.
• Liaison Officer: Responsible for communicating with local government
officials and agencies not located in the Unified Command [e.g.,
landowners, leaseholders, Regional Citizens Advisory Councils (RCAC),
government agencies, and other interested parties]. If these entities
assign representatives to the incident, then communications with the
FOSC/SOSC will occur within the ICS chain of command, or through the
agency representative (if assigned). The Liaison Officer coordinates
their activities as much as practical. Several Liaison Officers may be
designated, depending on the level of coordination required. The
Unified Liaison Officer will coordinate with the Regional Stakeholder
Committee (RSC) if the RSC is activated. The Liaison Officer will also
coordinate meetings between the agency representatives and the
Unified Command.

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• Legal Officer: Responsible for providing legal advice to their respective
member of the UC and other members of the response team. The Legal
Officer may be directly involved in the review of media releases,
environmental permits, contracts, and documentation, and in the
conduct of natural resource damage assessment negotiations.
• Safety Officer: Responsible for monitoring and assessing safety
conditions, providing the IC with advice on all safety matters, developing
measures for assuring personnel safety, and for supporting the activities
of safety personnel involved in field response operations. The Safety
Officer may exercise emergency authority to stop or prevent unsafe acts
when immediate action is required.

GENERAL STAFF

The General Staff of an IMT consists of personnel organized to carry out

the following functions: Operations, Planning, Logistics, and Finance/
Administration. Personnel filling these positions are referred to as Section
Chiefs.

Each of the General Staff may appoint one deputy or more to: share the
administrative burdens of the Section Chief; represent the Section Chief in
the Chief's absence; relieve the Section Chief (e.g., at night); or take on
special tasks assigned by the Section Chief. A deputy normally is drawn
from the Incident Management Team; however, he/she may come from a
directly involved federal and/or State government response organization.
Designating a deputy from a governmental entity can greatly increase
coordination and cooperation. A deputy should be as qualified as the
person for whom they work.

The primary responsibilities of each member of the General Staff are

summarized below.

• Operations Section: Responsible for managing all response

operations directly applicable to the incident. The Chief supervises
operations, organizational elements, and directs its execution. The
Chief recommends changes to the IAP and provides updates on the
field response portion for the NOP IAP and General Plan, as
appropriate. Field command is responsible for every aspect of field
response operations, and must ensure they are carried out in a safe,
effective, and efficient fashion.
• Planning Section: Responsible for: managing the collection,
evaluation, display, and dissemination of operational information about
an incident; the preparation of Incident Action Plans for each operational
period; the preparation of a General Plan, if appropriate; the
preparation of incident-specific plans; the provision of a wide range of
environmental services; the check-in and assignment of Technical

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 Specialists; the documentation of response operations; and the
organization and management of demobilization operations.
• Logistics Section: Responsible for: managing the acquisition of the
equipment, personnel, materials and supplies needed to carry out
response operations; and the provision of services necessary to support
response resources.
• Finance/Administration Section: Responsible for: managing the
imposition of strict financial control procedures; providing cost analysis
and accounting services; receiving and processing claims, and
administering contracts.

A.1.2 Support Organizations

Alaska Regional Response Team (ARRT)

The Alaska Regional Response Team (ARRT) is a standing body

established by the NCP. The ARRT is composed of State and federal
agencies (see the Unified Plan for ARRT member agencies). The ADEC
provides the State's representative. The alternate State representative is
provided by the Department of Military and Veterans Affairs/ Division of
Emergency Services (DMVA/DES). The ARRT provides a regional
mechanism for the development and coordination of preparedness
activities prior to a pollution response.

During a significant spill response, the ARRT members or their

representatives will participate in the FOSC's ICS as appropriate. The
ARRT can coordinate assistance and advice to the FOSC by providing
additional federal and State resources and expediting approvals for federal
and State permits. The ARRT is chaired by the agency providing the
FOSC (USCG or EPA).

While assigned to ICS sections within the Unified ICS, ARRT members or
their representatives are immediately available to work with other agencies
that have similar concerns and responsibilities. This enhances the
timeliness and thoroughness of decisions. A formal "convening" of the
ARRT during a spill event is only necessary for dispute resolution or major
policy issues affecting multiple agencies. During any response requiring
State input to the ARRT, the SOSC is delegated the authority to serve as
the State’s representative to the ARRT. Appropriate ARRT members are
convened as necessary to make decisions on in-situ burning, use of
chemical countermeasures, and nationwide permits (404 permits).

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The Agency Representative

Each supporting agency that has a role in an oil or hazardous substance

discharge response designates an Agency Representative. An Agency
Representative is that individual assigned to an incident who is delegated
full authority to make immediate and pertinent decisions on any and all
matters affecting that agency's involvement with the incident. The Agency
Representative works directly with the FOSC or SOSC or his/her designee
on dispute resolution, as outlined in the previous section. In matters which
concern only a single agency, the FOSC or SOSC confers directly with that
Agency Representative. When no Agency Representative is present or
assigned, the FOSC or SOSC contacts the appropriate agency.

• State Agency Representatives: The commissioners of each

supporting State agency appoint the Agency Representative for their
department.
• Federal Agency Representatives: The ARRT representative for the
incident serves as the Agency Representative unless otherwise
designated.

Regional Stakeholder Committee (RSC)

Unlike the Multi-Agency Committee (MAC) defined in the NIIMS ICS, RSCs
do not play a direct role in setting incident priorities or allocating resources.
However, an RSC, when activated, can advise the UC (through the Liaison
Officer) and provide recommendations/comments on incident priorities,
objectives, and the incident action plan. An RSC normally is activated for
significant incidents which involve resources under the jurisdiction of
several agencies.

Regional Stakeholder Committees are specifically defined in each of the

ten federal/State subarea contingency plans to include specific composition
and basic responsibilities. The RSC membership may vary from incident to
incident and from phase to phase. The composition of RSCs may include
Regional Citizens Advisory Councils (RCACs), community emergency
coordinators, landowners, leaseholders, and special interest groups
affected by the spill. Agencies/organizations that are functioning as part of
the overall ICS response structure should not provide redundant
representation on the RSC.

As indicated above, the RSCs are not directly involved in field response
operations, though some of its members may be. The RSC’s role is to
convey to the UC information relating to the authority, concerns, and
expertise of its members. It recommends to the UC overall objectives and
priorities, and reviews Incident Action Plans.

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During incidents where there is no FOSC, federal agencies with
jurisdictional responsibilities for resources at risk could participate as
members of the RSC, thus retaining their input on containment, oversight,
and cleanup. However, the preferred approach is to include these
agencies as part of the overall ICS structure.

Regional Stakeholder Committee activities are coordinated by the Liaison

Officer. Regional Stakeholder Committee discussions are documented and
their recommendations and dissenting opinions are communicated to the
UC through the Liaison Officer.

• RSC Chair: Regional Stakeholder Committee Chairpersons are

designated in the subarea contingency plans. In cases where the RSC
Chairperson is not predesignated, RSCs may be chaired initially by the
Liaison Officer. The RSC then elects its own chair.
• Leaders of Oil-Impacted Communities: An alternative to the RSC for
communities impacted by a major spill may include the establishment of
a group consisting of leaders from the oil-impacted communities.

The Regional Citizens' Advisory Council (RCAC)

The Oil Pollution Act of 1990 (OPA 90) establishes two RCACs in Alaska:
the Prince William Sound RCAC, and the Cook Inlet RCAC. The RCACs
are independent, non-profit organizations which monitor and advise on oil
industry programs to include areas such as spill prevention and response,
tanker safety, and environmental impact assessments. The RCACs' role in
the spill response organization is clearly defined in the Prince William
Sound, Cook Inlet, and Kodiak Subarea Contingency Plans. The normal
response of the RCAC is to provide local knowledge and technical
expertise within the ICS structure (e.g., as part of the Operations and
Planning Sections, and the Joint Information Center).

Investigation Teams

During a major event, the Responsible Party, Federal lead agency, and
State lead agency will activate Investigation Teams to investigate the
nature and cause of the incident. Investigations may be conducted in a
joint or separate manner, depending on the legal nature of the investigation
(i.e., Federal/State intent to seek civil or criminal prosecution, based on the
incident). Investigation teams from Federal, State, and local agencies will
not normally be part of the IMT. While investigation personnel may report
to individuals who are part of the UC, the investigators should remain as a
separate entity so as not to introduce polarizing forces into the response
teams. The initial point of contact may be the Liaison Officer, or the Legal
Officer. When in the field, all personnel (NRDA staff, investigators, etc.)

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will report to the cognizant on-scene commander for safety, support, and
accountability.

A.1.3 Modular in Nature

Emergency response organizations are activated and deactivated in a

modular fashion. When an incident occurs, the IMT IC activates only the
functions needed to support field response operations, and deactivates the
functions as soon as they are no longer needed.

A.1.4 Hierarchical in Nature

Emergency response organizations are hierarchical in nature. There is a

clear chain-of-command to facilitate communications and the decision-
making process.

A.1.5 Other Organizational Principles

Finally, there are two other points that must be made about an ICS-
compatible organizational approach. First, although the spill response
community in Alaska has adopted a hierarchical approach, their response
organizations should not be viewed as bureaucratic in nature. Response
personnel at every level are fully empowered to discharge their roles and
responsibilities, and to interact and communicate with each other as they
work together, as a team, to address an incident. Second, the structure of
their response organizations is flexible. No matter how good pre-incident
organizational efforts are, the work to be performed during an incident may
require modifications to the structure to accommodate new positions added
to address new functions that emerge during the course of response
operations.

A.1.6 Principles of Unified Command

When an incident occurs, the spill response community in Alaska views it

as a single problem, requiring a single, highly focused response effort.
Constructing such an effort can be difficult when multiple organizations
exist with the authority to launch simultaneous, potentially divergent
response operations. The Unified Command concept is designed to
address this problem.

The spill response community in Alaska views the Unified Command as a

structure that is created at the time of an incident to bring together the
"Incident Commanders" of each major organization involved in response
operations. In Alaska, the members of Unified Command are usually the

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A-9
Federal On-Scene Coordinator, the State On-Scene Coordinator, and the
Responsible Party’s On-Scene Coordinator/ Incident Commander.

The primary responsibilities of Unified Command are to:

• Establish objectives and priorities.

• Review and approve tactical plans developed to address objectives and
priorities.
• Ensure the full integration of response resources.
• Resolve conflicts.
• Consult with natural resource trustees as necessary.

These responsibilities are typically exercised through the conduct of

periodic, highly focused Unified Command meetings with attendance
typically restricted to the members of Unified Command.

The role of the FOSC and the SOSC in the Unified Command is to fulfill
their legal responsibilities (i.e., to direct and/or monitor response
operations), while allowing the Responsible Party to manage emergency
response operations.

When an incident occurs, the Unified Command structure is established at

the top of the IMT. In this position, the Unified Commanders are ideally
situated to carry out the responsibilities cited above. They provide overall
direction by establishing Strategic Objectives and response priorities that
must be addressed by the IMT through the planning process. Moreover,
they review and approve the products of the planning process (i.e., Incident
Action Plans and General Plans) developed by the IMT to address the
objectives and priorities.

Their position at the top of the IMT also facilitates the appropriate
integration of response resources. For the FOSC and SOSC, it allows
them to determine the appropriate role(s) for agency personnel and to
position them optimally within the IMT structure. For the Responsible
Party, it ensures members of the IMT have access to valuable expertise
without diluting their ability to manage response operations.

To date, three roles have been identified for government personnel working
within the IMT. In this capacity, they can fulfill any of the three
governmental functions (oversight, augmentation, and lead) while serving
as monitors/advisors, integrated resources, and managers. These roles
are defined as follows:

AIMS Guide – November 2002

A-10
• Monitors/Advisors: Personnel assigned to observe the actions
undertaken by the IMT to ensure it is acting in a manner consistent with
the directives of the Unified Command. A Monitor serves as the eyes
and ears of agency On-Scene Coordinators to assist them in the
exercise of their "direct mode" authority. They may also provide advice
to one or more members of the Unified Command and/or personnel on
the IMT.
• Integrated Resources: Personnel assigned by an agency On-Scene
Coordinator to serve as a member of the IMT. An Integrated Resource
is managed by a superior on the IMT.
• Managers: Personnel assigned to assume a position on the IMT and
manage the actions of subordinate personnel (i.e., when the
Responsible Party is judged to be doing an inadequate job in one or
more functional areas).

As noted in Section 2.0, there are additional agency responsibilities that

are managed simultaneously throughout the incident but not through the
joint efforts and combined resources of the Unified Command. These
include, as an example, investigation and law enforcement, natural
resource damage assessment, restoration activities, and maintaining
documentation for possible litigation and cost recovery.

Agency personnel may be asked to assume more than one role at a time,
or their role may change during the course of response operations. The
role of agency personnel is determined by the Federal or State On-Scene
Coordinator. The FOSC and/or SOSC provide the IMT Incident
Commander with clear guidance on the role(s) to be assumed by agency
personnel.

A.1.7 ICS Organizational Structure

The example ICS organizational chart depicted in Figure A-1 provides a

suggested method of organizing the Incident Management Team for an oil
or hazardous substance release incident. Several footnotes are included
to demonstrate additional, optional methods of organizing the team, based
on the situation or individual organizational needs.

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A-11
 Figure A-1: EXAMPLE ALASKA ICS STRUCTURE FOR OIL AND HAZARDOUS SUBSTANCE RELEASES

KEY:
UNIFIED COMMAND
Activities not directly associated COMMAND STAFF
with the response
ARRT FOSC
SOSC Information Officer
Indicates direct RPOSC/ IC RSC
Inv Teams Safety Officer
coordination LOSC1 Legal Officer
Indicates indirect Liaison Officer
Agency
coordination Security*
Deputy Reps
* = other potential options IC/OSC*

OPERATIONS PLANNING LOGISTICS FINANCE/ADMIN

SECTION SECTION SECTION SECTION
2
Orgn: Initial Response Incident Commander*, On-Scene Situation Unit Support Branch
Cost Unit
Commander*, Branches, Divisions, Groups, Task Forces, Strike Teams
Activities: Resource Unit Supply Unit5 Time Unit
Field command Site Safety Officer

A-12
Staging Area Management Field Safety Rep Documentation Facilities Unit Contracts Unit
Air Operations Recovery Unit
Protection Search & Rescue 5
Environmental Transportation Unit
Hazmat Fire Suppression Claims Unit
Source Control Wildlife Response Unit3
Salvage Decontamination Security Unit Human
In Situ Burn Ops Dispersant Ops

AIMS Guide – November 2002

Demobilization Resources Unit6
EMS Waste Mgmt & Disposal Unit
Service Branch
Law Enforcement *Away Team
Others as needed
IAP/GP Unit* Food Unit
Notes:
1 Technical
For incidents which pose immediate threat to public health & safety of the
community Specialists Medical Unit
2
Any of these positions may function as field command, if they are in charge of a
major function in the field, reporting directly to the Operations Section Chief Communications Unit
3
Includes the government oversight function for reviewing permits and plans
4
NRDA may also have a close linkage with the Unified Commanders
NRDA4
5
The function and organization of these units may differ under different C-plans Information
(e.g., the use of a Vessel Support Coordinator and a Ground Support Coordinator) Technology Unit
6
The Human Resources function may be located in other sections, based on the
nature of the incident
A.2 MANAGEMENT PRINCIPLES OF ICS

The spill response community in Alaska has adopted the following ICS
management principles:

• Common terminology
• Manageable span-of-control
• Objectives-driven response
• Incident action plans
• Comprehensive resource management
• Incident facilities
• Integrated communications

Each of these principles is explained below.

A.2.1 Common Terminology

An emergency response organization is made up of individuals who

normally do not work together as a team except during emergency
response operations. When they come together, the use of common
terminology is viewed as an essential element in team building and
communications, both internally and with response personnel from
government agency response organizations.

The Incident Command System promotes the use of common terminology,

and has an associated glossary of terms that help bring consistency to
position titles, the description of resources and how they can be organized,
the type and names of incident facilities, and a host of other subjects.

A.2.2 Manageable Span-of-Control

Manageable span-of-control is the most fundamentally important

management principle of ICS. It applies to the management of individual
responsibilities and response resources. The objective is to limit the
number of responsibilities being handled by, and the number of resources
reporting directly to, an individual. Based on experience, the number is
thought to range from three to seven, with five being considered an
optimum number.

When span-of-control problems arise around an individual's ability to

address responsibilities, they can be addressed by expanding the
organization in a modular fashion. This can be accomplished in a variety of

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A-13
ways. An Incident Commander can delegate responsibilities to a Deputy
and/or activate members of the Command and/or General Staff. Members
of the Command Staff can delegate responsibilities to Assistants, and
members of the General Staff can appoint Deputies, Branch Directors, Unit
Leaders, and Division and Group Supervisors.

When the number of single resources exceed a person's span-of-control,

the resources can be grouped together into Task Forces (or Strike Teams if
the same type resource). When the number of task forces exceeds a
person's span-of-control, they can be grouped into Divisions (i.e., when the
strike teams and/or task forces are assigned to a specific geographic area)
or Groups (i.e., when the strike teams and/or task forces are assigned to
functions that cross the geographic boundaries of Divisions). When the
number of Divisions and/or Groups exceed a person's span-of-control, the
Divisions and/or Groups can be broken down into Branches.

A.2.3 Objectives-Driven Response

Members of the Command and General Staff are responsible for the
development of Strategic Objectives that clearly define what the IMT/FRT
is working to achieve during the conduct of emergency response
operations. Based upon the information presented at the Initial Incident
Briefing Meeting and the analysis of incident potential, the Incident
Commander, Officers, and Section Chiefs should have a clear
understanding of the major problems that need to be addressed by the
IMT/FRT. The Planning Section Chief is responsible for ensuring the
Strategic Objectives define how the IMT/FRT plans to address the
problems. Strategic Objectives should be written and posted on the
Incident Objectives Status Board in the Incident Situation Display. Good
objectives are specific, measurable, assignable, reasonable, and time-
related. (See the inside front cover for a list of generic spill response
objectives).

A.2.4 Incident Action Plans

The structured pattern of thought described in Part A.2.3 leads to the

formulation of field assignments. Field assignments describe exactly what
is going to be done to address response objectives, by whom, how, where,
when, and with what resources.

Field assignments, in turn, serve as the nucleus of a document referred to

as the Incident Action Plan (IAP). The IAP generally is prepared for a

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prospective period of time referred to as the next operational period (NOP).
Besides field assignments, the IAP also contains:

• Objectives for the NOP

• An organizational assignment list (or organization chart) for the NOP
• Communications plan for the NOP
• Emergency medical plan for the NOP
• Air operations plan for the NOP
• Other documents

The actual contents of the IAP vary depending upon the nature and
demands of response operations. When two or more response
organizations are responding to an incident, it is important that the
organizations work together (i.e., through Unified Command and the
integration of response personnel) to formulate one consolidated IAP that
fully addresses mutually agreed-upon objectives.

A.2.5 Comprehensive Resource Management

In Part A.2.2, an explanation is provided on how to address response

resource-related span-of-control problems by grouping single resources
into task forces, and by assigning single resources and/or task forces to
Divisions or Groups. Such reconfigurations and assignments not only
address span-of-control problems, but help ensure that all resources are
properly managed.

Comprehensive resource management also applies to the classification of

resources by "kind" and "type," and the categorization of resources by their
status--"en route," "assigned," "staged/available," and "out-of-service." The
"kind" of resource describes what the resource is; the "type" of resource
describes a performance capability for a "kind" of resource.

Resources dispatched to, but not yet checked-in at an incident scene, are
"en route" resources. Resources working on a field assignment under the
direction of a supervisor are considered to be "assigned" resources.
"Available" resources are those that are ready for deployment, but have not
been "assigned" to a field assignment (note: all resources in a staging
area should be on an "available" status). Checked-in resources that are
not in either the "staged/available" or "assigned" categories are considered
to be in an "out-of-service" status. Resources can be "out-of-service" for a
variety of reasons, including: a shortfall in staffing (i.e., not enough people
to operate equipment); personnel taking a rest; maintenance or repair;
weather; demobilization, or others.

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A-15
A.2.6 Incident Facilities

Response operations can form a complex mosaic that must be held

together by response personnel working at different, often widely separate
incident facilities. These facilities can include:
• Field Command Post (FCP): The FCP is the location from which all
field response operations are directed. If established, there should be
only one FCP for an incident. Field command operates from the FCP.
Conversely, responses can be conducted without this single post.
• Incident Command Post (ICP): The ICP is the location where the IMT
operates during response operations. The Incident Commander
operates from the ICP. If a Unified Command is created (see
Part A.1.6), it also should operate from the ICP.
• Staging Area: Can be a location at or near an incident scene where
available tactical response resources are stored while they await
assignment. Resources in staging area are under the control of Field
Command or the Staging Area Manager. Several staging areas may be
created during emergency response operations.
• Logistics Base: A location where primary logistics support and
services activities are based and performed.
• Camps: Locations, often temporary, that are equipped and staffed to
provide sleeping, food, water, sanitation, and other services to response
personnel that are too far away to use base facilities.
• Helibase: A place for parking, fueling, maintaining, and loading
helicopters used during response operations.
• Heliport: A location where helicopters can safely land and take off.

Each facility has unique location, space, equipment, materials, and

supplies requirements that are often difficult to address, particularly at the
outset of response operations. For this reason, responders should identify,
pre-designate and pre-plan the layout of these facilities, whenever
possible.

A.2.7 Integrated Communications

The ICS stresses the importance of both "soft" and "hard" communications.
"Soft" communications refers to the exchange of information between and
among individuals working on emergency response operations, and
between the emergency response organization and outside organizations
directly involved in response operations.

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"Hard" communications refers to communications equipment and how it is
organized and used during response operations. Incident Command
System procedures facilitate the use of "soft" communications.

To ensure the most effective and efficient use of communications

equipment, the ICS stresses the importance of preparing and maintaining a
comprehensive, integrated communications plan. Under such a plan, all
"hard" communications resources are organized and specified. Three
examples of a communications plan follow.

The North Slope operators have organized their communications into

networks. These networks can include:

• Crisis Network: Established to link the IMT Incident Commander with

the CMT Crisis Manager.
• Command Network: Established to link the IMT Operations Section
Chief with the FRT Field Command.
• Tactical or Operations Network: Established at the field level to link
appropriate tactical response personnel to their supervisors.
• Support or Supply Network: Established to handle all logistics-related
communications "traffic" from between the IMT Supply Unit and the
Staging Area Manager.

In Prince William Sound, Alyeska and the TAPS shippers have organized
their communications by:

• Pre-designating frequencies for a number of task forces and groups;

• Using dedicated phone lines at ICPs for the IMT and CMT; and
• Planning for incident-specific frequency assignments for other field
functions and units.

A third communications plan could be created with incident-specific

frequency assignments for field activities and the use of mobile phones or
incident-installed phones for the IMT.

All "soft" communication that occurs over the networks is conducted in

plain English. No "ten codes" are used. Also, all "soft" communications
are confined only to essential messages.

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A.3 ORGANIZATION OF GOVERNMENT RESOURCES

As stated in Section 1, the federal and State governments may assume

three different roles during a spill response based on the availability and
capabilities of the RP, and possible extenuating circumstances. The three
roles (Oversight, Augmentation, and Lead) are discussed below.

General: Federal, State and local governments, as well as the RP, may
require concurrent activities which must be performed in response to the
spill, yet are not part of the containment, control and cleanup operations.

There are additional agency responsibilities that are managed

simultaneously throughout the incident but not through the joint efforts and
combined resources of the UC. These responsibilities include, but are not
limited to:
• Determining the RP.
• Investigating the cause of the discharge.
• Collecting samples.
• Monitoring and determining the adequacy of the RP's response.
• Determining the extent of contamination.
• Determining natural resource damages.
• Monitoring restoration.
• Determining and recovering the State's costs and assessing penalties.

A.3.1 The Federal and State Oversight Response Organization

The OSCs direct the oversight and monitoring functions within the ICS, as
well as representing their agency in the UC. This allows the OSCs to
coordinate the activities of the monitoring effort with containment, control,
and cleanup activities and with the activities of local government. The
OSCs may designate Deputy OSCs to assist with this function.

• Incorporation of Federal and State Agencies into a Single

Government Response: Although the USCG, EPA and ADEC are the
lead federal and State agencies with broad responsibilities during an oil
or hazardous substance discharge, other federal and State agencies
have major roles in spill response, which are defined by federal and
State statutes. The Federal OSC incorporates all federal agencies
which have a regulatory role in oil and hazardous substance discharge
into a single federal response with a single FOSC in charge. Even

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A-18
 though the FOSC is from the USCG or EPA, he/she is responsible for
representing all federal concerns regarding the response action.
The State incorporates all State agencies which have a regulatory or
mandated role in oil or hazardous substance discharge into a single
State response with a single SOSC in charge. Even though the SOSC
is from ADEC, he/she is responsible for representing all of the State's
concerns.
In the federal and State's response, every effort is made to incorporate
personnel from the participating agencies into specific ICS functional
roles within the Planning, Finance/Administration, Operations and
Logistics Sections and/or the Command Staff. All participants assigned
to the response, while representing their respective agency, work under
the direction of the FOSC or SOSC. Any disputes between agency
personnel which cannot be resolved at the response staff level should
be referred to their Agency Representative for resolution at the
Command level. The FOSC is the final arbitrator within the federal
response organization. All disputes should be resolved within the
response structure so the federal government can speak with a single
consistent voice -- the FOSC's. As per the NCP, disputes which cannot
be resolved within the response structure can be elevated to the ARRT
for resolution if within their jurisdiction. Disputes which cannot be
resolved by the ARRT should be elevated to the National Response
Team. The SOSC is the final arbitrator within the State's spill response
organization. All disputes should be resolved within the response
structure so the State can speak with a single, timely, consistent voice --
the SOSC's. Disputes which cannot be resolved within the spill
response structure should be elevated by the Agency Representative, or
SOSC, to the Disaster Policy Cabinet for resolution at the Commissioner
level.
See Appendix B for a complete description of the duties and
responsibilities for the specific government oversight functions described
below.

• Government Oversight Function: This function is located in the

Operations Section and performs the operations oversight function for
the FOSC/SOSC. Responsibilities may include:
− Determine the adequacy of the RP’s response.
− Collect and analyze information and advise the OSC of the adequacy
of the RP’s response.
− Determine the need for, and recommend the use of additional
resources or alternative tactics to the OSC, as required.
− Determine the need for, and as required, recommend to the OSC
orders to be issued to the RP to improve the adequacy of the RP’s
response.
− Monitor RP efforts to control the source of the release.

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 − Observe, document and otherwise monitor the adequacy of the RP’s
containment and control efforts, including dispersant use and in-situ
burn efforts.
− Participate in Unified Shoreline Cleanup Assessment Team (SCAT)
and Tactical Assessment Group assessments pursuant to plans
provided by the Planning Section.
− Monitor wildlife impacts and provide for wildlife protection,
rehabilitation, and disposal.
− Monitor waste management operations for compliance with plans and
permits.
In some situations, the RP’s Operations organization can be mirrored by
a government oversight function to ensure response operations are
performed adequately. See Appendix B for the roles and responsibilities
for these positions. The listing below is an example of how a field
organization might be structured. Review individual industry plans for
exact titles and field structure:
− Resource Protection Oversight Monitor
− On-Water Oversight Monitor
− On-Land Oversight Monitor
− Source Control/Salvage Oversight Monitor
− Hazmat Oversight Monitor
− Waste Management/Disposal Oversight Monitor
− Decontamination Oversight Monitor
− Wildlife Response Oversight Monitor
− ISB Operations Monitor
− Dispersant Operations Monitor

• Permits/Plans Review: This function is located within the

Environmental Unit of the Planning Section and fulfills government
oversight functions. Responsibilities may include:
− Ensure the IMT is projecting the movement of the release and
prepare/evaluate spill trajectory mapping.
− Participate in and/or lead the identification of sensitive areas and
prioritization of response efforts.
− Participate in and/or lead the team determining the extent, fate and
effects of contamination.
− Identify the need for and prepare any special advisories or orders.
− Identify the need for and issue State and federal permits and other
authorizations in coordination with federal/State/private landowners;
maintain permit status log.
− Require and approve plans for the management of wastes.
− Develop a plan for collection, transport, and analysis of required
samples.

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A-20
 − Determine emergency corrective actions that should be taken to
prevent further impacts.

• Government Logistics: In a government oversight role, functions may

include: ordering, tracking, and servicing government resources;
arranging for transportation and lodging for government response staff;
providing communications to government oversight staff (field monitors);
and performing other logistics-related functions specifically in support of
the government oversight role. Under a mutual agreement with the RP,
these governmental functions may become an integral part of the overall
RP-led Logistics Section.

• Government Finance: In any response where federal and State funds

are expended, the FOSC and SOSC are required to maintain an
accurate accounting of governmental expenses. For accounting, future
auditing and potential litigation purposes, the expenses incurred by the
RP, federal, and State must be tracked separately. The FOSC and
SOSC may elect to integrate into the RP’s Finance Section, but maintain
the federal and State identity.

A.3.2 The Federal and State Response Organization when the

Government Augments the Response Operation

The FOSC and/or SOSC may decide that government augmentation is

necessary to supplement an RP’s response due to the magnitude of the
event or limited response resources on the part of the RP. In such cases,
the FOSC and SOSC coordinate closely with the RP when bringing
additional resources (both personnel and equipment) to augment the
response operation. The UC agrees on the integration of federal and State
assets into the overall incident management structure. Since incident
management structures are situation-dependent and the need for
government augmentation varies based on the needs and capabilities of
the RP, a single recommended structure for the government augmentation
scenario is not offered.

A.3.3 The Federal and State Response Organization when the

Government is Leading the Response Operation

When there is no identified RP, or the RP fails to respond adequately, the

federal and/or State government becomes responsible for the containment,
control and cleanup operation. In these instances, the containment, control
and cleanup effort is carried out by the Operations Section. A possible way
to organize the Operations Section would be to divide the Operations
Section into two major branches, Response and Oversight.

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In this capacity, the FOSC/SOSC may elect to hire a response action
contractor to perform containment and cleanup actions. The FOSC/SOSC
would assume an oversight role and monitor the contractor's actions.
However, the FOSC/ SOSC would also be responsible for certain response
actions such as monitoring/ sampling, and investigations.

The example incident management structure provided in Figure A-1 may

be applied to the extent necessary (based on the magnitude of the event
and the overall decision of the FOSC and SOSC). The oversight functions
do not apply in the case where the federal or State government assumes
the lead role for the response effort.

A.3.4 Spills That Involve State/Federal Disaster/Emergency

Declarations

A natural disaster may cause an oil or hazardous substance discharge.

When a State disaster emergency declaration and/or a federal major
disaster or emergency declaration is issued, additional procedures are
necessary to coordinate the spill response effort with the overall
disaster/emergency response effort.

These procedures are also used in cases where the spill itself is
determined to be a disaster under State law and/or results in a federal
emergency declaration.

For a complete discussion of the federal and State roles and organization
under this type of situation, refer to the Unified Plan, Annex B.

End of Appendix A

AIMS Guide – November 2002

A-22
 APPENDIX B:
AIMS - POSITION DESCRIPTIONS

TABLE OF CONTENTS
General ICS Procedures and Common Responsibilities
for All Responders ............................................................................ B-3

Unified Command and Command Staff .................................................. B-5

Operations Section ............................................................................... B-13

Planning Section ................................................................................... B-29

Logistics Section ................................................................................... B-39

Finance/Administration Section ............................................................. B-53

Concurrent Federal/State Activities........................................................ B-59

Command and Command Staff Activities ....................................... B-59

Operations Activities ....................................................................... B-65

Planning Activities ........................................................................... B-73

Logistics Activities ........................................................................... B-79

Finance/Administration Functions ................................................... B-81

Technical Specialists ............................................................................. B-83

Other Unit Staff ...................................................................................... B-91

Hazardous Materials (Hazmat) Response ............................................ B-95

AIMS Guide – November 2002

B-1
 [intentionally blank]

AIMS Guide – November 2002

B-2
 GENERAL

GENERAL INCIDENT COMMAND SYSTEM (ICS)

PROCEDURES AND COMMON RESPONSIBILITIES FOR ALL
RESPONDERS

The ICS includes general principles and procedures with which all
response personnel should be familiar. Understanding and following these
general principles and procedures are the responsibility of each individual
working within an IMT or FRT.

Individual responsibilities range from understanding and using the AIMS or

other ICS guides which are intended to provide a guideline for well-
coordinated operations and smooth flow of information, to being
responsible for one’s own safety.

The following is a summary of those common ICS procedures important to

a response effort. It is not intended as a complete description of the ICS.
The NIIMS ICS guidance manual provides further detail, and is considered
the authoritative reference for matters of general ICS principles and
procedures.

Mobilization
1. Receive notification, reporting location, reporting time and travel
instructions from your parent organization.
2. Secure approval from your supervisor in accordance with ramp-up and
call-out procedures.
3. Receive ICS assignment.
4. Transport personal response gear with you (PPE, field gear, cold/foul
weather gear, survival gear, etc.).

