IPIECA OGP Incident Management System

Incident management
system for the oil and

gas industry
Good practice guidelines for incident management
and emergency response personnel
The global oil and gas industry association for environmental and social issues
5th Floor, 209–215 Blackfriars Road, London SE1 8NL, United Kingdom
Telephone: +44 (0)20 7633 2388 Facsimile: +44 (0)20 7633 2389
E-mail: [email protected] Internet: www.ipieca.org
International Association of Oil & Gas Producers
London office
5th Floor, 209–215 Blackfriars Road, London SE1 8NL, United Kingdom
E-mail: [email protected] Internet: www.ogp.org.uk
Brussels office
Boulevard du Souverain 165, 4th Floor, B-1160 Brussels, Belgium
E-mail: [email protected] Internet: www.ogp.org.uk
OGP Report Number 517

Date of publication: August 2014
© IPIECA-OGP 2014 All rights reserved.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any
means, electronic, mechanical, photocopying, recording or otherwise, without the prior consent of IPIECA.
Disclaimer
Whilst every effort has been made to ensure the accuracy of the information contained in this
publication, neither IPIECA, OGP nor any of their members past, present or future warrants its
accuracy or will, regardless of its or their negligence, assume liability for any foreseeable or
unforeseeable use made of this publication. Consequently, such use is at the recipient’s own risk on
the basis that any use by the recipient constitutes agreement to the terms of this disclaimer. The
information contained in this publication does not purport to constitute professional advice from
the various content contributors and neither IPIECA, OGP nor its members accept any responsibility
whatsoever for the consequences of the use or misuse of such documentation. This document may
provide guidance supplemental to the requirements of local legislation. However, nothing herein
is intended to replace, amend, supersede or otherwise depart from such requirements. In the event
of any conflict or contradiction between the provisions of this document and local legislation,
applicable laws shall prevail.
Incident management
system for the oil and
gas industry
Good practice guidelines for incident management
and emergency response personnel
Cover photographs are reproduced courtesy of the following (left to right): Tasha Tully; Luke Pinneo; Connie Terrell
IPIECA • OGP
Preface
This publication is part of the IPIECA-OGP Good Practice Guide Series which summarizes current
views on good practice for a range of oil spill preparedness and response topics. The series aims to
help align industry practices and activities, inform stakeholders, and serve as a communication
tool to promote awareness and education.
The series updates and replaces the well-established IPIECA ‘Oil Spill Report Series’ published
between 1990 and 2008. It covers topics that are broadly applicable both to exploration and
production, as well as shipping and transportation activities.
The revisions are being undertaken by the OGP-IPIECA Oil Spill Response Joint Industry Project
(JIP). The JIP was established in 2011 to implement learning opportunities in respect of oil spill
preparedness and response following the April 2010 well control incident in the Gulf of Mexico.
The original IPIECA Report Series will be progressively withdrawn upon publication of the various
titles in this new Good Practice Guide Series during 2014–2015.
Note on good practice

‘Good practice’ in the context of the JIP is a statement of internationally-recognized guidelines,
practices and procedures that will enable the oil and gas industry to deliver acceptable health,
safety and environmental performance.
Good practice for a particular subject will change over time in the light of advances in technology,
practical experience and scientific understanding, as well as changes in the political and social
environment.
2
INCIDENT MANAGEMENT SYSTEM FOR THE OIL AND GAS INDUSTRY
Contents
Preface 2
Contents 3
About this guide 4
Overview 5
Background 5
Organizational principles 7
Management principles 8
Organizational structure 10
Functional structure 10
The Command function 11
Operations Section 14
Other Sections 17
Managing an incident response using an IMS 24

Notification and activation 24
Establishing the IMS organization 25
Initial assessment and response 26
Initial incident briefing 26
Implementing the response—small to medium or simple incidents 28
Implementing the response—major and complex incidents 31
Application of an IMS in varying response frameworks 38

Single Command 38
Coordinated Command 39
Unified Command 40
Adapting the IMS to meet response challenges 41

Optional response considerations 41
Geographic considerations 41
Obtaining resources through mutual aid agreements 42
IMS competency and preparedness 43

Competency 43
Preparedness 44
References and further reading 46
Glossary 47
Acknowledgements 51
3
IPIECA • OGP
About this guide

This guidance document addresses incident response management and is intended to
supplement the International Maritime Organization’s Guidance Document on the Implementation
of an Incident Management System (IMO, 2012) which provides a high-level overview of the subject.
It is also designed to be fully compatible with Oil Spill Response Limited’s Incident Management
Handbook (OSRL, 2012) and other equivalent incident management handbooks which provide
detailed material and tools for the application of the Incident Management System (IMS). While
the emphasis of this document is on incident management, it is important to acknowledge the
broader concept of crisis management which focuses on the impact of external influences on
incident management. For further reading on crisis management as it pertains to this guidance, see
BSI Standard Number 11200:2014, Crisis Management. Guidance and good practice (BSI, 2014).
This document is based on the Incident Command System (ICS), a version of IMS that is widely
used by industry, response contractors and professional emergency services organizations. An IMS
includes a set of proven organizational and management principles including common
organizational elements (e.g. sections, branches, divisions, etc.), management structure,
terminology and operating procedures.
Small incidents can usually be managed effectively with a simplified IMS approach to both the
organizational structure and the planning process. Experience has shown that management of a
major response, which may involve hundreds or even thousands of responders, requires the use of
a more structured IMS and a defined, scheduled planning process that produces a coordinated,
written incident action plan. The adoption of a common approach to incident management by
industry, governments, response organizations, contractors and experts will allow for the
integration of the incident management team participants under a single IMS, together with the
coordinated, efficient use of resources critical to an effective response.
In certain locations, industry and other response organizations must adapt to, and follow, the
incident management system used in that country. An IMS can be used effectively by an industry
operator: in single command, to directly manage an incident; in coordinated command where
response actions are undertaken in parallel with government actions; and in unified command
where the operator and government work together as a single response organization.
Emergency incidents require timely action and ‘prudent over-response’ to ensure the protection of
people and the environment, and to prevent unnecessary escalation of the incident. An IMS
enables response organizations to rapidly establish command and control, integrate resources,
and plan coordinated response actions to achieve objectives.
The successful introduction of an IMS into a response organization requires a commitment by

senior leaders to a sustained competency-based training and exercise programme. This should
include ongoing basic and role-specific IMS training to acquire the necessary process and
technical skills, and periodic simulations or exercises to provide robust experiential learning and
competency development.
4
Overview
Effective incident management requires the ability to establish command and control—i.e. to
move the management of the response from the initial reactive mode to one where the scope of
the incident is understood, appropriate response actions are being taken in alignment with
response strategies, and where the outcome of the incident is being driven by a clear set of
objectives to protect people and the environment. Experience has shown that the use of a
structured IMS is critical to establishing command and control in response to a major incident.
An IMS facilitates command and control of an incident by organizing leaders, functions,
response teams and other resources through a scalable, fit-for-purpose organizational structure
with pre-identified roles, responsibilities, reporting relationships and authorities necessary to
manage an incident. An IMS also facilitates implementation of the planning process necessary to
ensure a direct link between the incident management objectives and response actions being
taken in the field.
The vast majority of incidents are small, and

the IMS process used to manage the response
is typically simplified and objective driven, and
uses an iterative process to assess the progress
of the incident and the response. Industry
experience has shown that major incidents,
where hundreds or even thousands of
responders may be involved, requires a robust
Source: David Weydert

and structured planning process and a
coordinated, written incident action plan to
manage the response.
This document introduces the common elements of an IMS to stakeholders who may be called While the vast majority
upon to work together to provide specific expertise, assistance or response resources during an of incidents are small,
emergency incident. These stakeholders can include the industry operator, response organizations and the IMS process is
typically simplified and
and government entities. Each stakeholder and group needs to have a clear understanding of its
objective driven, an
function under an established IMS to ensure an effective, timely and coordinated response.
IMS is a scalable,
systematic approach
that can be easily
Background adapted regardless of
the size of an incident.
Incidents typically happen with little or no advance warning, and require an immediate response
by the industry operator and supporting response organizations. Major incidents, which are rare,
may require a response involving many organizations, including governmental entities across
multiple jurisdictions and experts from many disciplines. Such incidents may also involve
numerous parallel activities such as search and rescue, ensuring the safety of the public and
responders, source control, fire suppression, protecting the environment, securing property and
infrastructure from damage, and providing timely communications.
A wide range of response organizations and contractors, governmental entities and resources may
be called on to respond to incidents, and their missions and procedures may vary. The
coordination of, and collaboration between, these organizations is critical to an effective response
operation. These groups and individuals must be able to work together at short notice, and may
5
IPIECA • OGP
have little or no prior experience of collaborating with each other to manage stressful, dangerous
and evolving problems in what may be a hazardous working environment. Responders will need
to cultivate a working trust with one another, have clear roles, responsibilities and authorities, and
ensure that sufficient on-scene resources are available at all times.
Incident responders face many other potential challenges in responding effectively to major
incidents. Factors such as weather, site access, resource constraints, poor coordination, lack of pre-
approvals for response strategies, or poor communications can delay response times or hinder
incident response efficiency. A delayed or ineffective response can result in unnecessary impacts
which may present risks to people, the environment and property.
An IMS is an essential tool for overcoming many of these challenges; it provides clarity in
command and control, improves resource coordination and communications, and facilitates the
cooperation and integration of responding organizations. An IMS is a scalable, systematic method
for coordinating and controlling the wide variety of important activities, resources and response
organizations from a central command post.
The size and complexity of every incident is different and will vary as the incident response
progresses. An IMS provides the organizational structure for response teams to expand or contract
to meet the needs of the required response. It defines responders’ roles and responsibilities,
requires the use of common titles and terminology, and can be used to establish a clear decision-
making process, regardless of the size of the response organization. An IMS can be integrated into
any properly trained responding organization, and minimizes redundancy, thereby optimizing the
deployment of resources. An IMS also provides effective two-way communication, facilitating
improved coordination between responding organizations while reducing the overall
communications load associated with a response.
Experience has shown

