Incident Management Systems (IMS)-What it is and why it works-ICS: a widely used type of IMS-Is it right for you?

Understanding the relationship between IMS and TPR: thenew Tiered Preparedness and Response model
THE FOLLOWING 15 CAPABILITIES ESSENTIALLY REPRESENT THE SCOPE OF TIEREDPREPAREDNESS AND RESPONSE:SURVEILLANCE, MODELING, AND
VISUALIZATION*SOURCE CONTROL*ENVIRONMENTAL IMPACTASSESSMENT (INCL. SAMPLING)

OFFSHORE SURFACEDISPERSANTS*ECONOMIC ASSESSMENT AND
COMPENSATIONOFFSHORE SUBSEADISPERSANTS*STAKEHOLDER ENGAGEMENT ANDCOMMUNICATIONIN-SITU CONTROLLEDBURNINGIMS*WASTE MANAGEMENTAT-SEA CONTAINMENT ANDRECOVERYPROTECTION OF SENSITIVERESOURCESOILED WILDLIFE RESPONSEINLAND RESPONSESHORELINE AND INLAND ASSESSMENT (SCAT)SHORELINE CLEANUPDEFINING THE TIERSTHE TIERS REPRESENT THE VARIOUS LEVELS OF RESOURCE CAPACITY REQUIRED TORESPOND TO A SPECIFIC FACILITY OR REGION, AND DO NOT REPRESENT QUANTITATIVEMEASUREMENTS OF CAPACITYTIER 3TIER 2TIER 1: RESOURCES NECESSARY TO HANDLE ALOCAL SPILL AND/OR PROVIDE AN INITIALRESPONSETIER 2: SHARED RESOURCES NECESSARYTO SUPPLEMENT A TIER 1 RESPONSETIER 1TIER 3: GLOBAL RESOURCES NECESSARY FOR SPILLSTHAT REQUIRE A SUBSTANTIAL EXTERNALRESPONSE DUE TO INCIDENT SCALE,COMPLEXITY, AND/OR IMPACT POTENTIALEACH WEDGE REPRESENTS A SPECIFIC TYPE
OF RESPONSE CAPABILITY, E.G., OFFSHORESURFACE DISPERSANTS CAPABILITYEACH WEDGE IS SUBDIVIDED TO ILLUSTRATE THATRESOURCES FROM THE TIERS MAY BE COMBINED TOPROVIDE THE NEEDED CAPACITY FOR EACHRESPONSE CAPABILITY

Understanding the relationship between IMS and TPR: thenew Tiered Preparedness and Response model
EACH WEDGE REPRESENTS A
SPECIFIC TYPE OF RESPONSECAPABILITY, E.G., OFFSHORE

INCIDENT MANAGEMENT SYSTEMSURFACE DISPERSANTS.

COMMAND

Operation s n
OPERATIONS
SectioSECTION

IMS

Planningn
PLANNING
SectioSECTION

Logisticsn
LOGISTICS
SectioSECTION

FINANCEn/Finance/
ADMIN
Admin
SectioSECTIONTHE INCIDENT MANAGEMENT SYSTEM (IMS) SYMBOLIS AT THE CENTER OF THE MODEL TO INDICATE THATINCIDENT MANAGEMENT IS A CENTRALCONSIDERATION WHEN PLANNING FOR POTENTIALINCIDENTS USING THE TIERED PREPAREDNESS ANDRESPONSE APPROACH.OSPR Good Practice: preparednessPlans

SURVEILLANCE, MODELING, VISUALIZATION*SOURCE CONTROL*ENV IMPACT ASSESSMENTOFFSHORE SURFACE DISPERSANTS*ECONOMIC ASSESSMENT &COMPENSATIONOFFSHORE SUBSEA DISPERSANTS*STAKEHOLDERENGAGEMENT & COMMS

IN-SITU CONTROLLED BURNINGIMS*WASTE MANAGEMENTAT-SEA CONTAIN & RECOVERYPROTECTION SENSITIVE RESOURCESOILED WILDLIFE RESPONSEINLAND RESPONSESHORELINE &INLAND ASSESSMENTSHORELINE CLEANUPOil Spill Risks

Response Strategy

Response Capability

Planning Scenarios

Optimal Actions - SIMA

Tiered – What, How Much, By When

Stakeholder Engagement

Training and Exercises
5

OSPR Good Practice: responseIMS

Spill Scenario

Response Strategy

Cascaded Response Resources

Combination of Response Options

Incident Management System• Situational Awareness• Stakeholder Engagement• Decision-making• Resource provisions• Response Action
6

The Planning “P”
Tactics
meeting

Prepare forPlanning meeting

Planning
meeting

Preparation andapproval of Incident
Action Plan

Prepare for
Tactics meeting

Commandand General Staffmeeting

Incident Command
meeting: develop/update
objectives
Initial Incident Command
meeting

Operations
briefing

New operational
period begins

Implement plan andassess progress

Deactivate anddebrief

Initial incident briefing

Initial assessment and response

Notifications

Incident/event

Incident briefing

3Assessment

2

Work

1

Simplified
planning
cycle

Government led or Industry led?

4

• Combination response• e.g. Australia, New Zealand, UK

5• Industry Response (no government capability)• e.g. Lebanon, MozambiqueSpectrum of control

3• Industry response regulated by Government• e.g. USA, Canada, Greece

Industry control

2• Industry response controlled by Government• e.g. Brazil, Mexico

Government control

1• Response led by Government• e.g. Germany, Denmark

The Command Challengea)The “Single Command” structure

CommandOperations
SectionPlanning
Section

Logistics
SectionFinance/Administration
SectionThe Command Challengeb) The “Coordinated Command” structure

LiaisonOwner/operator

Government

Com mandCommandOperations
SectionOperations

Planning
SectionPlanning

Logistics
Section

Logistics

Finance/Administration
Section

Other

Coordinated actions

The Command Challengec) The “Unified Command” structure

CommandOwner/operator

Government

CommandOperations
SectionPlanning
Section

Logistics
SectionFinance/Administration
SectionFundamental questions for you to ask and answer• How do you make a decision?

• Who is accountable?
• How quickly do you need to make decisions?

• Have you answered all of the above questions for external stakeholders?

• Agencies• Regulators• Media

The need for ICS
 Our firm view is that ICS or an “ICS – like” approach is required to manage

large amounts of equipment, people and transactions
 However our experience with IMS and ICS is that ICS doesn’t translate wellinto coordinated command We have designed an IMS which is “ICS - like” and recognizes multiplecommand and coordination challenges