Check-In and Check-Out

1. Upon arrival at the incident, check-in at the designated check-in station,
receive/verify ICS assignment. Check-in locations may be found at the
FCP, ICP, Base or Camps, Staging Areas, Helibases, and
Division/Group Supervisors (for direct line assignments).
2. Check out prior to departing the incident.

Safety
1. Immediately after checking in, and before performing any response
function:
− Be familiar with and follow provisions of the Site Safety Plan.
− Seek out and confirm receipt of a safety briefing.

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B-3
 GENERAL

2. Report all accidents, near misses, or unsafe acts to supervisor, Site

Safety Officer, or field safety representative.

Response Activities
1. Report to your immediate supervisor, receive/confirm assignment, and
receive briefing. Acquire work materials.
2. Keep your immediate supervisor informed of all significant
events/decisions.
3. Follow the established ICS chain of command.
4. Use clear text and ICS terminology (no codes) in all radio transmissions.

AIMS Guide – November 2002

B-4
 UNIFIED COMMAND AND COMMAND STAFF

UNIFIED COMMAND
AND COMMAND STAFF

UNIFIED COMMAND

FOSC
ARRT
SOSC
Investigation LOSC1
Teams
RPOSC/ IC

DEPUTY IC/OSC2 COMMAND STAFF

SAFETY OFFICER
LEGAL OFFICER
INFORMATION OFFICER RSC
LIAISON OFFICER
SECURITY OFFICER3
AGENCY
REPS

1
When imminent threat to public health and safety exists, or as pre-identified in
applicable subarea contingency plans
2
Optional position, dependent on the nature of the incident
3
Some parent organizations place Security in Command (and others in the Logistics
Section, Support Branch)

Indicates Indirect Coordination

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 UNIFIED COMMAND AND COMMAND STAFF

UNIFIED COMMAND AND COMMAND STAFF

INCIDENT COMMANDER (IC) / ON-SCENE COORDINATOR

(OSC)

ICS Responsibilities: The IC/OSC are responsible for the overall

management of the incident. The UC directs incident activities including
the development and implementation of strategic decisions and approves
the ordering and releasing of resources. The UC may assign Deputy On-
Scene Coordinators or Deputy Incident Commanders and delegate
authority as needed to assist in carrying out Incident Command
responsibilities.

1. Ensure that appropriate actions are taken to protect the health and
safety of response personnel.
2. Review general ICS procedures and common responsibilities.
3. Review Emergency Action Checklist in appropriate parent organization
plan. Assess the situation and/or obtain incident briefing from prior IC.
4. Make initial contact with the other responding parties (RPOSC/ IC,
FOSC, SOSC, plus priority stakeholders, per parent organization’s
policies).
5. Establish and maintain UC.
6. Determine the organization’s role in the response.
7. Review the incident’s potential.
8. Determine incident strategies and objectives.
9. Establish response priorities.
10. Establish an ICP.
11. Coordinate all organization actions with the RPOSC/ IC, FOSC, SOSC,
other response organization personnel, stakeholders, and natural
resource trustees, as appropriate.
12. Coordinate with outside agencies having jurisdiction and inform
stakeholders and public, as appropriate and per parent organization’s
policies.
13. Establish an appropriate organization; make initial ICS assignments.
14. Brief Command Staff and Section Chiefs.
15. Ensure planning meetings are scheduled as required; review the
Planning Cycle (see Appendix D).
16. Approve and authorize the implementation of an IAP.
17. Determine information needs and advise Command and General Staff.
18. Coordinate activity for all Command and General Staff.

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19. Manage incident operations.

20. Approve requests for additional resources and requests for release of
resources, or delegate as appropriate.
21. Approve the use of trainees, volunteers, and auxiliary personnel as per
parent organization’s policies.
22. Authorize release of information to news media.
23. Ensure incident funding is available.
24. Initiate and coordinate incident investigation responsibilities, if
appropriate.
25. Seek appropriate legal counsel.
26. Order the demobilization of the incident when appropriate.
27. Establish and maintain Crisis Network and Communications Protocol.
28. Interface with appropriate CMT members per parent organization’s
procedures. Items of interest to the CMT may include:
− The extent, fate and effects of contamination
− Whether any special advisories or orders are issued
− Requests for assistance received from the Command and General
Staff that can be delegated to the CMT
− Information requested by the CMT
− The implementation of directives received from the CMT
− All known incident specifics.
29. Attend required meetings.
30. Maintain a unit log of activities (ICS 214).
31. Submit all documentation to the Documentation Unit upon completion of
the response.

DEPUTY INCIDENT COMMANDER/ ON-SCENE

COORDINATOR

ICS Responsibilities: If a Deputy IC/OSC is assigned, he/she may be

delegated the authority to manage a functional operation or perform a
specific task. In some cases, the Deputy may act as relief for a superior
and therefore must be fully qualified in the position.

1. Review general ICS procedures and common responsibilities.

2. Make initial ICS assignments.
3. Supervise the Section Chiefs and response operations.
4. Make initial resource need projections and acquire and allocate
resources to meet objectives.
5. Ensure vertical and horizontal information flow, including facilitating,
arbitrating and filtering.

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6. Organize and facilitate Planning Meetings and shift briefings for the
OSC/IC, if so assigned.
7. Advise the OSC/IC of issues as appropriate.
8. Attend required meetings.
9. Maintain a unit log of activities (ICS 214).
10. Submit all documentation to the Documentation Unit upon completion of
the response.

INFORMATION OFFICER (IO)

ICS Responsibilities: The IO is responsible for developing and releasing

information about the incident to the news media, to incident personnel,
and to other appropriate agencies and organizations.

1. Review general ICS procedures and common responsibilities.

2. Review parent organization Emergency Action Checklist, if available.
3. Determine from the IC if there are any limits on information release.
4. Develop material for use in media briefings.
5. Establish a Joint Information Center in coordination with public
information staff from other response organizations.
6. Obtain IC approval for media releases.
7. Inform media and conduct media briefings.
8. Interface with appropriate CMT members per parent organization’s
procedures. Provide specific requests for CMT assistance to the
IC/OSC.
9. Arrange for tours and other interviews or briefings that may be required.
10. Obtain media information that may be useful to incident planning.
11. Keep the general public and stakeholders informed (e.g., through the
use of a website, joint press releases, situation reports, etc.).
12. Collect and assemble incident information from the Situation Unit and
others.
13. Prepare an initial information summary as soon as possible after arrival,
establish a schedule for summary updates and prepare updates.
14. Arrange and conduct press conferences for the OSC/IC.
15. Supervise media personnel activities to ensure that all safety rules are
followed and that operations are not impacted.
16. Respond to special requests for information.
17. Provide the IC/OSC with feedback on media reporting of the incident.
18. Attend required meetings.
19. Maintain a unit log of activities (ICS 214).

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 UNIFIED COMMAND AND COMMAND STAFF

20. Submit all documentation to the Documentation Unit upon completion of

the response.

IMT SAFETY OFFICER (SO)

ICS Responsibilities: The IMT SO is responsible for monitoring and

assessing hazardous and unsafe situations and developing measures for
assuring personnel safety. The IMT SO corrects unsafe acts or conditions
through the regular line of authority, although he/she may exercise
emergency authority to stop or prevent unsafe acts when immediate action
is required. The IMT SO maintains awareness of active and developing
situations, ensures the preparation and implementation of the Site Safety
Plan, and includes safety messages in each IAP. The IMT SO (in
coordination with Site Safety Officer and/or Field Safety representatives) is
responsible for the following:

1. Review general ICS procedures and common responsibilities.

2. Review parent organization Emergency Action Checklist, if available.
3. Coordinate with Site Safety Officer/Field Safety representative and
identify hazardous or unsafe situations associated with the incident by
ensuring the performance of preliminary and continuous site
characterization and analysis which shall include the identification of all
actual or potential physical, biological, and chemical hazards known or
expected to be present on site.
4. Participate in planning meetings to identify any health and safety
concerns inherent in the operations daily work plan.
5. Prepare safety information for the IAP.
6. Exercise emergency authority to stop and prevent unsafe acts.
7. Coordinate and communicate all safety issues with the Site Safety
Officers/Field Safety representatives.
8. Investigate accidents that have occurred within incident areas. Take
action to guard against similar accidents.
9. Complete an accident report form for each accident.
10. Ensure safety briefings are conducted for all on-scene personnel.
11. Maintain accident report forms in the form of an accident log.
12. Ensure the preparation and implementation of the Site Safety Plan in
accordance with the applicable parent guidance documents, the
Unified/Subarea Plan, and State and federal Occupational Safety and
Health Administration (OSHA) regulations. The Site Safety Plan shall at
a minimum address, include, or contain the following elements:
− Health and safety hazard analysis for each site task or operation.
− Comprehensive operations work plan.

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 UNIFIED COMMAND AND COMMAND STAFF

− Personnel training requirements.

− PPE selection criteria.
− Site specific occupational medical monitoring requirements.
− Air monitoring plan for area and personnel.
− Site control measures.
− Confined space entry procedures "only if needed".
− Pre-entry briefings (tailgate meetings): initial and as needed.
− Pre-operations health and safety conference for all incident
participants.
− Quality assurance of Site Safety Plan effectiveness.
13. Assign assistants and manage the incident safety organization.
14. Review and approve the medical plan.
15. Complete and distribute the Site Safety Plan if necessary and secure
IC/OSC approval.
16. Interface with appropriate CMT members per parent organization’s
procedures. Route any requests for CMT assistance to the IC/OSC.
Items of interest to the CMT may include:
− the nature of hazards associated with an incident and/or incident
response operations, particularly if they are Immediately Dangerous
to Life and Health (IDLH) to responders or the public
− the status of missing people
− the nature and status of injured people
− any deaths that occur as the result of an incident or incident
response operations
− completed Accident Report Forms
17. Maintain a unit log of activities (ICS 214).
18. Submit all documentation to the Documentation Unit upon completion of
the response.

LIAISON OFFICER (LO)

ICS Responsibilities: Incidents that are multi-jurisdiction, or have several

agencies involved, may require the establishment of the Liaison Officer
position on the Command Staff.

1. Review general ICS procedures and common responsibilities.

2. Review parent organization Emergency Action Checklist, if available.
3. Provide a point of contact for assisting cooperating Agency
Representatives.
4. Identify Agency Representatives from each agency including
communications link and location.

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 UNIFIED COMMAND AND COMMAND STAFF

5. Establish and coordinate RSC activities until a RSC chair has been
appointed.
6. Identify all stakeholders including affected communities, interest
groups, landowners, lease holders, Regional Citizen Advisory Councils,
non-jurisdictional government agencies, etc.
7. Interface with appropriate CMT members per parent organization’s
procedures. Route any requests for CMT assistance to the IC/OSC.
8. Contact each stakeholder and maintain a list of contacts and establish
communication links.
9. Maintain a list of assisting and coordinating interagency contacts.
10. Respond to requests for information from stakeholders.
11. Assist in establishing and coordinating inter-agency contacts.
12. Identify current or potential concerns of stakeholders, and convey to
Unified Command.
13. Keep agencies supporting incident aware of incident status.
14. Monitor incident operations to identify current or potential inter-
organizational issues and advise IC as appropriate.
15. Participate in planning meetings, provide current resource status
information, including limitations and capabilities of assisting agency
resources.
16. Arrange meetings between response staff and stakeholders as
required.
17. Maintain a unit log of activities (ICS 214).
18. Submit all documentation to the Documentation Unit upon completion of
the response.

LEGAL OFFICER

ICS Responsibilities:

1. Review general ICS procedures and common responsibilities.

2. Review parent organization Emergency Action Checklist, if available.
3. Advise and provide legal counsel to their respective member of the UC
and Command/General Staff of the legal implications of the
organization’s response actions
4. Provide legal counsel and direction for the organization’s investigation
effort.
5. Provide documentation guidance for maintaining a legal record of the
incident.

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 UNIFIED COMMAND AND COMMAND STAFF

6. Interface with appropriate CMT members per parent organization’s

procedures. Route requests for CMT assistance to their respective
member of the UC. Items of interest to the CMT may include:
− the legal implications of response actions
− the nature and status of enforcement actions
− the nature and status of investigations.
7. Maintain a unit log of activities (ICS 214).
8. Submit all documentation to the Documentation Unit upon completion of
the response.

INVESTIGATION TEAMS

General Responsibilities:

9. Ensure that a thorough investigation is conducted into the cause of the

incident.
10. Obtain accurate information on quantities released and quantities
recovered.
11. Document damages caused by the incident.
12. Maintain all documentation on the investigation and all findings from the
investigation of the incident.
13. Serve as evidence custodian for all evidence and collected materials.
14. Document the incident through measurements, photographs, gauging,
and videotapes.
15. Conduct depositions, obtain logs, loading records, and other relevant
information.
16. Take statements from those directly involved and all witnesses.
17. Establish and manage the case file and administrative record for the
spill incident.
18. Assign task and work responsibilities for all staff assigned to the
investigation of an incident.
19. Routinely review the case with the ICS Legal Officer to ensure that all
necessary actions are being correctly and fully addressed.
20. Coordinate team needs with Command and General Staff.

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 OPERATIONS SECTION

OPERATIONS SECTION

UNIFIED COMMAND
FOSC
SOSC
LOSC
RPOSC/ IC

OPERATIONS
SECTION CHIEF

Orgn1: Initial Response Incident Commander2, On-Scene Commander2,

Branches, Divisions, Groups, Task Forces, Strike Teams
Activities:
Field command Site Safety Officer
Staging Area Management Field Safety Rep
Air Operations Recovery
Protection Search & Rescue
Hazmat Fire Suppression
Source Control Wildlife Response
Salvage Decontamination
In Situ Burn Ops Dispersant Ops
Emergency Medical Services Waste Mgmt & Disposal
Law Enforcement Away Team3
Others as needed

1
Any of these positions may function as field command, if they are in charge of
a major function in the field, reporting directly to the Operations Section Chief
2
Optional positions that may assume the role of field command
3
This is a Federal/State/local team that could be deployed to the bridge of a
vessel at sea during a serious marine incident (see the description of
concurrent Federal/State activities in this appendix)

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 OPERATIONS SECTION

OPERATIONS SECTION

OPERATIONS SECTION CHIEF

ICS Responsibilities: The Operations Section Chief is responsible for the

management of all field operations directly applicable to the primary
mission. The Operations Chief activates and supervises elements in
accordance with the IAP and directs its execution; activates and executes
the Site Safety Plan; directs the preparation of unit operational plans;
requests or releases resources; makes expedient changes to the IAPs as
necessary; and reports such to the IC for approval.

1. Review parent organization Emergency Action Checklist, if available.

2. Review general ICS procedures and common responsibilities.
3. Develop/assist in the development of the Operations input to the
Incident Action Plan (strategic goals, tactical objectives and response
task assignments), and provide information needed to support
preparation of the General Plan.
4. Brief and assign operations personnel in accordance with IAP.
5. Establish and maintain communications with field operations.
6. Size up the situation and determine what tasks must be undertaken to
ensure the safety of response personnel, stabilize and/or control the
source, and protect people, the environment, and property.
7. Supervise the execution of the IAP for Operations.
8. Interface with appropriate CMT members per parent organization’s
procedures. Request assistance from the CMT through appropriate
channels. Provide current and updated incident information to the CMT
per parent organization policies and procedures.
9. Request resources needed to implement the Operations’ tactics as part
of the IAP development (ICS 215).
10. Ensure a Staging Area(s) (depending upon the size of the incident) has
been established.
11. Ensure safe tactical operations.
12. Review decontamination procedures and plan for the decontamination
of emergency responders. Ensure decontamination is set up before
entry operations are initiated at Hazmat and other incidents.
13. Make or approve expedient changes to the IAP during the operational
period as necessary.
14. Approve suggested list of resources to be released from assigned
status (not released from the incident).

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 OPERATIONS SECTION

15. Address resource-related span-of-control problems by creating task

forces and/or strike teams, and by assigning single resources, task
forces, and /or strike teams to divisions, groups, and/or branches.
16. Report information about changes in the implementation of the IAP,
special activities, events, and occurrences to IC as well as to Planning
Section Chief and Information Officer.
17. Attend required meetings.
18. Maintain a unit log of activities (ICS 214).
19. Submit all documentation to the Documentation Unit upon completion of
the response.

FIELD COMMAND

NOTE: The following are general duties and responsibilities that have
been developed for a variety of Operations-type functions. The ICS
supervisory level (i.e., Branch Director, Group/Division Supervisor, etc.) for
each of these functions may vary based on the actual incident.
Additionally, if the individual/position identified also assumes the role of
field command, the field command checklist should also be implemented.

Activation of any of these positions will be situation-dependent as well as

contingency plan-dependent (in the case of a responsible party
implementing specific incident management system procedures as outlined
in their contingency plan).

General Roles and Responsibilities: (An) individual(s) filling the role of

Field Command (FC) reports to the Operations Section Chief and is
responsible for exercising authority over every aspect of on-scene field
response operations, and must ensure they are carried out in a safe,
effective, and efficient fashion. FC may assume control from the individual
who initially observed the incident and initiated the notification and
response. Field Command requests and organizes the Field Response
Teams (FRT) and coordinates their activities and movements within and
out of the incident scene.

1. During the response, gather all information possible from central

communications dispatch and/or the person reporting the emergency.
2. Establish a Field Command Post (FCP) located near, but a safe
distance from, the incident scene; ensure that the location of the FCP is
communicated to all personnel.
3. Verify that a head count has been taken and that all facility/personnel
have been accounted for.

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 OPERATIONS SECTION

4. Ensure an isolation perimeter is established and deny entry as

appropriate.
5. Ensure that resource check-in/out procedures are established; receive
regular status reports (i.e., ICS 211) from the Staging Area Manager on
checked-in/out resources.
6. Ensure that the status of all checked-in/out resources (i.e., assigned,
en route, available, and out-of-service) is maintained throughout
response operations.
7. Ensure that an FRT accountability system is established at the
emergency scene.
8. Initiate personnel protective actions (evacuate/shelter-in-place, as
necessary).
9. Identify, confirm and verify the nature of the problem.
10. Initiate defensive reconnaissance operations, as necessary.
11. Assess the overall incident potential, problem and situation. Determine
the materials involved, type of container, nature of release and
quantities released.
12. Ensure that Source Control and FRT operations are fully coordinated.
13. Coordinate with Division/Group Supervisors on assignments and
responsibilities.
14. Ensure that appropriate parts of the ICS 201 Initial Incident Briefing are
completed and transmitted to the ICP following the dispatch of an FRT
to an incident scene.
15. Determine with the IMT IC whether there is a need to activate IMT
resources to support initial response operations.
16. Dispatch an appropriate representative to participate in the IMT Initial
Incident Briefing Meeting.
17. Ensure that the ICS 201 Initial Incident Briefing is filled out for use
during the IMT Initial Incident Briefing Meeting.
18. Once activated, provide regular and timely status reports to the
Operations Section Chief. Updates should include:
− Current field conditions.
− Field response objectives (what are you doing).
− Performance (how are you doing).
− Location of FRT units.
− Resource requirements.
19. Establish and effectively communicate field objectives and response
priorities.
20. Implement field response objectives (offensive, defensive, non-
intervention). Assign field response personnel to carry out all tasks in a
manner consistent with the field objectives and response priorities.

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 OPERATIONS SECTION

21. Coordinate with the Site Safety Officer to ensure that all site safety
issues are being addressed, and to meet the requirements of the SSP.
22. Make sure there is progress in solving the emergency in a timely
manner. Do not delay in calling for either additional personnel or
equipment if conditions appear to be deteriorating.
23. Provide regular briefings and updates on operations to both the IMT
and all field command personnel.
24. Ensure decontamination of emergency responders before they leave
the scene.
25. Ensure that the emergency scene is stabilized before clean-up
operations are initiated.
26. Implement a Waste Management Plan which describes the procedures
for clean up and disposing of contaminated supplies and equipment.
27. Conduct an incident debriefing session for all emergency response
personnel.
28. Maintain and submit all documentation, records and logs to the
Documentation Unit after the incident has been terminated.
29. Prepare and maintain an ICS 214 Unit Log of significant events as they
occur. It is very important to maintain a comprehensive and accurate
log.
30. Conduct an incident critique in accordance with parent organization
policies.

SITE SAFETY OFFICER/FIELD SAFETY REPRESENTATIVE

ICS Responsibilities: The Site Safety Officer (SSO) reports to FC and is

responsible for the health and safety of all response personnel in the field.
The SSO is responsible for establishing safety zones, PPE requirements,
and for the general overall safety, hazard identification, and preparation of
on-scene Site Safety Plan(s) designed to protect the field responders. The
SSO also supports proper establishment of site access and
decontamination facilities.

1. Obtain a briefing from FC.

2. Assess the situation and identify any existing and/or potential
hazardous situations associated with the incident. Verify with FC
weather information (wind direction, wind speed, temperature, chill
factor).
3. Evaluate the hazards created by the incident - health, flammability,
reactivity, physical hazards.

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 OPERATIONS SECTION

4. Work with FC to evaluate risk factors, including:

− The overall condition of the containment system. Structural stability
and potential failure of the unit involved if fire is involved.
− Potential effects of environmental conditions including runoff and
drainage control.
− Are exposures protected? Have fixed protection/shutdown systems
been activated?
− Is the level of resources adequate for the problem? What is the
incident potential? What will occur if responders do nothing?
5. Establish Hazard Control Zones (hot, warm, cold, and the isolation
perimeter) as required.
6. Provide safety information for establishing site access.
7. Develop on-scene Site Safety Plan(s).
8. Verify that selection of PPE will be adequate for the hazard(s) present.
9. Work with Field Command to ensure personnel are not placed in an
unsafe emergency situation.
10. Provide FC continuing assistance in addressing issues/concerns
including:
− Potentially hazardous and unsafe incident conditions.
− Emergency procedures.
− Monitoring of the incident scene.
− PPE requirements.
− Safe working procedures.
− Extent of entry operations within the hot zone.
11. Coordinate with Division/Group Supervisors on safety issues and
concerns.
12. Provide safety information for setting up decontamination before entry
operations are initiated.
13. Ensure that FC has established a procedure for all personnel working in
controlled access areas to employ the “buddy system”.
14. Ensure that properly equipped and trained back-up personnel wearing
the appropriate level of PPE are available to assist the entry team in the
hot zone.
15. Assist FC in monitoring all entry operations within controlled access
areas for unsafe acts and conditions, as well as maximum working
times.
16. Support FC in ensuring that the emergency scene is stabilized before
clean-up operations are initiated.
17. Support FC in ensuring that a plan is established to clean up or dispose
of contaminated supplies and equipment.
18. Provide regular and timely updates to FC, as necessary.

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 OPERATIONS SECTION

19. Maintain and submit all documentation, records and logs to the
Documentation Unit after the incident has been terminated.
20. Prepare and maintain an ICS 214, (Unit Log) of safety activities.
21. Advise FC of any appropriate safety concerns during the debriefing
session. Participate in an incident critique in accordance with parent
organization policies.

STAGING AREA

ICS Responsibilities: Under the Operations Section Chief, Staging Area

Management (SAM) is responsible for managing all activities within the
designated staging areas. The SAM is responsible for tracking and
accounting for all resources (people, equipment and material) entering or
exiting the designated staging area. Review general ICS procedures and
common responsibilities.

1. Receive a briefing on the incident from FC or the Operations Section

Chief per parent organization procedures.
2. Activate/establish Staging Areas, as required.
3. Identify Staging Area Managers for activated Staging Areas (and other
Staging Area personnel plus next shift personnel).
4. Assess the need for additional, and determine the location of, Staging
Areas. Coordinate with other Operations personnel and Safety,
Environment, Planning, and Logistics.
5. Implement pertinent sections of the IAP.
6. Establish check-in procedures including communications to the IMT
Operations Section/FC per parent organization procedures..
7. Organize the Staging Area(s) (coordinated with -- and assisted by --
Site Safety and other Operations, Environment and other Planning,
Security, Medical and other Logistics):
− Accommodate incoming equipment, yard equipment, Office/check-in
area, break area/s, decontamination and donning, waste
accumulation (per Environmental Unit), security/access.
− Develop a traffic plan for the movement of resources into and out of
Staging Area(s).
− Post signs for identification and traffic control. Establish and maintain
boundaries of staging areas per parent organization procedures.
− Organize Staging Areas to segregate resources by kind and type.
Layout and set up of (a) Staging Area Office(s) and support
personnel.

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 OPERATIONS SECTION

8. Determine and request logistical support for personnel and/or

equipment as needed:
− Identify staffing and resource needs to operate (a) Staging Area(s),
such as sanitation facilities, feeding, security, etc.
− Arrange for necessary equipment transportation support (including
fueling). Request maintenance services for equipment at Staging
Area as needed.
9. Respond to requests for resource assignments:
− Receive and process resource assignments (resource orders,
resource transfer requests) generated by field response personnel
(including forms processing) per parent organization procedures.
− Work with Communications Unit to establish necessary
communications.
− Obtain and issue receipts for all response and communications
equipment and other supplies issued or received at the Staging Area.
10. Respond to requests for reporting and information as required:
− Establish direct lines of communications with other Staging Area
Manager(s), the IMT and FC per parent organization procedures.
− Work with FC and Staging Area personnel to update personnel,
equipment and materials check-in/out status (available resources).
Receive and forward follow-up reports from the IMT Supply Unit on
the status of resource orders to the IMT/FC per parent organization
procedures.
− Advise Operations Section Chief/FC of all changing
situation/conditions on scene.
− Report special occurrences or events (e.g., accidents, sickness) per
parent organization procedures.
11. Reposition and/or demobilize as needed, and per any Demobilization
Plan.
12. Prepare and maintain an ICS 214 Unit Log for significant activities
throughout each day of the incident.
13. Maintain and submit all documentation, records and logs to the
Documentation Unit after the incident has been terminated.

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 OPERATIONS SECTION

OTHER OPERATIONS ACTIVITIES (NOTE: These activities may

be assigned to staff in the field or on the IMT in the ICP).

AIR OPERATIONS

ICS Responsibilities: This function is primarily responsible for the air

operations portion of the IAP. The IAP will reflect agency restrictions that
have an impact on the operational capability or utilization of resources.
After the IAP is approved, Air Operations is responsible for implementing it.
[NOTE: The Logistics duties and responsibilities for this function may also
be carried out through the Air Support Coordinator (as part of the Logistics
Section, Support Branch, Transportation Unit).]
1. Review general ICS procedures and common responsibilities.
2. Organize preliminary air operations.
3. Request declaration or cancellation of restricted air space.
4. Participate in planning meetings as requested.
5. Participate in preparation of the IAP, particularly the Air Operations
Summary (ICS 220).
6. Perform operational planning and their updates for air operations.
7. Determine coordination procedures for use by air organization with the
rest of Operations and the IMT.
8. Provide the Air Operations Summary (ICS 220) to the Air Operations
organization and supervise its activities.
9. Establish procedures for emergency reassignment of aircraft.
10. Schedule approved flights of non-incident aircraft in the restricted air
space.
11. Resolve conflicts concerning non-incident aircraft.
12. Coordinate with Federal Aviation Administration (FAA).
13. Report to the Operations Section Chief on air operations activities.
14. Arrange for an accident investigation team when warranted.
15. Maintain a unit log of activities (ICS 214).
16. Submit all documentation to the Documentation Unit upon completion of
the response.

RECOVERY

ICS Responsibilities: The Recovery function is responsible for managing

recovery operations in compliance with the IAP. This function may be
divided into branches, divisions, groups, etc.

1. Review general ICS procedures and common responsibilities.

2. Implement recovery strategies as outlined in the IAP.

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 OPERATIONS SECTION

3. Direct, coordinate and assess effectiveness of recovery actions.

4. Modify (and get approval for) recovery actions as needed.
5. Brief next level of command on activities.
6. Maintain a unit log of activities (ICS 214).
7. Submit all documentation to the Documentation Unit upon completion of
the response.

PROTECTION

ICS Responsibilities: The Protection function is responsible for managing

sensitive area protection operations in compliance with the IAP. This
function may be divided into branches, divisions, groups, etc.

1. Review general ICS procedures and common responsibilities.

2. Implement on-land protection strategies as outlined in the IAP.
3. Direct, coordinate and assess effectiveness of protection actions.
4. Modify (and get approval for) protective actions as needed.
5. Brief next level of command on activities.
6. Maintain a unit log of activities (ICS 214).
7. Submit all documentation to the Documentation Unit upon completion of
the response.

SEARCH AND RESCUE (SAR)

ICS Responsibilities: The SAR function is responsible for prioritization

and coordination of all SAR missions directly related to a specific incident.

1. Review general ICS procedures and common responsibilities.

2. Prioritize SAR missions.
3. Determine resource needs.
4. Direct and coordinate SAR missions.
5. Manage dedicated SAR resources
6. Brief next level of command on activities.
7. Maintain a unit log of activities (ICS 214).
8. Submit all documentation to the Documentation Unit upon completion of
the response.

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 OPERATIONS SECTION

HAZMAT (see the separate Hazmat Response section at the end of

this Appendix)

FIRE SUPPRESSION

ICS Responsibilities: The Fire Suppression function is responsible for

coordinating and directing all firefighting and vapor suppression activities
related to the incident.

1. Review general ICS procedures and common responsibilities.

2. Prioritize responses to fires and/or vapor suppression related to the
incident.
3. Review appropriate firefighting plans, as necessary.
4. Determine resource needs.
5. Direct and coordinate firefighting and vapor suppression missions.
6. Manage dedicated firefighting and vapor suppression resources.
7. Brief next level of command on activities.
8. Maintain a unit log of activities (ICS 214).
9. Submit all documentation to the Documentation Unit upon completion of
the response.

SOURCE CONTROL

ICS Responsibilities: The Source Control function is responsible for

developing and implementing source control response actions.

1. Review general ICS procedures and common responsibilities.

2. Receive initial incident briefing from the Operations Section Chief.
3. Provide source control input into the development of the Incident Action
Plan.
4. Direct and coordinate Source Control Activities.
5. Determine Source Control resources.
6. Serve as the primary advisor to the Operations Section Chief on issues
relating to source control.
7. Maintain a unit log of activities (ICS 214).
8. Submit all documentation to the Documentation Unit upon completion of
the response.

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 OPERATIONS SECTION

WILDLIFE RESPONSE

ICS Responsibilities: The Wildlife response function is responsible for

minimizing wildlife losses during spill responses. A central wildlife
processing center should be identified and maintained. The activities of
private wildlife care groups, including those employed by the RP, are
overseen and coordinated by the Wildlife Response function.

1. Review general ICS procedures and common responsibilities.

2. Coordinate the development of the Wildlife Response portion of the
IAP.
3. Supervise Wildlife response functional operations.
4. Determine resource needs.
5. Review suggested list of resources to be released and initiate
recommendation for release of resources.
6. Assemble and disassemble teams/task forces assigned to the Wildlife
Response function.
7. Report information about special activities, events, and occurrences to
Operations Section Chief.
8. Observe, document and report wildlife impacts.
9. Observe, photograph, video tape and provide written documentation of
wildlife impacts.
10. Report observations to the Operations Section Chief and provide
records to Documentation Unit.
11. Implement wildlife protection, collection, rehabilitation and disposal
measures specified.
12. Conduct hazing and other protection measures as required.
13. Establish wildlife protection and rehabilitation centers as required.
14. Search for, collect, tag and transport spill-impacted wildlife using
procedures specified.
15. Document, store and dispose of dead wildlife.
16. Release recovered wildlife as directed.
17. Maintain a unit log of activities (ICS 214).
18. Submit all documentation to the Documentation Unit upon completion of
the response.

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 OPERATIONS SECTION

SALVAGE

ICS Responsibilities: The Salvage function is responsible for

coordinating and directing all salvage activities related to the incident.

1. Review general ICS procedures and common responsibilities.

2. Coordinate development of Salvage Plan.
3. Determine resource needs.
4. Direct and coordinate implementation of the Salvage Plan.
5. Manage dedicated salvage resources.
6. Brief next higher level of command on activities.
7. Maintain a unit log of activities (ICS 214).
8. Submit all documentation to the Documentation Unit upon completion of
the response.

DECONTAMINATION

ICS Responsibilities: The Decontamination function is responsible for

decontamination of personnel and response equipment in compliance with
approved statutes.

1. Review general ICS procedures and common responsibilities.

2. Implement Decontamination Plan.
3. Determine resource needs.
4. Direct and coordinate decontamination activities.
5. Brief Site Safety Officer on conditions.
6. Brief next higher level of command on activities.
7. Maintain a unit log of activities (ICS 214).
8. Submit all documentation to the Documentation Unit upon completion of
the response.

IN SITU BURN (ISB) OPERATIONS

ICS Responsibilities: The ISB Operations function is responsible for

coordinating and directing all ISB activities related to the incident.

1. Review general ICS procedures and common responsibilities.

2. Work with the Environmental Unit to ensure the ISB permit application
is completed and approved by federal/state agencies.
3. Determine resource needs.

