INSARAG Guidelines

Office for the Coordination of Humanitarian Affairs INTERNATIONAL SEARCH AND RESCUE ADVISORY GROUP
ADVANCE COPY
Guidelines
Office for the Coordination of Humanitarian Affairs INTERNATIONAL SEARCH AND RESCUE ADVISORY GROUP
Table of Contents
Table of Contents
3 4
Development Assumptions & Criteria
INSARAG Response System Overview 6 SAR Team Planning Guidelines 30 SAR Team Mobilization Guidelines SAR Team Management Guidelines 33 34
SAR Team Base of Operations Guidelines41 SAR Team Engagement/Disengagement Guidelines SAR Team Safety and Security Guidelines SAR Team Search Operations Guidelines 51 SAR Team Rescue Operations Guidelines 56 SAR Team Identification Marking & Signaling Guidelines 60 SAR Team Medical Guidelines 68 Communications Guidelines 72 48 43
SAR Team Public Information Guidelines 74 SAR Team Code of Ethics 77
Glossary of Terms & Acronyms 78 Duties of the OSOCC OSOCC Structure 87 90
Table of Contents
UN Requirement Maintain an up-to-date International SAR Directory Distribute advisories, alerts, activations, Situation Reports, Requests/Appeals for assistance Coordinate the dispatch of SAR Teams Dispatch of an UNDAC Team as appropriate Establish an OSOCC Reception Center Establish an OSOCC Follow-up on affected country responsibilities. Affected Country Assumptions Affected country to provide in-country transport (personnel/equipment): - Will provide identified local transportation - Fuels as required. Affected country needs to make available needed support facilities - Base of Operations The affected country will provide security for resources. - Personnel, equipment and facilities. Affected country will issue proper waivers: - Emergency medical practice, controlled drugs. - Canine/dog quarantine requirements, clearance/visa, specialized communications equipment. The affected country will provide interpreters. Ability to provide: - Compressed gases, fuels - 24-hour point of contact. Assisting Country Criteria Assisting country to bear the cost of deployment Getaway from time of activation: - Within ten hours for air transport. - Within eight hours for ground transport. Self-sufficiency: - For ten operational days. - Food, water, team medical support, shelter, etc. - Ability to self-resupply. - Priority on taking care of your own. Incident Management Structure: - Command and control. Responding resources place minimal burden on affected country: - Exceptions are compressed gases, fuel, and in-country transport. Internal/external communications. Perform search and rescue operations. Provide staff and logistical support to UN/OSOCC operations, as requested: - Be prepared to provide management/liaison-type personnel It is recognized that the SAR Medical function, considering its quantities of medicines, equipment, and highly trained members, may, in some instances, be "handing off" a potentially unstable patient to a less sophisticated, interim level medical provider for patient transport to definitive care. This is 4 Development Assumptions & Criteria
considered to be standard practice under the circumstances of disaster operations. Staff Team with qualified personnel capable of performing multiple functions: - Staffed to conduct 24-hour operations. Length of deployment of up to minimum of 14 days. Team members have appropriate inoculations/immunizations for affected country. Team be those regularly assigned to conduct SAR operations in their own country. Team members have appropriate travel documents. Team members have appropriate training (i.e., UN ER). Assisting country have provisions to deal with: - Proper conduct of all team members. - Treatment of injury to team members. - Full responsibility for death(s) of a team member. - Damages brought about by malicious, wanton and/or willful acts of its members 24-hour point of contact for deployment.
INSARAG Response System Overview
Table of Contents Introduction - Purpose - Background - United Nations Office for the Coordination of Humanitarian Affairs (OCHA) INSARAG Mandate INSARAG Organizational Structure INSARAG Decision-Making Process - INSARAG Corrective Action Procedure - Document Management System INSARAG Operational Guidelines Response Requirements - Responsibilities of the Affected Country - Responsibilities of the Assisting Country - Responsibilities of the United Nations INSARAG Capability Criteria INSARAG Training and Exercises Response Framework - SAR Teams - OSOCC - LEMA Response Phases - Preparedness Phase - Activation Phase - In-Transit Phase - Operations Phase - Reassignment/Stand-Down Phase - Return to Home-base Phase List of Guidelines Introduction The International Search and Rescue Advisory Group (INSARAG) was formed in 1991, as a cooperative effort by the United Nations and many of the participating countries in international SAR. With the assistance of all participants, the conclusions and recommendations adopted at the initial INSARAG meeting were based on their collective experiences in disaster responses. The mission of INSARAG is to develop effective international relationships in order to save lives and render humanitarian services following natural or man-made disasters. The activities of INSARAG include the improvement of emergency preparedness and cooperation between international SAR teams as well as the promotion of information exchange on operational procedures and lessons learned. As a result of the efforts of many participating countries who collectively make up the International Search and Rescue Advisory Group (INSARAG), the INSARAG participants have developed a common understanding of the functions and operations of SAR teams, which have resulted in the development of the International Search and Rescue Response System.
Purpose The purpose of the International Search and Rescue Response System Manual is to provide an overview of the International Search and Rescue (INSAR) Response System. This document describes the framework for the INSAR Response System as developed by INSARAG as well as serves as a reference source for guidelines for international SAR teams. These Guidelines were developed by member countries of INSARAG to assist international SAR teams to operate in the most efficient and effective manner possible. Background Over the past decade, disasters in heavily populated areas around the world have increased the need for sophisticated SAR capabilities to assist trapped victims. Recent improvements in technology have also increased the ability to locate, medically treat and rescue trapped victims. Many countries have developed a SAR capability and routinely send teams of well-trained experts to assist other countries in times of need. While this has been of great benefit to victims and the affected country, it has also revealed a need for these responding SAR teams to coordinate their operations. Inter-team coordination can help maximize the use of available resources by matching team capabilities, thereby avoiding duplication of efforts. There are three levels of need for coordination of international assistance: 1. Strategic level International relief community 2. Operational level In the capital of the affected country/region 3. Tactical field level At the field level where relief activities take place among the victims and within the chaotic environment at the site of the disaster. The third level requires the following coordination: Immediate assessment of damage and relief needs at the occurrence of the emergency Rapid field coordination of intentional relief efforts Development of relief procedures and coordination systems Exchange of know how and techniques, with the emphasis on strengthening the capability of disaster-prone countries to respond to emergencies. The United Nations has taken a lead role in coordinating disaster relief efforts especially at the operational level. Without operational coordination, the links to the on-site emergency management will be incomplete. This is accomplished by the role of the United Nations Resident Coordinator and the UN Disaster Management Team, which comprises the in-country humanitarian, and the major Non Governmental Organizations (NGOs). A variety of programs within the UN focus on this issue. United Nations Office for the Coordination of Humanitarian Affairs (OCHA) The United Nations Office for the Coordination of Humanitarian Affairs (OCHA), through its Disaster Response Branch (DRB) in Geneva, has established an emergency response system for coordinating actions taken by the international community as a result of natural disasters and environmental emergencies. The DRB is the focal point within the UN for mobilizing and coordinating international disaster response. When disaster strikes, OCHA facilitates information exchange between responding international SAR teams. Through OCHA, INSARAG maintains close contacts with international SAR teams and maintains a Directory of SAR teams that meet the criteria for international response and operations. If required, OCHA can field a United Nations Disaster Assessment and Coordination (UNDAC) team to assist in emergency assessment and field coordination during the initial relief phase. This team consists of qualified and specially trained national emergency management experts, as well as OCHA staff.