that the use of a
structured IMS is
critical to establishing
effective command
and control in
response to a major
incident.
Source: Casey Ware
6
Organizational principles
The principles of IMS organization were developed in the 1970s by the fire services as a
management method for clarifying command relationships and making effective use of mutual aid
for large-scale incidents involving multiple authorities. Although originally developed to address
fires, the IMS concept is now applied to many other types of emergency events or incidents,
including oil spill response.
Experience has demonstrated the value of integrating incident response functions and resources
into a single operational organization, managed and supported by one command structure and
supporting processes. Experience has also shown that the incident response organization is most
successful when the following key organizational concepts and principles are applied:
l Use of a single, integrated organization to manage the response.
l Organization by function, i.e. Command, Operations, Planning, Logistics, Finance.
l Establishment of clear, hierarchical reporting relationships.
l Maintaining a modular and scalable organization, and ensuring that it is appropriately sized to
achieve the response objectives.
Command structure
An IMS requires that one or more individuals maintain authority over all incident activities. This
position is known as the Command function. For small incidents a single person, called the
Incident Commander, can typically perform the Command function. For large incidents, the
positions of Deputy Incident Commander and Command Staff Officers may be assigned to support
the Incident Commander.
Once command has been established, the IMS provides clear rules for the transfer of command to
another individual or individuals. The IMS organization is characterized by an orderly line of
authority, termed the chain of command. The IMS is also characterized by the concept of unity of
command which means that every individual has one and only one designated supervisor to
whom that individual reports at the incident scene. These principles clarify reporting relationships
and eliminate the confusion that might otherwise be caused by multiple, conflicting directives.
Scalability
A key feature of an IMS is its modular organization. Organizational elements (termed Sections,
Branches, Divisions, Groups, Units, etc.) are added to the IMS structure as additional personnel and
new functions and capabilities are brought into the incident response and assigned to the various
organizational elements. A modular approach allows the response organization to be structured in
a way that is appropriate for the size and complexity of the incident. It also allows the organization
to expand as the complexity of the incident increases, and as functional responsibilities are
delegated throughout the organization by the Incident Commander.
The IMS structure always begins with establishing the Command function. For the management of
major incidents, four functional sections are established under the Incident Commander as
appropriate, i.e. Operations, Planning, Logistics, and Finance/Administration. Span-of-control
7
IPIECA • OGP
recommendations are followed closely as the response organization expands or contracts, so that
the organizational structure is never larger than required.
Management principles
IMS management principles provide Command with guidelines to coordinate the efforts of the
organization so that response objectives and priorities can be accomplished through the efficient
and effective use of the available resources. Management includes operational planning and
organization, staffing, and leading, directing and controlling the organization.
An IMS is based on the following management principles:

l Ensuring an objectives-driven response.
l Formulation of an Incident Action Plan.
l Use of common and consistent terminology.
l Maintaining a manageable span of control.
l Coordination of equipment, personnel resources and communication.
Objectives-driven response
An effective and successful response requires a clear set of objectives. These objectives are
established by the centralized Command and cascaded throughout the organization. The
objectives drive the development of response strategies, which are then implemented through
the tactical decisions and actions taken in the field. The objectives, strategies and tactics evolve as
the response progresses.
Objectives are succinct statements of Command’s overall goals and intents for the response. The
objectives describe the intended outcomes and should encompass the totality of the response.
For example, an objective may be: ‘Minimize impacts on environmentally sensitive areas.’ Objectives
should be based on the ‘SMART’ principle, i.e. they should be:
l Specific;
l Measurable;
l Action oriented;
l Realistic; and
l Timely.
Strategies describe the response methodologies to be employed to achieve the objectives of the
response. Each objective should be matched with at least one specific strategy. An example
strategy may be: ‘Prevent oil from reaching Pristine Bay.’
Tactics are specific actions and activities required to implement the response strategies. Work
assignments are developed for the various tactics, and are assigned to individuals or teams. An
example tactic may be: ‘Offshore Mechanical Recovery Group to use vessel Clean Responder to set
500 m of ocean boom between land points A and B at 0600 GMT.’
8
Incident action plan

An Incident Action Plan (IAP) controlling all response activities for a specified period of time ensures
that all responders and response organizations work in coordination and towards the same goal.
Small, short-duration incidents may be managed with a simplified IAP and direction may be given
orally by the Incident Commander. Major or complex incidents require the use of a written IAP. An
Incident Action Plan describes the overall objectives and strategies for managing the response, as
well as response tactics, for a set length of time known as the operational period. A written IAP
includes the identification of operational resources, and provides a documented record of work
assignments, priorities, safety and environmental considerations and other important
management information.
Common and consistent terminology

An IMS employs common terminology used to prevent misunderstandings when responding to an
event. Common terms allow diverse organizations to work together effectively, and to
communicate clearly with each other on essential components such as:
l Organizational functions: all major functions and functional organizational elements are named
and defined. The terminology used for each organizational element is standard and consistent.
l Resource descriptions: major resources (personnel, equipment and supply items) are given
common names and are listed according to capabilities.

l Incident facilities: facilities used during the response are named according to common
terminology.
l Position titles: all IMS managers and supervisors are referred to by standardized titles, such as
Officer, Chief, Director, Supervisor or Leader.
Manageable span of control

Span of control refers to the number of individuals or resources than can be effectively managed
by a supervisor during an incident. A recommended span of control should range from three to
seven individuals, with five representing the optimal level. There may be exceptions to this range,
e.g. in cases of lower-risk assignments, assignments where resources work in proximity to each
other, or assignments requiring minimal direct supervision.
Coordination of equipment, personnel resources and communications

Comprehensive and centralized resource coordination helps to maintain an accurate and up-to-
date picture of the personnel, teams, equipment, supplies and facilities in use, available or
potentially available for assignment. Integrated communications requires the use of a common
plan to coordinate the communications processes of the responding organizations. This approach
strengthens the links between the operational and support personnel within the various parties
involved in the response, and helps to maintain communications, coordination and discipline.
9
IPIECA • OGP
Organizational structure
This section provides an overview of the organizational structure of an IMS, and its major positions
and organizational elements throughout the life cycle of an incident. It describes the
organizational levels of the IMS, focusing on their functional definition, distinguishing
characteristics and relationship to other elements in the structure. For more details about the
roles, responsibilities and functional elements within the IMS structure see OSRL, 2012.
Functional structure
The organizational structure of an IMS includes four major sections under the Command function:
Operations, Planning, Logistics and Finance/Administration (Figure 1).
Figure 1 Organizational structure of an IMS
Command
Operations Planning Logistics Finance/Administration

Section Section Section Section
The responsibilities of each section can be summarized as follows:

l Command: provides overall management and authority.
l Operations: directs the tactical operations throughout the incident.
l Planning: prepares the Incident Action Plan and maintains information on the status of resources
and the overall status of the incident.

l Logistics: provides resources, services and support required by the incident.
l Finance/Administration: responsible for financial controls, contracting and claims management.
The complexity of the incident will influence the number of sections established and the
organizational structure within each section. Command represents the first organizational element
established for any incident. The size of the IMS organization that develops under the Command
function depends on the number, type and scope of operations being conducted, and the types of
support functions required.
The vast majority of incidents require only a small IMS organization, often consisting of an Incident
Commander supervising a few resources. For small incidents, a simplified IMS structure is typically
used, without establishing sections. Full deployment of the IMS functional structure is rare and
generally reserved for large, complex incidents that require a large IMS organization to meet span-
of-control guidelines.
10
The IMS organizational structure can be expanded as needed in a modular fashion. Command
initially has full responsibility for managing the incident, including safety of the responders and
the public, and also performs the duties normally carried out by the various Sections unless or
until those Sections are formed. As additional organizational elements are added, the newly
appointed Chiefs or Directors are assigned management responsibilities by Command. In a major
or complex incident being managed under a large IMS organization, ‘Deputies’ or ‘Assistants’ may
be appointed to support key leadership roles. Deputies generally have the same qualifications as
the leaders they support. The various organizational elements and the titles used for the leaders of
those elements are shown in Table 1.
Table 1 Organizational elements and corresponding leadership titles
Organizational element Leadership title
Command Incident Commander (and Deputy)

Command Staff Officer (and Assistant)
General Staff (Section) Chief (and Deputy)
Branch Director (and Deputy)
Division/Group Supervisor
Unit Leader
Strike Team/Task Force Leader
The Command function
Command represents a function, not a person. The Command function is carried out by an
Incident Commander who performs the duties exclusive to the Incident Command. The Incident
Commander is granted full authority to manage the response by the industry operator or the
government agency with appropriate authority. For large-scale incidents, the Incident Commander
is supported by Command Staff. Command Staff positions may include a Public Information
Officer, Safety Officer and Liaison Officer. If required, the Incident Commander will add the IMS
Sections, which are led by Chiefs. All Section staff, including the Officers and Chiefs, report directly
to the Incident Commander and are known collectively as the Command and General Staff.
Command follows the principle of ‘prudently over-responding’ to ensure that the response can be
safely and effectively managed. Throughout an incident, Command determines the size of the IMS
organization needed to respond to, and mitigate, the impacts of the incident. Command will
consider the following three major priorities when identifying the required resources and
structuring the IMS organization:
l Safety: protecting emergency responders, incident victims and the public.
l Incident control: minimizing the impacts of the incident on the area surrounding the scene, and
maximizing the response effort while using resources efficiently.

l Protecting the environment and property: minimizing damage to the environment and property
while achieving the objectives established for the incident.
11
IPIECA • OGP
Near right: the

Incident Commander
has full authority to
manage the response,
and, in the case of a
large-scale incident,
will be supported by
the Command Staff.
Source: ©Shutterstock.com
Far right: a briefing
Source: Seth Johnson

on oil spill response
operations under way
at an Incident
Command post.
The Incident Commander should maintain a strategic perspective, or command awareness, to

determine the potential impacts that may result from the incident, and should establish the
overall incident strategy and provide clear direction for the response. Command establishes the
objectives of the response, and ensures that all functional areas work to accomplish these
objectives through the Incident Action Plan.
In some instances, the Incident Commander may designate a Deputy Incident Commander to
perform tasks assigned by the Incident Commander, to provide relief for the Incident Commander
(working in shifts), or to represent an organization providing significant assistance in the response.
Personnel considered for the position of Deputy Incident Commander should have qualifications
equivalent to those of the Incident Commander, and should be ready to assume the position of
Incident Commander at any time. Box 1 provides an example of the typical responsibilities of the
Incident Commander.
Box 1 Typical responsibilities of the Incident Commander
l Assume and announce Command l Approve, implement, and evaluate the

l Possess clear authority to manage the Incident Action Plan
response l Coordinate activity for all Command and
l Ensure incident safety General Staff
l Establish an Incident Command Post l Approve requests for additional resources or

for the release of resources
l Establish incident response objectives and
strategies to be followed l Approve the use of volunteer and auxiliary
personnel
l Establish immediate priorities
l Authorize the release of information through
l Initiate, maintain and control the
the Public Information Officer
communications process within the IMS
organization l Order demobilization of the incident when
appropriate
l Establish the size of the IMS organization
needed and monitor the its effectiveness l Ensure completion of incident after-action
reports
l Assess the status of the response
12
Command Staff
The Command Staff perform or support the duties and responsibilities of the Command function.
In less complex incidents, the Incident Commander may have sufficient time to single-handedly
carry out tasks such as information dissemination, safety monitoring, coordination of participating
organizations, and resource monitoring. However, as the complexity of an incident increases, the
role of the Incident Commander evolves from hands-on activities to overall incident management
and command. As a result, the Incident Commander may designate one or more Command Staff
positions to perform various management activities; such positions may include the Public
Information Officer, Safety Officer and Liaison Officer. Depending on the nature and complexity of
the incident, the Incident Commander may also assign positions such as the Legal Officer,
Intelligence/Security Officer and Human Resources Officer.
Figure 2 An example of Command Staff organization
Command
Safety Officer
Public Information
Officer
Liaison Officer
Legal Officer *
Intelligence/Security
Officer * * Optional positions that may
be assigned by the Incident
Commander depending on
Human Resources
the nature and complexity
Officer *
of the incident.
Safety Officer
Safety is the first priority for all members of the response organization, and all members are
accountable for conducting their work in a safe manner. The Safety Officer has overall responsibility
for monitoring on-scene safety conditions and developing measures to ensure the safety of all
response personnel. The Safety Officer also anticipates hazardous and unsafe situations and has
the authority to alter activities in an emergency in order to stop or prevent unsafe acts or
conditions. The Safety Officer is responsible for the development of the Safety Plan and the review
of the Medical Plan. The Safety Officer reviews the Incident Action Plan for safety implications, and
can recommend changes to the Incident Commander as necessary. There is only one Safety Officer
in the IMS organization, but the Safety Officer may designate assistants as needed.
13
IPIECA • OGP
Public Information Officer