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 OPERATIONS SECTION

4. Direct and coordinate ISB activities.

5. Brief Site Safety Officer on conditions.
6. Brief next higher level of command on activities.
7. Maintain a unit log of activities (ICS 214).
8. Submit all documentation to the Documentation Unit upon completion
of the response.

DISPERSANT OPERATIONS

ICS Responsibilities: The Dispersant Operations function is responsible

for coordinating and directing all dispersant activities related to the incident.

1. Review general ICS procedures and common responsibilities.

2. Work with the Environmental Unit to ensure the dispersant permit
application is completed and approved by federal/state agencies.
3. Determine resource needs.
4. Direct and coordinate dispersant activities.
5. Brief Site Safety Officer on conditions.
6. Brief next higher level of command on activities.
7. Maintain a unit log of activities (ICS 214).
8. Submit all documentation to the Documentation Unit upon completion
of the response.

EMERGENCY MEDICAL SERVICES (EMS)

ICS Responsibilities: The EMS function is responsible for coordinating

and directing all emergency medical services related to the incident.

1. Review general ICS procedures and common responsibilities.

2. Prioritize EMS responses related to the incident.
3. Determine resource requirements.
4. Direct and coordinate EMS responses.
5. Manage dedicated EMS resources.
6. Brief next higher level of command on activities.
7. Maintain a unit log of activities (ICS 214).
8. Submit all documentation to the Documentation Unit upon completion of
the response.

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 OPERATIONS SECTION

LAW ENFORCEMENT

ICS Responsibilities: The Law Enforcement function is responsible for

law enforcement activities related to the incident.

1. Review general ICS procedures and common responsibilities.

2. Coordinate efforts with other assigned security teams (federal, state,
local, private).
3. Determine resource needs.
4. Direct and coordinate law enforcement activities.
5. Brief Site Safety Officer on conditions.
6. Brief next higher level of command on activities.
7. Maintain a unit log of activities (ICS 214).
8. Submit all documentation to the Documentation Unit upon completion
of the response.

WASTE MANAGEMENT/DISPOSAL

ICS Responsibilities: The Waste Management/Disposal function is

responsible for coordinating the on-site activities of personnel engaged in
collecting, storing, transporting, and disposing of waste materials.

1. Review general ICS procedures and common responsibilities.

2. Implement disposal plan.
3. Ensure compliance with all waste laws and regulations.
4. Maintain accurate records of recovered material.
5. Brief next higher level of command on activities.
6. Maintain a unit log of activities (ICS 214).
7. Submit all documentation to the Documentation Unit upon completion of
the response.

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 OPERATIONS SECTION

[intentionally blank]

AIMS Guide – November 2002

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 PLANNING SECTION

PLANNING SECTION

UNIFIED COMMAND
FOSC
SOSC
LOSC
RPOSC/ IC

PLANNING
SECTION CHIEF

IAP/GP Environmental Situation Resource Demobilization

Unit1 Unit Unit Unit Unit

NRDA
Documentation
Unit

Technical
Specialists

1
Optional Position
2
NRDA activities may also have a close linkage with the Unified Commanders.

AIMS Guide – November 2002

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 PLANNING SECTION

PLANNING SECTION

PLANNING SECTION CHIEF

ICS Responsibilities: The Planning Section Chief is a member of the

Incident Commander’s General Staff. This position is responsible for
supervising the work of Section personnel in organizing and managing the:
(1) collection, evaluation, and display of information about an incident;
(2) status of equipment and personnel resources assigned to response
operations; (3) preparation of the Incident Action Plans for each operational
period; (4) preparation of a General Plan (if appropriate); (5) preparation of
incident-specific plans; (6) provision of a wide range of environmental
services including permitting, waste disposal, wildlife, etc.; (7) assignment
of Technical Specialists; (8) documentation and filing of all response
operations information; and (9) demobilization operations.

1. Review parent organization Emergency Action Checklist, if applicable.

2. Review general ICS procedures and common responsibilities.
3. Receive briefing from the Incident Commander:
4. Activate appropriate Planning Section personnel:
− Notify Branch Directors and/or Unit Leaders.
− Provide Planning Section personnel with background information on
the nature and status of the incident and response operations.
− Provide Planning Section personnel with initial instructions.
− Ensure safety of Planning Section personnel assigned to the ICP and
working in the field.
5. Prepare documents descriptive of incident and response operations:
− ICS 201 Initial Incident Briefing Document.
− ICS 209 Situation Status Summary Report.
6. Establish and maintain Incident Information and Situation Displays.
7. Interface with appropriate CMT members per parent organization’s
procedures. Information could include:
− Forwarding of situation reports and other appropriate ICS forms and
incident-specific documents in accordance with established protocol.
− Forwarding a copy of relevant status boards from the Incident
Situation Display.
− Providing “Requests for Assistance”.
8. Respond to informational requests including status reports (for IMT
members and outsiders) per parent organization’s procedures and IC
approval.
9. Supervise preparation of the Incident Action Plan (IAP):
− Select and supervise an IAP/GP Unit (optional) to complete the IAP.

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 PLANNING SECTION

− Define next operational period (NOP) with IC approval.

− Project situation through to end of NOP.
− Document and distribute objectives and priorities for NOP.
− Collect inputs from the Unified Command and Operations Sections
Chief in preparing the IAP.
− Assist in the preparation of field assignments for NOP.
− Ensure that Logistics, Safety, and Environmental can support
Operation’s field assignments.
− Coordinate preparation of necessary documentation.
− Assemble IAP.
− Incorporate the incident Traffic Plan and Vessel Routing Plan (from
Transportation Unit) and other supporting plans into the IAP, if
applicable.
− Obtain Command approval of IAP.
− Ensure that appropriate portions of IAP are distributed for shift
change briefings within the ICP and to the FCP(s).
10. Participate in planning and other meetings (Objectives, Tactical
Operations, Planning, Shift Briefing, etc.) as required.
11. Develop the General Plan (long term strategic plan).
12. Establish information requirements and reporting schedules for all ICS
organizational elements for use in preparing the IAP.
13. Ensure that Resource Tracking has been established (including T-
cards, if any).
14. Make recommendations for any specialized resources needed in
support of the incident.
15. Provide incident organizational structure including names and locations
of assigned personnel.
16. Determine the need for and assign Technical Specialists where needed
to analyze and resolve technical issues.
17. Assist in analyzing information on alternative response technologies, as
needed.
18. Provide periodic predictions on incident potential.
19. Project the movement of the release and prepare spill trajectory
mapping.
20. Supervise the Environmental Unit and the incorporation of their work
into the response. Important elements include Environmental Unit
Plans and Permits (waste, decanting, decontamination, wildlife, cultural
resources, land use, non-mechanical responses, onshore cleanup),
SCAT activities and reports, sensitive area identification and
prioritization, spill effects analysis, and sample
collection/transport/analysis (see Environmental Unit description).
21. Instruct Planning Section units on distribution and routing of incident
information.

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 PLANNING SECTION

22. Prepare recommendations for release of resources for submission to

members of Incident Command.
23. Document response operations and maintain incident records.
24. Ensure that the demobilization is organized and managed.
25. Maintain a unit log of activities (ICS 214).
26. Submit all documentation to the Documentation Unit upon completion of
the response.

SITUATION UNIT LEADER

ICS Responsibilities: The Situation Unit Leader is responsible for the

collection and evaluation of information about the current and possible
future status of the spill and spill response operations. This responsibility
includes the compilation of information regarding the type and amount of oil
spilled, the amount of oil recovered, the oil's current location and
anticipated trajectory, and impacts on natural resources. This responsibility
includes providing information to Geographic Information System (GIS)
Specialist(s) for the creation of maps to depict the current and possible
future situation and the preparation of reports for the Planning Section
Chief.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing and special instructions from the Planning Section Chief.
3. Participate in planning meetings as required.
4. Solicit and collect information from all sources on current and predicted
incident status.
5. Establish contacts and initiate flow of information into unit with provision
for updates.
6. Obtain information on current and predicted weather and other
environmental conditions, release amounts and movement, source
control efforts, wildlife and human impacts, and deployed and ordered
personnel and equipment resources.
7. Maintain contact with Field Observers or Aides and develop a schedule
for receiving field information and updating spill status boards.
8. Prepare and maintain ICP Situation Status (SITSTAT) portion of the
Incident Situation Display.
9. Compile, organize, and analyze information as it comes in.
10. Interface with appropriate CMT members per parent organization’s
procedures. Obtain the following information from the CMT (if
activated):
− CMT organizational structure.

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 PLANNING SECTION

− CMT contact phone and fax numbers.

− Schedule of CMT Briefing Meetings.
− Other relevant status boards from the CMT Situation Status Display.
11. Collect and maintain most current incident data.
12. Prepare periodic predictions as requested by the Planning Section
Chief.
13. Prepare other visual aids such as maps and photographs depicting the
current situation.
14. Prepare, post and disseminate resource and situation status
information as required in the Incident Situation Display.
15. Prepare the Situation Status Summary [ICS 209 (oil)].
16. Provide status reports to appropriate requesters.
17. Provide photographic services and maps.
18. Maintain a unit log of activities (ICS 214).
19. Submit all documentation to the Documentation Unit upon completion of
the response.

Applicable Technical Specialists and Unit Staff include:

• Display Processors
• Field Observers
• Spill Tracking Field Observers
• Trajectory Analyst Specialists

RESOURCE UNIT LEADER

ICS Responsibilities: The Resource Unit Leader is responsible for

maintaining the status of all resources (primary and support) at an incident.
Resource Status (RESTAT) achieves this through development and
maintenance of a master list of all resources, including check-in/out, status,
current location, en route, assigned, available, out-of-service, etc. This unit
is also responsible for preparing parts of the IAP (ICS 203 and 204) and
compiling the entire plan in conjunction with other members of the ICS,
(e.g., Situation Unit, Operations, Logistics) and determines the availability
of resources.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing and special instructions from the Planning Section Chief.
3. Participate in Planning Meetings as required.
4. Establish check-in/out function at ICP location.
5. Use the Incident Briefing (ICS 201) to prepare and maintain the
Resource Status (RESTAT) portion of the Incident Situation Display

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 PLANNING SECTION

[organization chart, T-cards, and resource allocation (ICS 215) and

deployment sections of display].
6. Establish contacts with incident facilities and begin maintenance of
resource status.
7. Interface with appropriate CMT members per parent organization’s
procedures. Information could include:
− Current ICS organizational structure.
− Other pertinent information.
8. Gather, post, and maintain incident resource status.
9. Maintain master roster of all resources checked in/out at the incident.
10. Prepare Organization Chart (ICS 203).
11. Prepare appropriate parts of field assignment lists (ICS 204)
12. Provide status reports to appropriate requesters.
13. Maintain a unit log of activities (ICS 214).
14. Submit all documentation to the Documentation Unit upon completion of
the response.

DOCUMENTATION UNIT LEADER

ICS Responsibilities: The Documentation Unit Leader is responsible for

the maintenance of accurate, up-to-date incident files. Examples of
incident documentation include: initial briefing, IAP(s), incident reports,
communication logs, injury claims, situation status reports, photographs,
etc. Thorough documentation is critical to post-incident analysis. Some of
these documents may originate in other sections. This unit ensures each
section is maintaining and providing appropriate documents. Incident files
are stored for legal, analytical, and historical purposes. The
Documentation Unit also provides duplication and copying services. The
Documentation Unit records the meetings, prepares meeting notes and
prepares a chronology of major incident events, per parent organization
policies and procedures.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing and special instructions from Planning Section Chief.
3. Establish work area.
4. Call for additional recorders, if necessary, based on the size of the
incident/exercise.
5. Participate in Planning Meetings, as required.
6. Ensure the Incident Action Plan is assembled, organized and
distributed in a timely fashion for each planning cycle.
7. Establish and organize incident files.

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 PLANNING SECTION

8. Document and provide for retention of video records, photographs,

over-flights and response operations of the incident.
9. Check on accuracy and completeness of records submitted for filing.
All forms and official documents must be prepared in blue ink, no
pencil, and no whiteout. All corrections to documents should be lined
through and initialed in the margins.
10. Retain and file duplicate copies of official forms and reports.
11. Prepare all of the original documents for final closeout according to the
master incident filing index.
12. Ensure the ICP Check-in/Check-out (ICS 211) Forms for all IMT
personnel are started (Resource Unit Leader should have started this
process) and collected at completion.
13. Prepare incident documentation for Planning Section Chief, when
requested.
14. Start and maintain the incident history (in chronology format) of key
events as they happen during the incident per parent organization
policies and procedures.
15. Assist Command and General Staff members in keeping a written
historical record of their activities and observations, per parent
organization policies and procedures.
16. Attend meetings to document and track action items, per parent
organization policies and procedures.
17. Establish duplication service and respond to requests.
18. Ensure that Section Chiefs advise of any changes or needs they may
have.
19. Check on accuracy and completeness of records submitted for files and
correct errors or omissions by contacting appropriate ICS units.
20. Provide incident documentation to appropriate requesters.
21. Prepare and maintain Unit Log (ICS Form 214) as events occur. It is
very important to maintain a comprehensive log.

ENVIRONMENTAL UNIT LEADER

ICS Responsibilities: The Environmental Unit Leader is responsible for

collection, evaluation, and dissemination of all environmental issues
concerning the oil spill. The Unit gives advice and direction on
environmental aspects of spill and cleanup procedures. It coordinates the
efforts of the Wildlife response efforts and assists the Planning Chief in
providing information to assess the extent of environmental impacts and
environmental advice on cleanup options.

1. Review general ICS procedures and common responsibilities.

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 PLANNING SECTION

2. Obtain briefing and special instructions from Planning Section Chief.

3. Participate in planning meetings, as requested.
4. Review sensitive area information in order to make recommendations
on response priorities, and prepare any necessary maps to support that
effort.
5. Identify sensitive areas and provide input to prioritizing response efforts.
6. Determine the extent, fate, and effects of contamination.
7. Identify the need for and prepare any special advisories or orders.
8. Identify the need for and submit permit applications and other
authorizations, including non-mechanical approvals, to appropriate
agency members.
9. Develop waste management plans.
10. Prepare the Environmental Unit Summary (ICS 224) for inclusion in the
IAP.
11. Develop a plan for the collection, transport, and analysis of samples.
12. Identify and recruit technical specialists as required.
13. Plan for and ensure the conduct of SCAT activities.
14. Ensure SCAT information is incorporated into the IAP.
15. Maintain a unit log of activities (ICS 214).
16. Submit all documentation to the Documentation Unit upon completion of
the response.

Applicable Technical Specialists and Unit Staff include:

• Resources at Risk Technical Specialists
• Shoreline Assessment Team Leader

NRDA Liaison: Exchange of information between and coordination of

natural resource damage assessment and response activities can be
beneficial by preventing natural resource injury or losses, avoiding
duplication of data-gathering, and allowing for efficient use of available
personnel and equipment.

Most NRDA activities occur outside of the ICS/UC. The appropriate place
within the ICS for emergency response information exchange and
coordination to occur is the Environmental Unit. However, the Lead
Administrative Trustee for NRDA does have access to the Liaison Officer
on the Command Staff if necessary.

The Environmental Unit is responsible for collection, evaluation,

dissemination, and use of information about the incident, including
information about natural resources. This is often a logical place for the

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 PLANNING SECTION

liaison between trustee NRDA work and incident response. The trustee
liaison is provided by the lead administrative trustee or other personnel
designated to serve this function. The person within the Environmental Unit
responsible for working with the lead administrative trustee may be the
Scientific Support Coordinator or other personnel designated to serve this
function. Because most of the NRDA activities are conducted outside the
ICS/UC, it is extremely important for the person, within the Environmental
Unit working with the lead administrative trustee, to communicate the
NRDA operations to the Unified Command and response operations to the
lead administrative trustee.

IAP/GP LEADER (Optional Position)

ICS Responsibilities: To ensure the planning efforts do not interfere with

the IMT’s ability to support ongoing field response operations, one option
may include formation of an IAP/GP Unit to work on the IAP while the
balance of the IMT continues to focus on the response. This unit should be
led by a representative of the Planning Section and should include,
whenever possible, other personnel from the Planning Section and at least
one representative each from the Operations and Logistics Sections. The
unit’s composition also should reflect the makeup of the Unified Command
by including representatives from the responding organizations.

1. Review general ICS procedures and common responsibilities.

2. Attend daily staff meetings and briefings and relay relevant information
to IAP/GP Unit personnel.
3. Size up incident, identify IAP/GP Unit-specific issues and concerns, and
break down unit activities into manageable tasks.
4. Assist Planning Section Chief in preparation of Planning Section-
specific strategic objectives.
5. Coordinate with Planning Section Chief/Situation Unit and appropriate
IMT members to gather information for Incident Action Plans (IAP) and
the General Plan (GP).
6. Prepare and distribute IAPs, including:
− Defining objectives for the next operational period (NOP).
− Preparing field assignments.
− Performing logistics, safety, and environmental reviews.
− Assembling, gaining approval, and implementing the IAP.
7. Prepare and maintain the GP, to include:
− Defining the objectives to include critical tasks and milestones.
− Performing a detailed assessment and providing projections for
critical tasks, spill trajectories, and identifying resources at risks.
− Projecting the duration of critical tasks.

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 PLANNING SECTION

−Projecting resource requirements to complete tasks.

−Gaining approval, implementing, and periodically updating the
General Plan.
8. Conduct periodic assessment meetings.
9. Maintain a unit log of activities (ICS 214).
10. Submit all documentation to the Documentation Unit upon completion of
the response.

DEMOBILIZATION UNIT LEADER

ICS Responsibilities: The Demobilization Unit Leader is responsible for

developing the Incident Demobilization Plan, and assisting Sections/Units
in ensuring that an orderly, safe, and cost effective demobilization of
personnel and equipment is accomplished from the incident.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing and special instructions from Planning Section Chief.
3. Demobilize in accordance with the Demobilization Plan.
4. Review incident resource records to determine probable size of
demobilization effort.
5. Participate in planning meetings as required.
6. Evaluate logistics and transportation capabilities required to support
demobilization.
7. Prepare and obtain approval of Demobilization Plan including required
decontamination.
8. Distribute Demobilization Plan to each processing point.
9. Ensure that all Sections/Units understand their responsibilities within
the Demobilization Plan.
10. Monitor implementation and assist in the coordination of the
Demobilization Plan.
11. Brief Planning Section Chief on progress of demobilization.
12. Provide status reports to appropriate requesters.
13. Maintain a unit log of activities (ICS 214).
14. Submit all documentation to the Documentation Unit upon completion of
the response.

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 LOGISTICS SECTION

LOGISTICS SECTION

UNIFIED COMMAND

FOSC
SOSC
LOSC
RPOSC/ IC

LOGISTICS
SECTION CHIEF

Support Service
Branch Branch

Food
Transportation Facilities Supply Security Unit
Unit1 Unit Unit1 Unit

Medical
Air Support Unit
Coordinator2

Vessel Support Communications

Coordinator Unit

Ground Support
Coordinator Information
Technology Unit

1
The function and organization of these units may differ under different C-plans (e.g.,
the use of a Vessel Support Coordinator and a Ground Support Coordinator)
2
Optional position – Activities can be performed by the Air Operations Branch in the
Operations Section

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 LOGISTICS SECTION

LOGISTICS SECTION

LOGISTICS SECTION CHIEF

ICS Responsibilities: The Logistics Section Chief, a member of the

General Staff, is responsible for providing facilities, transportation,
communications, services, and material in support of the incident. The
Logistics Section Chief participates in development and implementation of
the IAP and activates and supervises Branches and Units within the
Logistics Section.

1. Review parent organization Emergency Action Checklist, if available.

2. Review general ICS procedures and common responsibilities.
3. Plan organization of Logistics Section.
4. Assign work locations and preliminary work tasks to Section personnel.
5. Notify Resource Unit of Logistics Section units activated, including
names and locations of assigned personnel.
6. Assemble and brief Branch Directors and Unit Leaders.
7. Participate in preparation of IAP.
8. Identify service and support requirements for planned and expected
operations.
9. Provide input to and review Communications Plan, Medical Plan, Traffic
Plan, and Vessel Routing Plan.
10. Coordinate and process requests for additional resources.
11. Interface with appropriate CMT members per parent organization’s
procedures. Information provided could include:
− Security threats directed at or situations that impact upon incident
response personnel.
− Requests for assistance.
12. Review IAP and estimate Section needs for next operational period.
13. Advise on current service and support capabilities.
14. Prepare service and support elements of the IAP.
15. Estimate future service and support requirements.
16. Receive Demobilization Plan from Planning Section.
17. Recommend release of unit resources in conformance with
Demobilization Plan.
18. Ensure general welfare and safety of Logistics Section personnel.
19. Maintain a unit log of activities (ICS 214).
20. Submit all documentation to the Documentation Unit upon completion of
the response.

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 LOGISTICS SECTION

SERVICE BRANCH DIRECTOR

ICS Responsibilities: The Service Branch Director, when activated, is

under the supervision of the Logistics Section Chief, and is responsible for
the management of all service activities at the incident. The Branch
Director supervises the operations of the Communications, Information
Technology, Medical, and Food Units.

1. Review general ICS procedures and common responsibilities.

2. Obtain working materials.
3. Determine level of service required to support operations.
4. Confirm dispatch of Branch personnel.
5. Participate in planning meetings of Logistics Section personnel as
required.
6. Review IAP for inclusion of issues relative to the Service Branch.
7. Coordinate activities of Service Branch Units.
8. Inform Logistics Section Chief of activities.
9. Resolve Service Branch problems.
10. Maintain a unit log of activities (ICS 214).
11. Submit all documentation to the Documentation Unit upon completion of
the response.

COMMUNICATIONS UNIT LEADER

ICS Responsibilities: The Communications Unit Leader works under the

direction of the Service Branch Director or Logistics Section Chief, and is
responsible for providing equipment and procedures for communications
within and external to the incident through the following tasks:
− Developing plans for the effective use of incident communications
equipment and facilities.
− Installing and testing communications equipment; supervising the
incident Communications Centers.
− Distributing communications equipment to incident personnel.
− Maintaining and repairing communications equipment.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Service Branch Director or Logistics Section Chief.
3. Determine unit personnel needs.
4. Advise on communications capabilities/limitations.
5. Coordinate with the Information Technology Unit Leader to determine
additional communications capabilities available through computer
systems.

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 LOGISTICS SECTION

6. Prepare and implement the Incident Communication Plan (ICS 205).

7. Ensure the Incident Communications Center and Message Center are
established.
8. Set up and operate command center radio dispatch, telephone, public
address systems, and data links as required.
9. Establish appropriate communications distribution/maintenance
locations.
10. Ensure communications systems are installed and tested.
11. Ensure an equipment accountability system is established.
12. Ensure personal portable radio equipment from cache is distributed per
radio plan.
13. Provide technical information as required on:
− Adequacy of communications systems currently in operation.
− Geographic limitation on communications systems.
− Equipment capabilities.
− Amount and types of equipment available.
− Anticipated problems in the use of communications equipment.
14. Supervise Communications Unit activities.
15. Maintain records on all communications equipment as appropriate.
16. Ensure equipment is tested and repaired.
17. Recover equipment from relieved or released units.
18. Maintain a unit log of activities (ICS 214).
19. Submit all documentation to the Documentation Unit upon completion of
the response.

Applicable Unit Staff include:

• Incident Dispatcher

MEDICAL UNIT LEADER

ICS Responsibilities: The Medical Unit Leader, under the direction of the
Service Branch Director or Logistics Section Chief, is primarily responsible
for the development of the Medical Emergency Plan, obtaining medical aid
and transportation for injured and ill incident personnel, and preparation of
reports and records. The Medical Unit may also assist Operations in
supplying medical care and assistance to civilian casualties at the incident,
but is not intended to provide medical services to the public.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Service Branch Director or Logistics Section Chief.

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 LOGISTICS SECTION

3. Participate in Logistics Section/Service Branch planning activities.

4. Determine level of emergency medical activities performed prior to
activation of Medical Unit.
5. Prepare the Medical Emergency Plan (ICS 206), including procedures
for medical emergencies.
6. Activate Medical Unit.
7. Interface with appropriate CMT members per parent organization’s
procedures. Transmitted information could include declared medical
emergencies.
8. Establish a cache of emergency medical supplies.
9. Declare major medical emergency as appropriate.
10. Respond to requests for medical aid.
11. Respond to requests for medical transportation.
12. Respond to requests for medical supplies.
13. Prepare medical reports and submit as directed.
14. Maintain a unit log of activities (ICS 214).
15. Submit all documentation to the Documentation Unit upon completion of
the response.

FOOD UNIT LEADER

ICS Responsibilities: The Food Unit Leader, under the direction of the
Service Branch Director or Logistics Section Chief, is responsible for
determining feeding requirements at all incident facilities; menu planning;
determining cooking facilities required; food preparation; serving; providing
potable water; and general maintenance of the food service areas.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Service Branch Director or Logistics Section Chief.
3. Determine location of working assignment, and number and location of
personnel to be fed.
4. Determine method of feeding to best fit each situation.
5. Obtain necessary equipment and supplies to operate food service
facilities.
6. Ensure menus provide incident personnel with well-balanced meals.
7. Ensure that sufficient potable water is available to meet all incident
needs.
8. Ensure that all appropriate health and safety measures are taken.
9. Provide Supply Unit Leader food supply orders.
10. Ensure any permits relating to food service have been obtained.

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 LOGISTICS SECTION

11. Maintain a unit log of activities (ICS 214).

12. Submit all documentation to the Documentation Unit upon completion of
the response.

INFORMATION TECHNOLOGY UNIT LEADER

ICS Responsibilities: The Information Technology (IT) Unit Leader, under

the direction of the Service Branch Director or Logistics Section Chief, is
responsible for providing information technology support at all incident
facilities. This support includes: computer hardware/software installation,
maintenance, and trouble-shooting; installation/ maintenance of local
area/wide area networks; website support (hardware, software installation
and maintenance); and ensuring appropriate information security measures
are in place.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Service Branch Director or Logistics Section Chief.
3. Determine location of work assignment, and determine resource needs
(personnel and equipment) necessary to perform assigned tasks.
4. Determine the operating locations requiring information technology
support, and the specific type of support necessary to perform assigned
tasks (e.g., software, email connectivity, basic computer and printer
capability, local area/wide area network connectivity, etc.).
5. Coordinate with Service Branch Director, and inform Resource Unit of
any additional equipment and personnel requirements to operate and
sustain the IT Unit.
6. Coordinate with Communications Unit Leader to determine existing
communications capabilities, and provide any additional capabilities
available through computer systems.
7. Maintain established information technology capabilities and help
functions.
8. Provide for an orderly demobilization of information technology assets.
Coordinate with Supply Unit Leader on final accountability of high value
assets. Coordinate equipment transportation with the Transportation
Unit Leader.
9. Maintain a unit log of activities (ICS 214).
10. Submit all documentation to the Documentation Unit upon completion of
the response.

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 LOGISTICS SECTION

SUPPORT BRANCH DIRECTOR

ICS Responsibilities: The Support Branch Director, when activated, is

under the direction of the Logistics Section Chief, and is responsible for
development and implementation of logistics plans in support of the IAP,
including providing transportation, personnel, equipment, facilities, and
supplies to support incident operations. The Support Branch Director
supervises the operation of the Supply, Facilities, Transportation, and
Security Units.
1. Review general ICS procedures and common responsibilities.
2. Identify Support Branch personnel dispatched to the incident.
3. Determine initial support operations in coordination with Logistics
Section Chief and Service Branch Director.
4. Prepare initial organization and assignments for support operations.
5. Determine resource needs.
6. Maintain surveillance of assigned unit work progress and inform
Logistics Section Chief of activities.
7. Resolve problems associated with requests from Operations Section.
8. Maintain a unit log of activities (ICS 214).
9. Submit all documentation to the Documentation Unit upon completion of
the response.

SUPPLY UNIT LEADER

ICS Responsibilities: The Supply Unit Leader is primarily responsible for

ordering personnel, equipment and supplies; receiving, and storing all
supplies for the incident; maintaining an inventory of supplies; and
servicing non-expendable supplies and equipment.

1. Review general ICS procedures and common responsibilities.

2. Obtain a briefing from the Support Branch Director or Logistics Section
Chief.
3. Participate in Logistics Section/Support Branch planning activities.
4. Determine the type and amount of supplies en route.
5. Arrange for receiving ordered supplies.
6. Review IAP for information on operations of the Supply Unit.
7. Order, receive, distribute, and store supplies and equipment and
coordinate contracts and resource orders with the Finance/
Administration Section.
8. Receive and respond to requests for personnel, supplies, and
equipment.

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 LOGISTICS SECTION

9. Maintain inventory of supplies and equipment.

10. Coordinate service of reusable equipment.
11. Submit reports to the Support Branch Director.
12. Maintain a unit log of activities (ICS 214).
13. Submit all documentation to the Documentation Unit upon completion of
the response.

Applicable Unit Staff include:

• Ordering Manager
• Receiving and Distribution Manager

FACILITIES UNIT LEADER

ICS Responsibilities: The Facilities Unit Leader is primarily responsible

for the layout and activation of incident facilities [e.g., Base, Camp(s),
FCPs, and ICPs]. The Facilities Unit provides 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 and is responsible for managing the operation of the
facility. The basic functions or activities of the Base and Camp Manager
are to provide security, service and general maintenance. The Facilities
Unit Leader reports to the Support Branch Director.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from the Support Branch Director or Logistics Section
Chief.
3. Review IAP for issues relating to facilities.
4. Participate in Logistics Section/Support Branch planning activities.
5. Determine workspace requirements, layout, and any special
requirements for each facility to be established including workstations
and field offices.
6. Determine requirements for the ICP and FCP.
7. Prepare layouts of incident facilities.
8. Notify unit leaders of facility layout.
9. Activate incident facilities.
10. Determine food service and housing requirements for personnel
assigned to each workstation.
11. Provide Base and Camp Managers as required to manage facility
operations including security food service, housing and maintenance.
12. Obtain personnel to operate facilities.

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 LOGISTICS SECTION

13. Provide sleeping facilities.

14. Provide facility maintenance services - sanitation, lighting, clean up.
15. Demobilize base and camp facilities, and restore facilities and area to
pre-incident condition.
16. Maintain Facilities Unit records and turn in to Documentation Unit upon
completion of the incident response.
17. Maintain a unit log of activities (ICS 214).

SECURITY UNIT LEADER

ICS Responsibilities: The Security Unit Leader is responsible for the

provision of the safeguards needed to protect personnel and property from
loss or damage, and to implement site control. This function may also be
located on the Command Staff as the “Security Officer” for specific
organizations.

1. Review general ICS procedures and common responsibilities.

2. Establish contacts with local law enforcement agencies as required.
3. Coordinate security measures at the site and limit access to authorized
personnel.
4. Request required personnel support to accomplish work assignments.
5. Arrange for important aspects of the incident to be photographed.
6. Develop Security Plan for incident facilities.
7. Determine and provide security services to implement the Security
Plan.
8. Control access of the FCP and ICP and other command centers to
authorized personnel. Prepare associated personnel rosters and log all
individuals in and out. Provide information to the Resource Unit.
9. Coordinate security activities with appropriate incident personnel.
10. Request assistance of law enforcement agencies as required by
incident circumstances.
11. In the event of fire or explosion associated with an incident, notify State
Troopers and request that the Bureau of Alcohol, Tobacco and
Firearms be notified. Coordinate closely with Law Enforcement function
in Operations Section.
12. Document and report all complaints and suspicious occurrences.
13. Maintain a unit log of activities (ICS 214).
14. Submit all documentation to the Documentation Unit upon completion of
the response.

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 LOGISTICS SECTION

TRANSPORTATION UNIT LEADER

ICS Responsibilities: The Transportation Unit Leader is responsible for

coordination of transportation needs for the response and for developing
and implementing the Traffic Plan.

1. Review general ICS procedures and common responsibilities.

2. Provide and direct all air, water and ground transportation required to
support response activities.
3. Identify and project personnel, supplies, food and equipment
transportation needs including air (helo, fixed wing), water (skiffs,
vessels), and surface (vehicles, ATVs).
4. Identify and project need for fueling, maintenance and repair services.
5. Secure transportation and associated services and supplies through the
Supply Unit.
6. Establish regular transportation schedules and routes. Establish joint
transportation operation tasks if appropriate.
7. Secure and maintain an inventory of vehicles, vessels, and equipment
sufficient to meet current and projected needs.
8. Schedule transport of personnel, equipment, and supplies upon
request. Maintain vehicle, vessel, and aircraft rental records.
9. Provide transportation for demobilization of personnel and equipment in
accordance with Demobilization Plan.
10. Assign transportation resources to other sections and units.

GROUND SUPPORT COORDINATOR

ICS Responsibilities: The Ground Support Coordinator is primarily

responsible for (1) support of out-of-service resources; (2) coordination of
transportation of personnel, supplies, food, and equipment; (3) fueling,
service, maintenance and repair of vehicles and other ground support
equipment; and (4) implementing the Traffic Plan for the incident.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Transportation Unit Leader or Support Branch
Director.
3. Participate in Support Branch/Logistics Section planning activities.
4. Coordinate development of the Traffic Plan with the Planning Section.
5. Support out-of-service resources.
6. Notify Resource Unit of all status changes on support and
transportation vehicles.