INSARAG Mandate To achieve its mission, INSARAG has established the following mandates: To develop effective international relationships aimed at saving lives and rendering humanitarian services following disasters To make emergency preparedness and response more effective and thereby to save more lives, reduce suffering and minimize environmental consequences To improve efficiency in cooperation among international SAR teams working at the site of a disaster To promote activities to improve search and rescue preparedness in disaster-prone countries giving priority to developing countries To develop internationally accepted procedures and systems for sustained cooperation between SAR teams operating on the international scene To provide guidance and support primarily within the framework of OCHA in the field of operational coordination To consider the development of SAR procedures made in other international fora and to strengthen the cooperation during the emergency relief phase on SAR-related matters among interested organizations To provide a mode for transmitting assessment information, relief requests and operational information to facilitate quick decisions which promote timely and effective responses to international disasters. INSARAG Organizational Structure The organizational structure of INSARAG consists of a Steering Group, Regional Groups, and Working Groups with Chairperson oversight. The Steering Groups consists of the: Chairperson Secretary (OCHA) Chairpersons of Regional Groups Deputy Chairpersons of Regional Groups Chairpersons of Working Groups Representatives of the International Federation of Red Cross and Red Crescent Societies International SAR Team Leaders that participate in international response operations
Three Regional Groups consist of: Africa and Europe Americas (North, Central, South) Asia and the Pacific The Working Groups can be either regional or international and permanent or ad hoc. The Steering Group 8 INSARAG Response System Overview
assigns them projects. INSARAG Decision-Making Process INSARAG provides the forum for continued improvement of the INSARAG Response System by providing a review and approval process for new policies and procedures. Recommendations for system changes can come from disaster response experiences, individual SAR teams, Regional Committees, and Working Groups. Examples of recommendations for changes in the system are: Improved methods for coordination for the LEMA, OSOCC and SAR resources Improved training and exercise development and delivery mechanisms Improved information management during preparedness and response operations Recommendations for system changes can come from a variety of sources and may enter the process from any level. The following steps define the review and decision-making process as illustrated in the diagram: Recommendation from Work Groups or SAR Teams are forwarded to the INSARAG Steering Group through the appropriate Region Recommendations from the OSOCC/UNDAC or any NGO are forwarded directly to the INSARAG Steering Group The recommendation is then evaluated by the INSARAG Steering Group to determine its validity and necessary follow-up actions The resulting action(s) is then assigned to an appropriate Work Group The Work Group will then complete the assignment The change/result will then be submitted back to the Regions for review and comment. The recommendation may be returned for additional refinement, if necessary When acceptable, the Regions review/comment is forwarded to the INSARAG Steering Group for final approval. The Steering Group will either make final approval or return to the respective Work Group via the Region for follow up Once approved, the Steering Group will submit the action/change to OCHA for system distribution and implementation.
INSARAG Corrective Action Procedure It is important that a life-safety program such as the INSARAG Response System be maintained at the highest level of efficiency and readiness. There needs to be a systematic process in place to address changes that are required as the result of training and exercise scenarios, disaster response after action reviews, special events (i.e., Triplex, NATO Summit, etc.). Everyone involved at all levels in the Progam should have equal access to providing input into the process for program improvement. As a result, an INSARAG Corrective Action Procedure has been developed. INSARAG Response System Overview 9
The Corrective Action Procedure consists of a six-step process as indicated on the following flow chart and definition. The process is intended to allow for comment and review from all levels. The flow chart illusrtrates an issue entering the process at the lowest level and progressing entirely through the system. This does no preclude an issue from entering the process at other levels as required. Problem/issue identified (from readiness evaluations, training, exercises, mission operations, etc. may originate from After Action Reports) Issue Analysis Outline developed (Minimum information required, organized in a standardized fashion, to provide effective input into the Corrective Action Process) Statement of Issue (short, concise, clear identification of problem/issue) Background information (information which provides sufficient data to clearly understand the issue in context to the overall situation/system) Recommended action(s) (identification of the complete, precise, specific actions that provide the necessary steps to resolve the issue or correct the problem) Responsible party (identifies the organization/entity with the primary responsibility to correct the problem) Corrective Action Process - Step One Initiator develops an Issue Analysis Outline submission completing the Statement of Issue and Background Information sections If possible, it would be beneficial if the Recommended Actions section is completed also. - Step Two Submission is forwarded to the respective Regional Chair for consideration The Regional Chair will review the submission, convene a Regional Review Group, and forward the submission The Review Group will ensure that the submission is clear and complete and then develop an Issue Action Tracking Plan to be submitted to the Regional Chair. - Step Three The submission and Issue Action Tracking Plan, along with the Regional Chairs recommendation, are forwarded to the INSARAG Chair for tasking to the appropriate Work Group (permanent or ad hoc) - Step Four The Work Group completes the assigned task(s) and returns the product back to the INSARAG Chair - Step Five The INSARAG Chair convenes the Steering Group for consideration and adoption, as appropriate. If adopted, forward product to OCHA - Step Six The decision/information disseminated by OCHA for implementation
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Issue Action Tracking At the Regional Review Group level, attention will need to be paid to ensure the careful inclusion of all submissions under consideration into a Issue Action Tracking Plan. During this process, all items submitted will be carefully reviewed for content and completeness, with redundancy eliminated, or grouped. It is not the intent for this group to become involved in issue resolution. The following example illustrates the components included in the Issue Action Tracking Plan. This could be incorporated into a database format to allow for the historical tracking over a long period of time. Issue Tracking Number Action Completed & Comments 1-1-99 Approved/forward ed to INSARAG Chair 2-1-99 3-1-99 4-1-99 5-1-99 6-1-99
Step 1 2
Issue Description Development of INSARAG Guideline concerning Equipment Cache Standard
Assigned To Regional Chair Regional Review Group
3 4 5 6
99-REG1-019
INSARAG Chair Equipment WG INSARAG Steering Group OCHA