The Public Information Officer is responsible for all interaction between Command, the news
media and the public, and develops and coordinates the release of information on the situation and
response efforts. While this function will mostly involve interaction with the news media, the Public
Information Officer may also provide information to governmental agencies and other organizations
if the Liaison Officer position is not activated. Commonly requested information includes:
l key instructions for the public, including safety warnings;
l geographic location of the incident;
l estimated duration of the response; and
l description of specific incident characteristics (e.g. injuries/fatalities, personnel unaccounted for,
spill volume, oil type, organizations involved in the response, current situation, environmental
impacts and wildlife impacts).
There is only one Public Information Officer in the IMS organization. However, a Public Information
Officer can designate assistants who may represent other assisting organizations or stakeholders.
Liaison Officer
The Liaison Officer is the primary contact person for representatives of stakeholder organizations,
typically government or community representatives. The Liaison Officer assists in establishing and
coordinating inter-organizational contacts, and maintains a list of assisting organizations and
corresponding representatives. There is only one Liaison Officer in the IMS organization, but the
Liaison Officer may designate assistants as needed.
Operations Section
The Operations Section performs all tactical response operations to achieve key priorities such as
safety, source control, oil spill response, fire containment and the protection of the environment
and property.
Figure 3 provides an example of an organizational structure within the Operations Section hierarchy.
The Section can be divided into Branches, Divisions and Groups which are collectively known as
Areas of Operation. Branches can be geographic and have distinct operational boundaries, or
functional (as shown in Figure 3) and able to operate anywhere. The Branches can be further divided
into Divisions (geographical) or Groups (functional) such as an Aerial Surveillance Group. Resources
are assigned to each Branch, Division or Group to implement the response activities. For very large
incidents, multiple Divisions/Groups can be organized under multiple Branches (see Figure 4).
The Operations Section and its organizational elements develop as required to accomplish the
response objectives. Incident complexity and span-of-control considerations guide whether the
Incident Commander:
1. directly manages Divisions/Groups or Resources;
2. establishes Branches to consolidate Divisions and/or Groups for sub-management when span-of-
control limits are exceeded; or
3. establishes an Operations Section and delegates an Operations Section Chief (see Box 2) who, in
turn, establishes organizational elements within the section when the number of resources
exceed the span of control of the Chief.
14
Figure 3 Example of Operations Section organization
Command

Shoreline Clean-up
Branch
Beach A, B, C
Divisions
Resources
Box 2 Responsibilities of the Operations Section Chief
l Manage tactical operations l Approve release of resources from active

l Ensure safety of Operations Section personnel assignments
l Assist in developing the operations response l Make or approve expedient changes to the
strategies and tactics of the Incident Action Plan Incident Action Plan as necessary
l Supervise the execution of the operations portion l Ensure the Operations Section operates
of the Incident Action Plan effectively and within span-of-control limits
l Maintain close contact with subordinate positions l Assess progress of the response
l Request resources to support tactical operations l Provide the Incident Commander with
through the Logistics Section situation and resource status reports within
the Operations Section
l Coordination of simultaneous operations (SimOps)
Divisions and Groups

Divisions and Groups are organizational elements that divide the response organization into
geographic areas and functional areas of operation, respectively. As illustrated in Figure 4,
Divisions organize response activities geographically, while Groups organize response activities
based on major operations functions performed by a Group’s collective resources, such as search
and rescue. An Incident Commander, Operations Section Chief or Branch Director may supervise
any combination of Divisions and Groups as these organizational elements coexist on the same
level within the IMS chain of command. A single Division or Group Supervisor must be assigned to
manage each established division or group, and each supervisor reports directly to the next higher
level supervisor in the organizational chain of command of the IMS.
15
IPIECA • OGP
Key responsibilities of a Division or Group Supervisor include:

l implementing the portion of the Incident Action Plan applicable to the Division or Group;
l assigning resources within the division or group; and
l monitoring the progress of operational activities and resource status within the Division or Group.
Divisions and Groups are appropriate organizational elements that perform specific tasks or work
in specific areas at an incident. A Division manages response activities within a well-defined
geographical area, for example to clean up oil that has arrived ashore on a beach. Multiple
Divisions might exist to support clean-up efforts where a large shoreline has been impacted.
Alternatively, a specialized service, such as the application of dispersants, can be consolidated
under a single Group within the IMS structure.
Figure 4 Example of Operations Section organization including Divisions and Groups
Command

Shoreline Clean-up Offshore Response

Branch Branch
Division A Dispersant
Area A Group
Division B In-situ Burn

Area B Group
Division C Mechanical
Area C Recovery Group
More suited to organization by More suited to organization by

geographic Divisions functional Groups
Branches
The Incident Commander or Operations Section Chief may establish Branches when the number of
Divisions and Groups exceeds the span-of-control limit. The Chief or Incident Commander might
also establish Branches as a response to an increasingly complex incident (e.g. changing incident
strategies) to facilitate efficient management of resources required for multiple operations
activities. Branches are commonly organized according to geography or function, and are managed
by a designated Director responsible for implementing the portion of the Incident Action Plan
16
applicable to the Branch. An example of a situation that commonly warrants the use of IMS Branches
is an incident with concurrent response activities in two or more distinct types of operations.
Resources
Resources include personnel and equipment assigned to perform tactical operations or response
support functions (e.g. facilities, IT, consumables, etc.). Equipment resources also include the
personnel required for equipment operation and maintenance.
Resource tracking requires that each responding resource has an assigned status condition.
Standard resource status conditions include:
l assigned: performing active operational function;
l available: ready for immediate assignment; and
l out of service: not ready for assigned or available status because of mechanical, personnel rest,
or other operational issues
Other Sections
As many as three other sections can be established within the IMS organization: Planning,
Logistics, and Finance/Administration. In many incidents, the responsibilities of these Sections may
be combined under the Command function. Many small and medium incidents don’t expand
beyond the creation of an Operations Section. Industry experience shows that response
operations of longer duration often also require establishment of the Planning Section. Major
incidents generally require the establishment of all four IMS Sections.
Planning Section Below: a weather

briefing takes place at
The Planning Section functions to maintain resource status and situation status, address a Unified Command
environmental issues, assist in the development of the Incident Action Plan (see Managing an centre prior to
incident response using an IMS on page 24 for details) and provide technical specialists. A central commencement of
function of the Planning Section involves the collection and evaluation of operational information response activities.
about the incident, including the current and forecasted
situation and the status of assigned resources. This
information is needed to understand the current situation,
predict a probable course of incident events, and prepare
alternative strategies for mitigating incident effects.
During an incident, the Planning Section maintains an

ongoing assessment of situation status and factors that
can affect the response, e.g. weather, oil spill trajectory, air
quality, ecological and socio-economic features at risk,
and other factors. For major incidents, the Planning
Section may establish a common operating picture (COP)
Source: DVIDS
in the form of status boards or digital information displays

to provide current validated information on the response.
17
IPIECA • OGP
Box 3 Responsibilities of the Planning Section Chief
l Collect and evaluate all operational data l Provide the Resources Unit within the
about the incident organizational structure of the Planning
l Provide input to the Incident Commander and Section to maintain status of all assigned
Operations Section Chief in preparing the resources
Incident Action Plan l Assemble information on alternative strategies
l Supervise preparation and documentation of l Provide periodic assessments of incident
the Incident Action Plan potential
l Conduct and facilitate planning meetings l Report any significant changes in incident
l Assign available on-scene personnel to IMS status
organizational positions as necessary l Compile and disseminate incident status
l Evaluate span of control within the IMS information
organization l Incorporate fire plans, oil spill plans, hurricane
l Evaluate the performance of the Incident plans (etc.), medical plans, communications
Action Plan with the Incident Commander plans, waste management plans and other
supporting material into the Incident Action
l Establish information requirements and
Plan
reporting schedules for resources
l Supervise the preparation of an incident
l Determine the need for any specialized
demobilization plan
resources in support of incident operations
The Planning Section organization may include as many as five primary Units and various technical
specialists. Specifically, these organizational elements are:
l Resources Unit: tracks all response resources including personnel, teams, equipment, and
facilities and maintains an accurate and up-to-date status of each to provide a complete picture
for planning purposes.
l Situation Unit: collects and evaluates situation information for the response. This includes both
current information on actions being taken, and forecasts of future incident management
activities and information (weather, tides, oil trajectories, shoreline oiling reports, etc.).
l Environment Unit: assesses potential environmental impacts of the incident, establishes
environmental priorities, identifies ecological and socio-economic features at risk, advises on

oiled wildlife management and sampling activities, advises the SCAT (shoreline clean-up
assessment technique) team leader, formulates appropriate protection and mitigation strategies
and clean-up techniques, Net Environmental Benefit Analysis (NEBA) evaluation, and
development of clean-up end points.
l Documentation Unit: manages the overall documentation for the response and develops a
complete overall administrative record, including logs, files, plans, maps and records for the
response. Also provides support to the Incident Command Post in generation and preservation
of response documents.
l Demobilization Unit: provides planning for the demobilization of personnel and response assets
consistent with the needs of the overall response.
Technical specialists may provide support to response teams anywhere within the IMS
organization depending on where their services are required. These specialists provide technical
18
Figure 5 Example of Planning Section organization
Command