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 LOGISTICS SECTION

7. Arrange for and activate fueling, maintenance and repair of ground

transportation resources.
8. Maintain usage information on rented equipment.
9. Requisition maintenance and repair supplies (e.g., fuel, spare parts).
10. Coordinate the maintenance of incident roads.
11. Submit reports to Support Branch Director as directed.
12. Maintain a unit log of activities (ICS 214).
13. Submit all documentation to the Documentation Unit upon completion of
the response.

VESSEL SUPPORT COORDINATOR

ICS Responsibilities: The Vessel Support Coordinator is responsible for

activating and dispatching vessels in support of the response, and for
implementing the Vessel Routing Plan for the incident and coordinating
transportation on the water and between shore resources. Since most
vessels are supported by their own infrastructure, the Vessel Support
Coordinator may be requested to arrange fueling, maintenance, and repair
of vessels on a case-by-case basis.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Transportation Unit Leader or Support Branch
Director.
3. Participate in Support Branch/Logistics Section planning activities.
4. Coordinate development of Vessel Routing Plan.
5. Coordinate vessel activations with the Operations Section
6. Coordinate water to land transportation with Ground Support
Coordinator, as necessary.
7. Maintain a prioritized list of vessel transportation requirements that
need to be scheduled with the transportation source.
8. Support out of service vessel resources, as requested.
9. Arrange for fueling, maintenance, and repair of vessel resources (with
other Logistics and Operations Section members), as requested.
10. Maintain inventory of response, support and transportation vessels.
11. Maintain a unit log of activities (ICS 214).
12. Submit all documentation to the Documentation Unit upon completion of
the response.

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 LOGISTICS SECTION

AIR SUPPORT COORDINATOR

ICS Responsibilities: The Air Support Coordinator is primarily

responsible for preparing the air operations portion of the IAP (if there is no
Air Operations Branch in the Operations Section). The IAP reflects agency
restrictions that have an impact on the operational capability or utilization of
resources such as night flying or hours per pilot. After the IAP is approved,
air operations is responsible for implementing it.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Transportation Unit Leader or Support Branch
Director.
3. Participate in Support Branch/Logistics Section planning activities.
4. *Organize preliminary air operations.
5. Request declaration or cancellation of restricted air space area.
6. Coordinate air to ground transportation as necessary.
7. Maintain a prioritized list of transportation requirements that need to be
scheduled with the transportation source.
8. Support out of service aircraft resources, as requested.
9. Arrange for fueling, maintenance, and repair of aircraft resources, as
requested.
10. Maintain inventory of aircraft (both fixed wing and helicopters).
11. Coordinate with Operations Section on air operations.
12. *Prepare and provide Air Operations Summary Worksheet to the
Transportation Unit Leader.
13. Coordinate air support requirements with personnel in other Sections.
14. *Prepare a plan and supervise all air operations activities associated
with the incident (ICS 220).
15. Establish procedures for emergency reassignment of aircraft.
16. Schedule approved flights of non-incident aircraft in the restricted air
space area.
17. Keep abreast of the air traffic situation external to the incident.
18. *Resolve conflicts concerning non-incident aircraft.
19. *Coordinate with the Federal Aviation Administration (FAA).
20. *Update air operations plans.
21. Report to the Transportation Unit Leader on air operations activities.
22. *Arrange for an accident investigation team when warranted.
23. Coordinate and schedule aircraft operations intended to locate,
observe, track, surveil, support dispersant applications, or other
deliverable response application techniques.

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 LOGISTICS SECTION

24. Provide aircraft for aerial surveillance to report on the incident situation
when fixed and/or rotary-wing aircraft are airborne at an incident.
25. Coordinate air surveillance mission scheduling and observer
assignments with the Situation Unit Leader.
26. Maintain a unit log of activities (ICS 214).
27. Submit all documentation to the Documentation Unit upon completion of
the response.

*Tasks to be performed if an Air Operations Branch is not activated under

the Operations Section.

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[intentionally blank]

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 FINANCE/ADMINISTRATION SECTION

FINANCE/ADMINISTRATION
SECTION

UNIFIED COMMAND

FOSC
SOSC
LOSC
RPOSC/ IC

FINANCE/ADMINISTRATION
SECTION CHIEF

Human Cost Contracts Claims Time

Resources Unit1 Unit Unit Unit Unit

1
The Human Resources Unit is an optional function that may be located in other
sections, based on the nature of the incident or parent organization’s plan.

NOTE: Federal and State Finance functions may also take place within the
overall Finance/Administration Section, although the expenses incurred by the
federal and State agencies will be tracked separately.

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 FINANCE/ADMINISTRATION SECTION

FINANCE/ADMINISTRATION SECTION

FINANCE/ADMINISTRATION

ICS Responsibilities: The Finance/Administration Section Chief, a

member of the General Staff, is responsible for all financial and cost
analysis aspects of the incident and for supervising members of the
Finance/Administration Section.

1. Review parent organization Emergency Action Checklist, if available.

2. Review general ICS procedures and common responsibilities.
3. Attend briefing with other Section Chiefs to gather information.
4. Attend planning meetings to gather information on overall strategy.
5. Determine resource needs.
6. Meet with assisting and cooperating agency representatives as
required.
7. Provide input in all planning sessions on financial and cost analysis
matters.
8. Maintain contact with parent organization’s administrative offices on
finance matters per parent organization’s policies and procedures.
9. Ensure that all personnel time records are transmitted to home
agencies according to policy.
10. Participate in all demobilization planning.
11. Ensure that all obligation documents initiated at the incident are
properly prepared and completed.
12. Brief administration personnel on all incident-related business
management issues needing attention and follow-up prior to leaving the
incident per parent organization’s policies and procedures.
13. Maintain a unit log of activities (ICS 214).
14. Submit all documentation to the Documentation Unit upon completion of
the response.

TIME UNIT LEADER

ICS Responsibilities: The Time Unit Leader is responsible for equipment

and personnel time recording.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Finance/Administration Section Chief.
3. Determine resource needs.
4. Establish contact with appropriate agency personnel/representatives.

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 FINANCE/ADMINISTRATION SECTION

5. Organize and establish Time Unit.

6. Establish Time Unit objectives.
7. Ensure that daily personnel time records are prepared in compliance
with time policies.
8. Submit cost estimate data forms to Cost Unit as required.
9. Brief Finance/Administration Section Chief on current problems,
recommendations, outstanding issues, and follow-up requirements.
10. Maintain a unit log of activities (ICS 214).
11. Submit all documentation to the Documentation Unit upon completion of
the response.

Applicable Unit Staff include:

• Personnel Time Recorder
• Equipment Time Recorder

CONTRACTS UNIT LEADER

ICS Responsibilities: The Contracts Unit Leader is responsible for

administering all financial matters pertaining to contracts.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Finance/Administration Section Chief.
3. Contact appropriate unit leaders on incident needs and any special
procedures.
4. Provide contracting services to procure all equipment, supplies, and
services to support the response.
5. Coordinate, as necessary, with local jurisdictions on plans and supply
sources.
6. Obtain Incident Procurement Plan.
7. Identify persons with procurement authority and procurement rules in
effect.
8. Prepare and secure signatures for contracts, memoranda of agreement,
reimbursable service agreements, etc.
9. Obtain and provide cost and delivery estimates.
10. Prepare auditing contracts when needed.
11. Prepare and sign contracts and land use agreements as needed.
12. Draft memoranda of understanding.
13. Establish contracts with supply vendors as required.
14. Interpret contracts/agreements and resolve claims or disputes within
delegated authority.
15. Coordinate with Claims Unit on procedures for handing claims.

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 FINANCE/ADMINISTRATION SECTION

16. Finalize all agreements and contracts.

17. Coordinate cost data in contracts with Cost Unit Leader.
18. Maintain a unit log of activities (ICS 214).
19. Submit all documentation to the Documentation Unit upon completion of
the response.

CLAIMS UNIT LEADER

ICS Responsibilities: The Claims Unit Leader is responsible for the

overall management and direction of all Compensation for Injury
Specialists and Claims Specialists assigned to the incident.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Finance/Administration Section Chief.
3. Establish contact with incident Safety Officer and Liaison Officer or
Agency Representatives if no Liaison Officer is assigned.
4. Establish a procedure for processing complaints and grievances per
parent organization’s policies and procedures.
5. Establish a procedure for processing insurance and health claims per
parent organization’s policies and procedures.
6. Process any claims against the organization.
7. Process local funding requests.
8. Determine the need for Compensation for Injury and Claims Specialists
and other personnel if needed.
9. Establish Compensation for Injury work area with the Medical Unit
whenever feasible.
10. Review Incident Medical Plan.
11. Ensure that Compensation and Claims Specialists have adequate
workspace and supplies.
12. Brief Compensation and Claims Specialists on incident activity.
13. Coordinate with Contracts Unit on procedures for handling claims.
14. Periodically review all logs and forms produced by Compensation and
Claims Specialists to ensure:
− Work is complete.
− Entries are accurate and timely.
− Work is in compliance with parent organization’s requirements and
policies.
15. Keep Finance/Administration Section Chief briefed on unit status and
activity.

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 FINANCE/ADMINISTRATION SECTION

16. Ensure that all Compensation for Injury and Claims Logs and Forms are
up to date and routed to the proper office for post-incident processing
prior to demobilization.
17. Demobilize Unit in accordance with Demobilization Plan.
18. Maintain a unit log of activities (ICS 214).
19. Submit all documentation to the Documentation Unit upon completion of
the response.

COST UNIT LEADER

ICS Responsibilities: The Cost Unit Leader is responsible for collecting

all cost data, performing cost effectiveness analyses, and providing cost
estimates and cost saving recommendations for the incident.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Finance/Administration Section Chief.
3. Coordinate with parent organization’s offices on cost reporting
procedures.
4. Obtain, compile, and record all cost data.
5. Compile and prepare incident cost estimates and summaries.
6. Prepare resource-use cost estimates for Planning.
7. Prepare the personnel cost estimate for the incident using the IAP.
8. Make recommendations for cost savings to Finance/Administration
Section Chief.
9. Maintain cumulative incident cost records.
10. Ensure that all cost documents are accurately prepared.
11. Establish third party billing procedures and track costs.
12. Resolve billing disputes.
13. Establish procedures for receiving and depositing funds.
14. Complete all records prior to demobilization.
15. Provide reports to Finance/Administration Section Chief (e.g., total
costs incurred to date, the average cost per day).
16. Maintain a unit log of activities (ICS 214).
17. Submit all documentation to the Documentation Unit upon completion of
the response.

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 FINANCE/ADMINISTRATION SECTION

HUMAN RESOURCES UNIT (OPTIONAL POSITION)

ICS Responsibilities: The Human Resources Unit Leader is responsible

for addressing human resource needs and issues.

1. Review general ICS procedures and common responsibilities.

2. Obtain briefing from Finance/Administration Section Chief.
3. Receive and respond to requests for personnel (from pre-designated
IMT, other trained personnel in the organization, and major response
organizations).
4. Provide requesting unit with information on en route personnel.
5. Identify and address human resource issues and concerns related to
the response.
6. Arrange for necessary human resource support for the IMT and their
families – humanitarian assistance, Employee Assistance Program,
Critical Incident Stress Debriefing, etc.
7. Establish contact with incident Safety Officer and Liaison Officer.
8. Maintain a unit log of activities (ICS 214).
9. Submit all documentation to the Documentation Unit upon completion of
the response.

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 GOVERNMENT ACTIVITIES – COMMAND AND COMMAND STAFF

CONCURRENT FEDERAL/STATE ACTIVITIES

COMMAND AND COMMAND STAFF ACTIVITIES

STATE INVESTIGATION UNIT

The State Investigation Unit is responsible for two primary activities during
a response: civil or criminal investigations. The SOSC assigns a senior
ADEC Division of Spill Prevention and Response (SPAR) Staff member as
the Investigation Unit Leader.

The Investigation Unit Leader supervises the investigation and all staff
assigned to the investigation, which may include staff from the ADEC
Environmental Crimes Unit, the State’s Department of Law, ADEC
Prevention and Emergency Response Program (PERP) and Industry
Preparedness Program (IPP), as well as an Alaska State Trooper,
Contractors, and Technical Specialists.

NOTE: The evidence obtained during all investigations should be initially

handled as a potential criminal investigation, pending further review of the
case. This ensures proper handling of the evidence regardless of the
nature of the investigation.

INVESTIGATION UNIT LEADER

General Responsibilities: Regardless of civil or criminal investigation

activities, the following constitute general responsibilities for the
Investigation Unit Leader.

1. Ensure that a thorough investigation is conducted into the cause of the

incident (to include identifying, investigating, and documenting all
apparent violations of the law in the cause of, and response to the
release).
2. Obtain accurate information on quantities released and quantities
recovered.
3. Document damages caused by the incident.
4. Maintain all documentation on the investigation and all findings from the
investigation of the incident.
5. Investigate and document the RP’s response actions.
6. Take fingerprint samples from the source and from the spill.

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7. Ensure alcohol and drug testing of the pilot, driver, etc., involved in the
incident (if criminal negligence is suspected).
8. Serve as evidence custodian for all evidence and collected materials.
9. Maintain chain of custody on all materials collected or obtained as
evidence in the incident.
10. Document the incident through measurements, photographs, gauging,
and videotapes.
11. Conduct depositions, obtain logs, loading records, and other relevant
information.
12. Take statements from those directly involved and all witnesses.
13. Establish and manage the case file and administrative record for the
spill incident.
14. Identify the legally responsible party with the assistance of the Legal
Officer through a legal search of property and corporate records.
15. Identify and obtain copies of all records needed for the State's case via
the Documentation Unit.
16. Collect all evidence necessary to fully support civil or criminal actions.
17. Evaluate implementation of C-Plan by the RP.
18. Coordinate with the Lead State Trustee on the State’s Natural
Resources Damage Assessment (NRDA) efforts.
19. Assign task and work responsibilities for all staff assigned to the
investigation of an incident.
20. Routinely review the case with the ICS Legal Officer, SOSC, and
DSOSC, to ensure that all necessary actions are being correctly and
fully addressed.
21. Coordinate unit needs with DSOSC, Operations Section Chief, Planning
Section Chief, Logistics Section Chief, and Finance/ Administration
Section Chief.
22. Routinely coordinate with the State’s Documentation Unit to ensure that
all impacted areas are identified and documented fully for use in
determining damages and impacts for future civil actions including cost
recovery.

INVESTIGATION TEAM

ICS Responsibilities: Works directly for the Investigation Unit Leader.

1. Assist the Investigation Unit Leader in documenting the events leading

to the incident, the loss of product, and any damages that might have
resulted from the incident.

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 GOVERNMENT ACTIVITIES – COMMAND AND COMMAND STAFF

2. Collect, preserve, and document all samples and evidence concerning

the incident.
3. Coordinate planned activities with the Operations Section Chief, and
the Situation and Documentation Units.
4. Report findings to the Investigation Unit Leader.

ADEC INVESTIGATOR (ENVIRONMENTAL CRIMES UNIT -

ECU)

ICS Responsibilities:

1. Assist the Investigation Unit Leader in documenting the events leading

to the incident, the loss of product, and any damages that might have
resulted from the incident.
2. Collect, preserve, and document samples and evidence concerning the
incident.
3. Ensure that all necessary procedures and leads are followed up on and
thoroughly investigated, documented, and retained in an official record.
4. Coordinate planned activities with the Operations Section Chief, and
the Situation and Documentation Units.
5. Report findings to Investigation Unit Leader.

ENVIRONMENTAL CRIMES UNIT ATTORNEY

ICS Responsibilities:

1. Provide legal advice to the Investigation Unit Leader on civil and

criminal aspects of the investigation.
2. Handle the criminal prosecution of an incident.
3. At the discretion of the ECU Attorney, routinely brief the SOSC and
DSOSC on the status of the criminal investigation and the direction it is
heading.

ALASKA STATE TROOPER

ICS Responsibilities:

1. Conduct alcohol and drug testing of designated individuals identified as

being directly involved or associated in the cause of the incident under
investigation.

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 GOVERNMENT ACTIVITIES – COMMAND AND COMMAND STAFF

2. Assist the ECU or ADEC investigators in conducting the investigation

into the incident.
3. Keep the Investigation Unit Leader informed of all progress, findings,
and daily work plans.

TECHNICAL SPECIALISTS (NOTE: For a complete description of

technical specialists, refer to the listing contained in this Appendix). Basic
ICS responsibilities for the following technical specialists are:

ICS Responsibilities:

1. Keep the Situation and Documentation Units informed of all findings.

2. Keep the Investigation Unit Leader informed of all progress, findings,
and daily work plans.
3. Keep the Operations Section Chief and the Documentation Unit
informed of all activities and findings.

C-PLAN SPECIALIST

ICS Responsibilities: This position is activated when an incident involves

a C-Plan holder.

1. Monitor the C-Plan holder’s response to an incident.

2. Ensure the response operations in the C-Plan are followed and all
assets identified in the C-Plan are available and used, if needed.
3. Document findings concerning C-Plan implementation and the
availability of identified response equipment.
4. Report and provide documentation on all findings to the Investigation
Unit Leader.

SAMPLING SPECIALIST

ICS Responsibilities:

1. Collect samples from the source and the spill.

2. Receive all samples and documentation from other samplers and
ensure the proper handling and shipment of samples to an appropriate
lab for analysis.
3. Ensure that all documentation concerning samples are retained in an
approved manner and given to the Documentation Unit for retention.

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TANK GAUGER/TANK SURVEYOR

ICS Responsibilities:

1. Gauge the vessel’s tanks or storage tanks involved in the incident to

determine the quantity remaining.
2. Obtain copies of and review all logs, ullage, and tank information to
determine the quantity in the tanks just prior to the incident.
3. Gauge all storage tanks and collection containers to determine
quantities of product recovered.
4. Monitor all storage and collection tanks to adequately fix the quantity
recovered at 36 hours, in order to comply with that regulatory standard.
5. Provide clear and accurate documentation of all gauging conducted for
the incident to the Investigation Unit Leader and to the Documentation
Unit for use in any legal actions that may result from the incident.
6. Provide technical expertise on storage tanks, their structural integrity,
and damage.

MARINE ENGINEER

ICS Responsibilities:

1. Provide technical expertise on vessel’s integrity, stability, and damage.

MARINE SURVEYOR

ICS Responsibilities:

1. Conduct a survey of the vessels involved in an incident to determine

the extent of damage and sea worthiness of the vessel(s).

PIPELINE ENGINEER

ICS Responsibilities:

1. Provide technical expertise on pipelines, structural integrity, and

damage.

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UNIFIED COMMAND
FOSC
SOSC
LOSC
RPOSC/ IC

STATE
INVESTIGATION
UNIT1

State Investigation
Team2

ADEC Investigator DLaw Attorney Technical Specialists3 AK State Trooper

C-Plan Specialist
Sampling Specialist
Tank Gauger/Surveyor
Marine Engineer
Marine Surveyor
Pipeline Engineer

1
The Unit Leader (assigned by the SOSC) will always be a Senior ADEC Division of
Spill Prevention and Response Staff Member.
2
The Investigation Team may include staff from the ADEC Environmental Crimes Unit,
an attorney from the Alaska Department of Law, PERP and IPP Staff, an Alaska State
Trooper, Contractors, and Technical Specialists, as required. The State
Environmental Crimes Unit will be involved in the case of a criminal investigation.
3
See this Appendix for a description of these Technical Specialist positions. The
situation will dictate the need for specific technical specialists to augment the
investigation team.

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FEDERAL/STATE GOVERNMENT OPERATIONS ACTIVITIES

GENERAL ICS RESPONSIBILITIES

1. Oversee response actions.

2. Augment response when appropriate.
3. Take over response when the RP’s response is deemed inadequate.
4. Maintain a unit log activities (ICS 214).
5. Submit all documentation to the Documentation Unit upon completion of
the response.

AWAY TEAM

ICS Responsibilities: Upon notification of a serious marine incident which

may require utilization of significant shore-side resources, the USCG
Captain of the Port (COTP) or SAR Mission Coordinator deploys the Away
Team. Away Team members assemble at the place designated by the
COTP or SAR Mission Coordinator for transport to the incident (either to
the bridge of the vessel or to the On-Scene Commander’s vessel). The
Away Team is comprised of a maximum of five individuals whose primary
purpose is to provide assistance, guidance, and recommendations to the
Master and vessel’s officers. They relay the local, State, and federal
abilities to respond, coordinate that response, and keep shore-side
resources informed of the assistance that may be required on-board the
vessel. The Away Team, led by a qualified member from the involved
USCG Marine Safety Office, may consist of representatives from the State
Fire Marshal’s Office/local fire department, State SAR coordinator/local law
enforcement, ADEC, and emergency medical services. Primary duties and
responsibilities for Away Team members are as follows:

USCG AWAY TEAM LEADER

The Away Team Leader is a member of the COTP staff. He/she is trained
in marine inspection, pollution response, or marine investigation, based on
the type of incident. The COTP chooses the most appropriate person for
the situation from his/her staff. The leader carries a VHF-FM radio and
cellular phone that allows direct communication with the On-Scene
Commander, COTP, UC, and/or USCG D17 Command Center, and/or
crisis center.

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1. Report immediately to the vessel Master, and be prepared to answer

any questions or concerns the Master may have.
2. Supervise the activities of other Away Team members. Ideally, all
Team or UC communications shall be passed to/from the Master
through the Team Leader.
3. Advise and assist the Master and officers as appropriate.
4. Maintain communications with the USCG On-Scene Commander.
5. Serve as the representative of the USCG COTP, Office in Charge
Marine Inspections, and FOSC.
6. Receive reports from team members and extract essential information
to pass to the UC.
7. Provide hourly status updates to the COTP and/or the UC; more
frequently if significant changes occur.

EMERGENCY MEDICAL SERVICES (EMS) ADVISOR

The EMS Advisor is a trained emergency medical care provider (e.g., head
nurse at the regional hospital emergency room) who is familiar with the
capabilities of area shore-side medical facilities. The EMS Advisor is
responsible for carrying the means to communicate directly with the shore-
side EMS coordinator.

1. Advise and assist the vessel’s senior medical officer as appropriate.

2. Communicate available local EMS capabilities/resources to vessel’s
senior medical officer.
3. Communicate status of EMS needs directly to the designated local
shore-side EMS coordinator.
4. Communicate evacuation needs to the Law Enforcement official for
coordinated local/State resource response.
5. Coordinate resource delivery with the shore-side EMS coordinator as
requested by the vessel’s senior medical officer.
6. Provide the Away Team Leader with hourly status reports of EMS
actions; more frequently when significant changes occur.

MARINE FIREFIGHTING ADVISOR

This individual is a firefighter with specialized training in marine firefighting

and fire investigation.

1. Advise and assist the vessel safety officer/chief engineer as

appropriate.

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2. Communicate available local marine firefighting capabilities/resources

to the safety officer/chief engineer.
3. Provide the Away Team Leader with hourly status reports of firefighting
and damage control efforts, more frequently when significant changes
occur.

POLLUTION ABATEMENT ADVISOR

The Pollution Abatement Advisor is an ADEC official designated by the

SOSC. The individual acts as the SOSC’s on-scene representative aboard
a stricken vessel which either poses a serious threat for an oil or hazardous
substance release, or has actually begun to release oil or a hazardous
substance into the surrounding waters.

1. Assess pollution potential and keep the UC informed.

2. Communicate available local pollution response capabilities/resources
to the vessel safety officer or chief engineer.
3. Provide the Away Team Leader with hourly status reports of actual or
potential pollution spill and damage control efforts; more frequently
when significant changes occur.

LAW ENFORCEMENT OFFICIAL/STATE SEARCH AND

RESCUE (SAR) COORDINATOR

The Law Enforcement Official is normally an Alaska State Trooper. He/she

assumes the role as SAR Coordinator for the State and as such has the
capability to communicate directly with appropriate emergency service
agencies. The Law Enforcement official may be a representative of the
local police department, if appropriate to the situation.

1. Assess need for and take appropriate law enforcement actions within
jurisdictional authority based on nature and cause of the incident.
2. Coordinate efforts with other law enforcement agencies that may also
have jurisdiction.

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FEDERAL/STATE OPERATIONS OVERSIGHT FUNCTIONS

SENIOR FEDERAL/STATE OPERATIONS REPRESENTATIVE

ICS Responsibilities:

1. Determine the adequacy of the RP’s response.

2. Collect and analyze information gathered by the groups and advise the
Deputy SOSC of the adequacy of the RP’s response.
3. Determine the need for, and recommend the use of additional
resources or alternative tactics to the Deputy SOSC, as required.
4. Determine the need for, and as required, recommend to the Deputy
SOSC orders to be issued to the RP to improve the adequacy of the
RP’s response.
5. Monitor RP efforts to control the source of the release.
6. Observe, document and otherwise monitor the adequacy of the RP’s
containment and control efforts, including dispersant use and in-situ
burn (ISB) efforts.
7. Conduct SCAT and Tactical Assessment Group (TAG) assessments
pursuant to plans provided by the Planning Section.
8. Monitor wildlife impacts and provide for wildlife protection, rehabilitation,
and disposal.
9. Monitor waste management operations for compliance with plans and
permits.

ON-WATER OVERSIGHT MONITOR

ICS Responsibilities:

1. Observe, document, and report the RP’s mechanical containment and

clean-up activities and conditions under which they are taken.
2. Identify all ongoing and planned on-water mechanical containment and
clean up operations and locations.
3. Observe, photograph, and otherwise record all offshore activities and
conditions, including inventories of personnel and equipment, tactics
and strategies, the effectiveness of operations, and environmental
conditions and their effects on operations.
4. Report observations to the senior Federal/State Operations
representative and provide records to the Documentation Unit.
5. Provide for decontamination of field personnel and equipment as
required.

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6. Monitor decanting activities.

7. Observe, document, and report the RP’s dispersant operations and
conditions under which they are taken.
8. Review the Dispersant Use Guidelines and dispersant use approval
documents.
9. Observe, photograph, and otherwise record all dispersant activities and
conditions, including inventories of personnel and equipment, tactics
and strategies, the effectiveness of operations, and environmental
conditions and their effects on operations.
10. Report observations to the senior Federal/State Operations
representative and provide records to the Documentation Unit.
11. Observe, document, and report the RP’s ISB operations and conditions
under which they are taken.
12. Review the In-Situ Burning Guidelines and ISB approved permits.
13. Observe, photograph, and otherwise record all ISB activities and
conditions, including inventories of personnel and equipment, tactics
and strategies, the effectiveness of operations, and environmental
conditions and their effects on operations.
14. Report observations to the senior Federal/State Operations
representative and provide records to the Documentation Unit.
15. Provide technical assistance and ensure responders are aware of
federal/State concerns.

ON-LAND OVERSIGHT MONITOR

ICS Responsibilities:

1. Observe and document the RP’s on-land containment and clean-up

activities and conditions to allow a determination of the adequacy of the
RP’s actions.
2. Identify all ongoing and planned on-land response operations and
locations, including response activities such as defensive measures,
shoreline cleaning, waste management operations, etc.
3. Establish a schedule for observing each of the RP’s on-shore
operations.
4. Observe, photograph, and otherwise record all on-shore activities and
conditions, including inventories of personnel and equipment, tactics
and strategies, the effectiveness of operations, and environmental
conditions and their effects on operations.
5. Report observations to the senior Federal/State Operations
representative and provide records to the Documentation Unit.
6. Provide for decontamination of on-shore field personnel and equipment.

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7. Conduct shoreline (SCAT) assessments in accordance with plans

provided by the Planning Section to characterize contamination for the
purpose of determining clean up tactics, and clean up TAG
assessments in accordance with plans for cleanup sign-off.

SOURCE CONTROL/SALVAGE OVERSIGHT MONITOR

ICS Responsibilities:

1. Observe, document and report the RP’s actions to control or contain the
release at the source.
2. Identify all ongoing and planned efforts to stop or control the release at
the source.
3. Obtain any available information from the RP or others on the amount
released, the current rate of release, the amount still at risk of release,
projections for when the release will be controlled, and conditions
affecting source control efforts.
4. At the first opportunity, arrange for and conduct an initial survey to
observe, photograph, and otherwise record source control efforts.
5. Establish a schedule and vantage point for subsequent observations of
source control operations, including lightering operations.
6. Observe, photograph, and otherwise record all source control
operations and conditions affecting operations.
7. Report observations to the senior Federal/State Operations
representative and provide information including the amount released,
the current rate of release, the amount still at risk of release, projections
for when the release will be controlled, and conditions affecting source
control efforts. Provide reports to the Documentation Unit.
8. Monitor RP radio communications at the source, if possible.

WASTE MANAGEMENT/DISPOSAL OVERSIGHT MONITOR

ICS Responsibilities:

1. Monitor waste management for compliance with permits and plans.

2. Obtain waste management permits and plans from the Environmental
Unit.
3. Observe, document, and report the RP’s waste management activities.
4. Document waste management violations and implement corrective
measures.

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5. Report observations to the senior Federal/State Operations

representative and provide records to Documentation Unit.

DECONTAMINATION OVERSIGHT MONITOR

ICS Responsibilities:

1. Monitor RP decontamination operations for compliance with

authorizations.
2. Obtain approved decontamination authorizations from the
Environmental Unit.
3. Observe, document and report the RP’s decontamination activities
4. Document violations and implement corrective measures.
5. Report observations to the senior Federal/State Operations
representative and provide records to Documentation Unit.

WILDLIFE RESPONSE OVERSIGHT MONITOR

ICS Responsibilities:

1. Monitor RP’s efforts to observe, photograph, videotape, and provide

written documentation of wildlife impacts.
2. Report observations to the senior Federal/State Operations
representative and provide records to Documentation Unit.
3. Monitor RP’s efforts to implement wildlife protection, collection,
rehabilitation, and disposal measures specified by others.
4. Observe hazing and other protection measures as required by others.
5. Monitor the establishment of wildlife protection and rehabilitation
centers as required by others.
6. Observe the RP’s efforts to search for, collect, tag, and transport spill-
impacted wildlife using procedures specified by others.
7. Monitor RP’s efforts to document, store, and dispose of dead wildlife.
8. Monitor RP’s efforts to release recovered wildlife as directed by others.

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 GOVERNMENT ACTIVITIES – PLANNING

FEDERAL/STATE PLANNING ACTIVITIES

ICS Responsibilities:

1. Prepare initial and follow-on SitReps/POLREPs.

2. Identify the need for and prepare authorizations including emergency
authorizations, permits, and waste management plan approvals.
3. Determine the extent, fate and effects of contamination and issue any
special orders or advisories.
4. Maintain a unit log activities (ICS 214).
5. Submit all documentation to the Documentation Unit upon completion of
the response.

FEDERAL/STATE PERMITS/PLANS REVIEW ACTIVITIES

ICS Responsibilities:

1. Project the movement of the release and prepare/evaluate spill

trajectory mapping.
2. Identify sensitive areas and prioritize response efforts.
3. Determine the extent, fate and effects of contamination.
4. Identify the need for and prepare any special advisories or orders.
5. Identify the need for and issue State permits and other authorizations in
coordination with federal/State/private landowners; maintain permit
status log.
6. Require and approve plans for the management of wastes.
7. Develop a plan for collection, transport, and analysis of required
samples.
8. Determine emergency corrective actions that should be taken to
prevent further impacts.

SPECIFIC PERMITTING ACTIVITIES

ICS Responsibilities:

1. Advise on the need for federal/State permits and other authorizations

and issue authorizations in a timely fashion so as not to impede
response efforts.

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2. Determine if there is the potential for dispersant or ISB authorization

requests and review guidelines as required.
3. Identify and recruit dispersant or ISB specialists as required.
4. Review requests for emergency authorizations, consult with specialists,
and recommend action to the FOSC/SOSC.
5. Review ongoing, planned and foreseeable response activities, and
identify all actions that will likely require State authorization.
6. Identify and recruit permitting specialists as required.
7. Identify persons with authority to issue authorizations and establish a
permit processing system for each type of anticipated authorization.
8. Inform the RP via the FOSC/SOSC of authorizations required for
current, planned and foreseeable activities.
9. Process permit applications as received in accordance with timelines
and priorities established by the FOSC/SOSC.
10. Evaluate and act on equipment transfer requests between spill
cooperatives.

FEDERAL/STATE RESOURCES AT RISK ACTIVITIES

ICS Responsibilities:

1. Identify sensitive areas due to human health, ecological, cultural or

other special concerns, and prioritize response efforts.
2. Review sensitive areas information in the subarea contingency plan,
industry contingency plan, and other reference documents.
3. Review wildlife protection guidelines.
4. Review cultural resources protection guidelines.
5. Identify other sources of information on special concerns and review.
6. Prepare environmental sensitivity mapping showing all identified
sensitive areas.
7. Identify priorities for protection and clean-up and convey them to
incident command.
8. Determine the extent, fate and effects of contamination.
9. Develop a budget for the released substance taking into account the
behavior of the substance in the environment.
10. Prepare plans for determining the spread and concentration of the
released substance in affected media as required.
11. Prepare plans for shoreline surveys and assessments and organize the
SCAT as required.
12. Identify the need for and prepare any special advisories or orders
concerning seafood, drinking water, or other health or special issues.