Document Management System The development of the INSARAG Response System results in the production of a wide variety of documents. It is imperative that consistent document development standards are defined to ensure consistency as these documents are produced. It is equally important that existing documents are reviewed, updated or purged on a scheduled basis to maintain currency and accuracy. There must also be a standardized system to allow for immediate or unexpected submissions and/or changes that are needed that may occur outside an established review cycle. The following list identifies many of the defined elements that should be adhered to ensure the further effective development and management of the INSARAG Response System: Consistent, organized structure for all documents such as: - Operational Guidelines - Training manuals - SAR Team Directory - Field Operations Guide (FOG) INSARAG Response System Overview 11
- OSOCC Guidelines - UNDAC Field Handbook - Final Reports - Corrective Action Reports - Readiness Evaluations - Brochures Document standardization such as: - consistent covers/titles format - standardized date/time/zone/month notations - correct/current development date illustrated (covers/footers/etc.) - consistent tables of contents format - consistent document font/formatting conventions (i.e., Arial 12 pt font, etc.) - consistent training class evaluation processes (individual, instructor, etc.) Document development time table with calendar milestones: (importance of allowing enough time to satisfactorily complete development/final print) - initial submission date of draft(s) - ample computer input/generation time - draft completion - draft review - computer edits - Final review - Final printing Document computer files archive/library - complete listing of all files/documents - listing of each type document (s) in each program (Guidelines, training manuals, etc.) accurate listing of what file/documents are the most current (by date?) Hard copy documentation - all documents clearly labeled as to when produced (which is most current) - adequate extra copies of all produced manuals/documents - removal of outdated hard copies Presentation standardization - Developed in PowerPoint application - Student hard copy handouts produced - Limit amount of information on each slide (summarize only) - Standardized layout with UN logo Document distribution mechanism - Developed in standard computer application MSWord - Any presentations (training, etc.) developed in MS PowerPoint - Downloadable to disc/CD - All productions are considered in the public domain - Electronically transferable - Published as Read Only on the Web after approval System maintenance: - Document development integrated into the INSARAG Decision-Making Process - Established document review process/cycle to ensure currency - Process for addressing immediate/ad hoc issues that occur outside the cycle
INSARAG Operational Guidelines The purpose of developing the INSARAG Operational Guidelines is to: 12 INSARAG Response System Overview
Staff, train, activate and deploy the most capable SAR team for disaster response. Incorporate the lessons learned from SAR team development, drills, exercises, and mission operations. Establish the proper management requirements for SAR Teams. Establish a functional SAR Team structure that assures a safe, effective operational response. Establish standardized practices for the primary aspects of a SAR Team response.
Response Requirements INSARAG Guidelines are based on a number of assumptions and requirements that will be the responsibility of the affected country, assisting country, and the United Nations. The Guidelines in this manual are based on the following expectations: Responsibilities of the Affected Country: - Provide in-country transport (personnel/equipment): identified local transportation - Make available needed support facilities. Base of Operations - Provide security for resources. personnel, equipment and facilities - Issue proper waivers: emergency medical practice, controlled drugs, etc. - dog quarantine requirements, passports/visas, specialized communications equipment. - Interpreters for foreign speaking SAR teams. - Other support: compressed gases, fuels 24-hour point of contact. Responsibilities of the Assisting Countries: - Bear the cost of deployment - Getaway from time of activation: Within ten hours for air transport Within eight hours for ground transport. - Self-sufficiency: For seven operational days Food, water, team medical support, shelter, etc. Ability to self-resupply Priority on taking care of your own. - Incident Management Structure Command and control. - Responding resources should place minimal burden on affected country Exception are compressed gases, fuel, in-country transport - Internal/external communications - Perform structural collapse rescue functions - Provide staff and logistical support to OSOCC operations, as requested One to three management-type personnel Staff team with qualified personnel capable of performing multiple functions Staffed to conduct 24-hour operations. - Length of deployment of up to a minimum of 10 days. - Team members must have appropriate inoculations/immunizations for affected country. INSARAG Response System Overview 13
Team should be those regularly assigned to conduct SAR operations in their own country. Team members should have appropriate travel documents. Team members must have cultural awareness training. Adhere to the provisions of the INSARAG Code of Conduct Assisting country must have provisions to deal with: Proper conduct of all team members Treatment of injury to team members Full responsibility for death(s) of a team member Damages brought about by malicious, wanton and/or willful acts of its members - Overall coordination issues: OSOCC is established and properly staffed to support SAR team needs Reception center will be operationally ready upon arrival of SAR teams Responsibilities of the United Nations: - Maintain an up-to-date International SAR Directory - Distribute advisories, alerts, activations, Situation Reports, and requests/appeals for assistance - Coordinate the dispatch of SAR teams - Dispatch of an UNDAC Team as appropriate - Establish an OSOCC reception center - Establish an OSOCC - Follow-up on affected country responsibilities
INSARAG Capability Criteria SAR teams are to be designed for all risk response. The teams are modular in design and while primarily designed for search and rescue operations in the urban setting, can also be quickly reorganized to handle flooding, avalanches, and other types of disasters. The team functional structure allows it to change its operational mission and retain the management and support elements necessary. This method of design increases the cost effectiveness of a developing response team and in maintaining it in a state of constant readiness. SAR teams are capable of providing the following actions when dispatched to disasters: Operations Conduct search and rescue operations, and provide emergency medical care to disaster response personnel and victims encountered during the mission. Conduct reconnaissance duties, including assessment of needs and provide information to the LEMA official in charge and/or OSOCC. Control public utilities in the affected area. Perform hazardous materials surveys and evaluations of affected areas. Conduct structural and hazard evaluations. Assist in stabilizing damaged structures, including shoring and cribbing operations. - Citizen Assistance/Outreach Direct citizens to available services such as medical, food, water, and shelter.
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occupants of damaged dwellings. -
Distribute tarps, roof sheeting and furring strips to Assist local population in securing their property from the effects of weather. Assistance to Local Emergency Response Personnel: Assist in the coordination of local response efforts. Assist in the establishment of emergency communications links. Clear streets, highways, airports and government support facilities of trees and debris. Mark/identify streets and buildings. Manage, direct and train local volunteers and first responders in basic SAR operations. Provide medical treatment information to local medical personnel on disaster-related injuries such as crush syndrome.