Resources Situation Environment Documentation Technical Demobilization

Unit Unit Unit Unit Specialist(s) Unit
advice and support to address specific aspects of an incident response. Examples of technical
specialists’ expertise include safety, industrial hygiene, air monitoring, response techniques such
as dispersant use and in-situ burning, modelling and geospatial/geomatics information. Technical
specialists are typically assigned to support the Unit related to their area of specialization.
Aside from technical specialists, each identified Unit has a Leader, and that person may supervise
more than one Unit.
Logistics Section
The Logistics Section provides services and The Logistics Section
support to the incident response effort in supports the IMS
the form of personnel, facilities and organization in a variety
materials. It serves as the support of ways, including
assessing response needs
mechanism for the IMS organization. The
and ensuring the supply of
Incident Commander may establish a
appropriate resources.
Logistics Section and delegate a Logistics
Section Chief during complex, large-scale
incidents. In addition to managing all
incident logistics, the Logistics Section Chief
might provide logistics input to the Incident
Action Plan. Box 4 on page 20 provides a list
of the major responsibilities typically
assigned to the Logistics Section Chief.
The Logistics Section organization can

Source: Michael Owens
include as many as six primary Units, typically

organized under a Service Branch and a
Support Branch.
19
IPIECA • OGP
Box 4 Responsibilities of the Logistics Section Chief
l Plan the organization of the Logistics Section l Coordinate and process requests for
l Ensure the general welfare and safety of the additional resources
Logistics Section l Track resource effectiveness and make
l Participate in the development of the Incident necessary adjustments
Action Plan l Advise on current service and support
l Activate and supervise Branches and Units capabilities
within the Logistics Section l Review tactics for the next operational period
l Assign and brief Logistics Branch Directors to provide resources and logistical support
and Unit Leaders l Identify long-term service and support
l Assign work locations and preliminary work requirements
tasks to Section personnel l Advise Command and other Section Chiefs on
l Determine and supply immediate incident resource availability to support incident needs
resource and facility needs l Provide input to and review the
l Ensure that a record is maintained of all Communications Plan, Medical Plan and
equipment, materials and supplies purchased, Traffic Plan.
rented, borrowed or otherwise obtained l Identify resource needs for incident
during emergency response operations contingencies
l Work with the Staging Area Manager(s) to l Recommend resources to be demobilized, and
establish and maintain the supply network release when appropriate
l Develop and advise all Sections of the l Receive and implement applicable portions of
resource approval and requesting process the incident Demobilization Plan
Right: an operation to
remove more than
1,700 gallons of oil
and water from a
grounded freighter
required significant
logistical support,
including the supply
of necessary
equipment and
resources such as
containment booms,
pumps, hazardous
waste containers,
transfer vessels, as
well as cargo removal
facilities.
Source: DVIDS
20
Figure 6 Example of Logistics Section organization
Command

Service Branch Support Branch
Communications
Supply Unit
Unit
Medical Unit Facilities Unit
Ground Support
Food Unit
Unit
The Service Branch of the Logistics Section provides all service activities at the incident and
contains the following organizational elements:
l Communications Unit: develops plans governing all communications protocols and equipment.
Unit activities include installing, testing, distributing and maintaining communications

equipment.
l Medical Unit: develops the medical plan, and provides on-scene medical services and
transportation to medical care for incident responders.

l Food Unit: supplies food and hydration to meet the needs of incident responders throughout
the incident life cycle.
The Support Branch of the Logistics Section provides personnel, equipment, facilities and supplies
to support incident operations. This branch contains the following organizational elements, each
of which may be supported by assisting organizations:
l Supply Unit: requests resources (personnel, equipment and supplies) to support incident
operations. Unit activities also include receiving, storing and distribution of incident supplies,
maintaining a supply inventory, and servicing supplies and equipment.
l Facilities Unit: identifies required facilities (e.g. equipment staging, food service, sanitation,
sleeping) and provides facility management, including set-up, maintenance, security services
and facility demobilization.
l Ground Support Unit: implements the traffic plan, provides ground transportation in support of
incident operations (e.g. transporting personnel and supplies), and services all mobile vehicles
and tactical equipment.
21
IPIECA • OGP
Finance and Administration Section

The Finance and Administration Section provides financial controls for the response, supports
contracting and procurement, tracks incident costs, manages claims, and accounts for
reimbursements. This Section provides tracking of all expenditures and recording of costs for response
personnel, equipment and assets. Incidents often involve claims for damage to property, business
disruption or other issues such as health or medical claims, which are all managed by this Section.
Box 5 provides a list of the major responsibilities typically assigned to the Finance/Administration
Section Chief.
Box 5 Responsibilities of the Finance/Administration Section Chief
l Manage all financial aspects of an incident l Review operational plans and provide
l Plan the organization of the Finance and alternatives where financially appropriate
Administration Section l Oversee administration of vendor contracts,
l Ensure the general welfare and safety of the and service and equipment rental agreements
Finance/Administration Section l Work with the Legal Officer on insurance
l Establish proper financial controls for the coverage and exclusions, claims management
incident processing, and approach to settlements
l Provide incident financial and cost analysis l Review all relevant insurance programmes
information and ensure notification of insurers and
appointment of loss adjusters
l Ensure appropriate delegations of financial
authority are in place l Provide financial input to demobilization
planning
l Participate in development of the Incident
Action Plan and briefings as required.
l Ensure that all personnel time records are
accurately completed
The Finance/
Administration
Section manages the
financial aspects of
an operation,
participates in the
development of the
Incident Action Plan,
maintains personnel
and equipment
records, and works
Source: ©Shutterstock.com
with the Legal Officer

to process insurance
Source: DVIDS
and claims matters.
22
The Finance/Administration Section organization may include as many as four primary Units (see
Figure 7):
l Claims Unit: collects and evaluates all claims associated with the incident.
l Procurement Unit: manages all financial matters related to vendors, including contracts, leases
and purchase agreements.

l Cost Unit: collects all cost data, performs cost-effectiveness analyses, and provides cost estimates
and recommendations for reducing incident costs.

l Time Unit: ensures preparation of daily personnel and equipment time recording documents and
compliance with the time policy.
Figure 7 Example of Finance/Administration Section organization
Command

Claims Unit
Procurement Unit
Cost Unit
Time Unit
23
IPIECA • OGP
Managing an incident response using an IMS

This section describes how to implement a response to an incident using an IMS for small to
medium incidents, and also for major incidents. Regardless of the size of the incident, the response
process begins with incident detection, notification and activation of response personnel and
other resources, and establishment of the incident command. As the response develops, the IMS
organizational structure and cyclical planning process are established. The IMS planning cycle and
organizational structure may be relatively simple for small incidents. The simplified planning cycle
may occur every hour, or even more frequently, and the organizational structure may only include
an Incident Commander and tactical operations personnel, for example a spill response team.
For larger, more complex incidents, the response organization will be more structured and the
planning cycle more defined. The IMS drives larger incident response activities through a written
Incident Action Plan which includes tactics and resource assignments to accomplish the response
objectives established by the Incident Commander. The response is typically divided into operational
periods, and the Incident Action Plan is reviewed and revised during each operational period to
reflect current objectives, strategies and response tactics to meet evolving incident conditions.
Figure 8 shows how an IMS is applied for major incidents, which are rare, and also for more
common, smaller incidents.
Figure 8 Application of an IMS to the response organization and planning cycle for both major and smaller incidents
Incident size/
complexity IMS organization IMS planning process IMS planning cycle
The organization and al planning
tion
planning process are Major Full IMS structure era cy
Op
cle
scaled appropriately
to match the size and
complexity of the
Medium Partial IMS structure
incident response.
Simplified
Simplified planning cycle
to planning cycle
Simplified IMS structure

Small
(tactical response)
Notification and activation
Notifying the appropriate organizations that an incident has occurred is the first step in the initial
response for all incidents. Notification efforts should include verification of the type of incident
and its exact geographic location. Once notification has occurred, incident command is
established by the first arriving responder, and the responding organizations activate and dispatch
qualified personnel to the response. Depending on the location of the incident, there may be
country-specific notification requirements to inform governmental entities and organizations of
the occurrence of the incident.
24
Establishing the IMS organization
As mentioned earlier, the philosophy of the incident command is to ‘prudently over-respond’ to

ensure that the incident can be controlled and to prevent unnecessary escalation of the response.
The location and type of incident govern the scope of response activities and the size of the IMS
organization. The IMS structure should expand and contract throughout the incident life cycle
according to the needs of the response. The Incident Commander is always the first role to be
established, and organizational elements then expand from the established Command structure as
needed. For small incidents, the organization may be limited to an Incident Commander and a
tactical operations team. Only rarely is the full IMS structure required, and then typically for major
and complex incidents. The IMS organization is evaluated continually, and is sized to meet
incident response objectives and maintain appropriate span-of-control limits.
Table 2 Initial actions in developing the organizational structure for an IMS
Action Condition that triggers action
Establish Command l The Incident Commander is always the first role established
l The Incident Commander shall be given full authority to manage the response and protect the
safety of the responders and the public
Transfer Command l Arrival of a more qualified person to fulfill the role of Incident Commander
(Single Command) l Change in mission priority requiring a new Incident Commander
l Specification of an individual from a single organization for the role of Incident Commander
l Extended incident duration necessitating relief of the Incident Commander
Establish Divisions or Groups l Number of response personnel exceeds span-of-control limit of supervisor
l Divisions organize response activities based on geographic areas of operation
l Groups organize response activities based on functional areas of operation
Establish Branches l Number of Divisions, Groups and single resources exceed span-of-control limit of supervisor
(typically the Incident Commander or Operations Section Chief)
l Incident response objectives require two or more different functional operations, and each
assisting entity is organized under a specific functional Branch
Establish Operations Section l Number of Branches, Divisions and Groups exceeds span-of-control limit of the Incident
Commander
Establish Planning Section l Increase in incident complexity, scale and/or estimated duration that require Command to
designate a Planning Section Chief to supervise development and documentation of an
Incident Action Plan, address environmental issues and monitor situation and resource status
Establish Command Staff l Increase in incident complexity, scale and/or estimated duration that requires Command to
relinquish certain time-consuming, hands-on activities and designate a single on-scene
responder for each of the following Command Staff positions as needed:
l Safety Officer—monitor scene safety conditions and ensure safety of all personnel and
the public
l Public Information Officer—interact with media and release public information
l Liaison Officer—represent on-scene contact for assisting and cooperating
agencies/stakeholders
25
IPIECA • OGP
Factors to consider in establishing the appropriate IMS organization include:

l time/date of incident;
l location of and access to the incident;
l medical assistance for injuries or fatalities;
l potential health or safety risks to the public;
l need for search and rescue operations;
l occurrence of, or potential for fire;
l volume and type of oil spilled;
l potential for environmental and socio-economic impacts;
l management issues such as human resources, legal, media, etc.;
l need for specialized expertise, such as source control;
l site security; and
l changing physical conditions such as weather, oil trajectory, sea conditions and other factors.
The two rules of thumb for managing the organizational structure of the IMS are to:
1. ensure that the organization develops at a pace that never constrains the level of required
tactical operations and incident support activities during the operational period; and
2. maintain an organization size that is fit for purpose to accomplish the incident response
objectives.
Initial assessment and response
The initial assessment of the response by the Incident Commander involves:

l verifying vital information about the incident;
l ensuring that the incident scene is secure;
l conducting an assessment of the incident situation, actions taken, safety concerns, incident
worst-case potential, and resources required; and

l establishing an appropriate IMS structure.
Initial incident briefing
The initial incident briefing covers the situation status and response activities, and typically includes
a map/sketch of the incident, a summary of current actions, a chart of the current IMS organization,
and a summary of resources ordered. This information serves as an initial Incident Action Plan and
may be communicated orally or in writing by the Incident Commander to other responders. The
initial Incident Action Plan is updated for each operational period or until the incident is resolved.
The Incident Commander uses the initial incident briefing as a key step in determining the
appropriate IMS structure for effectively and efficiently managing an incident. A brief command
meeting is used to initiate the planning process. The Incident Commander determines and
prioritizes a common set of response objectives, and may also identify the preferred associated
strategies. The Incident Commander may designate an Operations Section Chief to manage
tactical operations, and may fill Command Staff positions (including Safety Officer, Public
Information Officer and Liaison Officer) and General Staff positions as necessary.
26
Topics commonly reviewed in an incident briefing include:

l situation status—objectives, priorities, hazards and resource needs;
l situation potential, safety concerns and related issues;
l current response activities and progress;
l current organizational structure of the IMS;
l resource assignments (personnel and equipment);
l resources en route and/or ordered;
l facilities established; and
l communications established.
Incident response objectives