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13. Contact Alaska Department of Natural Resources, Alaska Department

of Fish and Game, ADEC-Environmental Health, ADEC-Statewide
Public Service, U.S. Fish and Wildlife Service, NOAA NMFS, and
others to identify resources at risk.

FEDERAL/STATE PLANNING FUNCTIONS

ICS Responsibilities:

1. Review and approve the RP’s plans for the management of wastes
generated during the response.
2. Identify all ongoing and planned waste streams, management
operations and their locations.
3. Require, review, and approve plans for the handling, temporary
storage, transportation, and ultimate disposal of waste materials.
4. Ensure that all necessary permits have been obtained by the RP.
5. Provide copies of approved waste management plans to the waste
management and disposal function.
6. Review and approve RP plans for decontamination stations and
activities.

FEDERAL/STATE DOCUMENTATION ACTIVITIES

ICS Responsibilities:

1. Prepare a complete and well-organized incident record.

2. Prepare a system for filing of all incident records including reports,
forms, correspondence, etc.
3. Inform staff of document routing procedures and provide routing sheet.
4. Using the filing system, prepare and maintain a complete file of all
records.
5. Provide duplication and photo processing services for the unit and
others.
6. Provide duplicates of forms and reports to others upon request.
7. Check the accuracy and completeness of records submitted for filing.
8. Maintain custody of incident files for after incident use.
9. Provide for video and photo documentation of incident.
10. Maintain an event log.
11. Create a computer file structure.
12. Receive and maintain all collected evidence, documents, photos,
videotapes, and field notes pertaining to the incident.

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13. Ensure that chain of custody is maintained on all samples.

14. Submit samples to the appropriate lab for required analysis.
15. Receive completed lab analysis for samples taken in response to an
incident.
16. Keep the Investigation Unit Leader informed of the unit's progress, as
well as any problems.

NATURAL RESOURCE DAMAGE ASSESSMENT (NRDA)

ACTIVITIES

ADEC NRDA Responsibilities:

1. Determine and manage NRDA activities under State law.

2. Implement State responsibilities under the NRDA process established
by OPA 90.
3. Protect State resource interests to pursue damage claims or set up
restoration plan.
4. Make sure NRDA activities do not conflict with response operations and
activities.
5. Integrate important resource damage preliminary results with response
planning and action.
6. Identify lead State trustee.
7. Task lead State trustee with contacting all State and federal trustees.
8. Notify the Department of Law of trustees through Legal Officer.
9. Prepare, as contingency, request to access Response Fund for NRDA
purposes, establish separate collocation code.
10. Run field activities through Logistics and Operations Sections.
11. Report and provide documentation on all findings to the SOSC.
12. Keep the Situation and Documentation Units informed of all findings.
13. Keep the SOSC informed of all findings and daily work plans.

ICS Responsibilities: The NRDA Coordinator is responsible for

coordinating NRDA needs and activities of the trustee team within the ICS
spill response operations. This includes close coordination with the Liaison
Officer for obtaining timely information on the spill and injuries to natural
resources. The Representative will coordinate NRDA or injury
determination activities.

1. Attend planning meetings as required.

2. Attend appropriate meetings to facilitate communication between NRDA
Team and ICS.

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3. Provide status reports to appropriate requesters.

4. Identify site access, staffing and logistical support needs of the NRDA
Team to the Liaison Officer.
5. Interact with appropriate units to collect information requested by the
NRDA Team.
6. Obtain necessary safety clearances for access to sampling sites.
7. Coordinate with other organizations to identify personnel available for
NRDA.

Federal Natural Resource Trustee Responsibilities during an incident

include:

1. Providing information from NRDA activities that might assist in response

activities;
2. Determining whether a natural resource injury has occurred;
3. Assessing damages for injury to, destruction of, or loss of natural
resources for those resources under their trusteeship;
4. Developing and implementing a plan for restoration of injured resources;
and
5. Obtaining compensation from the responsible party for these damages
through negotiation or litigation.

Coordination with the OSC: In carrying out NRDA responsibilities during

a response action, trustee representatives coordinate with the OSC by:

1. Carrying out NRDA activities in a way that is complementary to and not

in conflict with response operations.
2. Designating a lead administrative trustee to serve as the focal point for
coordination between NRDA activities and response operations.
3. Providing data from NRDA activities that may support more effective
operational decisions to the OSC in a timely manner. Such data can be
useful to the OSC in making response decisions.

Natural Resource Injury Determination Activities

1. Natural resource trustees determine if a NRDA is appropriate for a

specific incident. Making this determination may or may not require data
collection.
2. Injury documentation requires gathering information on spilled/released
product pathways, documenting exposure to specific resources along
those pathways, and quantification of injuries caused by the product.

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Direct or indirect exposure to the product may injure/disrupt natural

resources and/or services provided by those resources.
3. Within the first 24-48 hours, trustee representatives usually focus their
efforts on gathering and preserving perishable data. Water column data
are generally collected as soon as possible. A source sample of the
product with appropriate chain of custody is collected and archived for
future characterizations.
4. Trustees, the RP, and the OSC need to collect similar physical,
chemical, and biological data. They also need sample and laboratory
protocols. Coordination of worker health and safety plans, work plans,
protocols, and activities is advantageous to all parties and should be
pursued. Where coordination cannot occur, trustees must ensure that
injury determination activities do not interfere with response activities.

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FEDERAL/STATE LOGISTICS ACTIVITIES

ICS Responsibilities: In a government oversight role, federal/State

logistics functions may include ordering, tracking, and servicing
government resources, arranging for transportation and lodging for
government response staff, providing communications to government
oversight staff (field monitors), and performing other logistics-related
functions specifically in support of the government oversight role. Under a
mutual agreement with the RP, these governmental functions may become
an integral part of the overall RP-led Logistics Section. General duties and
responsibilities include the following:

1. Provide personnel, supplies and equipment for the government

response effort.
2. Prepare and maintain inventories of all government response
resources.
3. Provide and direct all government-provided air, water, and ground
transportation.
4. Manage government-provided incident communications.
5. Coordinate on emergency medical aid, transportation, and supplies.
6. Provide for security of government and government-contracted
personnel and equipment.
7. Request federal and State personnel in accordance with pre-
established ramp-up procedures.
8. Conduct emergency hiring in accordance with procedures.
9. Establish an inventory of routine supplies and government-owned
equipment.
10. Safeguard government and contract personnel, files, supplies, and
equipment from injury, theft, or damage by unauthorized persons and
activities.
11. Maintain a unit log of activities (ICS 214).
12. Submit all documentation to the Documentation Unit upon completion of
the response.

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 GOVERNMENT ACTIVITIES – FINANCE/ADMINISTRATION

FEDERAL/STATE FINANCE/ADMINISTRATION FUNCTIONS

ICS Responsibilities: In any response where federal and State funds are
expended, the FOSC and SOSC are required to maintain an accurate
accounting of governmental expenses. For accounting, future auditing and
potential litigation purposes, the expenses incurred by the RP, federal, and
State must be tracked separately. The FOSC and SOSC may elect to
integrate into the RP’s Finance Section, but maintain the federal and State
identity. Federal and State finance functions include the following:

1. Determine resource needs.

2. Inform the FOSC/SOSC when the function is fully operational.
3. Establish a procedure for collecting daily timesheets and site logs.
4. Provide daily cost estimates for the SOSC/FOSC and CMT.
5. Establish contact with appropriate agency personnel/representatives.
6. Provide administrative support to the response staff.
7. Provide administrative services to federal/State responders.
8. Provide for records security.
9. Obtain Alaska Payroll (AKPAY) information for State-related personnel
costs by Ledger Code (LC).
10. Obtain Alaska State Accounting System (AKSAS) information for State-
related non-personnel costs by LC.
11. Brief Finance/Administration Section Chief on current problems,
recommendations, outstanding issues, and follow-up requirements.
12. Develop an operating plan for Finance/Administration function on
incident.
13. Prepare work objectives for subordinates, brief staff, make
assignments, and evaluate performance.
14. Ensure that all records are current or complete prior to demobilization.
15. Release time reports from assisting agencies to the respective Agency
Representatives prior to demobilization.
16. Provide the CMT, either directly or through the Finance/Administration
Section Chief/FOSC/SOSC, information on the nature and status of
third party claims against the federal and State agencies.
17. Maintain a unit log of activities (ICS 214).
18. Submit all documentation to the Documentation Unit upon completion of
the response.

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 TECHNICAL SPECIALISTS

TECHNICAL SPECIALISTS

ICS Responsibilities: Technical Specialists are advisors with special

skills needed to support the incident. Technical Specialists may be
assigned anywhere in the ICS organization. If necessary, Technical
Specialists may be formed into a separate unit. The Planning Section
maintains a list of available specialists and assigns them where needed.
The following are example position descriptions for Technical Specialists
that might be utilized during a response to an oil or hazardous substance
incident.

NOTE: Technical Specialists are positions with a particular area of

expertise. Technical Specialists may be assigned to any unit within any
section.

ALTERNATIVE RESPONSE TECHNOLOGIES (ART)

SPECIALIST

ICS Responsibilities: The ART Specialist is responsible for evaluating the

opportunities to use ART, including dispersant or other chemical
countermeasures, in situ burning, and bioremediation. The ART specialist
conducts the consultation and planning required to deploy a specific ART,
and articulates the environmental tradeoffs of using or not using a specific
ART. The ART specialist gathers data pertaining to the spill including spill
location, type and amount of petroleum spilled, physical and chemical
properties, weather and sea conditions, and resources at risk. Primary
duties include:

1. Identify available ART that may be effective on the specific spilled

petroleum.
2. Make initial notification to all agencies that have authority over the use
of ART.
3. Keep Planning Section Chief advised of ART issues.
4. Provide status reports to appropriate requesters.
5. Establish communications, through the FOSC, with the Alaska Regional
Response Team to coordinate ART activities.

Dispersant Specialist: The Dispersant Specialist is the lead person

responsible for addressing dispersant issues that may come up during a
spill event. This person should have a thorough understanding of
dispersant use in addition to the most updated scientific information

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 TECHNICAL SPECIALISTS

concerning dispersant testing, use, and limitations. The dispersant

specialist is responsible for reviewing every facet of permit applications for
dispersant use, including feasibility of the application due to physical
conditions of the environment, side effects of the dispersant to the
environment, and evaluate the preparedness of the RP for actual
application of the dispersant.

In Situ Burn (ISB) Specialist: The ISB specialist should have a thorough
understanding of this alternative response option along with the
environmental limitations and timeframe for which ISB can be utilized. The
ISB specialist is called upon by the Planning Section to provide the
following information and expertise: review the ISB application; ensure
practical applications for an ISB under ambient conditions; and evaluate
the personnel and equipment needs to maintain an ISB operation.

Bioremediation Specialist: The Bioremediation Specialist should be

familiar with the product screening criteria set forth in the NCP Product
Schedule List for bioremediation products and the requirements
established in the State’s Technology Protocols. The specialist is familiar
with the bioremediation process and applicability for specific product spills,
soil types, application methods, required scheduled applications once
initiated, sampling and analysis procedures to verify the process is or is not
working.

OTHER SPECIALISTS

Contingency Plan (C-Plan) Specialist: This position is normally staffed

by a person with the greatest familiarity with the appropriate oil discharge
prevention and C-Plan. The person provides information related to the C-
Plan, such as response strategies, response equipment and personnel,
and Primary Response Action Contractors, to the Planning Section Chief or
the IC/OSC. The person coordinates equipment releases from other C-
Plan holders and/or Primary Response Action Contractors. On occasion,
the position may be temporarily staffed by the person familiar with the
general content and layout of C-Plans who can readily extract needed
information from the plan. The C-Plan Specialist also: monitors the C-Plan
holder's response to an incident; ensures the response operations in the C-
Plan are followed and all assets identified in the C-Plan are available and
used if needed; and documents findings concerning C-Plan implementation
and the availability of identified response equipment.

Cultural Resource Specialist (CRS): The CRS (professional

qualifications established in 36 CFR 61) advises the IC/OSC on known

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 TECHNICAL SPECIALISTS

archaeological/historic property locations, the existence of unsurveyed

lands in the spill trajectory, and potential impacts of spill response actions.
Additionally, the State’s CRS represents the State Historic Preservation
Officer, Department of Natural Resources, and the State’s cultural
properties interest concurrently with the CRS responsibilities to the SOSC.
The State CRS coordinates with the CRS employed by other response
organizations for implementation of Alaska Statute 41.35, the National
Historic Preservation Act, and regional spill plans. Even though the CRS
may occasionally do field inspections, the CRS does not routinely execute
cultural resources management tasks in the field. The role of the CRS is
primarily coordination and consultation on historic preservation matters.
The State CRS issues State Field Archaeology Permits in emergency
circumstances.

Decontamination Specialist: The Decontamination Specialist should be

experienced in the decontamination of personnel and equipment related to
a response and clean up of oil spills or hazardous waste. This specialist
establishes “decon” areas for both personnel and equipment to prevent
cross contamination of the work site and to protect workers from hazardous
substances. Consideration must be given to the disposal of contaminated
equipment and solutions used for this “deconning”. The specialist
designates the exclusion or “hot” zone, the “decon” zone, and the “clean”
zone in conjunction with the Safety Officer and this information must be
part of the Site Safety Plan.

Geographic Information System (GIS) Technical Specialist: The GIS

Specialist is responsible for gathering and compiling updated spill
information and providing various map products to the incident. The GIS
team works with the Situation Unit and the information management officer
to ensure accurate and rapid dissemination of oil spill information to the
IMT.

Hazmat Specialist: The Hazmat Specialist should be familiar with various

reference materials to aid the Planning Section in monitoring the incident
potential during the response. The specialist should be aware of safety
concerns for the responders and monitors to the release. Evacuation
distances for public and safety zones for responders may have to be
implemented. Use of reference items for specific chemicals is essential.
Guidelines established by the federal government may be applicable for
this position.

Land Title Specialist: The Land Title Specialist should have a

comprehensive knowledge of upland/tideland title, management patterns,
and environmental resource data. This specialist is responsible for
determining upland and tideland ownership, management authority for

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 TECHNICAL SPECIALISTS

potentially impacted areas, and coordinating notification to land

owners/managers of effects to their lands. The Land Title Specialist
identifies land use areas of major concerns as wilderness areas,
recreational areas, parks or critical habitat areas, and coordinates the
recommendation of response priorities for the potentially impacted natural
resources and land use sensitive areas. If necessary, this specialist
coordinates the issuance of agency advisories and notification of resource
trustees.

Legal Specialist: The Legal Specialist acts in an advisory capacity during

an oil spill response. The Specialist advises UC on: legal issues relating
to in-situ burning, use of dispersants and other alternative response
technology; legal issues relating to NRDA; legal issues relating to
investigation; legal issues relating to finance and claims; and on response-
related issues.

Marine Engineer: The Marine Engineer Technical Specialist provides

technical expertise on vessel integrity, stability, and damage assessment.
The individual may conduct a survey of the vessels involved in an incident
to determine the extent of damage and sea worthiness of the vessel(s).

Natural Resource Damage Assessment Specialist: The Natural

Resource Damage Assessment Specialist provides technical expertise in
one or more areas on Natural Resource Damage Assessment.

Natural Resource Permit Specialist: The Natural Resource Permit

Specialist should have a comprehensive knowledge of permitting and
authorization requirements for all potential landowners or managers. This
specialist identifies landowners/managers concerns, permit requirements
and priorities in conjunction with representatives of other responding
agencies and assists in obtaining permits for temporary water use, land
use, and permission to access lands to support operations, as needed.
This specialist is responsible for drafting agency Land Use
Permits/Authorizations and developing permit stipulations that minimize
incident response impacts to environmental resources. This specialist also
coordinates with local governing entities in the identification of priority
resource use areas.

Oil Control/Containment/Recovery Specialist: The Oil Control/

Containment/Recovery Specialist is an experienced responder, well versed
in oil control, containment and recovery strategies, deployment tactics, and
equipment. The specialist has a firm understanding of the use, limitations
and strengths of the various boom systems, air barriers, and other
containment systems available. The specialist understands the physical
characteristics and properties of crude and refined oil products as they

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 TECHNICAL SPECIALISTS

affect containment and recovery, product movement given various

hydrological and meteorological conditions, and weathering of the product
and its affect on containment and recovery system efficiencies. The
specialist has a firm grasp of the support considerations for the equipment
considered for use including number and training levels of the manpower
necessary to run the equipment, portability, and secondary support
equipment necessary for operation of the primary equipment.

Pipeline Specialist: The Pipeline Specialist provides technical expertise

on pipelines, structural integrity, and damage assessment.

Resources at Risk Technical Specialist: The Resources at Risk

Technical Specialist is responsible for the identification of resources
thought to be at risk from exposure to the spilled oil through the analysis of
known and anticipated oil movement and the location of natural, cultural,
and economic resources. The Resources at Risk Technical Specialist
considers the relative importance of the resources and the relative risk to
develop a priority list for protection.

Sampling Specialist: The Sampling Specialist is responsible for providing

a sampling plan for the coordinated collection, documentation, storage,
transportation, and submittal to appropriate laboratories for analysis or
storage. Other duties include: identify and alert appropriate laboratories;
meet with team to develop initial sampling plan and strategy, and review
sampling and labeling procedures; set up site map to monitor location of
samples collected and coordinate with GIS staff; coordinate sampling
activities with NRDA Coordinator, Investigation Team, and legal advisors;
provide status reports to appropriate requesters. The following skills are
important for that role: plan development; quality assurance/quality control
development; knowledge of laboratory analysis, sampling methods; chain-
of-custody procedures; decontamination procedures; and field screening
techniques, including their viability.

Scientific Support Coordinator (SSC) Specialist: The SSC, in

accordance with the NCP, provides the FOSC scientific advice with regard
to the best course of action during a spill response. The SSC obtains
consensus from the federal Natural Resource Trustee Agencies and
provides spill trajectory analysis data, information on the resources at risk,
weather information, tidal and current information, etc. The SSC is the
point of contact for the Scientific Support Team from NOAA's Hazardous
Material Response and Assessment Division. Other duties include:
provide current and forecasted incident status information for the Situation
Unit by way of overflight maps and trajectory analysis; provide weather,
tidal, and current information; obtain consensus from the federal Natural
Resource Trustees regarding response options and report to the FOSC;

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 TECHNICAL SPECIALISTS

develop a prioritized list of the resources at risk; provide status reports to

appropriate requesters.

Spill Trajectory/Modeling Specialist: This specialist position advises the

Planning Section on the projected path of an oil or hazardous substance
release using modeling software such as CAMEO and ADIOS. This
position will work closely with the NOAA modeling specialists to ensure the
accuracy of their recommendations.

Tank Gauging Specialist: The Tank Gauging Specialist gauges the

vessel's tanks or storage tanks involved in the incident to determine the
quantity remaining; obtains copies of and reviews all logs, ullage and tank
information to determine the quantity in the tanks just prior to the incident;
gauges all storage tanks and collection containers to determine quantities
of product recovered; monitors all storage and collection tanks to
adequately fix the quantity recovered at 36 hours, in order to comply with
that regulated standard; provides clear and accurate documentation of all
gauging conducted for the incident to the Investigation Unit Leader and to
the Documentation Unit for use in any legal actions that may result from the
incident."

Tank Surveyor Specialist: The Tank Surveyor Specialist provides

technical expertise on storage tanks, their structural integrity, and damage
assessment.

Volume Estimation Specialist: The Volume Estimation Specialist serves

as the lead in reviewing volume estimates and provides a legally defensible
estimate of spilled oil volume. The specialist must be familiar with the
technical methods of determining volumes from information recorded from
source, recovery, and oil on water observations. The specialist must be
able to direct the investigations responsible for gathering the technical
information required to make the determination. The specialist must also
be capable of evaluating the information and making the final determination
of volumes spilled and recovered. The specialist should be familiar with
characteristics of crude and refined oil products, determination methods for
marine vessels, facility, highway, rail and aircraft sources, recovery
operations, and oil on water volume estimations.

Waste Disposal Specialist: The Waste Disposal Specialist is responsible

for providing the Planning Section Chief with a Disposal Plan that details
the collection, sampling, monitoring, temporary storage, transportation,
recycling, and disposal of all anticipated response wastes. The Waste
Disposal Specialist should be well-versed in Resource Conservation and
Recovery Act (RCRA) regulations and the Solid Waste Regulations. This
position should be familiar with permitting activities, the use of manifests for

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 TECHNICAL SPECIALISTS

transportation of hazardous waste, and obtaining USEPA waste generation

numbers. This specialist needs to assume all responsibility for the waste
as long as it is hazardous and should take all possible actions to minimize
the accumulation of hazardous waste. The Waste Disposal Specialist must
review or develop a Waste Disposal Plan that includes the nature and
volume of expected waste, temporary and permanent disposal sites,
necessary permits, methods of transporting the waste and implementation
of the Plan. Other duties include: develop a Pre-Cleanup Plan and
monitor pre-cleanup operations, if appropriate; develop a detailed Waste
Management Plan; calculate and verify the volume of petroleum recovered,
including petroleum collected with sediment/sand, etc.; provide status
reports to appropriate requesters.

Wildlife Specialist: The Wildlife Specialist should have a thorough

understanding of the Alaska Regional Response Team (ARRT) Wildlife
Protection Guidelines for Alaska. The specialist coordinates with other
responding organizations to review and/or develop wildlife response
recommendations. The specialist may be tasked to develop, submit,
review, and coordinate the issuance of wildlife hazing permits.

Other Potential Technical Specialty Areas:

− Audit
− Certified Underwater Divers
− Data Processing
− Enforcement/Cost Recovery
− Facility Design/Maintenance
− Hazmat Shipping Specialist
− Hazmat Specialist (chemical specific)
− Risk Assessment
− Site Assessment
− Skimming

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 TECHNICAL SPECIALISTS

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 OTHER UNIT STAFF

OTHER UNIT STAFF

The following are other staff positions within the ICS that occur below the
unit leader level. These positions may or may not be activated, depending
on the size and complexity of the incident.

Display Processor: The Display Processor is responsible for the display

of incident status information obtained from Field Observers or Aides,
resource status (RESTAT) reports, aerial and ortho photographs and
infrared data.

Equipment Time Recorder: The Equipment Time Recorder is responsible

for overseeing the recording of time for all equipment assigned to an
incident. This individual normally falls under the supervision of the Time
Unit Leader. General duties include: set up Equipment Time Recorder
function in location designated by Time Unit Leader; advise Transportation
Unit, Facilities Unit, and Air Support Coordinator of the requirement to
establish and maintain a file for maintaining a daily record of equipment
time reports; assist units in establishing a system for collecting equipment
time reports; post all equipment time tickets within four hours after the end
of each operational period; prepare a use and summary invoice for
equipment (as required) within 12 hours after equipment arrival at incident;
submit data to Time Unit Leader for cost effectiveness analysis; maintain
current posting on all charges or credits for fuel, parts, services and
commissary; verify all time data and deductions with owner/operator of
equipment; complete all forms according to parent organization
specifications; close out forms prior to demobilization; and distribute copies
per parent organization and incident policy.

Field Observer: The field observer is responsible for collecting situation

information from personal observations at the incident and providing this
information to the Situation Unit Leader.

Incident Dispatcher: The incident dispatcher serves as the clearinghouse

for receiving and transmitting messages within and external to the incident,
and is responsible for receiving and transmitting radio and telephone
messages among and between personnel, and providing dispatch services
at the incident. General duties include: obtaining a briefing from the
Communications Unit Leader; determining communications procedures,
frequencies in use, nets established or to be established, equipment

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 OTHER UNIT STAFF

status, capabilities, limitations or restrictions, locations of repeaters,

message center procedures; obtaining and reviewing the IAP to determine
incident organization and Communications Plan; maintaining a file of
General Messages (ICS Form 213); and maintaining a record of unusual
incident occurrences.

Ordering Manager: The Ordering Manager, if activated, is responsible for

placing all orders for supplies and equipment for the incident. The
Ordering Manager normally reports to the Supply Unit Leader. General
duties include: obtain necessary parent organization(s) order forms;
establish ordering procedures; order equipment, supplies, and services to
support the response; establish name and telephone numbers of
personnel receiving orders; set up a filing system; get names of incident
personnel who have ordering authority; check on what has already been
ordered; ensure order forms are filled out correctly; identify times and
locations for delivery of supplies and equipment; keep Receiving and
Distribution Manager (if activated) informed of orders placed; submit all
ordering documents to Documentation Unit through Supply Unit Leader
before demobilization; establish an inventory of routine supplies and
equipment; and notify Resource Unit of changes in major equipment status.

Permits Coordinator: This individual coordinates and determines the

need for federal/State permits and other authorizations; coordinates with
Operations and determines the need to prepare dispersant or ISB
authorization requests and review guidelines as required; reviews ongoing,
planned and foreseeable response activities, and identifies all actions that
will likely require additional federal/State authorization; identifies persons
with authority to issue authorizations and establishes a permit processing
system for each type of anticipated authorization; determines the proper
authorities to seek authorizations required for current, planned and
foreseeable activities; and submits required permits to the appropriate
agency.

Personnel Time Recorder: The Personnel Time Recorder, if activated,

normally reports to the Time Unit Leader and records personnel
information. General duties include: establish and maintain a file for
personnel time reports within the first operational period; initiate, gather, or
update a time report from all applicable personnel assigned to the incident
for each operational period; ensure that all personnel identification
information is verified to be correct on the time report; post personnel
travel and work hours, transfers, promotions, specific pay provisions, and
terminations to personnel time documents; ensure that time reports are
signed; close out time documents prior to personnel leaving the incident;
distribute all time documents according to parent organization policy; and

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 OTHER UNIT STAFF

maintain a log of excessive hours worked and provide to the Time Unit
Leader on a daily basis.

Receiving and Distribution Manager: The Receiving and Distribution

Manager, if activated, is responsible for the receipt and distribution of all
supplies and equipment (other than primary resources) and the service and
repair of tools and equipment. The Receiving and Distribution Manager
normally reports to the Supply Unit Leader. General duties include: order
required personnel to operate supply area; organize physical layout of the
supply area; establish procedures for operating supply area; set up filing
system for the receipt and distribution of supplies and equipment; maintain
inventory of supplies and equipment; develop security requirement for
supply area; submit necessary reports to Supply Unit Leader; notify
Ordering Manager (if activated) of supplies and equipment received; and
provide necessary supply records to Supply Unit Leader.

Shoreline Assessment Team Leader: This individual is responsible for:

preparing plans for shoreline surveys and assessments and organizing the
Shoreline Cleanup and Assessment Teams (SCAT) as required;
coordinating shoreline assessment team response activities; conducting
the aerial reconnaissance survey to scope out the shoreline oiling issues;
ensuring that all teams have the necessary representation and members
have the necessary training; developing daily assignments for each team,
depending upon the needs of the Planning and Operations Sections to
meet the UC objectives; coordinating with NRDA concerns on shoreline
assessment to optimize data sharing; integrating the cleanup concerns of
the various resource agencies and managers into the decision-making
process; arranging for equipment and transportation for the shoreline
assessment team through the Logistics Section; developing cleanup
endpoints considering shoreline type, ecological sensitivity, recreational
use, and aesthetic requirements, etc.; developing cleanup guidelines for
implementing each cleanup method for the shoreline types impacted,
based on agency concerns.; developing a survey and reporting schedule to
produce survey results in time to be incorporated into the IAP; ensuring all
teams use the proper terms and apply the guidelines uniformly; receiving
reports from the field teams and synthesizing them into a daily summary in
the IAP format; briefing Planning and Operations Section Chiefs on issues
raised by the shoreline assessment teams, particularly where cleanup
methods must be modified to increase effectiveness or decrease impacts.

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 OTHER UNIT STAFF

Spill Tracking (Field Observer): This individual is responsible for

conducting first-hand observations of the released material and reporting
the movement over time to the Situation Unit. The individual should
arrange for and conduct overflights/surveys, establish a schedule and
means for making subsequent observations of release movement and
impacted shorelines, record all observations using a combination of video,
still photographs and written documentation forms, evaluate and implement
remote sensing or other technologies for spill tracking, and create spill
tracking maps.

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 HAZMAT RESPONSE

HAZARDOUS MATERIALS (HAZMAT) RESPONSE

HAZMAT GROUP SUPERVISOR/TEAM LEADER

ICS Responsibilities: The Hazmat Group Supervisor/Team Leader is

responsible for coordinating and directing all Hazmat activities related to
the incident.

1. Review general ICS procedures and common responsibilities.

2. Prioritize Hazmat responses related to the incident.
3. Determine resource requirements.
4. Direct and coordinate Hazmat responses.
5. Manage dedicated Hazmat resources.
6. Brief next higher level of command on activities.
7. Ensure the development of Control Zones and Access Control Points
and the placement of appropriate control lines.
8. Evaluate and recommend public protection options to the Operations
Section Chief or next higher level of command
9. Ensure that current weather data and future weather predictions are
obtained.
10. Establish environmental monitoring of the hazard site for contamination.
11. Conduct safety meetings with the Hazmat Group.
12. Ensure that a Site Safety Plan is developed and implemented.
13. Participate when requested in the development of the IAP.
14. Ensure that recommended safe operational procedures are followed.
15. Ensure that the proper PPE is selected and used.
16. Ensure that the proper agencies are notified through the IC/OSC.

ENTRY LEADER

ICS Responsibilities: The Entry Leader reports to the Hazmat Group

Supervisor and is responsible for the overall entry operations of assigned
personnel within the Exclusion Zone.

1. Review general ICS procedures and common responsibilities.

2. Supervise entry operations.
3. Recommend actions to mitigate the situation within the Exclusion Zone.
4. Carry out actions as directed by the Hazmat Group Supervisor to
mitigate the Hazmat release or threatened release.

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 HAZMAT RESPONSE

5. Maintain communications and coordinate operations with the

Decontamination Leader.
6. Maintain communications and coordinate operations with the Site
Access Control Leader and the Safe Refuge Area Manager (if
activated).
7. Maintain communications and coordinate operations with the Technical
Specialist - HazMat Reference.
8. Maintain control of the movement of people and equipment within the
Exclusion Zone, including contaminated victims.
9. Direct rescue operations as needed in the Exclusion Zone.

DECONTAMINATION LEADER

ICS Responsibilities: The Decontamination Leader is responsible for the

operations of the decontamination element, providing decontamination as
required by the IAP.

1. Review general ICS procedures and common responsibilities.

2. Establish the Contamination Reduction Corridor(s).
3. Identify contaminated people and equipment.
4. Supervise the operations of the decontamination element in the process
of decontaminating people and equipment.
5. Maintain control of movement of people and equipment within the
Contamination Reduction Zone.
6. Maintain communications and coordinate operations with the Entry
Leader.
7. Maintain communications and coordinate operations with the Site
Access Control Leader and the Site Refuge Area Manager (if
activated).
8. Coordinate the transfer of contaminated patients requiring medical
attention (after decontamination) with the appropriate on-scene EMS
personnel .
9. Coordinate handling, storage, and transfer of contaminants within the
Contamination Reduction Zone.

SITE ACCESS CONTROL LEADER

ICS Responsibilities: The Site Access Control Leader is responsible for

the control of the movement of all people and equipment through
appropriate access routes at the hazard site and ensures that
contaminants are controlled and records are maintained.

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 HAZMAT RESPONSE

1. Review general ICS procedures and common responsibilities.

2. Organize and supervise assigned personnel to control access to the
hazard site.
3. Oversee the placement of the Exclusion Control Line and the
Contamination Control Line.
4. Ensure that appropriate action is taken to prevent the spread of
contamination.
5. Establish the Safe Refuge Area within the Contamination Reduction
Zone. Appoint a Safe Refuge Area Manager (as needed).
6. Ensure that injured or exposed individuals are decontaminated prior to
departure from the hazard site.
7. Track the movement of persons passing through the Contamination
Control Line to ensure that long term observations are provided.
8. Coordinate with the on-scene EMS staff for proper separation and
tracking of potentially contaminated individuals needing medical
attention.
9. Maintain observations of any changes in climatic conditions or other
circumstances external to the hazard site.
10. Maintain communications and coordinate operations with the Entry
Leader.
11. Maintain communications and coordinate operations with the
Decontamination Leader.

ASSISTANT SAFETY OFFICER – HAZMAT

ICS Responsibilities: Reports to the incident Safety Officer as an

Assistant Safety Officer and coordinates with the Hazmat Group
Supervisor. The Assistant Safety Officer - Hazmat coordinates safety
activities relating to the Hazmat Group operations as mandated by
29 CFR 1910.120, and applicable State and local laws. The position
advises the Hazmat Group Supervisor on all aspects of health and safety
and has the authority to prevent unsafe acts. It is mandatory that an
Assistant Safety Officer-Hazmat is appointed at all Hazmat incidents. In a
multi-activity incident, the Assistant Safety Officer-Hazmat does not act as
the Safety Officer for the overall incident.