Training/Exercises: INSARAG has it has developed the United Nations INSARAG /MCDA Training System, including awareness-, operations- and staff level courses. In addition to participation in these international courses, INSARAG member countries are expected to carry out training for urban search and rescue in accordance with the INSARR guidelines. The training will be coordinated within the respective INSARAG Regional Group and supervised by the INSARAG Working Group on Training. Response Framework SAR Team A SAR Team must be composed of technical specialists from a variety of fields who support the victims of a disaster. Teams must be organized, staffed and trained to provide the functions outlined in the Management and Coordination Guideline. Each team should be staffed with a team management component and have at a minimum; the functional capabilities of search, rescue, medical, and technical and support assistance. The management component has the responsibility for overall supervision of the team while ensuring its safety and security. It will also represent the team concerning media and public information requests, provide various types of mission planning, and have the ability to liaison with the various entities encountered during a mission. The functions of Search, Rescue, and Medical are grouped into an Operations Section. The search function must have the capability to search and locate trapped victims using physical, canine and electronic means. The rescue function must be capable of working at multiple work sites. The medical function must provide medical doctors and paramedics capable of providing advanced life support to trapped/rescued victims as well as provide for the medical needs of team members. The technical assistance function should provide support to the team by providing hazardous materials detection and protection, structural integrity assessments, as well as interacting with heavy equipment operators. The support assistance function should provide all logistical and communications needed for the team. The following are international relief organizations that the SAR team may interact with during the mission:
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OSOCC The United Nations On-Site Operations Coordination Center (OSOCC) concept was developed by the United Nations to provide a group of highly qualified personnel readily available for rapid deployment to a disaster area. The mission of the OSOCC is to assist the affected countrys LEMA with the management of the disaster by providing coordination support for international SAR teams and other relief resources arriving in the affected country. The role of the OSOCC will vary with each disaster. The OSOCC will assist the LEMA in assessing the need for international SAR teams, communicating their operational capabilities to the LEMA and providing logistical support for incoming teams. A major portion of its logistical responsibility lies with the establishment and management of a Reception Center (normally at a local airport) to coordinate the arriving Response Teams. The OSOCC will also recommend operational assignments to the LEMA for international SAR teams based on known capabilities. In all cases, the OSOCC should be activated and deployed whenever there is a SAR Team activation or the potential for international team activation exists. The OSOCC has three primary functions: Management: Provide guidance; identification and contracting of local authorities; implementation of policy; setting priorities; development of strategy; co-ordination of local (government) activities; coordination of assisting country SAR teams and international organizations; co-ordination of private volunteer organizations (PVOs) and NGO activity; and ensuring security of facilities. Operational Planning: Identification and contracting of operational agencies; collection analysis and dissemination of needs; assessment information; tracking status of situation and resources including supplies; liaison with airport/reception center(s); development and implementation of incident action planning; briefings; public liaison; and focal point for media contact. Logistics: Supply functions for OSOCC team support; Reception Center, accommodations, food, water, sanitation, etc.; transportation planning and use of communications. OSOCC personnel may arrive in the affected country prior to the arrival of international SAR teams, especially if UNDAC personnel transition over to the OSOCC. These operational guidelines are written on the premise that the OSOCC will arrive prior to international teams and be available on-site to provide the necessary direction and support required for the teams to complete their assignment. In some countries, LEMA officials may provide this type of assistance to the incoming teams and the actual presence and function of the OSOCC may be reduced in scope or entirely eliminated. In other instances, international SAR assistance may arrive prior to the OSOCC becoming operational. In that case, the individual team(s) must 16 INSARAG Response System Overview
ensure that the actions normally taken by the OSOCC are established until such time as it can take over these functions. Arriving teams may be expected to assign a person(s) initially to start the OSOCC functions. The UNOSSOC will provide overall strategic planning and coordination to the international response teams operating under its mandate. In the early stages of the response, the OSOCC should develop a written document that details the exact mission objectives of the incoming international teams. This document should be agreed upon and signed by representatives of the LEMA and the OSOCC. This document will assist in defining what the international SAR response mission is. This can be of great assistance to the UN effort when disengaging from the disaster. LEMA It is imperative that the SAR resources (teams and OSOCC) become an integral part of the existing local command structure upon arrival at the disaster. The OSOCC and Team Leader should be prepared to adapt to variations of incident management. It should be clearly understood by LEMA personnel that the team is a resource that is available for their use and under their operational control through the OSOCC. The OSOCC should address and comply with all local guidelines for reporting team activities. To whom to report, what type of information to report, when reports have to be made, etc., must be identified. To ensure that this is accomplished, the OSOCC should confer with LEMA communications personnel, and determine what means of communications should be used for accomplishing these tasks. The SAR Team Leader must identify any local support needs of the team and forward to the OSOCC. The OSOCC will coordinate with LEMA officials for the support that the team will require to properly accomplish their assignment. This could include the need for fuel, compressed gases, heavy equipment and/or support personnel. Guidelines must be determined to acquire the assistance. All team requests for expendable supplies should be forwarded to the OSOCC for processing. The OSOCC will obtain the resources locally or through resupply. Response Phases The following diagram summarizes the response phases a SAR team experiences during a deployment from the incident occurrence to the return to readiness status. SAR teams go through various actions during an international mission. This cycle begins with team preparedness and ends with its return to home base and subsequent return to readiness. Teams must ensure that internal procedures are compatible with the following phases: Preparedness Phase A SAR team response begins well before the mission deployment with sound team organization that ensures the preparedness of personnel, equipment stock, and mobilization and operating procedures. Each participating INSARAG country must have a single designated National Focal Point (NFP), staffed 24-hours a day. This entity will be the official country (and team) contact point for OCHA or other countries requesting team activation or to forward disaster related communications. All notifications, communications, or other interaction with teams must go through this focal point. The National Focal Point is also responsible for keeping OCHA apprised of any changes in its readiness status and completes any other administrative or reporting requirements. Team management prior to any deployment must address a variety of administrative and personnel issues. Records of personnel data must be developed. Personnel must be properly immunized for travel to all parts of the world and must be issued proper clothing to live and work in a wide variety of environmental conditions. Team management must complete OCHA administrative requirements and develop relationships with other INSARAG Response System Overview 17
countries for bilateral assistance during disasters. The team should establish a program to develop and conduct routine training and exercises to ensure the operational effectiveness of the team. Training should also be developed and conducted as needed to maintain team member qualifications, including: Basic knowledge of SAR operations Code of Ethics Safety and security Hazardous materials awareness Cultural awareness Extended incident stress management Survival Physical conditioning Basic first aid Each team should have a written mobilization plan that addresses the necessary actions to activate and deploy the team. This plan should include team and country/sponsoring agency notifications procedures; team member assembly point location and procedures; equipment packaging and loading plan; and a transportation plan to the POD or for ground travel directly to the Point of Arrival (POA) in the affected country. All aspects of team mobilization must be well documented in its plan and exercised regularly to accomplish such a large undertaking. All personnel should have required personal items ready for deployment as well as essential equipment, tools, and supplies that support the team in the field. Load plans should be in place that document where specific items are placed on aircraft, with weights and cubic size already calculated. Additionally, load plans for ground transport should be in place that indicates similar placement of equipment stock items on over-the-road trucks. The team must develop an equipment stock sufficient to perform all operations involved in complex technical rescues, including equipment capable of breaking, lifting and moving heavy concrete as well as the medical supplies and equipment to care for team members, canines, and rescued victims. Communications equipment must accompany the team to allow for communications between team members, home country, and the OSOCC and/or LEMA. The team must also have life support equipment and supplies required to be selfsufficient for seven-ten days in the field. The team should maintain its equipment stock in such a manner as to ensure its total availability within the response time requirements and a system to maintain the equipment while not in use. This program should include: Periodic equipment stock inventories. Periodic tools and equipment exercise to ensure proper operation. Rotation periods for items with an anticipated life (batteries, medicines, etc.). Procedures for checking out equipment for training, maintenance, etc. Procedures for post-mission/post-training equipment stock rehabilitation. Procedures for computerized/hard copy inventory updates. Files established for tools and equipment service/reference materials. Regular maintenance schedule for equipment stock items. Activation Phase Requests for international assistance go through several stages before reaching SAR teams in assisting countries. When a disaster occurs, the first response will be from LEMA officials and supporting services of 18 INSARAG Response System Overview
the affected country. If additional assistance is required outside the local level, requests should be filled by the national government until the affected country's resources are exhausted or the requested level of assistance is not available. The affected country may then request international assistance. Within this framework, formal requests for international assistance can be directed to OCHA or may be made directly to another country (existing bilateral agreement between the two governments). In this case, the request will bypass OCHA. If the request for international SAR assistance is made through OCHA, they will begin to determine the resources necessary to fulfill the request through information obtained from the affected country. They will assess the availability of SAR resources from the SAR team Directory and send out Disaster Advisory, Alert, or Activation Notices, as appropriate. Advisory Notices are for information purposes and serve to advise teams in the system that an event has occurred that requires monitoring. Alert Notices notify specific teams that SAR response may be requested and the team should begin to review its readiness to deploy. Once the situation is determined OCHA will send out Activation Notices to the National Focal Point of the team selected to respond. Activation Notices are official requests from the affected country through OCHA requesting the response of SAR teams. A Stand Down Notice may be issued at anytime to cancel the response for any reason.