The objectives are a succinct statement of Command’s overall goals and intents for the response.
Objectives describe the intended outcomes and should encompass the totality of the response.
The industry generally follows a hierarchy when setting objectives:
l People: protect the health and safety of responders and the public.
l Environment: protect and mitigate impacts to the environment.
l Assets: protect public and industry assets from further impact.
l Reputation: conduct the response in an ethical and transparent manner.
Determine operational periods

The planning of response actions is generally divided into operational periods. The first
operational period begins at the onset of an incident. It includes the immediate response actions
and utilizes the industry operator’s response plan to assist in guiding response priorities and
directives, response strategies and actions. The initiation of the response strategies and activities
may be based on a planning scenario that closely matches the actual incident, with any necessary
changes being made to address the real circumstances.
For responses that last more than a day, the Incident Commander should establish operating
periods for which Incident Action Plans are developed to support the response activities. Typically,
operational periods are based on:
l operational factors, including safety as the key priority;
l the ability to conduct day and night operations;
l logistical constraints on shift operations within the geography of the incident;
l weather considerations; and
l the availability of response resources (people, equipment and supplies).
Operational periods are commonly based on a 24-hour cycle or defined by day and night, with
daytime operations focused on response activities and night-time actions focused on resource
mobilization and the logistics needed to support the next day’s activities. For steady-state activities,
which typically occur later in a response, operational periods may encompass several days.
Operational periods generally fall into one of two categories, i.e.:

l the ‘current operational period’—which includes activities under way; or
l the ‘next operational period’—which includes actions being planned for the next period.
27
IPIECA • OGP
Implementing the response—small to medium, or simple incidents
Most incidents are small to medium in size, not complex, and do not require a large organizational
structure or operational planning cycle.
Figure 9 IMS response structure for a small incident
Incident
Commander
Safety Officer
Operations
Section Chief
Protection Group Recovery Group
Boom vessel Response vessel
Skimmer
Recovery barge
In the case of a small oil spill incident, for

example at a marine terminal facility, the
activation of the spill response team would be
organized using a simplified IMS structure. The
approach will be tactically and operationally
focused, using only the positions and sections
required to execute the facility’s oil spill
response plan. Direction may be given
verbally or using an incident briefing
document. Response actions continue until
the objectives have been met, after which the
team deactivates.
Source: Daniel Sanford
28
Simplified planning cycle

Small incidents are managed and directed using a simple iterative process; this involves
performing response activities and assessing progress towards achieving the objectives until the
response is completed and the incident command is deactivated. The simplified planning
process consists of iterative cycles of work, assess and brief that can be thought of as repeating
the foundational steps of the leg of the ‘Planning P’ in Figure 8. The lower part of Figure 10
shows the typical steps of an initial incident response, and the ongoing simplified planning
cycle for such an incident.
Figure 10 Simplified planning cycle for small, medium or simple incidents
Prepare for Planning

Tactics Planning meeting meeting
meeting
Preparation and
Prepare for approval of
Tactics meeting Incident Action Plan
Command
and General Staff
meeting Operations
briefing
Incident Command
meeting: New operational
develop/update Implement plan and period begins
objectives assess progress
Initial Incident Command

meeting
Deactivate
and debrief
Initial incident briefing Incident briefing 3
Initial assessment Assessment 2 Simplified

and response planning
Initial response
cycle
Work 1
Notifications
Incident/event
29
IPIECA • OGP
Perform work and assessment meetings

Following the initial briefing, response actions are taken which are consistent with the response
objectives and the facility’s response plan. Assessment meetings are then used to provide updates
on the progress of the response towards meeting the objectives, and to establish the direction for
the next operational period. The duration of the operational period and the frequency of
assessment meetings are dictated by the pace at which the incident unfolds and the progress of
the response activities. This cycle of work and assessment continues until all response objectives
have been met and the incident command is deactivated, or until the incident becomes more
complex and escalates into a full IMS organization.
Assessment meetings include:

l an incident briefing, including updates on the progress of the response;
l assessment of the worst-case scenario;
l review and update of the response objectives;
l discussion of primary and alternative response strategies;
l evaluation of resources and assistance needed; and
l analysis of impacts on stakeholders.
Key outputs are:

l the operations’ tactics and IMS management structure for the next operational period;
l tactical and support resource requirements; and
l resource availability and identification of sources for fulfilling orders for the required resources.
Ongoing incident briefings

Periodic incident briefings and updates to inform personnel about new information and matters of
particular importance should occur frequently, based on the pace of the response throughout the
operational period(s). These briefings provide the opportunity to: (1) update key staff and, in turn,
all incident responders on the current incident situation and any new information; and (2) evaluate
the Incident Action Plan and, if necessary, determine appropriate revisions in response to current
conditions.
Deactivation and debrief

A response can be terminated when all response objectives have been met. Resources can be
demobilized when they are no longer needed and as incident response activities diminish. At the
conclusion of every incident, a debrief meeting is held to capture lessons learned from the
incident response so that response capabilities can be improved for the future.
30
Implementing the response—major and complex incidents
A response to a major incident may involve hundreds or even thousands of responders from
multiple organizations, working in multiple locations, and carrying out a wide range of response
activities—some of which may involve simultaneous operations requiring close coordination. The
level of management and transactional demands required to maintain effective command and
control of such a response will exceed that provided by the simplified ‘assessment-based’ process.
A full IMS structure and operational planning cycle will therefore be required to manage a
response of this scale. The effectiveness of the response is further enhanced by the use of a
common IMS by all response organizations.
In a major incident, the IMS structure will generally include:

l Incident Command;
l Command Staff;
l Operations Section;
l Planning Section;
l Logistics Section; and
l Finance and Administration Section.
The use of other IMS components—i.e. Branches, Divisions, Groups and Units—and roles such as
Deputies and Assistants will depend on the specific needs of the response. The IMS structure and
resourcing must be sufficient to achieve the response objectives and to maintain an appropriate
span of control. For longer duration incidents, the incident commander needs to anticipate and
plan for rotations of qualified personnel to provide relief to the cadre of initial IMS staff.
The Command function designates a Planning Section Chief to guide the Operational Planning
Process and to develop the written Incident Action Plan. As the incident management effort
evolves over time, additional lead time, staff, information systems and technologies enable more
detailed planning and cataloguing of events. Planning involves:
l evaluating the situation and the progress of the response;
l developing and updating response objectives;
l developing primary and alternative response strategies; and
l determining the resources needed to achieve the objectives in the safest and most effective
manner.
The key planning activities are summarized in Table 3 on page 32.
The functions of the Command and General Staff in the development of the Incident Action Plan
are shown in Figure 11 on page 33.
31
IPIECA • OGP
Table 3 Key activities of the planning process
Phase Activity
Evaluate the situation l Gather, record, analyse and display situation and resource
and progress of the information
response l Obtain a clear picture of the scale and complexity of the
incident, and assess the incident potential
l Assess worst-case potential
l Determine resources required to implement the Incident
Action Plan
Establish and refresh l Formulate and prioritize response objectives

incident objectives and l Identify, analyse and evaluate reasonable response strategies
strategy to accomplish the overall objectives of the response
Develop the Incident l Determine the tactical direction (i.e. how, where and when)
Action Plan and the resources, logistics and strategies for the next
operational period
l Define operational periods
l Identify resource status and availability
l Configure the IMS organizational structure to implement
tactics, and determine work assignments and specific resource
requirements
l As needed, develop Incident Action Plan attachments (Medical
Plan, Health and Safety Plan, Communications Plan, Waste
Management Plan, etc.)
Prepare and disseminate l Format the Incident Action Plan in accordance with the level of
the Incident Action Plan complexity of the incident, and produce a well-prepared
outline for an oral briefing or written plan
l Obtain Incident Action Plan attachments and review for
completeness and approval
l Ensure the Incident Action Plan is up-to-date and complete in
relation to the incident situation
l Reproduce the Incident Action Plan and distribute before the
start of the next operational period
Evaluate and revise the l Compare planned progress with actual progress on a regular
Incident Action Plan basis, and identify deviations or changes in resource
availability, mission failure or unexpected success, and new
safety and environmental considerations
l Input new information and changes in the situation into the
first step of the planning process as necessary to modify the
Incident Action Plan for the current or subsequent operational
period
32
Figure 11 Activities of the operational planning cycle by role
Command: develops the overall

incident objectives and approves the
Incident Action Plan by signature, is
Command
responsible for responder and public
safety, and approves press releases and
media communications

Operations: assists with Planning: assists with Logistics: procures Finance/Admin:

developing strategies to developing strategies, resources, establishes develops cost analyses
accomplish the incident provides status reports, response facilities and and tracking systems,
objectives, determines manages the planning communication prepares contracts, pays
the tactics to implement cycle, and produces the systems, and provides invoices and manages
the strategies and Incident Action Plan food catering and claims
supervises their medical services
execution
The completed and approved Incident Action Plan will specify tactics and associated personnel
and equipment for the next operational period. Additional Incident Action Plan components may
include, but are not limited to, the following plans:
l Medical Plan: provides a description and location of on-scene medical facilities, ambulances and
hospitals, and details medical emergency procedures.

l Health and Safety Plan: specifies safety procedures, a health and safety analysis for hazardous
tactical operations, personnel training requirements, medical monitoring requirements, site

control measures, and an air monitoring plan as appropriate.
l Communications Plan: lists the type(s) of radios in use, the function of each channel, the
frequency/tone to which the radio is set, and the radio’s assignment.