1. Obtain briefing from the Hazmat Group Supervisor.

2. Participate in the preparation of and implement the Site Safety Plan.
3. Advise the Hazmat Group Supervisor of deviations from the Site Safety
Plan or any dangerous situations.
4. Alter, suspend, or terminate any activity that may be judged unsafe.

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 HAZMAT RESPONSE

5. Ensure the protection of Hazmat Group personnel from physical,

environmental, and chemical hazards/exposures.
6. Ensure the provision of required emergency medical services for
assigned personnel and coordinate with the Medical Unit Leader.
7. Ensure that medical-related records for Hazmat Group personnel are
maintained.

TECHNICAL SPECIALIST - HAZMAT REFERENCE

ICS Responsibilities: The Technical Specialist-Hazmat Reference

provides technical information and assistance to the Hazmat Group using
various reference sources such as computer data bases, technical
journals, CHEMTREC, and phone contact with facility representatives. The
Technical Specialist-Hazmat References may provide product identification
using hazard categorization tests and/or any other means of identifying
unknown materials.

1. Obtain briefing from the Planning Section Chief.

2. Provide technical support to the Hazmat Group Supervisor.
3. Maintain communications and coordinate operations with the Entry
Leader.
4. Provide and interpret environmental monitoring information.
5. Provide analysis of Hazmat sample.
6. Determine PPE compatible to Hazmat.
7. Provide technical information of the incident for documentation.
8. Provide technical information management with public and private
agencies (i.e., Poison Control Center, Tox Center, CHEMTREC,
National Response Team, State and local food/environmental health
agencies).
9. Assist the Planning Section with projecting the potential environmental
effects of the release.

SAFE REFUGE AREA MANAGER

ICS Responsibilities: The Safe Refuge Area Manager reports to the Site
Access Control Leader and coordinates with the Decontamination Leader
and the Entry Leader. The Safe Refuge Area Manager is responsible for
evaluating and prioritizing victims for treatment, collecting information from
the victims, and preventing the spread of contamination by these victims. If
there is a need for the Safe Refuge Area Manager to enter the

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 HAZMAT RESPONSE

Contamination Reduction Zone in order to fulfill assigned responsibilities,

then the appropriate PPE shall be worn.

1. Establish the Safe Refuge Area within the Contamination Reduction

Zone adjacent to the Contamination Reduction Corridor and the
Exclusion Control Line.
2. Monitor the Hazmat release to ensure that the Safe Refuge Area is not
subject to exposure.
3. Assist the Site Access Control Leader by ensuring the victims are
evaluated for contamination.
4. Manage the Safe Refuge Area for the holding and evaluation of victims
who may have information about the incident, or is suspected of being
contaminated.
5. Maintain communications with the Entry Leader to coordinate the
movement of victims from the Refuge Area(s) in the Exclusion Zone to
the Safe Refuge Area.
6. Maintain communications with the Decontamination Leader to
coordinate the movement of victims from the Safe Refuge Area into the
Contamination Reduction Corridor, if needed.

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 UNIFIED COMMAND
FOSC
SOSC COMMAND STAFF
LOSC
RPOSC/ IC Information Officer
Liaison Officer
Legal Officer
Safety Officer
Deputy
IC/OSC

PLANNING OPERATIONS LOGISTICS FINANCE

B-100
Hazmat Group
Supervisor/Team Leader Asst Safety

End of Appendix B
Officer (Hazmat)

Backup Entry Tech Specialist

AIMS Guide – November 2002

Entry Team Team (Hazmat Reference)
Other Hazmat Response Assets:
• 103rd Civil Support Team (AKNG)
• Pacific Strike Team
• State Term Contractors
Safe Refuge Site Access Decon Team • DOD
Area Manager Control Leader Leader • EPA Response Contractors
• Industry Hazmat Teams
 APPENDIX C:
AIMS KNOWLEDGE/TRAINING
GUIDELINES

TABLE OF CONTENTS
C.1 Introduction ....................................................................................... C-3
C.2 Endorsements and Record-keeping ................................................. C-3
C.3 Position Categories ........................................................................... C-4
C.3.1 Command Staff....................................................................... C-4
C.3.2 Operations .............................................................................. C-4
C.3.3 Planning.................................................................................. C-4
C.3.4 Logistics.................................................................................. C-4
C.3.5 Finance/Administration ........................................................... C-5
C.4 ICS and Skill Position Training/Knowledge ....................................... C-5
C.4.1 Recommendation Levels ........................................................ C-5
C.4.2 Knowledge Levels .................................................................. C-6
C.5 Knowledge Area Descriptions ........................................................... C-6
C.6 ICS Position Knowledge Sheets (by Section) ................................. C-12
Key to Position Knowledge Sheets Abbreviations ....................... C-12
Command and Command Staff Suggested Knowledge Areas.... C-15
Operations Section Suggested Knowledge Areas....................... C-20
Planning Section Suggested Knowledge Areas .......................... C-43
Logistics Section Suggested Knowledge Areas .......................... C-50
Finance/Administration Section Suggested Knowledge Areas.... C-55

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C-2
C.1 INTRODUCTION

These Guidelines are an adaptation from the NIIMS ICS "Wildland Fire
Qualification Subsystem Guide" (PMS 310-1, October 1993). It includes
additional information for spill-related positions and training. These
Guidelines outline the recommended knowledge (training and experience)
for the AIMS positions used in spill response in Alaska. They are not
intended to set forth requirements for spill response organizations.

It is also recognized that this effort is in the initial phase of describing

response training and is presently biased towards marine oil spill response
needs. Additional details are necessary to complete inland and arctic oil
spill response needs, and to outline hazardous substance spill response.

Pursuant to OPA 90, the Clean Water Act and relevant State laws, oil and
hazardous substance contingency plans are required to be completed for
regulated facilities, vessels, and pipelines, and coastal and inland areas.

This product is designed to provide structure for training and other activities
to spill response organizations in Alaska.

Responsibilities: The parent organization is responsible for the selection

and endorsement of their participants. It also ensures access to necessary
training for its participants. The individuals are responsible to their
organization for completing specified response training and for providing
any necessary information on experience and other training.

C.2 ENDORSEMENTS AND RECORD-KEEPING

The parent organization is responsible for following their organization’s

procedures on ICS position training, endorsements, and record-keeping.
NOTE: For industry members, this is generally specified in their
contingency plan-required training program and other company policy
documents.

Recommended training may be fulfilled by means other than training

courses. For example, response and drill experience with the employee’s
present or previous employers or job experience pertinent to that response
function.

It is recognized that training courses may cover several knowledge area

topics and hence satisfy multiple recommendations. The parent
organizations should provide sufficiently detailed course outlines to credit
their attendees with the appropriate response topics covered by the
training.

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C-3
C.3 POSITION CATEGORIES

NOTE: Positions generally accepted as standard ICS functions are listed

below. Variable positions/ locations are listed inside parentheses.

C.3.1 Command Staff

Incident Commander (IC), Deputy IC, Safety Officer, Information Officer,

Liaison Officer, and Legal Officer (specific to each organization).

C.3.2 Operations

Organization: Operations Chief (and Deputy).

Field Command: (On-Scene Commander or Initial Response Incident

Commander), Branch Directors, (Division Supervisors), (Group
Supervisors), Task Force Leaders, (Strike Team Leaders).

Activities can include: Mechanical Recovery, Non-Mechanical Recovery,

On-Shore Cleanup, Wildlife Response, Air Operations, Staging Area,
Decontamination, Source Control, Vessel Stabilization, Waste
Management and Disposal, Emergency Services, and Field Safety.

C.3.3 Planning

Planning Chief (and Deputy), Situation Unit Leader, Resource Unit Leader,
Documentation Unit Leader, Environmental Unit Leader, Demobilization
Unit Leader, (Incident Action Plan/General Plan Unit Leader), (Technical
Specialists).

C.3.4 Logistics

Logistics Chief (and Deputy), Support Branch Director, Service Branch

Director, Supply Unit Leader, Facilities Unit Leader, (Transportation Unit
Leader), (Ground Support Coordinator), (Vessel Support Coordinator), (Air
Support Coordinator), (Fishing Vessel Coordinator), Food Unit Leader,
Medical Unit Leader, Communication Unit Leader, (Information Technology
Unit Leader), (Security Unit Leader).

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C.3.5 Finance/Administration

Finance/Administration Chief (and Deputy), Cost Unit Leader, Time Unit

Leader, Contracts Unit Leader, Claims Unit Leader, (Human Resources
Unit Leader).

NOTE: Particular positions may be placed in different sections by different

industry response organizations. For example, Security can be found in
Logistics or on the Command Staff.

C.4 ICS AND SKILL POSITION TRAINING / KNOWLEDGE

A few minimum training/knowledge standards are specifically required by

regulation for response individuals. These include OSHA HAZWOPER,
wildlife hazing/ capture/ rehabilitation, knowledge of the applicable incident
management system, and knowledge of applicable contingency plans. The
need for this training/knowledge varies with response position, and may
also vary based on specific duties identified in the contingency plans (or
assigned during an incident).

In addition, there are suggested training courses/knowledge areas that can

enhance a response operation. These additional suggestions are
guidelines only, and should be used as one would use advice from one’s
peers. The suggestions are not meant now or at any point in the future to
impose additional training requirements on any organizations involved with
response. As stated earlier, the applicability of these suggestions can vary
depending on the individual response personnel duties specified in each
contingency plan (or based on specific duties assigned during an incident).

Section C.6 contains position-specific job sheets which detail the required
and suggested knowledge and/or training for the ICS positions listed in
Section C.3. The knowledge areas are divided by topic (see Section C.5).
The information is further broken down into recommendation levels and
knowledge levels.

C.4.1 Recommendation Levels

• Required directly by regulation (REQ).

• Additional suggestions include:
− Minimum suggested: suggested knowledge area generally used in a
job. Without this knowledge, the incumbent could be impeded in
performance (MIN).
− Useful: knowledge that could enhance performance. For example,
cross-training (USE).
− Elective: knowledge not specifically needed for the job (ELE).

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C-5
NOTE: The Required/Suggested training may be annotated with
parentheses (__). This indicates that the training identified may or may not
be applicable based on the actual duties of the individual (as specified in
specific industry and government contingency plans). As an example, the
Incident Commander and Deputy Incident Commander job sheet indicates
an “(X)” for HAZWOPER training. The “(X)” indicates that this may or may
not be applicable depending on the individual’s actual operating location
(i.e., in the ICP and not in the field).

C.4.2 Knowledge Levels

• Awareness: Knows the principles of that topic. Training courses

generally range from 15 minutes to several hours (AWA).
• Intermediate: Knows enough details in that topic to accomplish non-
management level tasks. Training courses generally range from several
hours to days (INT).
• Advanced: Knows enough to be a manager in that area. Beyond the
intermediate level, generally takes several drills/incidents (or other work
experience) to achieve (ADV).

C.5 KNOWLEDGE AREA DESCRIPTIONS

• Aircraft Capabilities: Knowledge of the different types of aircraft

available during an oil spill response and their capabilities and
limitations (e.g., passenger and cargo capacity, range, all-weather, etc.).
• Aircraft Logistics Requirements: Knowledge of the different types of
aircraft available and their individual logistics requirements. This
includes amount and type of fuel, staging requirements, crew
requirements and restrictions, and other support needed.
• Communications: Communications considerations and needs for an
oil spill response. Also pertains to knowledge of all the needs from the
ICP to field personnel.
− Radios and frequencies needed.
− Developing a Communications Plan (and knowledge of applicable
ICS forms).
− Other communication considerations (phones, cellular phones, copy
machines, faxes, etc.).
• Computer Technology: Knowledge of computer support for the
response operations. This can include hardware and software needs,
interconnectivity, printers, internet capability, etc.

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C-6
• Decontamination: The needs and considerations for decontamination
during an oil spill response. Knowledge of the process and methods
utilized.
− Methods of decontamination.
− Partial decontamination.
− Step-by-step procedures for full decontamination.
− Personal protective equipment required.
− Establishment of decontamination corridors and area setup.
• Facility/Vessel and Government Contingency Plans: Knowledge of
the appropriate Contingency Plans for an oil spill response. Know how
to utilize the plans to assist in making decisions and obtaining
information.
− Overview of plans for specific areas/organizations.
− Plan contents and layout.
− Notification and emergency checklists.
− Resources available.
− Subarea-specific strategies.
− Environmentally and economically sensitive areas.
− Maps and charts.
• Hazard Communications (Worker Right-to-Know): Knowledge of the
federal and State requirements outlined in 29 CFR 1910.120 to inform
employees of hazardous materials in the workplace.
• Hazardous Materials Transportation: Knowledge of hazardous
material transportation as required by 49 CFR 172.702. Refer to this
reference for training requirements.
• Hazardous Waste Operations and Emergency Response
(HAZWOPER): Federally mandated training in accordance with
29 CFR 1910.120. Annual refreshers may be required to maintain
certification. Refer to 29 CFR 1910.120 for specifics.
• Incident Command System:
− Use of ICS in spill response, operation of ICS, ICS process flow.
− Functions of the sections (five plus UC), duties of positions, Unit and
Section training.
− Common responsibilities (including ICS Forms 211 and 214,
communications), general instructions for incident assignments.
− Incident resource terminology (types, status, records); management
of resources.
− Incident facilities (ICP, FCP, Staging Areas, Camps, Helibases, etc.).
− Incident planning.
− Roles and relationships of primary staff (Command and General
Staff).
− Staffing; organizing for incident and events.
− Documentation practices and processes.

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 − Large-scale responses: planning, operational, logistical and fiscal
considerations on large and complex incident management; Area
Command, Crisis Management Team, inter-organizational
coordination (Regional Stakeholder Committees).
• Marine/Boating Safety and Handling: Knowledge of boat handling
and safety considerations while on the water.
− Safety equipment.
− Small boat handling.
− Towing.
− Aids to navigation and rules of the road.
− Piloting and navigation.
− Line handling and knot tying.
− Man overboard procedures.
− Basic first aid and emergency procedures.
• Mechanical Oil Spill Response Operations: Knowledge of the various
oil spill response techniques involving mechanical capabilities. These
techniques pertain to containment, recovery, and storage considerations
for land and/or water spills. Advantages, disadvantages, limitations, and
capabilities of the different types of equipment and techniques.
− Boom construction, types, and limitations.
− Skimmer types, capabilities, and limitations.
− Storage considerations.
− Containment tactics.
− Recovery tactics.
− Arctic response considerations and techniques (if applicable).
• Non-Mechanical Oil Spill Response Operations: Knowledge of non-
mechanical oil spill mitigating technologies such as in-situ burning,
dispersants, and bioremediation. It includes their advantages,
limitations, and restrictions.
− In-situ burning (on water, on land, and in ice – if applicable).
− Dispersant use.
− Bioremediation.
− Other non-mechanical countermeasures included in the applicable
C-Plan.
• Media Training: Knowledge of (and practice with) contingency/
government plans (and organization) procedures for:
− Conducting media briefings, interviews, and conferences.
− Use of an Information Officer to manage media and public interest.
− Roles and functions of a Joint Information Center (including
establishing a UC website for information dissemination).
• Parent Organization-Specific Policies/Procedures: Knowledge of the
parent organization’s proper procedures utilized in support of an oil spill

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C-8
 response. Includes all necessary paperwork, approvals, documentation
and reports required for:
− ICS documentation.
− Purchasing.*
− Materials management.
− Contracting.*
− Accounting.*
− Time accounting.*
− Claims.*
− Personnel.
− Safety (to include safety procedures at facility).
− Safety/hazardous materials (beyond preceding includes site entry, air
monitoring for hazardous chemicals, safety concerns/techniques for
hazardous chemicals).
− Security (to include contacts with local/State/federal law
enforcement).
− Public affairs.
− Government and community affairs (to include contacts with and
knowledge of the local area and government).
− Legal affairs (Natural Resource Damage Assessment, investigations,
liability).
* Also could include a basic knowledge of the Oil Spill Liability Trust
Fund and/or the State Oil and Hazardous Substance Release
Prevention and Response Fund (470 Fund), access to these funds,
and required documentation when utilizing these funds.
NOTE: This list is for illustration and not definitive.
• Permitting (for responders): Knowledge of information on permits
which may be required during an oil spill response. At the Awareness
level the information regarding submitting applications for permits is
basic and general, only covering when permits may be required and
who approves the permits. At the Intermediate level, it may cover
details necessary to process a specific (or several) permit(s).
• Shoreline Cleanup Assessment Team (SCAT) Training: This course
should provide instruction for personnel who will be involved in shoreline
assessment and SCAT recommendations of cleanup techniques.
Overview of shoreline geo-morphology, the behavior and effects of oil
on different types of shoreline, and types of cleanup methods to be
considered.
− Shoreline types, coastal processes.
− Assessment methods, terminology, and documentation.
− Behavior, effects, and cleanup of oil on different types of shoreline.
− Response management/technical: area sensitivities, response
priorities, Net Environmental Benefit (NEB) analysis.
− Field photography guidelines.

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C-9
• Shoreline (and Land Spill) Cleanup Techniques: Knowledge of the
different techniques utilized to protect shorelines and cleanup oiled
shorelines. Knowledge of the various oil spill response techniques for
land/riverine/lucastrine/arctic areas, if applicable. These techniques
pertain to containment, recovery, and storage considerations.
Advantages, disadvantages, limitations, and capabilities of the different
types of equipment and techniques.
− Skimmer types, capabilities, and limitations.
− Storage considerations.
− Shoreline protection techniques.
− Containment techniques/marine (booming: entrapment, in ice, etc.).
− Land spill containment (dirt/snow berms, culverts, dams, trenches,
etc., if applicable).
• Recovery Techniques:
− Natural recovery.
− Flooding and flushing.
− Manual removal.
− Mechanical removal.
− Reworking and surf washing.
− Bioremediation (if applicable).
− Land spill recovery (suction, mechanical, manual, weirs, decanting,
etc., if applicable).
• Safety Plans: Knowledge of applicable OSHA and parent organization
policies and procedures for creating and updating Site-Specific Safety
Plans and other safety documents.
• Staging Area Management: Knowledge of the primary functions and
layout of a Staging Area and the procedures and personnel needed for
safe, effective Staging Area operations.
− Staging Area purpose and functions (may be covered in ICS training).
− Staging Area layout and resource requirements (may be covered in
contingency plan training).
− Roles and responsibilities of Staging Area Management personnel
(sometimes covered in contingency plan training).
− Procedures for safe, effective Staging Area operations and required
documentation (may be covered in company’s materials
management practices).
− Familiarity with logistical issues relating to their specific geographic
area of operation.
• Technical Support: Knowledge of technical / management issues in
spill response, which can be divided into:
− Oil fate and behavior (physical, biological; oil types and
characteristics; fate processes -- spreading/thickness, trajectories,
stranding, biodegradation, etc.).

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C-10
 − Volume estimation and spill statistics.
− Sensitive areas and protection priorities (data and processes specific
to contingency plans and Subarea Contingency Plans).
− Response strategies (options, performance factors -- advantages/
disadvantages, decision-making process).
• Waste Management: Knowledge of waste generated during a typical
oil spill response, and handling considerations.
− Type of waste generated (liquids, sorbents, oily waste, etc.).
− Temporary storage and capacity considerations.
− Transportation of recovered materials.
− Waste disposal methods.
• Wildlife Capture and Recovery: This is a course which provides
certification for personnel to conduct wildlife capture and recovery
activities. It is conducted by resource agency-approved instructors and
course materials.
• Wildlife Hazards and Concerns: Knowledge about wildlife issues that
may be encountered during oil spill response operations and personnel
safety concerns. Also, basic information of wildlife hazing techniques
and wildlife capture & recovery techniques (but not certification).
• Wildlife Hazing: This is a course which provides certification for
personnel to conduct wildlife hazing activities. It is conducted by
resource agency-approved instructors and course materials.
• Other Technical Knowledge: Specific to selected positions, for
example GIS/computer mapping, NRDA (sampling and data needs),
Wildlife Rehabilitation, dispersant fluorometry.

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C-11
C.6 ICS POSITION KNOWLEDGE SHEETS (BY SECTION)

A sample illustration for a generic IMT member is presented immediately

below.

SAMPLE POSITION: Member of Unit or Staff in IMT

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
None
Incident Command System:
AWA INT Incident Command System
Response Operations:
X Response Operations (any), per assigned
duties
Technical:
X Technical Support, per assigned duties
Parent Organization-Specific
Policies/Procedures for assigned duties

The ICS Position Knowledge Sheets presented below are broken down into
the following Sections:

• Command (and Command Staff).

• Operations Section.
• Planning Section.
• Logistics Section.
• Finance/Administration Section.

KEY TO POSITION KNOWLEDGE SHEETS ABBREVIATIONS:

Recommendation levels:

• Required directly by regulation. (REQ)

• Additional suggestions include:
− Minimum suggested: suggested knowledge area generally used in a
job. Without this knowledge, the incumbent could be impeded in
performance (MIN).

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C-12
 − Useful: knowledge that could enhance performance. For example,
cross-training (USE).
− Elective: knowledge not specifically needed for the job (ELE).

Knowledge levels:

• Awareness: Knows the principles of that topic. Training courses

generally range from 15 minutes to several hours (AWA).
• Intermediate: Knows enough details in that topic to accomplish non-
management level tasks. Training courses generally range from several
hours to days (INT).
• Advanced: Knows enough to be a manager in that area. Beyond the
intermediate level, generally takes several drills/incidents (or other work
experience) to achieve (ADV).

NOTE: The accompanying position knowledge sheets depict an IMT

organization for a very large, complex response. An incident-specific
organization may meet their response needs by combining many of these
positions and not filling others. The specific IMT organization is determined
by the needs of the response as implemented by the RP and F/SOSCs,
and consistent with the IMT organization in their contingency plans.

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 [intentionally blank]

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C-14
 COMMAND AND COMMAND STAFF

COMMAND AND COMMAND STAFF SUGGESTED

KNOWLEDGE AREAS

POSITION: Incident Commander

POSITION: Deputy Incident Commander

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
(X) (X) Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
X INT ADV Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
AWA INT Staging Area Management
AWA Wildlife Hazards and Concerns
AWA INT Waste Management
AWA INT Permitting (for responders)
(X) AWA INT Decontamination
AWA Communications, per contingency plan
duties
X ADV Facility/Vessel and Government Contingency
Plans
Technical:
INT ADV Technical Support
INT Parent Organization Policies on Financial
and Materials Management, Public Affairs,
Government and Community Affairs, Legal
Affairs (for response)
INT Media Training
X INT Parent Organization Safety Policies

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C-15
 COMMAND AND COMMAND STAFF

POSITION: Safety Officer

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
(X) (X) Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
INT ADV Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
(X) ADV Decontamination
AWA Waste Management
AWA Permitting (for responders)
AWA Staging Area Management
AWA Wildlife Hazards and Concerns
AWA Communications
(X) INT Facility/Vessel and Government
Contingency Plans
Technical:
(X) ADV Safety Plan
ADV Parent Organization Safety Policies

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 COMMAND AND COMMAND STAFF

POSITION: Information Officer

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT ADV Incident Command System
AWA INT ADV ICS: JIC and PIO
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
AWA Wildlife Hazards and Concerns
AWA INT Facility/Vessel and Government
Contingency Plans
Technical:
ADV Parent Organization Public Affairs Policies
ADV Media Training
AWA Technical Support

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 COMMAND AND COMMAND STAFF

POSITION: Liaison Officer

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT ADV Incident Command System
AWA INT RSC (Regional Stakeholder Committee)
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
AWA Wildlife Hazards and Concerns
AWA INT Facility/Vessel and Government
Contingency Plans
Technical:
ADV Parent Organization’s Community Affairs
Policies and Programs

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 COMMAND AND COMMAND STAFF

POSITION: Legal Officer

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT ADV Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
AWA Wildlife Hazards and Concerns
INT Facility/Vessel and Government
Contingency Plans
Technical:
INT ADV Parent Organization’s Legal Affairs
Procedures and Policies (NRDA,
Investigations, Liability, etc.)
AWA Technical Support

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 OPERATIONS SECTION

OPERATIONS SECTION SUGGESTED KNOWLEDGE AREAS

POSITION: Operations Section Chief

POSITION: Deputy Operations Section Chief

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
(X) X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
INT ADV Incident Command System
Response Operations:
ADV Mechanical Oil Spill Response Operations
(ADV) Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
ADV Shoreline Cleanup Techniques
AWA INT Staging Area Management
AWA Wildlife Hazards and Concerns
AWA INT Waste Management
AWA Permitting (for responders)
INT ADV Decontamination
INT Communications
ADV Facility/Vessel and Government
Contingency Plans
Technical:
INT ADV Technical Support
INT Parent Organization Safety Policies

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 OPERATIONS SECTION

FUNCTION: Field Command

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
INT Incident Command System
Response Operations:
ADV Mechanical Oil Spill Response Operations
(ADV) Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
ADV Shoreline Cleanup Techniques
AWA INT Staging Area Management
AWA Wildlife Hazards and Concerns
AWA INT Waste Management
AWA Permitting (for responders)
X INT ADV Decontamination
INT Communications
ADV Facility/Vessel and Government
Contingency Plans
Technical:
INT ADV Technical Support
ADV Parent Organization Safety Policies

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 OPERATIONS SECTION

POSITION: Site Safety Officer (if used by Contingency Plan)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
INT ADV Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
X ADV Decontamination
AWA Waste Management
AWA Permitting (for responders)
AWA Staging Area Management
AWA Wildlife Hazards and Concerns
AWA Communications
(X) INT Facility/Vessel and Government
Contingency Plans (LEPC Plan)
Technical:
X ADV Safety Plan
ADV Parent Organization Safety Policies

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 OPERATIONS SECTION

FUNCTION: Mechanical On-Water Recovery Activities (if managed at

the Branch Director, Division/Group Supervisor level) (see note on
page C-13)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
INT Incident Command System
Response Operations:
ADV Mechanical Oil Spill Response Operations
AWA INT ADV Non-Mechanical Oil Spill Response
Operations
AWA INT Waste Management
AWA Permitting (for responders)
INT ADV Decontamination
INT Communications
AWA INT Marine/Boating Safety and Handling
INT Facility/Vessel and Government
Contingency Plans
Technical:
AWA INT Technical Support
ADV Parent Organization Safety Policies

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 OPERATIONS SECTION

FUNCTION: Non-Mechanical On-Water Recovery Activities (if

managed at the Branch Director, Division/Group Supervisor level)
(see note on page C-13)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
INT Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
ADV Non-Mechanical Oil Spill Response
Operations
AWA Permitting (for responders)
AWA INT Communications
AWA INT Facility/Vessel and Government
Contingency Plans
Technical:
AWA INT Technical Support
ADV Parent Organization Safety Policies

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 OPERATIONS SECTION

FUNCTION: On-Shore Cleanup Activities (if managed at the Branch

Director, Division/Group Supervisor level) (see note on page C-13)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
INT Incident Command System
Response Operations:
ADV Shoreline Cleanup Techniques
AWA INT Staging Area Management
AWA Wildlife Hazards and Concerns
INT Waste Management
AWA Permitting (for responders)
INT Decontamination
AWA INT Communications
AWA INT Facility/Vessel and Government
Contingency Plans
Technical:
AWA INT Technical Support
X Shoreline Cleanup Assessment Team
Training
ADV Parent Organization Safety Policies

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 OPERATIONS SECTION

FUNCTION: Wildlife Response Activities (if managed at the Branch

Director, Division/Group Supervisor level) (see note on page C-13)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
X X Wildlife Hazing, per assigned duties
X X Wildlife Capture and Recovery, per assigned
duties
Incident Command System:
INT Incident Command System
Response Operations:
INT Permitting (for responders)
INT Decontamination
AWA INT Communications
AWA INT Facility/Vessel and Government
Contingency Plans
Technical:
(ADV) Other Wildlife training, per assigned duties
INT Parent Organization Safety Policies

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 OPERATIONS SECTION

FUNCTION: Air Operations Activities (if managed at the Branch

Director, Division/Group Supervisor level) (see note on page C-13)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA Incident Command System
Response Operations:
AWA Mechanical Oil Spill Response Operations
AWA Non-Mechanical Oil Spill Response
Operations
AWA Shoreline Cleanup Techniques
INT Communications
AWA Decontamination
AWA Facility/Vessel and Government
Contingency Plans
Technical:
ADV Aircraft Capabilities
AWA ADV Aircraft Logistic Requirements, per assigned
duties
INT Parent Organization Safety Policies

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 OPERATIONS SECTION

FUNCTION: Staging Area Activities (if managed at the Branch

Director, Division/Group Supervisor level) (see note on page C-13)
(Staging Area Branch Director may supervise several Staging Area
Managers)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
INT Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
ADV Staging Area Management
INT Waste Management
AWA Permitting (for responders)
AWA INT ADV Decontamination, per assigned duties
INT Communications
AWA Facility/Vessel and Government
Contingency Plans
Technical:
INT Parent Organization Safety Policies

AIMS Guide – November 2002

C-28
 OPERATIONS SECTION

FUNCTION: Decontamination Activities (if managed at the Branch

Director, Division/Group Supervisor level) (see note on page C-13)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
(X) X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
INT Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Staging Area Management
INT Waste Management
AWA Permitting (for responders)
(X) ADV Decontamination, per assigned duties
INT Communications
AWA Facility/Vessel and Government
Contingency Plans
Technical:
INT Parent Organization Safety Policies

AIMS Guide – November 2002

C-29
 OPERATIONS SECTION

FUNCTION: Source Control Activities (if managed at the Branch

Director, Division/Group Supervisor level) (see note on page C-13)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA INT Incident Command System
Response Operations:
AWA Communications
AWA Facility/Vessel and Government
Contingency Plans, per assigned duties
Technical:
ADV Knowledge of facility piping, valves,
operations, etc.
ADV Parent Organization Safety Policies

AIMS Guide – November 2002

C-30
 OPERATIONS SECTION

FUNCTION: Vessel Stabilization Activities (if managed at the Branch

Director, Division/Group Supervisor level) (see note on page C-13)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA INT Incident Command System
Response Operations:
AWA Communications
AWA Facility/Vessel and Government
Contingency Plans
Technical:
ADV Knowledge of vessel stability, lightering
plans, etc. Capable of contacts with
company representatives for vessel
stability assistance (USCG Marine Safety
Center, U.S. Navy Supervisor of Salvage,
etc.).
INT Parent Organization Safety Policies

AIMS Guide – November 2002

C-31
 OPERATIONS SECTION

FUNCTION: Waste Management and Disposal Activities (if managed

at the Branch Director, Division/Group Supervisor level) (see note on
page C-13)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
(X) (X) Hazardous Waste Transportation, per
assigned duties
Incident Command System:
INT Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations
ADV Waste Management
AWA INT Permitting (for responders)
ADV Decontamination, per assigned duties
AWA INT Communications
INT Facility/Vessel and Government
Contingency Plans
Technical:
ADV Parent Organization Safety Policies

AIMS Guide – November 2002

C-32
 OPERATIONS SECTION

FUNCTION: Emergency Services Activities (if managed at the Branch

Director, Division/Group Supervisor level) (see note on page C-13)
(can include Search and Rescue, Fire Suppression, Law Enforcement)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
(X) (X) Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA INT Incident Command System
Response Operations:
AWA INT Decontamination
INT Communications
AWA Facility/Vessel and Government
Contingency Plans
Technical:
ADV Search and Rescue Techniques, as
appropriate
(X) ADV Marine/Facility Firefighting, as appropriate
(X) ADV Safety Plans, as appropriate
ADV Federal/State Regulations, as appropriate
ADV Parent Organization Safety Policies

AIMS Guide – November 2002

C-33
 OPERATIONS SECTION

POSITION: Mechanical On-Water Response Activities: Task

Force/Strike Team (TF/ST) Leaders

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA INT Incident Command System
Response Operations:
ADV Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations
INT Decontamination
INT Communications
INT ADV Marine/Boating Safety and Handling
Technical:
AWA Parent Organization Safety Policies
AWA Technical Support

AIMS Guide – November 2002

C-34
 OPERATIONS SECTION

POSITION: Non-Mechanical On-Water Response Activities: TF/ST

Leaders

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA INT Incident Command System
Response Operations:
INT Mechanical Oil Spill Response Operations
ADV Non-Mechanical Oil Spill Response
Operations
INT Communications
AWA INT Marine/Boating Safety and Handling
Technical:
AWA Parent Organization Safety Policies
AWA Technical Support

AIMS Guide – November 2002

C-35
 OPERATIONS SECTION

POSITION: On-Shore Cleanup TF/ST Leaders

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA INT Incident Command System
Response Operations:
ADV Shoreline Cleanup Techniques
INT Wildlife Hazards and Concerns
AWA INT Waste Management, per assigned duties
INT ADV Decontamination
INT Communications
Technical:
X Shoreline Cleanup Assessment Team
Training
AWA Parent Organization Safety Policies
AWA Technical Support