It is crucial that information pertinent to the disaster response is provided to the responding SAR teams in the Advisory, Alert, and Activation Notices. When a team is deployed to the affected country, often times limited information is known in the early phases of the mission. Team management must advise deploying personnel of weather and environmental conditions so that appropriate clothing and equipment is packed. Equipment stock items may vary based on the type of disaster and the mission of the team. Team management will need to ensure that administrative requirements, i.e., visas/passports, immunizations, etc., are identified and tasked. The security status of the affected country must be assessed and pertinent security issues that could affect a team's response are made known in the action plan. OCHA should provide as much as possible at the time it becomes known. A guideline for necessary information to be provided in the OCHA notifications is listed below. Information Provided to SAR Teams by OCHA Disaster Advisory/ Alert Notice - Type of event - Location - Magnitude - Weather conditions - Current situation - Country security information Disaster Activation Notice - Type of event - Location - Magnitude - Weather conditions - Current situation - Damage assessment - Point-of-Arrival (POA) INSARAG Response System Overview Stand Down Notice - Reason for stand down - Person initiating standdown
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- OSOCC/LEMA POC name - SAR Team radio frequencies - OSOCC Reception Center location - Other resources activated - Anticipated length of mission - Time of official activation - Person initiating activation - Identify and contact procedures - Country security information Once a written Activation Notice is received from OCHA, the SAR team must use its existing plans to bring all facets of the team together to meet the time limits of deployment. Upon activation for an international mission, a SAR team is expected to depart within eight-ten hours. Within this time period, it is expected that the National Focal Point of the SAR team have: - Assessed the level of readiness of the SAR team - Received approval from appropriate levels of government to mobilize (if necessary) - Begun the mission intelligence gathering and documentation process - Researched health related issues specific to the disaster area - Identified deploying personnel and provided essential mission information - Assembled SAR team personnel - Screened all personnel for health and wellbeing to work the mission - Ensured all personnel are assembled, have proper documentation and immunizations for international assignment - Reviewed the Oslo Guidelines for affected country entry requirements - Assembled the SAR team equipment stock and necessary transportation resources - Issued media releases as necessary - Transported personnel and equipment stock to the assigned POD - Equipment Stock - Equipment loading plans must reflect priority loading and unloading of equipment necessary to allow effective SAR team operations - Team Briefing - Once activated, it is imperative that a briefing be provided to all team members at the earliest opportunity This briefing should clearly define the following current information: Team organizational structure. Chain-of-command. Latest disaster information. Code of Ethics Medical concerns Environmental conditions. Media issues and procedures. Safety and security issues. Communications procedures. Affected country's political climate. Transportation mode and departure information
Refer to SAR Team Mobilization Guideline for addition information.
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In-Transit Phase The In-Transit Phase has two sub-phases. The first is the travel period from the home base to arrival in the affected country and the second is from arrival in-country to arrival at disaster or work site. Home Base to Arrival in Affected Country Each team is responsible for its own transportation to the affected country. From the time the team is activated until it reaches the reception center in the affected country, all issues relating to the deployment will be channeled through the respective assisting country(s). During this time, team management should continue to collect intelligence on the disaster and provide briefings. Team members should get as much rest as possible during this phase. Arrival in Affected Country To Arrival at Disaster Work Site Once the team arrives in the affected country, it comes under the operational control of the LEMA, in coordination with the OSOCC. The Team Leader will report into the OSOCC or appropriate representatives at a Reception Center. The OSOCC will arrange for immediate needs and transportation to a Staging Area or assigned work site. From that time until the team leaves the affected country, the Teams operations will be coordinated by the OSOCC. OSOCC Reception Center As Teams arrive, representatives should report to the OSOCC Reception Center. This facility will normally be at or near the POA and be the focal point for international teams. The Reception Center staff will provide the initial contact for the Team Leader and provide the following information: - Location of the OSOCC Command Post - Official(s) to whom the Team Leader should report on-site - Transportation assets - Assigned jurisdiction/work site for the team - Incident briefing/situation report - Reception Center food, water, rest rooms, support facilities - Transportation requirements - Availability of maps for assigned jurisdiction - Availability of medical treatment, if any - Available radio frequencies - Special hazards that may be encountered during transport to the assigned work site.