l Waste management plan: specifies the potential sources and disposal routes for operational and
oily wastes.
Box 6 Example template for the content on an Incident Action Plan

A full library of useful
Templates are helpful for conveying and recording Incident Action Plan information. templates, often
An Incident Action Plan typically contains this information as a minimum: called Forms, can be
l Incident objectives found in the Incident
l Organization chart Management
l Response strategies and work assignments Handbook produced
l Medical Plan by Oil Spill Response
l Health and Safety Plan Limited (OSRL, 2012).
l Waste management plan
l Communications Plan with incident radio details
l Maps, photographs or other graphics (e.g. oil trajectories)
l Resources
33
IPIECA • OGP
Operational planning cycle

The initial response to a major incident may begin with a tactical response using the assessment-
based process to develop an Incident Action Plan. As the scope and complexity of the response
escalates, the planning process takes on a more formalized approach, known as the ‘Operational
Planning Cycle’, to develop a written Incident Action Plan that contains response objectives that
reflect the overall strategy for managing the incident. This process is generally implemented when
one or more of the following criteria are met:
l The breadth, scope and complexity of response activities exceeds the ability to develop and
communicate tactical work assignments using a simplified planning process.

l Resources from multiple response organizations are involved.
l The response operations will span several operational periods.
l Rotations in shifts of personnel and/or equipment are required.
l There is a need to document actions and/or decisions.
l Formal updates on the response are required by key stakeholders.
The Operational Planning Cycle progresses through five phases to validate the accuracy of current
information on the situation and resources, estimate the probable course of events, evaluate
alternative strategies and develop the Incident Action Plan to be carried out during the next
operational period:
1. Understand the situation.
2. Establish response objectives and strategy.
3. Develop the plan.
4. Prepare and disseminate the plan.
5. Execute, evaluate and revise the plan.
Planning cycle activities

The planning cycle shown in Figure 12 depicts the Operational Planning Cycle moving through a
progression of planning activities to proactively respond to the incident. The planning cycle is
designed to take the overall incident objectives and break them down into strategies and tactical
assignments for each operational period. It is important that incident objectives establish the
overall direction of the incident response, rather than having incident objectives address only a
single component of the response. Operational strategies and tactics for each operational period
should be directly linked to achieving those objectives.
For further details on planning activities refer to OSRL, 2012.
34
Figure 12 Operational planning cycle for major and complex incidents
Prepare for Planning

Tactics Planning meeting meeting
meeting
3
2
Preparation and
Prepare for approval of
Tactics meeting Incident Action Plan
Understanding
the situation 4
Command (ongoing)
and General Staff
meeting Operations
briefing
1
Incident Command
meeting: New operational
develop/update Implement plan and period begins
objectives assess progress
5
Initial response for bigger, complex incidents
Initial Incident Command

meeting
Initial incident briefing
Initial assessment
and response
Notifications
Incident/event
The steps illustrated in Figure 12 are elaborated further on page 36.
35
IPIECA • OGP
The steps of the Operational Planning Cycle are listed below:

l Incident Command meeting: Command establishes incident objectives that cover the next
operational period of the incident.

l Command and General Staff meeting: Command meets with the Command and General Staff
to provide immediate direction and clarification on decisions, objectives, priorities, expectations

and procedures for the response.
l Tactics meeting: the Operations and Planning Sections review the response strategy and
develop the associated tactics. This includes:

l determining how the selected strategy will be accomplished in order to achieve the incident
objectives; and
l identifying and assigning resources for each work task to implement the tactical operations,
and identifying methods for monitoring the effectiveness of the tactics and resources.
l Planning meeting: the Command and General Staff review and validate the tactical operations
plan as proposed by the Operations Section Chief. The Operations Section Chief delineates the
amount and type of resources needed to accomplish the plan and coordinates these requests
with the Logistics Section.
l Incident Action Plan preparation and approval: a written Incident Action Plan is a document
that conveys the Incident Commander’s intent and the Operations Section direction for the
next operational period. The Incident Commander has the authority and responsibility to
approve the Incident Action Plan or request modifications. Once approved, the Incident Action
Plan is disseminated to the Command and General Staff in preparation for the operations
briefing.
l Operations briefing: each operational period begins with an operations briefing where the
Incident Action Plan is presented to supervisors of tactical resources. This is followed by a

cascading of these assignments to field supervisors who then meet with their assigned
personnel for a detailed briefing on their respective assignments.
l Implement plan and assess progress: the Operations Section directs the implementation of the
plan. The supervisory personnel within the Operations Section are responsible for
implementation of the plan for the specific operational period. The plan is evaluated at various
stages in its implementation and the Operations Section Chief may make appropriate
adjustments during the operational period to ensure that the objectives are met and
effectiveness is assured.
Project Plan
As the emergency phase is completed, the ongoing monitoring and restoration activities are
addressed in a Project Plan. Examples include post clean-up monitoring of beaches for re-oiling,
replacement of sorbent booms in lightly oiled shorelines, and sourcing of food and supplies for
response bases, etc. A Project Plan is also used to establish the longer-term restoration activities
that may be handed over to other organizations after the emergency response phase is completed.
36
Comprehensive resource management

The objective of resource management is to optimize critical resource use, safety, and resource
accountability and tracking. Resource management involves the application of tools, processes,
and systems that provide incident managers with timely and appropriate updates on the status of
resources during an incident. Incident response resources include: (1) personnel or equipment
available to perform a specific tactical operation towards accomplishing an incident strategy; and
(2) supplies and facilities to support on-scene incident operations. Operations authorizes tactical
resource assignments, and a Support and/or Service Branch typically orders support items (e.g.
food) and facilities (e.g. equipment staging).
Optimal resource selection, deployment, and monitoring under demanding conditions

necessitates systems for describing, inventorying, requesting and tracking resources over the life
cycle of an incident. The establishment of such systems and procedures is the first step in resource
management. Subsequent resource management steps involve dispatching resources during an
incident, and deactivating resources when they are no longer needed and when the incident
response is concluded.
Communications and information management

Communications and information management represents the backbone of coordination across
an IMS organization, enabling essential functions such as tactical planning and operations, and
resource identification and assignment. Effective communication is based on two broad principles:
l Common operating picture: achieving a broad common (or shared) view of the overall situation
so that the Incident Command and IMS staff at all levels and authorities are able to make
effective, consistent and timely decisions.
l Common communications and data standards: ensuring voice and data communications flow
efficiently through a commonly accepted architecture using clear text and IMS terminology.
37
IPIECA • OGP
Application of an IMS in varying response frameworks

The response framework under which incidents are managed varies around the globe. While,
industry must always be prepared to respond to emergencies using a proven and effective IMS, in
certain locations industry must adapt to, and align with, the incident management system in that
country.
In broad terms, there are three models under which incidents may be managed, and their
application will depend on the size of the response and the country where the incident occurs.
The three models are defined as:
l Single Command;
l Coordinated Command; and
l Unified Command.
Single Command
Nearly all small incidents, and many medium incidents, are managed directly by the industry
operator using their own response team and support contractors. Generally, the response is
conducted using a fit-for-purpose IMS structure, and uses the planning process described in the
section entitled Managing an incident response using an IMS (page 24). In some circumstances,
government authorities may allow the industry operator to manage major incidents under the
Single Command approach with the appropriate oversight.
Figure 13 The Single Command structure
Industry owner/operator
Command

38
Coordinated Command
This model is commonly used where government and the industry operator are responding in
parallel to an incident. Coordination of activities and alignment in decision making is achieved
through close liaison between command posts, and is facilitated by competent individuals
authorized to represent their respective organizations.
Figure 14 The Coordinated Command structure
Liaison
Owner/operator Government
Command Command
Operations
Operations
Section
Planning
Planning
Section
Logistics
Logistics
Section
Finance/Administration Other
Section
Coordinated actions
Far left: members from

government and
industry attend a port
tour during an oil spill
response workshop
involving more than 35
stakeholders.
Near left: effective liaison
between command posts
is facilitated by
competent individuals
Source: Zachary Zubricki
Source: Loren Bonser
authorized to represent
their respective
organizations.
39
IPIECA • OGP
Unified Command
The Unified Command model is used in responses where the government and the industry
operator form a joint Command, and manage the response under a fully integrated IMS structure
operating under a single Incident Action Plan. The staffing of a Unified Command may vary
depending on the availability of qualified personnel. In some situations it may only be practical to
have a Unified Command Section with the other Sections staffed by owner/operator personnel
and response contractors.
Figure 15 The Unified Command structure

Unified Command
Command
Owner/operator Government
Command

Adapting the IMS to the response framework may require consideration of a number of culturally
important and pragmatic issues, including:
l language;
l cultural norms or expectations (for example, hours of work, religious accommodation, holidays);
l varying objectives, and priorities of stakeholders and response partners;
l external reporting and liaison with multiple government ministries; and
l engagement with NGOs.
Command Staff
provide updates on
response activities to
parties involved in the
response at a Unified
Command centre.
Source: Stephen Lehmann
40
Adapting the IMS to meet response challenges

In addition to the potential need to adapt the IMS framework as described in the previous section,
it may also be necessary to adapt the IMS to address the specific operational, geographic and
resource challenges of an incident response. These challenges need to be considered early in the
response process when assessing incident potential, response strategies, and potential staffing
and resource needs.
Operational response considerations
Experience has shown that time is a critical factor when responding to incidents. For example,
spilled oil can quickly move to locations where it can cause environmental or societal impacts, and
oil can weather over time, limiting the effectiveness of some response tools. Even one hour lost
early in the response can have an impact on the length of a response, and can increase the
potential for impacts on environmental and community assets.
Key response strategies, tools and logistics should be identified in advance of an incident based on
proven response planning strategies and credible incident scenarios that have been tested
through preparedness exercises; this is the essence of effective contingency planning. However,
even with proper planning, not all factors critical to a response can be foreseen or arranged in
advance. The Incident Commander will need to identify, as early as possible, any issues that may
have an impact on the ability to respond in a timely fashion, and will need to work with the
appropriate response organizations and government entities to address these issues.
Potential issues may include:

l Pre-approval of response strategies (such as the use of dispersants, in situ-burning, etc.):
l use of a NEBA-driven decision process to determine appropriate response options.
l The need to expedite access of personnel and equipment to the response site:
l visa and customs clearance support;
l airspace clearance.
l Additional resources or capabilities, or approval to import the required capabilities:
l use of aerial surveillance via helicopters, aircraft, or unmanned aerial vehicles;
l use of aircraft to move personnel and equipment;
l security of response personnel;
l the need for civil authorities to limit public access to the impacted areas;
l third-party agreements.
l Volunteers and indemnification of responders.
l Access to government data, e.g. on tide and currents.
l Waste management.
Geographic considerations
The location of the incident may require adjustments to the IMS organization and support
functions for the response. The types of adjustments that may be required include the following:
l Coordination with multiple governmental ministries and response organizations may be
required, especially for incidents that have transboundary impacts, e.g. where oil crosses
41
IPIECA • OGP
country borders. An additional command post, or forward operating base, may need to be
established in the second country.
l Limited accommodation and infrastructure for responders may require that some IMS support
functions be managed remotely with an electronic link to Command. This may include, for
example, procurement support, accounting support, or trajectory modelling.
l Complex source control activities may require the use of off-site technical teams to access key
expertise needed to develop intervention strategies. Such expertise may include, for example,
well control specialists or naval architects for vessel stability.
l In a major well control and intervention event, the size and scope of response activities may, for
example, merit the establishment of a Source Control Branch under the Operations Section.
Alternatively, depending on the situation, it may be necessary to create a new Section,
specifically to address matters relating to source control.
Obtaining resources through mutual aid agreements
Preparedness for a response to a major incident includes assessing the availability and suitability
of resources (people and equipment) that will be need to be sourced, together with those that are
locally available, to implement key response strategies. Depending on the incident location, size
and types of response operations required, the Incident Command may request additional
response assets and personnel from other operators in the region or vicinity.
To facilitate the availability of such assets, it is advantageous to have mutual aid agreements, or a
Memorandum of Agreement (MOA), which should be prearranged with other industry operators
in the region. Such agreements may allow for the expedited release of key equipment
(surveillance aircraft, firefighting equipment, oil spill response equipment, dispersant stock, etc.)
needed to quickly combat a major incident before assets can arrive from outside the region.
Additionally, an MOA may allow for the secondment of personnel from industry with key skills
needed to support the response. If such MOAs are not in place at the time an incident occurs, the
Incident Command may need to quickly enter into such an agreement, to meet organizational,
equipment or staffing needs. MOAs should be structured to address legal and liability issues, and
to ensure appropriate reimbursement for expenses and assets. (For further details refer to
IPIECA-OGP, 2014d. Use of a common IMS by operators can facilitate the rapid integration of
personnel and assets under an MOA.
42
IMS competency and preparedness

An effective incident response requires well-qualified and trained responders working under an
IMS with a properly developed and resourced incident response plan. Building IMS competency
involves a combination of skills acquired through training and experiential learning from exercises
or actual responses. As with any competency, an IMS requires a sustained and long-term
programme to provide practitioners with sufficient time to carry out the number and frequency of
training and exercising opportunities required to build and maintain their capabilities.
Advance incident response planning and preparedness are important components for the
successful application of an IMS in an incident response. The planning and coordination activities
discussed in this section are part of broader advanced incident planning and preparedness
process of which IMS is only a part. The doctrine of incident management is built on processes
that begin long before an incident occurs, and continues long after the incident response is
completed.
Competency
The successful implementation of an IMS within an organization requires a commitment by senior

leaders to a sustained competency development programme. Such a programme should include
ongoing basic and role-specific IMS training to provide personnel with the necessary process and
technical skills, and simulations or exercises that provide robust experiential learning and
competency development.
A programme for implementing IMS within an organization includes:

l sustained and visible commitment from the management;
l an organizational policy which supports the IMS;
l availability of personnel for training and exercises;
l resources for large-scale exercises;
l a budget for the programme; and
l an internal ‘centre of expertise’ and/or subject matter experts to support the programme.
Not all members of an IMS organization require the same type and level of training. The type and
frequency of training depends on an individual’s role in the IMS organization and whether the role
is a leadership, staff or technical position. In general, training in IMS consists of the following:
l Introductory training on IMS concepts, terminology, organization, and intermediate IMS
training which includes the development of Incident Action Plans.

l Role-specific or Section-based training that covers the roles and responsibilities of a specific IMS
function or Section (e.g. the Planning Section).

l Advanced IMS training, typically targeted at key IMS positions including the Incident
Commander and Section Chiefs (especially the Planning Section Chief). Deputies for these
positions normally have the same training as the primary officers.
l Specialized training needed for specific IMS functions (e.g. resource tracking, documentation,
leadership of the Environment Unit, etc.). Some organizations utilize software to generate
Incident Action Plans, and this may also require selected individuals to be trained in its use.
43
IPIECA • OGP
First responders who provide front-line tactical response are normally trained specifically for the
tasks involved. They include fire teams, search-and-rescue teams, and oil spill response teams who,
for example, conduct tactical responses such as firefighting, containment booming, small-scale
skimming operations, dispersant spraying from vessels, or other emergency response operations.
These teams generally concentrate on the safe conduct of such tactical response operations and
may receive certifications for all or part of their remit, e.g. small vessel handling, safe work
practices in hazardous environments, handling of hazardous materials, first aid, etc.
Emergency response teams whose remit is to provide direction and support to the tactical
response for small- to medium-sized incidents may undergo introductory and intermediate IMS
training. The focus of their exercises should be on the use of simplified, assessment-based
planning for emergency response, as the vast majority of incidents are small and of short duration.
Response teams with a remit for large incidents will generally progress to advanced and more
specialized IMS training. The focus of their exercises will be on the integration of the tactical
response teams into the Operations Section, building up the full IMS structure and generating one
or more written Incident Action Plans. Training exercises should be designed to provide the
participants with the experience to role play their respective positions in the IMS structure, and to
implement the IMS process to achieve command and control of the simulated incident.
Competency-based programmes can range from informal, annual training required for individual
response team members, to a broad set of minimum training requirements established by an
industry operator, to formalized programmes designed to track and verify the competencies of
response team members to ensure that they can fulfill their specific roles in the IMS.
Preparedness
Preparedness (see Figure 16) is part of a larger response framework based on guiding principles
that includes incident prevention, preparedness, rapid and coordinated response and restoration.
Preparedness includes planning for credible incident scenarios, developing strategies for effective
response, training response teams and resourcing appropriate supplies, equipment and personnel.
Engagement of stakeholders in the planning process will better ensure an efficient and effective
response if an incident should occur.
A successful response depends on many factors, including well-trained personnel working to a

well-developed and exercised response plan and strategy with adequate resources. Preparedness
allows response organizations to identify and plan for potential incidents, including worst-case
scenarios. Incorporated within the planning and preparedness process is the training and
exercising of response teams. A well-prepared and well-practiced response strategy significantly
increases the likelihood of an effective response operation. Additionally, incorporating the
principle of tiered preparedness and response using a common IMS enables response
organizations to allocate resources appropriately to facilities or regions. This in turn facilitates the
escalation and integration of a response based on prior planning, if appropriate.
44
Figure 16 Preparedness
Guiding principles
Prevention Preparedness Response Restoration
Stakeholder engagement
Incident management
The preparedness process includes the following steps:

l Identifying potential incidents and events by facility or region.
l Developing plan scenarios that encompass the full range of impact and response challenges for
each facility or region.

l Evaluating scenarios using applicable risk management techniques.
l Developing response strategies based on the planning scenarios.
l Allocating resources according to the response strategies using the principles of tiered
preparedness and response.

l Gaining pre-approvals for response strategies, if appropriate,
l Identifying communication protocols with stakeholders and government entities.
Further guidance on preparedness and training is available in the following IPIECA-OGP Good
Practice Guides:
l Contingency planning for oil spills on water: Good practice guidelines for the development of an
effective spill response capability (IPIECA-OGP, 2014);

l Tiered preparedness and response: Good practice guidelines for incident management and
emergency response personnel (IPIECA-OGP, 2014a);

l Oil spill training: Good practice guidelines on the development of training programmes for incident
management and emergency response personnel (IPIECA-OGP, 2014b);

l Oil spill exercises: Good practice guidelines for the development of an effective exercise programme
(IPIECA-OGP, 2014c).
Further guidance on risk assessment and response planning for offshore installations is provided
in IPIECA-OGP, 2013.
45
IPIECA • OGP
References and further reading

BSI (2014). Crisis management. Guidance and good practice. British Standards Institution, Standard
Number BS 11200:2014, May 2014.
DOT (2006). Simplified Guide to the Incident Command System for Transportation Professionals.
Washington, DC. U.S. Department of Transportation, Federal Highway Administration.
http://ops.fhwa.dot.gov/publications/ics_guide/
IMO (2012). Guidance Document on the Implementation of an Incident Management System (IMS).
International Maritime Organization, October 2012. IMO Publishing, UK. ISBN: 978-92-801-1553-6.
IPIECA-OGP (2013). Oil spill risk assessment and response planning for offshore installations. Finding 6
of the OGP Global Industry Response Group (GIRG) response to the Deepwater Horizon incident
off the Gulf of Mexico in April 2010.
http://oilspillresponseproject.org/sites/default/files/uploads/JIP%206%20-
%20Oil%20spill%20risk%20assessment.pdf
IPIECA-OGP (2014). Contingency planning for oil spills on water: Good practice guidelines for the
development of an effective spill response capability. IPIECA-OPG Good Practice Guide Series, Oil Spill
Response Joint Industry Project (OSR-JIP). OGP Report Number 519.
IPIECA-OGP (2014a). Tiered preparedness and response: Good practice guidelines for incident
management and emergency response personnel. IPIECA-OPG Good Practice Guide Series, Oil Spill
Response Joint Industry Project (OSR-JIP). OGP Report Number 526.
IPIECA-OGP (2014b). Oil spill training: Good practice guidelines on the development of training
programmes for incident management and emergency response personnel. IPIECA-OPG Good Practice
Guide Series, Oil Spill Response Joint Industry Project (OSR-JIP). OGP Report Number 499.
http://oilspillresponseproject.org/sites/default/files/uploads/Oil%20Spill%20Training.pdf
IPIECA-OGP (2014c). Oil spill exercises: Good practice guidelines for the development of an effective
exercise programme. IPIECA-OPG Good Practice Guide Series, Oil Spill Response Joint Industry
Project (OSR-JIP). OGP Report Number 515.
IPIECA-OGP (2014d). Mutual Aid Indemnification and Liability including a template Emergency
Personnel Secondment Agreement. Finding 13 of the OGP Global Industry Response Group (GIRG)
response to the Deepwater Horizon incident off the Gulf of Mexico in April 2010.
http://oilspillresponseproject.org/sites/default/files/uploads/JIP%2013%20-
%20Emergency%20Personnel.pdf
ISO (2011). Societal security – Emergency management – Requirements for incident response. ISO
Standard Number 22320:2011. International Standards Organization, Switzerland.
OSRL (2012). Incident Management Handbook. 2012 Edition v1.0. Oil Spill Response Limited, UK.
http://www.oilspillresponse.com/about-us/2011-12-21-08-34-02/news/274-incident-management-
handbook-for-download
46
Glossary
Assistant: title for subordinates of the list of the type(s) of radios in use, the function of
Command Staff positions. The title indicates a each radio channel, the frequency/tone to which
level of technical capability, qualifications, and the radio is set, and the radio’s assignment.
responsibility subordinate to the primary
positions. Crisis management: development and
application of the organizational capability to
Branch: an organizational level below the deal with crises, i.e. abnormal and unstable
Section level and above the Division/Group situations that threaten the organization’s
level that facilitates efficient management of strategic objectives, reputation or viability. For
multiple operational activities via geographic, further reading on crisis management as it
functional or jurisdictional responsibility. pertains to this guidance, please refer to BSI
Typically, Branches are established only for Standards Publication 11200:2014, Crisis
very large or complex incidents. Management. Guidance and good practice (2014).
Chain of command: a series of command, Deputy: fully qualified individual who, in the
control, executive or management positions in absence of a superior, could be delegated the
hierarchical order of authority. authority to manage a functional operation or
perform a specific task. In some cases, a Deputy
Chief: the individual assigned to supervise a could act as relief for a superior and therefore
particular Section in an IMS organization. must be fully qualified in the position. Deputies
can be assigned to the Incident Commander,
Command: one of five major functional areas General Staff and Branch Directors.
of an IMS organization that provides
management and control authority. Director: an individual assigned to supervise a
particular Branch within a Section of the IMS
Command Staff: personnel assigned to, and organization.
charged with performing or supporting the
duties and responsibilities of, the Command Division: an organizational level of the
function. Command Staff include the Incident Operations Section that partitions resources on
Commander or Unified Command as well as the basis of separation in terrain, geography or
the Public Information Officer, Safety Officer fuelling locations. Divisions (or Groups) are
and Liaison Officer. established when the number of resources
exceeds the manageable span of control of the
Common operating picture (COP): a single, Operations Chief.
comprehensive, display of relevant operational
and planning information that provides an Finance and Administration Section: one of
overall status of priorities, activities and five major functional areas of an IMS
resources. A COP facilitates collaborative organization. This Section provides financial
planning and helps to achieve situational controls, contracting and procurement, claims
awareness. A COP may be in the form of status management and reimbursements.
boards and/or digital information displays that
are kept current by the Situation Unit. First responder: the first responding
organization to arrive at an incident scene.
Communications Plan: a plan used to These may include fire, law enforcement,
document the communications protocols used emergency medical services, oil spill responders
in an incident response. The plan can include a and emergency management personnel.
47
IPIECA • OGP
General Staff: personnel assigned by Industry operator: also known as the