AIMS Guide – November 2002

C-36
 OPERATIONS SECTION

POSITION: Wildlife Response TF/ST Leader

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
X X Wildlife Hazing, per assigned duties
X X Wildlife Capture and Recovery, per assigned
duties
Incident Command System:
AWA Incident Command System
Response Operations:
AWA INT Decontamination
INT Communications
Technical:
AWA Parent Organization Safety Policies
X AWA INT ADV Other Wildlife Training, per assigned duties

AIMS Guide – November 2002

C-37
 OPERATIONS SECTION

POSITION: Staging Area Manager

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
ADV Staging Area Management
AWA INT Waste Management
AWA INT ADV Decontamination
INT Communications
Technical:
AWA Parent Organization Safety Policies

AIMS Guide – November 2002

C-38
 OPERATIONS SECTION

POSITION: Decontamination Area Manager

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT ADV Staging Area Management
AWA INT Waste Management
(x) ADV Decontamination, per assigned duties
INT Communications
Technical:
AWA Parent Organization Safety Policies

AIMS Guide – November 2002

C-39
 OPERATIONS SECTION

POSITION: Field Task Force/Strike Team Member

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA Incident Command System
Response Operations:
AWA Mechanical Oil Spill Response Operations,
per assigned duties
AWA Non-Mechanical Oil Spill Response
Operations, per assigned duties
AWA Shoreline Cleanup Techniques, per
assigned duties
AWA INT Decontamination
AWA Communications
AWA Wildlife Hazards and Concerns, as
appropriate
INT Marine/Boating Safety and Handling, as
appropriate
Technical:
AWA Parent Organization Safety Policies

AIMS Guide – November 2002

C-40
 OPERATIONS SECTION

POSITION: Field Safety Representative

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
Incident Command System:
AWA INT Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
X ADV Decontamination
AWA Waste Management
AWA Permitting (for responders)
AWA Wildlife Hazards and Concerns
INT Communications
(X) AWA INT Facility/Vessel and Government
Contingency Plans
Technical:
X INT ADV Safety Plan
INT ADV Parent Organization Safety Policies

AIMS Guide – November 2002

C-41
 OPERATIONS SECTION

POSITION: Federal/State Oversight Field Monitors (depicted for base

case; however, if responsible for monitoring an activity, training
should be at the level of those being monitored)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per assigned duties
Incident Command System:
INT Incident Command System
Response Operations:
INT ADV Mechanical Oil Spill Response Operations
INT ADV Non-Mechanical Oil Spill Response
Operations
AWA INT Waste Management
AWA INT Permitting (for responders)
AWA INT Decontamination
AWA INT Communications
AWA INT Marine/Boating Safety and Handling
INT ADV Facility/Vessel and Government
Contingency Plans
Technical:
ADV Federal/State Regulations as appropriate

AIMS Guide – November 2002

C-42
 PLANNING SECTION

PLANNING SECTION SUGGESTED KNOWLEDGE AREAS

POSITION: Planning Section Chief

POSITION: Deputy Planning Section Chief

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT ADV Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
AWA Wildlife Hazards and Concerns
INT ADV Permitting (for responders)
AWA Decontamination
AWA INT Facility/Vessel and Government
Contingency Plans
Technical:
INT ADV Technical Support
AWA NRDA
AWA INT Waste Management

AIMS Guide – November 2002

C-43
 PLANNING SECTION

POSITION: Situation Unit Leader

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
AWA INT Facility/Vessel and Government
Contingency Plans
Technical:
INT Technical Support
INT Geographic Information Systems/Computer
Mapping

AIMS Guide – November 2002

C-44
 PLANNING SECTION

POSITION: Resource Unit Leader

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
AWA INT Staging Area Management
AWA INT Facility/Vessel and Government
Contingency Plans
Technical:
INT Technical Support
AWA INT Geographic Information Systems/Computer
Mapping

AIMS Guide – November 2002

C-45
 PLANNING SECTION

POSITION: Documentation Unit Leader

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT ADV Incident Command System
Response Operations: None
Technical:
ADV Parent Organization Documentation
Policies/Procedures

POSITION: Environmental Unit Leader

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X Wildlife Hazing
X Wildlife Capture and Recovery
Incident Command System:
INT ADV Incident Command System
Response Operations:
INT Shoreline Cleanup Assessment Team
Training
AWA INT Shoreline Cleanup Techniques
ADV Waste Management
AWA Mechanical Oil Spill Response Operations
AWA Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
Technical:
INT ADV Technical Support
AWA INT NRDA
ADV Permitting (for responders)
X Wildlife Rehabilitation

AIMS Guide – November 2002

C-46
 PLANNING SECTION

POSITION: Demobilization Unit Leader

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
AWA Hazard Communications 29 CFR 1910.120,
depending on specialty
Incident Command System:
INT Incident Command System
Response Operations:
AWA Mechanical Oil Spill Response Operations
AWA Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Staging Area Management, per assigned
duties
AWA INT ADV Decontamination, per assigned duties
AWA INT Waste Management, per assigned duties
AWA INT Aircraft Capabilities, per assigned duties
AWA INT Aircraft Logistics Requirements, per
assigned duties
Technical: None

AIMS Guide – November 2002

C-47
 PLANNING SECTION

POSITION: Incident Action Plan/General Plan (IAP/GP) Unit Leader

(optional, see contingency plan)

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT Incident Command System
Response Operations:
AWA INT Mechanical Oil Spill Response Operations
AWA INT Non-Mechanical Oil Spill Response
Operations, per applicable contingency
plans
AWA INT Shoreline Cleanup Techniques
INT ADV Permitting (for responders)
AWA Decontamination
INT ADV Facility/Vessel and Government
Contingency Plans
Technical:
INT ADV Technical Support
AWA NRDA
AWA INT Waste Management

AIMS Guide – November 2002

C-48
 PLANNING SECTION

POSITION: Technical Specialists

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications:
X Hazardous Waste Operations and
Emergency Response in accordance with
29 CFR 1910.120, per contingency plan
duties
AWA Hazard Communications 29 CFR 1910.120,
depending on specialty
Incident Command System:
AWA INT Incident Command System, depending on
specialty
Response Operations:
INT Varies, depending on specialty
Technical:
ADV Varies, depending on specialty

AIMS Guide – November 2002

C-49
 LOGISTICS SECTION

LOGISTICS SECTION SUGGESTED KNOWLEDGE AREAS

POSITION: Logistics Section Chief

POSITION: Deputy Logistics Section Chief

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT ADV Incident Command System
Response Operations:
AWA Mechanical Oil Spill Response Operations
AWA Non-Mechanical Oil Spill Response
Operations
AWA Shoreline Cleanup Techniques
AWA INT Staging Area Management
INT Waste Management
AWA Permitting (for responders)
AWA Decontamination
(AWA) Communications, per assigned duties
INT Facility/Vessel and Government
Contingency Plans
Technical:
ADV Parent Organization Purchasing, Materials
Management (and Contracting, as
appropriate) Policies

AIMS Guide – November 2002

C-50
 LOGISTICS SECTION

POSITION: Service Branch Director

POSITION: Support Branch Director

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT Incident Command System
Response Operations:
AWA Waste Management
AWA Permitting (for responders)
AWA Staging Area Management
AWA Decontamination
AWA Communications
INT Facility/Vessel and Government
Contingency Plans
Technical:
ADV Parent Organization Purchasing, Materials
Management (and Contracting, as
appropriate) Policies

AIMS Guide – November 2002

C-51
 LOGISTICS SECTION

POSITION: Transportation Unit Leader (1)

POSITION: Supply Unit Leader (2)
POSITION: Facilities Unit Leader (3)

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications:
(X) (X) (2) Hazard Communications in accordance
with 29 CFR 1910.120 per assigned duties
Incident Command System:
AWA INT Incident Command System
Response Operations:
AWA (3) Decontamination
AWA (1, 2) Staging Area Management
AWA INT Facility/Vessel and Government
Contingency Plans
Technical:
AWA (1) Hazardous Material Transportation, per
assigned duties
INT Parent Organization Purchasing, Materials
Management (and Contracting, as
appropriate) Policies, per assigned duties

POSITION: Communications Unit Leader

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
AWA Incident Command System
Response Operations:
ADV Communications
AWA Facility/Vessel and Government
Contingency Plans
Technical:
INT Parent Organization Purchasing, Materials
Management (and Contracting, as
appropriate) Policies

AIMS Guide – November 2002

C-52
 LOGISTICS SECTION

POSITION: Information Technology Unit Leader

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
AWA Incident Command System
Response Operations:
INT ADV Communications
AWA Facility/Vessel and Government
Contingency Plans
Technical:
INT Parent Organization Purchasing, Materials
Management (and Contracting, as
appropriate) Policies
ADV Computer Technology

POSITION: Medical Unit Leader

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
AWA Incident Command System
Response Operations:
AWA Communications
AWA Decontamination
AWA Facility/Vessel and Government
Contingency Plans
Technical:
ADV Emergency Medical Technician, Emergency
Trauma Technician, or equivalent training
ADV Knowledge of area medical facilities and
capabilities

AIMS Guide – November 2002

C-53
 LOGISTICS SECTION

POSITION: Security Unit Leader/Security Officer

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
AWA INT ADV Incident Command System, per contingency
plan duties
Response Operations:
AWA Wildlife Hazards and Concerns
AWA Staging Area Management
AWA Communications
AWA Facility/Vessel and Government
Contingency Plans
Technical:
INT Parent Organization Security Procedures
and Policies (site control, investigations,
etc.)

POSITION: Food Unit Leader

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
AWA Incident Command System
Response Operations:
AWA Communications
AWA Decontamination
AWA Facility/Vessel and Government
Contingency Plans
Technical:
INT Parent Organization Purchasing, Materials
Management (and Contracting, as
appropriate) Policies
AWA ADV Knowledge of food service sanitation
requirements, per assigned duties

AIMS Guide – November 2002

C-54
 FINANCE/ADMINISTRATION SECTION

FINANCE/ADMINISTRATION SECTION SUGGESTED

KNOWLEDGE AREAS

POSITION: Finance/Administration Section Chief

POSITION: Deputy Finance/Administration Section Chief

SUGGESTED
REQ SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT ADV Incident Command System
Response Operations: None
Technical:
INT ADV Parent Organization Accounting
Policies/Procedures
INT ADV Parent Organization Time Accounting
Policies/Procedures
INT ADV Parent Organization Contract
Policies/Procedures
AWA INT Parent Organization Claims
Policies/Procedures, per contingency plan
duties
INT Parent Organization Personnel
Policies/Procedures, per contingency plan
duties

AIMS Guide – November 2002

C-55
 FINANCE/ADMINISTRATION SECTION

POSITION: Cost Unit Leader

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
AWA INT Incident Command System
Response Operations: None
Technical:
ADV Parent Organization Accounting
Policies/Procedures

POSITION: Time Unit Leader

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
AWA INT Incident Command System
Response Operations: None
Technical:
ADV Parent Organization Time Accounting
Policies/Procedures

AIMS Guide – November 2002

C-56
 FINANCE/ADMINISTRATION SECTION

POSITION: Contracts Unit Leader

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
INT Incident Command System
Response Operations: None
Technical:
ADV Parent Organization Contract
Policies/Procedures

POSITION: Claims Unit Leader

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
AWA INT Incident Command System
Response Operations: None
Technical:
ADV Parent Organization Claims
Policies/Procedures

AIMS Guide – November 2002

C-57
 FINANCE/ADMINISTRATION SECTION

POSITION: Human Resources Unit Leader

REQ SUGGESTED
SUBJECT AREA
MIN USE ELE
Regulatory Implications: None
Incident Command System:
AWA INT Incident Command System
Response Operations: None
Technical:
ADV Parent Organization Personnel
Policies/Procedures

End of Appendix C

AIMS Guide – November 2002

C-58
 APPENDIX D:
IMT MEETING GUIDELINES

TABLE OF CONTENTS
Initial Incident Briefing Meeting ................................................................ D-3

Unified Command Objectives Meeting .................................................... D-5

Tactical Operations Meeting ................................................................... D-7

Planning Meeting .................................................................................... D-9

Shift Briefing Meeting ............................................................................ D-11

Assessment Meeting (Optional) ............................................................. D-13

FIGURES
D-1 Alaska Incident Management System (AIMS)
Schedule of Events......................................................................... D-2

AIMS Guide – November 2002

D-1
Evaluate Ability to
*Planning Assemble IAP
Support Field
Meeting (acquire UC
Assignments
Approval)

*Tactical
Operations *Shift Briefing
Meeting Meeting

Prepare Field
Assignments

Execute Plan,
*Unified Assess
Command Develop and
Progress, Review General Plan
Objectives & Start
Meeting Process Over

Initial Incident
Briefing

IMT Activation FIGURE D-1

Initial Response

Tactical Response &

ALASKA INCIDENT
Assessment (FRT) MANAGEMENT SYSTEM

SCHEDULE OF EVENTS
Notifications

*Can be combined with Assessment

Incident Occurs Meeting

AIMS Guide – November 2002

D-2
 INITIAL INCIDENT BRIEFING MEETING

MEETING OBJECTIVES:

• Report incident situation and resource information to the incoming IMT

in a complete and concise manner. The IMT should be briefed on:
− Incident specifics.
− Nature and status of response operations.
− Strategic objectives and response priorities.
− Recommended initial actions to be taken by the incoming IMT.
• Establish a permanent record of the initial response to an incident.

MEETING TOPICS/ AGENDA:

• Status of people.
• Current organization.
• Nature and status of source.
• Type, location, and status of discharged material.
• Safety considerations.
• Nature and status of field response operations/ tactics employed.
• Incident potential.
• Requests for assistance from field responders.
• Resource status (resource assignments, enroute/ order status).
• Facilities established (Field Command Post, Staging Areas).
• Strategic objectives.
• Response priorities.

MEETING PROTOCOLS:
When: New IC/UC; staff briefing as required.
Facilitator: Current IC/UC or deputy; Planning Section Chief.
Attendees: Prospective IC/UC; Field Command Representative;
Command and General Staff, as required.
Frequency: Initial incident briefing only.
Duration: Not applicable.

OUTPUTS OF MEETING: Completed ICS 201 Initial Incident Briefing

Document.
Completed Objectives Form (ICS 202)

AIMS Guide – November 2002

D-3
 General Tasks Evaluate
*Planning
Ability to Assemble IAP
Support Field Meeting (acquire UC
Incident Commander (IC) Assignments Approval)
Obtain incident brief using ICS
201.
Assess operational *Tactical Operations Shift Briefing
Meeting Meeting
requirements.
Determine Organizational and Prepare Field
response requirements & Assignments
Execute Plan,
objectives. Assess
*Unified Progress, Develop and
Command & Start Review General
Operations (Ops) Objectives Process Over Plan
Obtain briefing from IC. Meeting

Consider available Initial Incident

Contingency Plan. Briefing
Develop strategies and tactics.
IMT Activation
INITIAL RESPONSE
Assemble resources. AIMS
Conduct response using ICS Tactical Response & SCHEDULE OF EVENTS
Assessment (FRT)
201.
Notifications * can be combined with
Planning Assessment Meeting
if/when activated, orders staff. Incident Occurs

Logistics
If/when activated, orders staff.

Finance/Administration
If/when activated, orders staff.

AIMS Guide – November 2002

D-4
 UNIFIED COMMAND OBJECTIVES MEETING

NOTE: Optional Assessment Meetings are held to assess the status of

field and IMT response operations during the Current Operational Period.
It is recommended that these meetings be held every two to four hours. To
reduce the total number of meetings held by the IMT, it is recommended
that an Assessment Meeting be held in concert with the meeting
enumerated below. When this is done, the meeting would begin with the
Assessment Meeting Topics presented on page D-13 of this Appendix,
followed by the topics listed below.

MEETING OBJECTIVES:

Set, reaffirm, and obtain (Unified) Command approval of objectives for the
next operational period.

MEETING TOPICS/ AGENDA:

• Duration of next operational period.

• Projection analysis for next operational period.
• Objectives for next operational period.
• Approval of objectives for the next operational period.
• Review any action items from initial/previous meetings.

MEETING PROTOCOLS:
When: Prior to Tactics Meeting.
Facilitator: Deputy IC, Planning Section Chief, or other IC/UC
designee.
Attendees: UC members; Command and General Staff, as
appropriate.
Frequency: One per operational period.
Duration: 30 minutes or less.

OUTPUTS OF MEETING: Completed ICS 202 Objectives Form

AIMS Guide – November 2002

D-5
 Evaluate
Ability to *Planning Assemble IAP
General Tasks Support Field Meeting (acquire UC
Assignments Approval)
Unified Command (UC)
Develop incident objectives.
Delegate and provide guidance *Tactical Operations Shift Briefing
Meeting Meeting
to Command and General Staff.
Prepare Field
Operations (Ops) Assignments
Execute Plan,
May be present if invited. Assess
*Unified Progress, Develop and
Command & Start Review General
Planning Objectives Process Over Plan
May be present if invited. Meeting

Propose generic objectives to Initial Incident

UC. Briefing

IMT Activation
INITIAL RESPONSE

Logistics AIMS
May be present if invited. Tactical Response & SCHEDULE OF EVENTS
Assessment (FRT)

Finance/Administration Notifications * can be combined with

May be present if invited. Assessment Meeting
Incident Occurs

AIMS Guide – November 2002

D-6
 TACTICAL OPERATIONS MEETING

NOTE: Optional Assessment Meetings are held to assess the status of

field and IMT response operations during the Current Operational Period.
It is recommended that these meetings be held every two to four hours. To
reduce the total number of meetings held by the IMT, it is recommended
that an Assessment Meeting be held in concert with the meeting
enumerated below. When this is done, the meeting would begin with the
Assessment Meeting Topics presented on page D-13 of this Appendix,
followed by the topics listed below.

MEETING OBJECTIVES:

Obtain (Unified) Command approval of field assignments for the next

operational period.

MEETING TOPICS/ AGENDA:

• Review objectives for the next operational period.

• Review of field assignments for the next operational period.
• Ensure Logistics Section is aware and can support the response needs.

MEETING PROTOCOLS:
When: Prior to Planning Meeting.
Facilitator: Planning Section Chief.
Attendees: Planning Section Chief, Operations Section Chief,
Logistics Section Chief, and Resource Unit Leader.
Frequency: One per operational period.
Duration: 30 minutes or less.

OUTPUTS OF MEETING: Draft ICS 204 Field Assignment or ICS 204C

Field Assignment Change forms for next
operational period

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D-7
 General Tasks
Evaluate
Ability to *Planning Assemble IAP
Meeting
Unified Command (UC) Support Field (acquire UC
Assignments Approval)
Provide guidance/clarification.

Operations (Ops)
*Tactical Operations Shift Briefing
Be prepared to discuss tactics. Meeting Meeting
Brief current operations.
Develop strategies, tactics, Prepare Field
Assignments
and resource needs using ICS Execute Plan,
215. *Unified
Assess
Develop and
Progress,
Command & Start Review General
Objectives Plan
Planning Meeting
Process Over
Facilitate meeting.
Determine support Initial Incident
Briefing
requirements for ICS 215.
Consider alternative IMT Activation
INITIAL RESPONSE
AIMS
strategies. SCHEDULE OF EVENTS
Tactical Response &
Assessment (FRT)
Logistics
Participate/contribute logistics Notifications * can be combined with
Assessment Meeting
information as necessary.
Incident Occurs
Verify support requirements.

Finance/Administration
Not normally present.

AIMS Guide – November 2002

D-8
 PLANNING MEETING

NOTE: Optional Assessment Meetings are held to assess the status of

field and IMT response operations during the Current Operational Period.
It is recommended that these meetings be held every two to four hours. To
reduce the total number of meetings held by the IMT, it is recommended
that an Assessment Meeting be held in concert with the meeting
enumerated below. When this is done, the meeting would begin with the
Assessment Meeting Topics presented on page D-13 of this Appendix,
followed by the topics listed below.

MEETING OBJECTIVES:

Communicate all information pertinent to the incident response. Identify

and solve problems and finalize course of action for field operations for the
next operational period.

MEETING TOPICS/ AGENDA:

• Status of current response activities.

• Review incident objectives/ policy issues for the next operational period.
• Review primary and alternate strategies to meet objectives.
• Specify tactics for each Division, note limitations.
• Identify Branch, Division, and Group boundaries and functions as
appropriate using maps.
• Specify resources needed by Divisions/Groups.
• Specify incident facilities (operations facilities, FCP, staging areas) and
locate on map.
• Weather and sea/river conditions forecast (and other situation status
updates.) (Situation Unit Leader)
• Feedback on Logistics ability to support field assignments (e.g.,
communications, transportation, medical, etc). (Logistics Section Chief)
• Safety analysis of field assignments. (Safety Officer)
• Modifications of field assignments if necessary.
• Report on expenditures and claims (Finance Section Chief).

AIMS Guide – November 2002

D-9
 MEETING PROTOCOLS:
When: After the Tactics Meeting.
Facilitator: Deputy IC or Planning Section Chief.
Attendees: Determined by IC/UC. Generally IC/UC, Command Staff,
General Staff, Safety Officer, Environmental Unit Leader,
and others as required.
Frequency: One per operational period.
Duration: 45 minutes or less.

OUTPUTS OF MEETING: Completed ICS 204 Field Assignment Forms

Evaluate
Ability to *Planning Assemble IAP
General Tasks Support Field Meeting (acquire UC
Assignments Approval)
Unified Command (UC)
Provide appropriate leadership.
Brief incident objectives. *Tactical Operations Shift Briefing
Meeting Meeting

Operations (Ops) Prepare Field

Brief operational strategies and Assignments
tactics, using ICS 215, maps, Execute Plan,
Assess
charts, etc. *Unified Progress, Develop and
Command Review General
Brief Branch/Division/Group Objectives
& Start
Plan
Process Over
functions and boundaries. Meeting

Initial Incident
Planning Briefing
Facilitate meeting.
Brief present situation. IMT Activation
INITIAL RESPONSE

AIMS
Address/resolve response Tactical Response & SCHEDULE OF EVENTS
coordination issues as needed, Assessment (FRT)

gain consensus.
Notifications * can be combined with
Assessment Meeting
Logistics Incident Occurs
Brief logistical support and
resource ordering status.

Finance/Administration
Brief administrative and financial
status/projections, etc.

AIMS Guide – November 2002

D-10
 SHIFT BRIEFING MEETING

NOTE: Optional Assessment Meetings are held to assess the status of

field and IMT response operations during the Current Operational Period.
It is recommended that these meetings be held every two to four hours. To
reduce the total number of meetings held by the IMT, it is recommended
that an Assessment Meeting be held in concert with the meeting
enumerated below. When this is done, the meeting would begin with the
Assessment Meeting Topics presented on page D-13 of this Appendix,
followed by the topics listed below.

MEETING OBJECTIVES:

Review current status of ongoing response activities and review the

Incident Action Plan for the next operational period.

MEETING TOPICS/ AGENDA:

• Current status of incident response activities, and last shift’s

accomplishments.
• Review UC/IC Objectives for the next operational period.
• Review changes to IAP.
• Weather, river/sea and trajectory forecasts for the next operational
period.
• Field assignments for the next operational period.
• Health, safety, and environmental considerations for the next
operational period and Safety Message.
• Updates from Logistics on Transportation, Communications, Facilities,
and Supply as needed.
• Reports from Finance, Information Officer, and Liaison Officer as
appropriate.

MEETING PROTOCOLS:
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

AIMS Guide – November 2002

D-11
 Leaders (if possible), Safety Officer, Unit Leaders, and
others as appropriate.
Frequency: One per operational period.
Duration: 30 minutes or less.

OUTPUTS OF MEETING: Completed Incident Action Plan

Clear understanding of field assignments for
next operational period

Evaluate
Ability to *Planning Assemble IAP General Tasks
Support Field Meeting (acquire UC
Assignments Approval)
Unified Command (UC)
Provide guidance/clarification.
*Tactical Operations Shift Briefing
Meeting Meeting Operations (Ops)
Provide Operations briefing for
Prepare Field next operational period.
Assignments
Execute Plan, Ensure ICS 204 tasking is clear.
Assess
*Unified Progress, Develop and
Command & Start Review General Planning
Objectives Plan
Meeting
Process Over Facilitate General Staff and
attendees briefing
Initial Incident responsibilities.
Briefing
Resolve questions.
IMT Activation
INITIAL RESPONSE

AIMS
SCHEDULE OF EVENTS Logistics
Tactical Response &
Assessment (FRT) Brief transportation,
communications, and supply
Notifications * can be combined with issues.
Assessment Meeting
Incident Occurs
Finance/Administration
Brief administrative issues and
provide financial report.

AIMS Guide – November 2002

D-12
 ASSESSMENT MEETING (OPTIONAL)

MEETING OBJECTIVES:

To facilitate the establishment and maintenance of command and control

over incident response operations.

MEETING TOPICS:

• Review action items.

• Review strategic objectives.
• Status of response operations.
• Safety update on operations.
• Operations Section status on Strategic Objectives; problems and issues.
• Planning Section status on Strategic Objectives; problems and issues.
• Environmental Unit status on Strategic Objectives; problems and issues.
• Logistics Section status on Strategic Objectives; problems and issues.
• Finance Section status on Strategic Objectives; problems and issues.
• Media status.
• (Unified) Command issues and concerns.
• Summary of priorities.

MEETING PROTOCOLS:
When: Can be combined with Unified Command Objectives
Meeting, Tactical Operations Meeting, and/or Planning
Meeting.
Facilitator: Deputy IC or Planning Section Chief.
Attendees: IC/UC, Command Staff and General Staff.
Frequency: No more than once every hour.
Duration: 15-30 minutes

OUTPUTS OF MEETING: Action Items for Section personnel

End of Appendix D

AIMS Guide – November 2002

D-13
 [intentionally blank]

AIMS Guide – November 2002

D-14
 APPENDIX E:
GENERAL PURPOSE AND DESCRIPTION
OF ICS FORMS

TABLE OF CONTENTS
Incident Action Plan – Contents ............................................................... E-3
Incident Action Plan (IAP) Cover – ICS Form 200 ................................... E-3
Incident Briefing – ICS Form 201 (A Multiple Page Form) ....................... E-4
Response Objectives – ICS Form 202..................................................... E-5
Organization Assignment List/Organization Chart
– ICS Forms 203/207 .............................................................................. E-5
Field Assignment – ICS Form 204 ........................................................... E-5
Incident Communications Plan – ICS Form 205 ...................................... E-5
Medical Plan – ICS Form 206 .................................................................. E-6
Incident Status Summary – ICS Form 209............................................... E-6
Check-In/Out List – ICS Form 211 ........................................................... E-7
General Message – ICS Form 213 .......................................................... E-7
Unit Log – ICS Form 214 ......................................................................... E-7
Operational Planning Worksheet – ICS Form 215 ................................... E-8
T-Cards (Colored Cards) – ICS Form 219S............................................. E-8
Air Operations Summary – ICS Form 220 ............................................... E-9
Resource/Materials Request/Order – ICS Form 222 ............................... E-9
Environmental Unit Summary – ICS Form 224 ...................................... E-10
General Plan – ICS Form 226................................................................ E-10
Shoreline Oil Evaluation – SCAT Form (A Multiple Page Form) ............ E-11
Example Tactical Command Worksheet ............................................... E-11

AIMS Guide – November 2002

E-1
 [intentionally blank]

AIMS Guide – November 2002

E-2
GENERAL

Over the years, the ICS forms standardized under the NIIMS ICS have
been modified by the oil industry, federal, and State spill responders to best
meet their needs. Accordingly, this appendix does not prescribe a
“standard” or “recommended” form for Statewide application. Instead, the
following information provides basic information on the purpose, and
preparation of ICS forms. The information was extracted from the National
Oceanographic and Atmospheric Administration (NOAA) spill response
web site, and subsequently edited for this document. For a complete list of
instructions on each of the following ICS forms (including procedures for
downloading the forms off of the Internet), please visit the NOAA website
at:
http://response.restoration.noaa.gov/oilaids/ICS/intro.html

NOTE: When particular NOAA ICS Form examples were not as detailed as
forms of other responders in the State of Alaska, some recommendations
on contents were included.

INCIDENT ACTION PLAN – CONTENTS

Incident Action Plan Cover Sheet (ICS Form 200)
Response Objectives (ICS Form 202)
Organization Assignment List (ICS Form 203)
Field Assignment List (ICS Form 204)
Incident Communications Plan (ICS Form 205)
Medical Plan (ICS Form 206)
Incident Map (present situation and future trajectories and plans)
Air Operations Summary (ICS Form 220)
Environmental Unit Summary (ICS Form 224)
Other forms/sheets/ as needed for field response.

INCIDENT ACTION PLAN (IAP) COVER - ICS FORM 200

Purpose: An Incident Action Plan documents the actions developed by the
(Unified) Command and Command and General Staffs during the planning
cycle. When all attachments are included, the plan specifies the control
objectives, tactics to meet the objectives, resources, organization,

AIMS Guide – November 2002

E-3
communications plan, medical plan, and other appropriate information for
use in field operations.

Preparation: An Incident Action Plan is completed following each formal

Planning Meeting conducted by the (Unified) Command and the Command
and General Staff. The plan must be approved by the (Unified) Command
prior to distribution.

INCIDENT BRIEFING - ICS FORM 201 (A MULTIPLE PAGE

FORM)
Purpose: The Incident Briefing form provides the (Unified) Command and
the Command and General Staffs assuming command of the incident with
basic information regarding the incident situation and the resources
allocated to the incident. It also serves as a permanent record of the initial
response to the incident.

Preparation: The briefing form is prepared by field command for

presentation to the IMT along with a more detailed oral briefing.

Note on Content: The NOAA ICS example of this form includes four
sheets – 201-1 through 201-4. Useful elements to include on the 201-2
are: a description of the incident (what happened, what spilled/emitted,
incident potential and impacts, safety considerations), initial control actions,
and initial incident objectives. Other pages of the form detail responding
team organization (201-3), and resources at the scene and ordered
(201-4).

Beyond the ICS 201 Form examples, additional information can include
initial Site Safety and Controls actions with: (1) Site Control: designating a
Site Safety Officer or Field Safety Representative, accounting for personnel
and injuries (and rescues if applicable), and establishing site access
(perimeters and control points); (2) Hazards: monitoring and
characterizations, evaluating the site for hazards (vapors, electrical, traffic,
other); and (3) Hazard mitigation: responder positioning and escape
routes, communicating control zones, PPE requirements (Levels A-D) and
other safety equipment, entry procedures, EMS stations, decon setups,
worker fatigue, etc.

AIMS Guide – November 2002

E-4
RESPONSE OBJECTIVES - ICS FORM 202

Purpose: The Response Objectives Form describes the basic incident

strategy and control objectives for use during each operational period.

Preparation: The Response Objectives Form is completed by the

Planning Section and approved by (Unified) Command in conjunction with
the Objectives Meeting.

ORGANIZATION ASSIGNMENT LIST/ORGANIZATION CHART

– ICS FORMS 203/207
Purpose: The Organization Assignment List / Organization Chart provides
information on the response organization and personnel staffing.

Preparation: The list is prepared and maintained by the Resource Unit

under the direction of the Planning Section Chief.

Note: An Organization Assignment List/Organization Chart may be

completed any time the number of personnel assigned to the incident
increases or decreases or a change in assignment occurs.

FIELD ASSIGNMENT - ICS FORM 204

Purpose: The Field Assignment form is used to inform Operations Section
personnel of incident assignments. Once the assignments are agreed to
by the (Unified) Command and Command and General Staff, the
assignment information is given or transmitted to field command and
appropriate members of the IMT.

Preparation: The Field Assignment form is normally prepared under

direction of the Planning Section Chief using guidance from the Response
Objectives (ICS Form 202), the Operational Planning Worksheet (ICS Form
215), and Operations Section Chief.

INCIDENT COMMUNICATIONS PLAN - ICS FORM 205

Purpose: The Incident Communications Plan provides, in one location,
information on the assignments for all communications equipment for each
operational period. The plan is a summary of information. Information

AIMS Guide – November 2002

E-5
from the Incident Communications Plan on frequency assignments can be
placed on the appropriate Field Assignment form (ICS Form 204).

Preparation: The Incident Communications Plan is prepared by the

Communications Unit Leader.

MEDICAL PLAN - ICS FORM 206

Purpose: The Medical Plan provides information on incident medical aid
stations, transportation services, hospitals, and medical emergency
procedures.

Preparation: The Medical Plan is prepared by the Medical Unit Leader

and reviewed by the Safety Officer.

Note on Content: The NOAA ICS Form example has the same four basic
sections as others used in Alaska but is designed for incidents occurring in
the lower 48 states. Several items could be added or changed to make the
form more appropriate to Alaska. For example, in the first section (First Aid
Stations): add phone and radio contact information, and change
Paramedics to EMT/ETT. In the second section (Transportation): add
radio to the contact information, add a Ground/Air choice to types, and
change Paramedics to Doctor/Nurse/EMT/ETT. In the third section
(Hospitals): add radio to the contact information.