Once the Team Leader has received a briefing at the Reception Center, a plan of action should be developed that details the movement of the team to the disaster area including personnel and equipment stock movement, safety and security concerns, logistics, and any specialized team deployment that may occur prior to full team arrival. A team briefing should be conducted to apprise personnel of important information contained in the plan. This should include the following: - Assigned jurisdiction/work site for the team - Incident briefing/situation report - Reception Center food, water, rest room, support facilities - Transportation issues and time frames - Equipment off loading/security - Issuing of maps (if available). In most cases, the team should only remain in a Reception Center for a short time. This depends upon many variables, such as available personnel and equipment for equipment stock movement, available ground or air transportation to the assigned work site, weather conditions, etc. INSARAG Response System Overview 21
Team Deployment - It is imperative that the determination of the teams assigned area be made as quickly as possible. These decisions will be made by the appropriate LEMA and OSOCC officials - While it is most desirable to move the team directly to their assigned locality/work site, it may in some cases, first be necessary to route the SAR teams through a Staging Area. Staging Areas - A SAR team may be required to move through a Staging Area en route to its assigned area due to a change in the mode of transportation (such as from aircraft to ground transportation, or vice versa) or for other logistical reasons. These issues will be determined by the OSOCC in conjunction with LEMA officials An advance or reconnaissance team may be sent ahead of the full team to liaison with OSOCC or LEMA. Upon arrival, they can ascertain the name and location of the contact person, possible team BoO sites, and current information on the situation. They should also identify resources needed at the assigned work site so the team can immediately integrate into the local rescue operation. Operations Phase Team management should attend initial briefing, provided by OSOCC and LEMA, to discuss the current situation. Included in this briefing will be: existing chain of command formal lines of authority Lines of communication with the LEMA and OSOCC Strategic plans Establish who the teams on-site contact is (local official in charge) communications plan Reporting schedule Schedule of operational briefings Local available support for the team Available transportation Safe shelter for the team Interpreters (if necessary) Location and assignment of other SAR teams Food and water Safety and security Availability of cranes and other heavy equipment The specific team assignment should be discussed with LEMA and OSOCC representatives and include: team assignment specific objectives of the assignment general population demographics Native language methods of communicating with the local population types of occupancies (schools, factories or residences) anticipated numbers of victims maps of the area, site information, building plans, and utility information Local medical policies and procedures, assessments, and patient hand-off information (See SAR Team Engagement/Disengagement Guideline) There are two critical issues the Team Leader must address immediately upon arriving at the work site and 22 INSARAG Response System Overview
commencing operations. The first is the operational work period scheduling and rotation of personnel. The initial deployment of personnel into rescue operation may have lasting effects on extended operations later in the mission. The Team Leader must consider whether to commit all personnel to the rescue effort or hold some personnel in reserve for 24-hours operations or a combination of the two. The second issue is the site location and set-up of the team's BoO. If this site has not been previously determined by LEMA, the OSOCC or established by an advance team, it must be determined immediately. An appropriate BoO site is essential to effective operations by the team. A safe and secure site must be obtained that considers environmental factors, team member stress reduction, and proximity to the work site. The team leader must determine what personnel resources are required to establish the BoO and perform SAR operations simultaneously. For more information on BoO operations, see Guideline J, Base of Operations. It is imperative that LEMA officials have an understanding of the capabilities of a team. The OSOCC should have previously provided LEMA officials with a copy of the appropriate SAR Team Capability Document and a briefing on general team composition, capabilities, etc. In addition, the limitations of a team must be identified. Examples include self-sufficiency for 10 days, medical capability, transportation resources, etc. In addition, any known specific support requirements for the team should be identified and resolved at this time. The locality should identify any political or sensitive considerations specific to the current situation. The Team Leaders should receive clarification of authority specific to the locality or country. As soon as possible, the Team must be integrated into the rescue operation. If the local rescue effort has not already identified potential victim locations, team operations may begin by sending out reconnaissance personnel into its assigned area. This size up may include identifying individual structures by address, physical location, or landmarks; performing a general triage of the area that includes identifying the structures that offer the highest potential for viable rescue opportunities; and a general hazard assessment and marking of the structural stability of the buildings the team may work in as well as the potential hazards that may be encounter during operations. One method of developing information for this assessment is to perform structural triage of the area. The triage process consists of a three-step process: Concise identification and location of buildings for reference Rapid assessment of the affected area The identification of locations that require a more detailed assessment. The information developed during this process is use to assist in prioritizing rescue efforts through a scoring process that takes into account the total number of trapped victims, the occupancy type, potential for secondary collapse and other criteria. International SAR teams have a standardized marking system, using symbols and plain text that can be placed on the exterior of a structure and indicate essential information on a building's structural and hazard integrity as well as a search assessment and victim locations. Through these two pieces of information, all SAR team members can quickly and accurately determine the safety assessment of the structure as well as the number of victims removed and number located but remaining trapped from the exterior of a structure, This is an important safety factor in entering damaged buildings. It also allows other SAR teams to identify the status of earlier operations on a specific structure, possible by another team. See Guideline D, Identification and Marking. After completion of the initial assessments and reconnaissance operations, the team should focus it priorities on searching and locating trapped, live victims; removal of trapped victims; and providing medical care to those rescued.
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Search Teams should have the capability to perform physical search, consisting of conducting interviews with survivors and a systematic movement across the site while listening for calls for help; canine search using specially trained dogs to locate living persons; and electronic search using sophisticated listening and seismic equipment. These three primary types of search will allow search personnel to focus on the most important potential rescue opportunities. Prior to initiating search operations, the team must determine the search strategy to be followed. This should be based on detecting and locating the greatest number of victims in the shortest amount of time. A plan should be developed which prioritizes the search opportunities based on a number of factors. including occupancy, time of day, and local information on missing persons. In most cases, if the local rescuers have not identified locations of trapped people, the team's search operations will begin with a rapid initial search of their assigned area followed by a more thorough main search. See Guideline C, Search Operations. Rescue Rescue operations follow search operations and are focused on extricating the greatest number of victims in the shortest amount of time, prioritizing technical rescues that cannot be accomplished by local resources. Based on the search results, the team must prioritize the rescue sites and determine what resources to commit to a rescue site based on the potential success. Generally, rescue operations are prioritized based on rescues that are easily achievable and moving on to those that are more complex. A rescue plan will ensure that all efforts are brought to bear in a systematic and coordinated manner, using the most up to date intelligence about the victims and buildings. See Guideline D, Rescue Operations. Medical Care Early in the incident, team medical personnel should meet with the local medical authority of the affected work area to determine the procedures to be followed. Team medical personnel should also develop a medical plan for the on-site operation that includes handoff procedures, re-supply needs, deceased victim management, indigenous health concerns, and evacuation procedures for injured team members or canine. The team medical personnel should work closely with the rescue personnel even prior to victim release to monitor and ensure proper care is provided to trapped victims. Medical actions may be necessary to prevent hypothermia and reduced oxygen consumption. Failure to provide necessary care to trapped victims can lead to an untimely death form crush injury syndrome. Following the rescue of trapped victims, the team must provide an advanced level of medical care until such time as the victim is handed off to the local medical system. Additionally, the medial team personnel must provide care to team member and canine from injury and illness while on-site and make recommendations to the Team Leader on the need for specialized care and/or evacuation to an appropriate medical care site. See Guideline G, SAR Team Medical Guideline.
Throughout the operations, safety needs to be a prime concern to every team member. Although the team should be staffed with a safety officer, it remains up to each individual to be the primary overseer of safety, since the safety officer cannot be everywhere at once. The safety officer should not focus on only the work site tactical aspects and lose sight of the broad scope of mission safety, but rather provide systematic oversight to all areas and functions including the BoO. Oversight includes performing risk analysis of team living and working conditions, developing and reviewing component plans for safety aspects, spot checks of tactical operations, and developing an overall safety plan for the team each day. All accidents should be thoroughly investigated to determine the cause and corrective action taken to prevent like occurrences. A warning system and evacuation plan is essential to have in place and disseminated to all personnel. Safety should be discussed at every opportunity. See Guideline H, SAR Team Safety and Security.