Command to lead the four functional areas, or responsible party; the company or industry
Sections, of the IMS organization. An individual organization that holds responsibility for the
Section leader is known as a Chief. response and other potential liabilities.
Group: an organizational level that partitions Leader: an individual assigned to supervise a

resources based on major operational particular Strike Team or Task Force within the
functions. Groups are established when the Operations Section or a particular Unit within
number of single resources exceeds the another Section of the IMS organization.
manageable span of control.
Liaison Officer: a Command Staff position
Incident Action Plan (IAP): an oral or written consisting of a single person who acts as the
plan that describes the overall objectives and on-scene contact point for representatives of
strategies for managing an incident. An assisting agencies assigned to the incident.
Incident Action Plan may include the
identification of operational resources and Logistics Section: one of five major functional
assignments. It may also include attachments areas of an IMS organization that functions to
that provide direction and important provide services and support to the incident
information for management of the incident response effort in the form of personnel,
during one or more operational periods. facilities and materials. The Logistics Section
serves as the support mechanism for the IMS
Incident command post (ICP): a facility where organization.
the Incident Command and organization is
located. Medical Plan: a plan for an incident response
that includes a description and location of
Incident Commander (IC): the ranking on-scene medical facilities, ambulances and
individual, representing the industry operator hospitals and may detail medical emergency
or organization with incident authority, who procedures.
performs the Command function. The Incident
Commander authorizes incident objectives Mutual aid agreement: a written agreement
and strategies that collectively delineate a between organizations and/or jurisdictions
course of action. that they will assist one another on request by
furnishing personnel, equipment and/or
Incident Management System (IMS): expertise in a specified manner.
a systematic tool used for the command,
control and coordination of emergency NEBA (net environmental benefit analysis):
response. An IMS allows organizations to work a risk/impact analysis tool that uses a
together using common terminology and comparative process to determine the
operating procedures controlling personnel, response methods that will yield the greatest
facilities, equipment and communications at a benefit with the least impact.
single incident scene. It facilitates a consistent
response to any incident by employing a Operational period: the period of time
common organizational structure that can be scheduled for conducting a given set of
expanded and contracted in a logical manner operational actions as specified in an Incident
based on the level of response required. Action Plan. Operational periods can be of various
lengths, but do not usually exceed 24 hours.
48
Operations Section: one of five major Section: the organizational level having
functional areas of an IMS organization that responsibility for a major functional area of
performs all incident tactical operations. incident management, e.g. Operations,
Planning, Logistics, Finance/Administration
Planning Section: one of five major functional and Intelligence (if established).
areas of an IMS organization that maintains
resource status and situation status, produces SCAT team: Shoreline Clean-up Assessment
the Incident Action Plan, and provides technical Technique team—a group of technical
specialists. A central function of the Planning specialists responsible for providing
Section involves the collection and evaluation appropriate clean-up recommendations for
of operational information about the incident, different types of shorelines based on the
including the current and forecasted situation degree to which they have been impacted.
and the status of assigned resources.
Single Command: one of two methods of
Preparedness: the range of deliberate, critical performing the Command function that
tasks and activities necessary to build, sustain involves a single Incident Commander with
and improve the operational capability to authority to respond to the incident.
prevent, protect against, respond to and
recover from incidents. Source Control (also Hazard Source Control):
intervention at the point of hazard generation
Public Information Officer: a Command Staff to reduce the probability or magnitude of an
position consisting of a single person who has event. Includes the control or stoppage of a
responsibility for all interaction between release of hazardous material associated with
Command and the news media, and who an emergency incident. In the case of a fire it
coordinates the release of information on the may include confining or eliminating specific
incident situation and response efforts from fuel elements to prevent the fire’s expansion.
Command to the media and stakeholders.
Span of control: the maximum number of
Resource: a personnel crew or equipment individuals that one supervisor can manage
assigned to perform a specific tactical effectively. Span of control should range from
operation at an incident. Resources can be three to a maximum of seven, with five
organized into task forces or strike teams. representing the optimum level.
Resource management: the application of Staging area: the location established to

tools, processes and systems for identifying enable positioning of, and accounting for,
available resources at all jurisdictional levels to resources not immediately assigned. A staging
enable the timely and unimpeded access to area may include temporary feeding, fuelling
resources during an incident. The objective of and sanitation services as necessary.
resource management is to optimize resource
use, safety, tracking and accountability. Strike team: an organizational level of the
Operations Section, below the Division/Group
Safety Officer: a Command Staff position level, that contains multiple single resources of
consisting of a single person who has the same kind (function) and type
responsibility for monitoring overall on-scene (performance capability).
safety conditions and developing measures to
ensure the safety of all assigned personnel.
49
IPIECA • OGP
Supervisor: an individual assigned to supervise

a particular division or group within the
Operations Section.
Task force: an organizational level of the

Operations Section, below the Division/Group
level, that contains a combination of single
resources temporarily assembled for executing
a specific operations mission.
Unified Command (UC): may be used when an

incident involves multiple jurisdictions and/or
involves several responding organizations with
shared authority to respond to incidents.
Unit: the organizational element formed under

a Section with functional responsibility for a
specific incident Planning, Logistics or
Finance/Administration activity.
Unity of Command: the concept by which

each person within an organization reports to
one and only one designated person.
50
Acknowledgements
Marcy Casement made significant contributions to the preparation of this document, and the
additional assistance of Michael Leary and Rhianna Macon is appreciated.
51
This page is intentionally blank
This page is intentionally blank
IPIECA is the global oil and gas industry association for environmental and OGP represents the upstream oil and gas industry before international
social issues. It develops, shares and promotes good practices and organizations including the International Maritime Organization, the
knowledge to help the industry improve its environmental and social United Nations Environment Programme (UNEP) Regional Seas
performance; and is the industry’s principal channel of communication Conventions and other groups under the UN umbrella. At the regional
with the United Nations. Through its member led working groups and level, OGP is the industry representative to the European Commission
executive leadership, IPIECA brings together the collective expertise of oil and Parliament and the OSPAR Commission for the North East Atlantic.
and gas companies and associations. Its unique position within the Equally important is OGP’s role in promulgating best practices,
industry enables its members to respond effectively to key environmental particularly in the areas of health, safety, the environment and social
and social issues. responsibility.
www.ipieca.org www.ogp.org.uk
© IPIECA-OGP 2014 All rights reserved.

IPIECA OGP Incident Management System

Uploaded by

Copyright:

Available Formats

IPIECA OGP Incident Management System

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

IPIECA OGP Incident Management System

Uploaded by

Copyright:

Available Formats

What is the purpose of the document?

What is the purpose of the document?

What organizations are involved in developing the document?

What organizations are involved in developing the document?

Incident management

system for the oil and

International Association of Oil & Gas Producers

OGP Report Number 517

Note on good practice

About this guide 4

Managing an incident response using an IMS 24

Application of an IMS in varying response frameworks 38

Adapting the IMS to meet response challenges 41

IMS competency and preparedness 43

References and further reading 46

About this guide

The successful introduction of an IMS into a response organization requires a commitment by

The vast majority of incidents are small, and

Source: David Weydert

Experience has shown

l Organization by function, i.e. Command, Operations, Planning, Logistics, Finance.

l Establishment of clear, hierarchical reporting relationships.

achieve the response objectives.

An IMS is based on the following management principles:

l Formulation of an Incident Action Plan.

l Use of common and consistent terminology.

l Maintaining a manageable span of control.

l Coordination of equipment, personnel resources and communication.

Incident action plan

Common and consistent terminology

common names and are listed according to capabilities.

Officer, Chief, Director, Supervisor or Leader.

Manageable span of control

Coordination of equipment, personnel resources and communications

Figure 1 Organizational structure of an IMS

Operations Planning Logistics Finance/Administration

The responsibilities of each section can be summarized as follows:

l Operations: directs the tactical operations throughout the incident.

and the overall status of the incident.

l Finance/Administration: responsible for financial controls, contracting and claims management.

Table 1 Organizational elements and corresponding leadership titles

Organizational element Leadership title

Command Incident Commander (and Deputy)

The Command function

maximizing the response effort while using resources efficiently.

while achieving the objectives established for the incident.

Near right: the

Source: Seth Johnson

The Incident Commander should maintain a strategic perspective, or command awareness, to

Box 1 Typical responsibilities of the Incident Commander

l Assume and announce Command l Approve, implement, and evaluate the

l Establish an Incident Command Post l Approve requests for additional resources or

Figure 2 An example of Command Staff organization

Public Information Officer

l geographic location of the incident;

l estimated duration of the response; and

l description of specific incident characteristics (e.g. injuries/fatalities, personnel unaccounted for,

Figure 3 Example of Operations Section organization

Operations Planning Logistics Finance/Administration

Box 2 Responsibilities of the Operations Section Chief