INCIDENT STATUS SUMMARY - ICS FORM 209

Purpose:

• Summarizes incident information for IMT members and external parties.

• Provides information to the Information Officer for preparation of media
releases.

Preparation: The Incident Status Summary is prepared by the Situation

Unit. It is scheduled for update at intervals set by (Unified) Command or
Planning Section Chief.

Note: When completed, the form is duplicated and copies are distributed
to (Unified) Command and Command Staff, and all Section Chiefs,
Planning Section Unit Leaders, the Joint Information Center (or PIO, if no
JIC is established), and external parties. It is also posted in the Incident
Situation Display located at the ICP.

AIMS Guide – November 2002

E-6
CHECK-IN/OUT LIST - ICS FORM 211

Purpose: Personnel and equipment arriving at or departing from the

incident can check in/out at various incident locations. Check-in/out
consists of reporting specific information which is recorded on the form.

Preparation: The Check-In/Out List is initiated at a number of incident

locations including staging areas, security posts, base, camps, helibases,
and the FCP and ICP. Managers at these locations record the information
and give it to the Resource Unit as soon as possible.

GENERAL MESSAGE - ICS FORM 213

Purpose: The General Message form is used by:

• Incident dispatchers to record incoming messages which cannot be

orally transmitted to the intended recipients.
• EOC and other incident personnel to transmit messages via radio or
telephone to the addressee.
• Incident personnel to send any message or notification to incident
personnel which requires hard-copy delivery.

Preparation: The General Message form may be initiated by incident

dispatchers and any other personnel on an incident.

Note: One copy should be sent and one copy retained by the person who
initiates the message.

UNIT LOG - ICS FORM 214

Purpose: The Unit Log is used to record details of unit activity including
specialized team activity (e.g., Strike Team). These Unit Logs can provide
a basic reference from which to extract information for inclusion in any
after-action report.

Preparation: A Unit Log is initiated and maintained by Command and

General Staff members, field command, and Unit Leaders. Completed logs
are forwarded to supervisors who provide copies to the Documentation
Unit.

AIMS Guide – November 2002

E-7
OPERATIONAL PLANNING WORKSHEET - ICS FORM 215
Purpose: This form may be used to communicate the decisions made
concerning resource needs for the next operational period. The Worksheet
is used by the Planning Section to complete Field Assignment Lists (ICS
204s) and by the Logistics Section for ordering resources for the incident.
This form may be used as a source document for updating resource
information on other ICS Forms like the ICS 209.

Preparation: This form is initiated by the appropriate members of the

General Staff. It is recommended that the format be drawn on the
chalkboard or whiteboard, and when decisions are reached, the information
is recorded on the form.

T-CARDS (COLORED CARDS) – ICS FORM 219S

Purpose: Resource Status Cards are used by the Resource Unit to record
status and location information on resources, transportation, and support
vehicles and personnel. The Resource Status Cards provide a visual
display of the status and location of resources assigned to the incident.

Preparation: Information to be placed on the cards may be obtained from

several sources including but not limited to:

• ICS Briefing (ICS Form 201)

• Check-In/Out List (ICS Form 211)
• Resource/Materials Request/Order (ICS Form 222)
• Organization-supplied information

Note: The cards are displayed in resource status racks where they can be
easily retrieved. Cards are maintained by the Resource Unit until
demobilization.

AIMS Guide – November 2002

E-8
AIR OPERATIONS SUMMARY - ICS FORM 220

Purpose: This form provides information on air operations including the

number, type, location and specific assignments of helicopters and fixed-
wing aircraft.

Preparation: The summary is completed by the Logistics Section

(Transportation Unit) or the Operations Section (Air Operations Branch
Director). Specific designators of the air resources assigned to the incident
are provided by the above functions.

RESOURCE/MATERIALS REQUEST/ORDER - ICS FORM 222

Purpose: As personnel or equipment is needed by responders (from the
field or ICP), a Resource Request is completed. Information needs to be
complete enough for the Logistics Section (or others) to obtain requested
resources in a timely fashion.

Preparation: A requester fills out the form and passes it through

appropriate channels for delivery to the Logistics Section’s Supply Unit.
The Supply Unit logs in the request, clarifies the information when needed
(specifications, quantity, etc.), and either orders the item, fills it out of
existing supplies/contracts, or forwards it on to Contracts (or others) for
action. Documentation is maintained per company/agency procedures for
ordering and tracking requests.

Note on Content: As there is no NOAA example, the following contents

list is provided for consideration: Incident ICS form header/footer,
requester name (and contact information), quantity/unit, description, cost
(unit, total), date/time required (and ETA), delivery location, status,
comments. Much of the above information may be displayed inside a table
listed by item numbers. Depending on the company/agency procedures,
other information may be needed.

AIMS Guide – November 2002

E-9
ENVIRONMENTAL UNIT SUMMARY - ICS FORM 224

Purpose: The Environmental Unit Summary is used to record and identify

details of the Environmental Unit including forecasts of activities. It also
serves as the Environmental Operations Plan.

Preparation: The Environmental Unit Leader in coordination with

operational units and with input from the resource trustees, will complete
this form for each operational period.

Note on Content: As there is no NOAA example, the following contents

list is provided for consideration: Incident ICS form header/footer and
seven topic areas: area environmental data, priorities for mitigating
environmental and cultural impacts, wildlife assessments and rehabilitation,
permits (dispersants, burning, etc.), waste management, other
environmental concerns, and logistical support needs. The information
may be displayed inside open text sections. Depending on the
company/agency procedures, other information may be needed.

GENERAL PLAN - ICS FORM 226

Purpose: A General Plan is prepared to address long term objectives
approved by (Unified) Command. These objectives are often expressed as
milestones [i.e., time frames for the completion of all and/or portions of
incident response operations]. A General Plan should identify the major
tasks to be carried out through to the end of emergency response
operations, the duration of the tasks, and the major equipment and
personnel resources needed to accomplish the tasks within the specified
duration.

Preparation: The General Plan is prepared by the Planning Section.

Information is taken from situation maps, status boards, and IAPs. The
Planning Section analyzes a forecast of the situation and performs a
detailed incident assessment. For a complex response, it may be
necessary to define “driver” tasks -- those that can be used to define not
only the duration of the project, but the duration of major phases within the
project. Once the driver tasks are scoped, the duration of, and estimated
major resource requirements for, all of the other tasks to be covered by the
General Plan is scoped. When ready, a single, comprehensive General
Plan and presented to (Unified) Command for review and approval.

AIMS Guide – November 2002

E-10
SHORELINE OIL EVALUATION - SCAT FORM (A MULTIPLE
PAGE FORM)

Purpose: The Shoreline Evaluation form provides the Unified Command,

Planning and Operations Section Chiefs with information pertaining to the
degree of oiling of affected shoreline and recommended cleanup methods.

Preparation: The Shoreline Evaluation form is prepared by the Shoreline

Cleanup and Assessment Team (SCAT) who performed the shoreline
survey.

TACTICAL COMMAND WORKSHEET

As discussed in Section 3, this field document is designed to assist field
command with tracking incident information, resources, and key events,
and ensuring that field and safety benchmarks are met. A sample of the
worksheet is provided on the following page. The worksheet is divided into
three major sections:

− Incident Fact Sheets / Data Sheets

− Organizational diagram for on-scene units and an Incident Tactical
Diagram.
− Checklist items for field command

The Tactical Command Worksheet can be completed by either field

command or an Aide. The information compiled on the Tactical Command
Worksheet can then be used to complete the ICS 201 Initial Incident
Briefing Document.

AIMS Guide – November 2002

E-11
 INCIDENT INFORMATION FIELD COMMAND TACTICAL PRIORITIES
1. Rescue / Life Safety / Responder Safety
Incident Name _____________________ Incident Time ______________________ Example Tactical Command Worksheet 2. Incident Stabilization
3. Property & Environmental Conservation
Location ___________________________________________________________
TACTICAL INCIDENT MANAGEMENT BENCHMARKS
Phone: __________
Incident Nature Fire Gas Leak Explosion Spill Medical Hazmat Other Field Command Fax: __________ Incident Size Up Select PPE & Equipment
Radio Channel ____ ____ Assume / Transfer Command ____ PPE equal to hazards present
FRT Response: Fire Hazmat Medical Rescue Other ____ Establish the FCP Information Mgt & Resource Coordination
____ Size up the situation ____ Should IMT be activated?
Elapsed Time (Time on Scene): 5 10 15 20 25 30 45 60 75 Phone: __________ ____ Personnel Accountability ____ FRT / Source Control coordinated
Field Aides Site Safety Officer Fax: __________ ____ Designate Site Safety Officer ____ IMT Status reports (201 Form)
Ra dio Channel ____ Site Management & Control Implement Response Strategies
WEATHER CONDITIONS ____ Isolate the area ____ Offensive recon (if necessary)
Phone: __________ ____ Establish staging area ____ Communicate strategies
Time Sunrise Fax: __________ ____ Establish Hazard Control Zones ____ Implement Tactics
Radio Channel ____ Phone: __________ ____ Initiate protective actions ____ Evaluate progress
Staging Area Mgr Fax: __________ identify the Problem Decon & Cleanup Operations
Temperature Sunset ____ Identify, confirm & verify ____ Decon plan and procedures
Ra dio Channel ____ ____ Defensive recon (if necessary) ____ Cleanup operations initiated
Wind Chill High Tide Hazard & Risk Evaluation Terminate Emergency Operations
Phone: __________ ____ Evaluate hazards ____ Incident debriefing
Wind Direction Low Tide Deputy Fiel d Command Fax: __________ ____ Evaluate risks ____ Provide logs to Documentation Unit
____ Develop Action Plan
Radio Channel ____
Wind Speed
SAFETY BENCHMARKS
Precipitation
Status of Personnel Entry Operations
____ All Personnel Accounted For ____ “Two In, Two Out”
PRODUCT INFORMATION Ta ctical Branch Source Control Br anch ____ Injured _____ Fatalities ____ Entry / Backup Designated
____ Missing ____ Entry / Backup with proper PPE
Information Hazards Protective Actions ____ Entry / Bacup Briefed
Site Safety Considerations ____ Communicate reviewed
Material Involved Phone: __________ Phone: __________ ____ Isolation perimeter established ____ Emergency routes / procedures
__________________ Health______________ Site Location ____ FRT Positioning / Escape Route ____ Decon set up & in place
Fax: __________ Fax: __________ ____ Air Monitoring
_ Radio Channel ____ Radio Channel ____ ____ Hazard Control Zones Hazwoper Training Requirements Met
__________________ Flammability _________ Evacuation ____ PPE Requirements & Levels Respiratory _____
_ Skin __ A __ B __ C __ D ___ Site Safety Plan
Reactivity ___________ Sheltering In-Place ____ EMS Medical Station(s) set up ____ In Preparation
Quantity Emitted _____ _________________ ____ Medical Monitoring Conducted ____ Completed
____ Decon Area(s) Set up
Operating Physical ____________ _________________
Temperature ________ _________________
Phone: __________ Phone: __________ Phone: __________ Phone: __________
Operating TACTICAL CONSIDERATIONS
Fax: __________ Fax: __________ Fax: __________ Fax: __________
INCIDENT POTENTIAL Radio Channel ____ Radio Channel ____ Radio Channel ____ Radi o Channel ____ -Specific Response Scenarios-
Incident Not Under Control, but can be Process Fire Structure Fire
handled with available resources Tactical Diagram Equipment Involved Tactical Benchmarks
(Wear full protective clothing and stay upwind) ____________________________________ Initial Fire Attack Plan

E-12
Initial Fire Attack Plan Search and Rescue
Incident Under Control Incident will require addition resources (e.g., Exposures Protected ____ Primary Search Com pleted
contractors, mutual aid) Fixed Fire Protection Activated (halon, foam, ____ Secondary Search Completed
sprinkler) Exposure Protection
Incident will likely generate significant public Source Control Rapid Intervention Team
affairs/community relations issues. ____ Source Isolation Fire Control
____ Spill Confinement Fire Extinguishment
Asbestos Hazard Ventilation

End of Appendix E
RESPONSE OBJECTIVES Structural Stability Salvage
Power Isolated Overhaul
Strategy Tactics Drainage Control
Hydrocarbons floating on water Functional Benchmarks
Runoff Hazardous to Personnel Water / Foam Supply
Fire Pump Status / Pressure Utility Control

AIMS Guide – November 2002

Vapor Release Oil / Chemical Spill
FRT and Source Control Personnel Type of Spill
Located Upwind _______________________________
Vehicle Traffic Isolated _______________________________
Downwind Exposures Identified Initial Tactical Plan
RESOURCE STATUS / Notified Volume Estimation _____________
Downwind Exposures Protected Source Control
Activated Status (9) Location/ (i.e., Evacuate, Shelter In-Place) Spill Confinement
Resources (9) Enroute Staging/ Out-of- Potential Ignition Sources Identified Fire Protection Required?
(ETA) Available Assigned Assignment
Service & Controlled Downwind Air Monitoring
Mitigation Options (source control,
water spray, plug / patch)
Downwind Air Monitoring
% of LEL (LEL Readings)
Medical Rescue Well Control
Number of Casualties___________ Surface Blowout
Extrication from hazard ____ Broached Casing
____ Rescuer / Medical PPE Underground Blowout
____ Back up Personnel Underground & Broached Blowout
COMMUNICATIONS ____ Monitor Unsafe Conditions Uncontrolled Shallow Gas
Triage Impacts to Pad Identified
Inci dent Area Field Command Post Water Below-ground Pipeline Treatment ____ Other Wells Affected
Assignment Radio Channel Name Phone Number Transportation ____ Facilities Affected
SA St aging Area TF Task Force Rivers Control Zones ____ Ambulance Well Case Personnel On Scene
X
____ Medevac
CS Containment Sites D/G Division/Group Above-ground Pipeline
Roads
ST Strike Team DC Decontamination Heliport
B Boom
 APPENDIX F:
INCIDENT SITUATION DISPLAY –
STATUS BOARDS

TABLE OF CONTENTS

Incident Name/Claims Phone Number......................................................F-3

Incident Facts............................................................................................F-4
Incident Facts Update ...............................................................................F-5
Weather, Tide and Sunrise/Sunset ...........................................................F-6
Safety and Health .....................................................................................F-7
Mass Balance ...........................................................................................F-8
En Route Resources .................................................................................F-9
Assigned Resources ...............................................................................F-10
Available Resources ...............................................................................F-11
Out-of-Service Resources.......................................................................F-12
Incident Objectives..................................................................................F-13
Organization Assignment ........................................................................F-14
Operational Period/Schedule of Meetings...............................................F-15
General Plan Objectives ........................................................................F-16
General Plan - I .......................................................................................F-17
General Plan - II ......................................................................................F-18
Incident Specific Plans ............................................................................F-19
Requests for Assistance .........................................................................F-20
Sensitive Areas .......................................................................................F-21
Permits / Plans .......................................................................................F-22

AIMS Guide – November 2002

F-1
 [intentionally blank]

AIMS Guide – November 2002

F-2
 INCIDENT NAME
STATUS BOARD

INCIDENT NAME:

CLAIMS PHONE NUMBER

STATUS BOARD

CLAIMS PHONE NUMBER:

AIMS Guide – November 2002

F-3
 INCIDENT FACTS
STATUS BOARD

DATE OF INCIDENT: TIME OF INCIDENT:

LOCATION: Latitude: ° ‘ “ (N)

Longitude: ° ‘ “ (N)
Geographic:

NAME OF INVOLVED VESSEL(S)/FACILITY(IES):

DESCRIPTION OF INCIDENT:

TYPE OF MATERIAL SPILLED/EMITTED:

Crude Oil Product Chemical Other:

AMOUNT OF MATERIAL SPILLED/EMITTED:

AMOUNT OF MATERIAL AT RISK:

STATUS OF SOURCE: Controlled: Continuing: Other:

STATUS OF PERSONNEL: Casualties: Injuries: Other:

OTHER INFORMATION:

AIMS Guide – November 2002

F-4
 INCIDENT FACTS UPDATE
STATUS BOARD
TIME EVENT

AIMS Guide – November 2002

F-5
 WEATHER, TIDE AND SUNRISE/SUNSET
STATUS BOARD
Date: Time:
CURRENT WEATHER
Wind Speed: MPH Wind Direction: MPH
Air
°F Precipitation:
Temperature:
Water
Ceiling: FT.
Temperature:
Wave Height: FT. Wave Direction:
Current
Current Speed: MPH MPH
Direction:
Comments:

WEATHER FORECAST
Wind Speed: MPH Wind Direction: MPH
Air
°F Precipitation:
Temperature:
Water
Ceiling: FT
Temperature:
Wave Height: FT Wave Direction:
Current
Current Speed: MPH MPH
Direction:
Comments:

TIDES AND SUNRISE/SUNSET TODAY

Location:

High Tide: ________ AM/PM ______FT Low Tide: ________ AM/PM _______FT

High Tide: ________ AM/PM ______FT Low Tide: ________ AM/PM _______FT

Sunrise: __________ AM Sunset: ______________ PM

AIMS Guide – November 2002

F-6
 SAFETY AND HEALTH
STATUS BOARD

SAFETY OFFICER ON-SCENE? YES NO

NAME OF SAFETY OFFICER:

SUMMARY OF RESULTS OF SITE CHARACTERIZATION(S)

CHEMICAL PHYSICAL

Area Isolated? _____ Yes _____ No

Hazard Control Zones Established? _____ Yes _____ No
Hazard Control Zones Secured? _____ Yes _____ No
Medical Screening Established? _____ Yes _____ No
Personnel Training Levels Verified? _____ Yes _____ No
Decontamination Area(s) Established? _____ Yes _____ No
First Aid Areas Established? _____ Yes _____ No

LEVEL OF PPE REQUIRED:

INCIDENT-SPECIFIC SITE SAFETY PLAN:

_____ In Preparation Estimated Time of Completion:

_____ Completed and Approved

AIMS Guide – November 2002

F-7
 MASS BALANCE
STATUS BOARD

FACTOR LAST 24 HOURS TO DATE

AMOUNT SPILLED/EMITTED

AMOUNT RECOVERED
(corrected)

AMOUNT EVAPORATED
(estimate)

DISPERSED, NATURAL

DISPERSED, CHEMICAL

BURNED

AMOUNT REMAINING:

ON WATER

ON LAND

AIMS Guide – November 2002

F-8
 EN ROUTE RESOURCES
STATUS BOARD
DESTINATIONS

1. ETA 2. ETA 3. ETA 4. ETA

AIMS Guide – November 2002

F-9
 ASSIGNED RESOURCES
STATUS BOARD

BRANCH:

: : : : :

ASSIGNMENT: ASSIGNMENT: ASSIGNMENT: ASSIGNMENT: ASSIGNMENT:

______________ ______________ ______________ ______________ ______________
______________ ______________ ______________ ______________ ______________
RESOURCES: RESOURCES: RESOURCES: RESOURCES: RESOURCES:

AIMS Guide – November 2002

F-10
 AVAILABLE RESOURCES
STATUS BOARD
LOCATION: LOCATION: LOCATION: LOCATION:

RESOURCES RESOURCES RESOURCES RESOURCES

AIMS Guide – November 2002

F-11
 OUT-OF-SERVICE RESOURCES
STATUS BOARD
LOCATION: LOCATION: LOCATION: LOCATION:

RESOURCES RESOURCES RESOURCES RESOURCES

AIMS Guide – November 2002

F-12
 INCIDENT OBJECTIVES
STATUS BOARD
INCIDENT NAME:
MOST RECENT UPDATE: (DATE) (TIME)
OPERATIONAL PERIOD:
OBJECTIVES FOR CURRENT OPERATIONAL PERIOD

OBJECTIVES FOR NEXT OPERATIONAL PERIOD

AIMS Guide – November 2002

F-13
 ORGANIZATION ASSIGNMENT
STATUS BOARD
COMMAND SECTION: OPERATIONS SECTION:
Incident Commander Chief
Unified Commanders Deputy
Branch I:
Deputy Director
Safety Officer Deputy
Information Officer Division/Group
Liaison Officer Division/Group
Legal Officer Division/Group
PLANNING SECTION: Division/Group
Chief Division/Group
Deputy Branch II:
Resource Unit Director
Situation Unit Deputy
Environmental Unit Division/Group
Documentation Unit Division/Group
Demobilization Unit Division/Group
Technical Specialists: Division/Group
Division/Group
Division/Group
Branch III:
Director
LOGISTICS SECTION: Deputy
Chief Division/Group
Deputy Division/Group
Support Branch: Division/Group
Director Division/Group
Supply Unit Division/Group
Facilities Unit Branch IV:
Transportation Unit Director
Security Unit Deputy
Service Branch: Division/Group
Director Division/Group
Communications Unit Division/Group
Medical Unit Division/Group
Food Unit Division/Group
Info Technology Unit Division/Group
FINANCE/ADMINISTRATION SECTION: Air Operations Branch:
Chief Air Ops Branch Director
Deputy
Time Unit
Contracts Unit
Claims Unit
Cost Unit

AIMS Guide – November 2002

F-14
 OPERATIONAL PERIOD / SCHEDULE OF MEETINGS
STATUS BOARD
CURRENT OPERATIONAL PERIOD

STARTING DATE: STARTING TIME:

ENDING DATE: ENDING TIME:

MEETINGS FOR CURRENT OPERATIONAL PERIOD

TIME: MEETING:

TIME: MEETING:

TIME: MEETING:

TIME: MEETING:

TIME: MEETING:

TIME: MEETING:

NEXT OPERATIONAL PERIOD

STARTING DATE: STARTING TIME:

ENDING DATE: ENDING TIME:

MEETINGS FOR NEXT OPERATIONAL PERIOD

TIME: MEETING:

TIME: MEETING:

TIME: MEETING:

TIME: MEETING:

TIME: MEETING:

TIME: MEETING:

AIMS Guide – November 2002

F-15
 GENERAL PLAN OBJECTIVES
STATUS BOARD
OBJECTIVES

AIMS Guide – November 2002

F-16
 GENERAL PLAN – I
STATUS BOARD
TASKS DURATIONS
Day Week Month
1 2 3 4 5 6 7 2 3 4 2 3 4 5 6 7 8 9

AIMS Guide – November 2002

F-17
 GENERAL PLAN - II
STATUS BOARD
Day Week Month
1 2 3 4 5 6 7 2 3 4 2 3 4 5 6 7 8 9
EQUIPMENT RESOURCES

PERSONNEL RESOURCES

AIMS Guide – November 2002

F-18
 INCIDENT-SPECIFIC PLANS
STATUS BOARD
NAME OF PLAN RESPONSIBLE STATUS
SECTION/PERSON

AIMS Guide – November 2002

F-19
 REQUESTS FOR ASSISTANCE
STATUS BOARD
DATE/TIME OF REQUEST RESPONSIBLE STATUS
REQUEST SECTION/PERSON

AIMS Guide – November 2002

F-20
 SENSITIVE AREAS
STATUS BOARD
MAP DESIGNATION NAME/LOCATION NATURE OF
OF AREA SENSITIVITY

AIMS Guide – November 2002

F-21
 PERMITS / PLANS STATUS BOARD
DATE & TIME PERMIT PERMIT OR PLAN DESCRIPTION REVIEW DEPT/ STAFF DATE & TIME OF
RECEIVED NUMBER (Example: In Situ Burn Permit, Dispersant Use Permit, Waste STATUS ASSIGNED FOSC/ SOSC
Management Plan, Shoreline Cleanup Plan, Sampling Plan, ADF&G
Title 16 Permit, ADNR Tidelands Permit, Open Burn Permit, etc.) APPROVAL

F-22
End of Appendix F

AIMS Guide – November 2002

 APPENDIX G:
GLOSSARY OF AIMS ACRONYMS

AAC Alaska Administrative Code

AAI ARCO Alaska, Inc.
ACC Alaska Chadux Corporation
ACS Alaska Clean Seas
ADEC Alaska Department of Environmental Conservation
ADF&G Alaska Department of Fish and Game
ADIOS Automated Data Inquiry for Oil Spills
ADNR Alaska Department of Natural Resources
ADV Advanced Level, Knowledge Area
AIMS Alaska Incident Management System
AKPAY Alaska Payroll
AKSAS Alaska State Accounting System
APSC Alyeska Pipeline Service Company
ARRT Alaska Regional Response Team
ART Alternative Response Technology
ATV All Terrain Vehicle
AWA Awareness Level, Knowledge Area
BPXA British Petroleum Exploration (Alaska), Inc.
CAMEO Computer-Aided Management of Emergency Operations
CECs Community Emergency Coordinators, EPRCA
CFR Code of Federal Regulations
CHEMTREC Chemical Transportation Emergency Center, Chemical
Manufacturer’s Association
CISD Critical Incident Stress Debriefing
CISPRI Cook Inlet Spill Prevention and Response Inc.
C-Plans Oil Spill Contingency Plans
CM Crisis Manager
CMT Crisis Management Team
COTP Captain Of The Port, USCG
CRS Cultural Resource Specialist
CST Civil Support Team (AK National Guard)

AIMS Guide – November 2002

G-1
DES Division of Emergency Services, AK-DMVA
DFC Deputy Field Command
DMVA Department of Military and Veterans Affairs, Alaska
DOC Deputy On-Scene Commander
DOD Department of Defense, US
DOE Department of Energy, US
DOSC Deputy Operations Section Chief
DOT Department of Transportation, US
DOTPF Department of Transportation and Public Facilities, Alaska
DSOSC Deputy State On-Scene Coordinator
ECU Environmental Crimes Unit, Alaska
ELE Elective Recommendation, Knowledge Area
EMS Emergency Medical Services
EMT Emergency Medical Technician
EPA Environmental Protection Agency, US
EPCRA Emergency Planning and Community Right to Know Act,
USEPA
ERT Emergency Response Team
ETA Estimated Time of Arrival
ETT Emergency Trauma Technician
FAA Federal Aviation Administration
FC Field Command
FCP Field Command Post
FOG Field Operations Guide
FOSC Federal On-Scene Coordinator
FRT Field Response Team
FSC Finance/Administration Section Chief
GIS Geographic Information System
GP General Plan
GRD Graphical Resource Database, APSC
HAZCOM Hazard Communications, OSHA
HAZMAT Hazardous Materials
HAZWOPER Hazardous Waste Operations and Emergency Response,
OSHA

AIMS Guide – November 2002

G-2
IAP Incident Action Plan
IAP/GP Incident Action Plan/General Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDLH Immediately Dangerous to Life and Health
IO Information Officer
IPP Industry Preparedness Program, ADEC
IMS Incident Management System
IMT Incident Management Team
INT Intermediate Level, Knowledge Area
ISB In-Situ Burn
IT Information Technology
JIC Joint Information Center
LC Ledger Code
LEL Lower Explosive Limit
LEPC Local Emergency Planning Committee
LERP Local Emergency Response Plan
LOSC Local On-Scene Coordinator
LSC Logistics Section Chief
MACS Multi-Agency Coordination System
MIN Minimum Recommended, Knowledge Area
MMS Minerals Management Service, USDOI
NCP National Contingency Plan
NEB Net Environmental Benefit analysis
NFPA National Fire Protection Association
NIIMS National Interagency Incident Management System
NMFS National Marine Fisheries Service
NOAA National Oceanographic and Atmospheric Administration,
USDOC
NOP Next Operational Period
NPREP National Preparedness for Response Exercise Program
NRC National Response Center, USCG
NRDA Natural Resource Damage Assessment
OC On-Scene Commander

AIMS Guide – November 2002

G-3
OPA 90 Oil Pollution Act of 1990
OSC Operations Section Chief
OSCs On-Scene Coordinators
OSHA Occupational Safety and Health Administration
OSRO Oil Spill Removal Organization
PAI Phillips Alaska Incorporated
PCB Polychlorinated Biphenyl
PIO Public Information Officer
PERP Prevention and Emergency Response Program, ADEC
POLREP Pollution Report, USCG
PPE Personal Protective Equipment
PSC Planning Section Chief
QI Qualified Individual, OPA 90
RCAC Regional Citizens Advisory Council
RCRA Resource Conservation and Recovery Act, USEPA
RESTAT Resources Status
REQ Required Knowledge/Training Area
RP Responsible Party
RPOSC Responsible Party On-Scene Coordinator
RPOSC/ IC Responsible Party On-Scene Coordinator/ Incident
Commander
RSC Regional Stakeholder Committee
RSPA Research and Special Programs Administration, USDOT
SAM Staging Area Management
SAR Search And Rescue
SC Source Control
SCAT Shoreline Clean-up Assessment Team
SEAPRO Southeast Alaska Petroleum Resource Organization
SITSTAT Situation Status
SOSC State On-Scene Coordinator
SPAR Spill Prevention and Response Division, ADEC
SPOC Single Point of Contact
SSC Scientific Support Coordinator
SSO Site Safety Officer

AIMS Guide – November 2002

G-4
SSP Site Safety Plan
ST Strike Team
STORMS Standard Oil Spill Response Management System
SUPSALV U.S. Navy Supervisor of Salvage
TAG Tactical Assessment Group
TF Task Force
UC Unified Command
USCG United States Coast Guard, USDOT
USDOC United States Department of Commerce
USDOI United States Department of Interior
USDOT United States Department of Transportation
USEPA United States Environmental Protection Agency
USE Useful Level, Knowledge Area

End of Appendix G

AIMS Guide – November 2002

G-5
 [intentionally blank]

AIMS Guide – November 2002

G-6
Inche s

160
CONVERSIONS AND EQUIVALENTS

150
AREA (s.=statute, n.=nautical) TEMPERATURE
multiply by to derive calculate to derive
meters2 10.76 feet2 5/9(°F – 32°) °C
2
feet 0.0929 meters2 (9/5 °C) + 32° °F
kilometers2 s. miles2

140
0.4
2
s. miles 2.6 kilometers2

1 s. miles2
n. miles2
kilometers2
0.8
1.3
0.3
n. miles2
s. miles2
n. miles2
WEIGHT

130
multiply by to derive
n. miles2 3.4 kilometers2 kilograms 2.2 pounds
metric tons 0.984 long tons
VOLUME metric tons 1,000 kilograms

120
multiply by to derive metric tons 2,204.6 pounds
barrels 42 gallons long tons 1,016.05 kilograms
barrels 5.6 feet3 long tons 2240 pounds
barrels 159 liters short tons 907.2 kilograms
2

meters3

110
barrels 0.2 short tons 2,000 pounds
feet3 7.5 gallons
gallons 3.8 liters
DENSITY ESTIMATIONS

100
Barrels/Long Ton
Material Range Average Notes
Crude Oils 6.7-8.1 7.4 1 long ton equals 2200 lbs
Aviation Gasolines 8.3-9.2 8.8 As a general approximation, use 7 bbl.
Motor Gasolines 8.2-9.1 8.7 (300 US gallons) per metric ton of oil.

90
Kerosenes 7.7-8.3 8.0 6.4 bbl/long ton is neutrally buoyant in
3

Gas Oils 7.2-7.9 7.6 fresh water.

Diesel Oils 7.0-7.9 7.5 Open ocean neutral buoyancy values
are generally in the 6.21-6.25 bbl/long
Lubricating Oils 6.8-7.6 7.2

80
ton range.
Fuel Oils 6.6-7.0 6.8
Asphaltic Bitumens 5.9-6.5 6.2
Specific gravity of 1 or an API of 10 equals the density of fresh water.
Specific Gravity <1 or an API > 10 indicates product is lighter than fresh water.

70
API Gravity = (141.5 / Specific Gravity)-131.5
Weight of Fresh Water: 8.3 pound/gallon Note: Exact weight depends on
Weight of Sea Water: 8.5 pounds/gallon temperature and salinity
4

60
OIL THICKNESS ESTIMATIONS
Approx. Film Thickness
Standard Term inches mm Approx. Quantity of Oil in Film
25 gals./mile2 44 liters/km2

50
Barely Visible 0.0000015 0.00004
Silvery 0.000003 0.00008 50 gals./mile2 88 liters/km2
2
Slightly Colored 0.000006 0.00015 100 gals./mile 176 liters/km2
Brightly Colored 0.000012 0.0003 200 gals./mile2 351 liters/km2
666 gals./mile2 1,168 liters/km2
Dull 0.00004 0.001
40
2
Dark 0.00008 0.002 1,332 gals./mile 2,237 liters/km2
5

Thickness of light oils: 0.0010 inches to 0.00010 inches

Thickness of heavy oils: 0.10 inches to 0.010 inches
30

COMMONLY USED EQUATIONS

Circle: Area = 3.14 x radius2 Cylinder/Pipe/Tank:
2
Circumference = 3.14 x diameter Volume = 3.14 x radius x length
2
20

Sphere/Tank: Area = 4 x 3.14 x radius Rectangle/Square: Area = length x width

Volume = 1.33 x 3.14 x radius3 Cube/Block/Tank:
Volume = length x width x height
Provided by:
6

10

STATE OF ALASKA
Department of Environmental Conservation
Me tric

Spill Prevention and Response Division

Ph: 907/269-7683 Fax: 907/269-7648