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Reassignment/Stand Down Phase The OSOCC will act as the central control point in demobilizing and/or reassigning teams. Reassignment Considerations The issues outlined in this section regarding the reassignment of a SAR team will deal only with a reassignment that would result in a significant change of location of an operating SAR BoO. This type of reassignment would be a major undertaking (if the BoO had already established) because elements of the team would have to be completely repacked and transported. The change of assignment of a SAR team still in transit is considered a diversion and is much simpler to implement. The OSOCC in conjunction with appropriate LEMA officials will carefully assess the ability of a SAR team already established and in operation to accept a tactical reassignment requiring a location change. It is incumbent upon the Team Leader and management personnel to make a judicious assessment of the physical and mental condition of team personnel for continued operation. The following factors, as a minimum, should be considered: Duration of operation already undertaken Physical and mental condition of team personnel Capability of the remaining equipment stock to support continued operation Availability of other SAR teams to handle the identified assignment Availability of appropriate transportation. -
In addition, the possibility exists that a SAR team may not be able to continue operation (significant team injuries, team exhaustion, extended incident stress considerations, etc.), even though its initial assignment is not complete and will require deactivation. Reassignment/Stand Down Assignment The OSOCC should provide each Team Leader with a briefing regarding any determination of a reassignment or Standown Order. The following issues, as a minimum, should be addressed, when known: - Official time - Reason - Transportation requirements - Estimated date and time based on their interaction with LEMA officials - Travel itinerary Stand Down of SAR Teams Prior to issuing Standown Notices for either mission completion or inability to continue, OSOCC and LEMA personnel and political leaders of the community should meet and bring closure to the international SAR team participation. If the mission is complete, all parties should review the objectives contained in the previously developed document of understanding. There should be complete agreement that all objectives have been completed before viable SAR teams are returned home. The amicable agreement on the mission objectives completion will assist in the appreciation of the international SAR response by the affected country. Once the international SAR mission has been completed and no further activity or reassignment is warranted, the OSOCC in conjunction with the LEMA will begin to demobilize the international teams. This information will be communicated to LEMA officials through the OSOCC and forwarded by the OSOCC to OCHA. OCHA will initiate a INSARAG Response System Overview 25
Standown Order for the team through the OSOCC. SAR team standown will essentially be a reversal of the original mobilization process. This would include coordination of transportation for the team back to the Mobilization Center (possibly through an incident Staging Area), and return to its original POD. The Team Leader should be considering standown issues several days before the assignment has been completed. The standown process needs to be discussed with the Planning Officer and Team Managers during action planning meetings and reviewed with the team members during briefing sessions. The Team Leader should ensure a standown plan is developed in conjunction with the OSOCC and the LEMA and forwarded to OSOCC. This plan should cover all actions that must be completed before beginning the return home as well as the time schedule of events for leaving. Every effort should be made to comply with the time frames set in the plan, as they will be an integral part of the overall OCHA stand down plan. During the Standown Phase, advanced consideration and planning should address such issues as: - Condition of Team Personnel Team medical personnel should perform a general medical and physical evaluation of team members and make recommendations to the Team Leader on reassignment, if applicable. In addition, Team supervisory personnel should assess members and discuss issues related to extended incident stress. An opportunity should be provided for all personnel to discuss any issues that may be causing them discomfort or concern. This initial defusing should be followed up with a full debriefing after the team returns home, based on the intensity and involvement of the team members during the mission. - Notifications to the Home Country The SAR Team Leader should attempt to communicate both reassignment or standown orders and related information back to the home jurisdiction. - Transportation Requirements Any transportation requirements necessary from the work site to the return home must be planned out. The OSOCC can assist in ground transportation from the work site to the Reception Area. The home country should arrange for transportation from the OSOCC Reception Area to the home base unless the team is traveling by ground and has its own ground transportation resources. - Equipment Stock Management All elements of the equipment stock must be packaged for transport. In concurrence with the OSOCC, appropriate transportation must be identified and coordinated to move the equipment, personnel, canine, and personal gear back to the Mobilization Center. Any equipment that is to be left in the country as a donation to the local rescue effort must be documented and turned over to the appropriate LEMA officials. - Cessation of Base of Operations Reasonable efforts should be made to leave the BoO in the same condition as when the SAR team arrived. The following, as a minimum, should be addressed: Necessary sanitation precautions must be taken. Lavatory facilities, for both humans and canine, should be cleaned, or covered over and buried if outside, and neutralized with lime or other appropriate material All trash (especially medical debris) and remnants of food preparation should be burned or bagged in trash bags or approved biohazard waste bags (for medical waste) for future disposal Any trenches, campfires, etc. should be covered over and smoothed out Work sites should be policed for safety hazards, especially discarded equipment and supplies (i.e., saw blades, batteries, medical items etc.). 26 INSARAG Response System Overview
Media Relations In coordination with the OSOCC and LEMA, any media at the disaster site should be informed of the reason for the SAR teams leaving. In conjunction with the OSOCC and the LEMA, a press release should be issued by the individual teams or collectedly through the OSOCC. SAR personnel should participate in press conferences and interviews as well as provide media information to the home country or the return home.
During the return home through the Mobilization Center, the following issues at a minimum should be addressed: Rest and Rehabilitation Upon return to the Mobilization Center, the SAR Team Leader, through the OSOCC Reception Center will attempt to find quarters for all team personnel to have some rest and rehabilitation time at the Reception Center. Personnel should be provided with facilities to allow for at least a shower and change of clothes prior to their return to the original POD Equipment Review As equipment stock tools and supplies are off loaded from the transport vehicles ferrying the team back to the OSOCC Reception Center from the work site, the Team Leader should try to schedule the time and an appropriate area for a review and general inventory of the equipment stock. SAR Team Debriefing The SAR Team Leader should make every effort to conduct a team operational debriefing as soon as practical, preferably after leaving the work area and prior to departing the Reception Center for home so the team's focus is still on the mission. This session can provide several worthwhile functions for the team while the information is fresh, including general agreement on the chronology of events and the major accomplishments and problem areas. It can also act as an early opportunity for stress defusing. All team members should maintain a personal mission log to assist in recalling events for the after action process. Positive and detrimental aspects of the overall operation should be noted and discussed. Team members should be apprised of the overall accomplishments of the team. This information should be captured in written form for subsequent after-action meetings and reports after return home. The standown and return home phases provide team members with possibly the first opportunity to relax since arriving in the affected country. Consequently, safety should be of prime importance to everyone on the return. Personnel may lose focus on safety as they begin the return home, increasing the chances for injuries during equipment loading and personnel movement. Team management must reinforce the need for attention to safety. In addition, Team management must continue to enforce the Code of Conduct to ensure the professionalism of the team is maintained at all times until the return home. Return to Home Base Phase Once the SAR team has stood-down and begun its mobilization back to its home jurisdiction, there are many issues related to the return of the SAR team at its Home Base that should be addressed by the sponsoring jurisdiction prior to the team's return. This should include: Contact with the SAR team regarding return itinerary Management of any media interviews and coverage Evaluation of rest periods prior to the member's return to normal duties Scheduling of extended incident stress management follow-up issues for the team members After return home, the Team Leader is responsible for completing several important actions. A return to readiness plan should be developed that addresses all issues that must be taken in order for the team to be operationally ready for the next mission. This plan should include: Personnel and Medical Issues. INSARAG Response System Overview 27
All injury follow-ups and stress management issues must be brought to closure. If extended incident stress debriefing sessions are necessary, they should be held soon after return home and prior to each persons return to normal duties, if possible. Consideration should be given to including family and friends who endured the mission at home in the follow-up session. All personnel should participate in these sessions. It may take multiple sessions to complete this action and there may have to be referrals to mental health professionals to bring closure to the mission for some team members. Equipment and Resupply Issues. A thorough inventory and cleaning, disinfecting, and decontamination of the equipment stock should be completed before storing for the next mission. All lost equipment should be documented and replaced. Other equipment should be thoroughly inspected and tested and any required preventative maintenance performed. It should be repacked in the proper containers. All expendable supplies must be inventoried and replaced as needed. Logistics personnel should ensure the entire equipment stock is completely rehabilitated before informing team management or a return to readiness status. After-Action Debriefing and Reporting There should be a formal after-action process that includes a post-mission operational debriefing followed by a complete, written after-action report documenting the issues and concerns of the mission. The documentation of the mission is crucial for the improvement of the team and the INSARAG program.
The post operational debriefing process after return home should be a thorough, in-depth, session(s) that addresses a comprehensive list of issues developed during the Standown phase debriefing. The pertinent information must be captured in an appropriate format for inclusion into the final mission report. The AfterAction Report should be forwarded to UN OCHO within 45 days after the return homes and includes the following: An executive summary of the report An introduction describing the overview of the mission, including the team mission assignment/reassignment Chronology of events, including activation, mobilization, on-site operations, and post mission activities Evaluation of the effectiveness of the team organization, mobilization, operating guidelines, equipment, and team planning Evaluation of the mission operations, activation guidelines, logistical movements and re-supply activities, on-site coordination with the OSOCC and integration into the local rescue operation Identification of problems encountered, a background statement and recommended solutions Recommendations for improvement within the system. The post mission issues should be included in the team's corrective action process to ensure that issues that were detrimental to the team's operation are eliminated and positive events are reinforced. The after-action issues should be factored into team training where possible and practical and function as lessons learned for future missions. Once all after-action issues are complete and the team has returned to a state of readiness for another mission, this information should be communicated to OCHA. List of Guidelines The Operating Guidelines contained in this manual have been developed according to twelve functional areas of operation. They provide suggested actions for the use and operation of SAR teams on an international 28 INSARAG Response System Overview
deployment. While these are only guidelines, they have been developed from the experience of numerous disasters and represent the international SAR community's best effort to document procedures that can best lead to cooperative operations on a disaster site. Overview Section - SARAG System Overview - Development Assumptions & Criteria Management Section - SAR Team Mobilization Guidelines - SAR Team Management Guidelines - SAR Team Planning Guidelines - SAR Team Public Information Guidelines - SAR Team Safety and Security Guidelines - SAR Team Engagement/Disengagement Guidelines Operations Section - SAR Team Search Guidelines - SAR Team Rescue Guidelines - SAR Team Medical Guidelines Logistics Section - SAR Team Base of Operations Guidelines - SAR Team Communications Guidelines Technical Section - SAR Team Identification, Marking & Signaling Guidelines Appendix - SAR Team Code of Ethics - SAR Team Glossary or Terms
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SAR Team Planning Guidelines
Table of Contents Introduction Preparedness Phase Activation Phase In Transit - Home Base to the Affected Country - Transport to the Disaster Site Operations Phase Reassignment/Stand Down Phase Return to Home Base Phase Introduction Planning is a continuous process that begins well before any response and continues after the SAR Team returns. The planning function entails the gathering and distribution of information, and the determination of all necessary resources and contingencies to accomplish the mission. The function of information and planning must be completely understood by the SAR Team staff and command functions. Preparedness Phase Team Management should ensure that: - Trained and qualified personnel are available to staff the information and planning function - The mission planning process should start at the initial awareness of an event - SAR Team forms are available either on computer and/or hard copy - All equipment and supplies necessary to produce response documents are available and operational - A system to obtain up-to-date country profiles is available (i.e. maps, demographics, etc.). Activation Phase Team management must: - Assign responsibility for information and planning function - Conduct an initial planning session to determine the readiness of the Team to deploy - Gather current information on affected country and the actual situation - Determine if the SAR Team will accept or decline mission - Brief command and general staff - Develop a mission-specific organization structure and fill the organizational positions - Update the mobilization plan - Prepare and conduct a full Team briefing - Consider the need for an Advance Team. If needed, develop a plan and staff. In Transit Phase Home Base to the Affected Country Develop contingency plans based on existing and new information about event (i.e., staffing special components, special hazards, transportation, etc.). Brief personnel. Notify the home base of status. 30 SAR Team Planning Guidelines
Transport to the Disaster Site Locate and gather information from the OSOCC, the OSOCC Reception Center and/or the LEMA, etc. Develop a plan of action including: - Movement plan - Safety and security issues - Logistics - Specialized teams (i.e., reconnaissance team, liaison, identify the SAR BoO and work area, etc.). Prepare and conduct briefing on plan of action.
Operations Phase Gather and document information from the OSOCC and/or the LEMA including: - Chain of command - Points of contact - Situation updates - Team assignment - Safety/security factors - Communications plan Brief the OSOCC and/or the LEMA on the Team capabilities. Continually review information for completeness and/or accuracy. Review and update plan of action and brief personnel. The Team Management needs to determine the following: - Length of operational periods - Team objectives - Medical issues (for victim hand-off from the Team to local medical system as well as medical treatment and medical evacuation method for an injured Team member) - Site evacuation issues - Communication issues - Safety and security issues - Organizational structure - Transportation issues - Briefing schedules - Map requirements - Debrief the off-going shift. Prepare and distribute situation reports to the OSOCC, the LEMA and home base. Consider long-range plans for the purpose of reassignment, resupply and stand down. Documentation should include: - Log/diaries - Plans of action - Situation reports - Incident documentation - Medical documentation - Tracking forms - Accidents documentation - Points of contact. Reassignment/Stand Down Develop a stand down plan to address: SAR Team Planning Guidelines 31
Disengagement phases Time schedule Logistical requirements:
transportation site clean up/rehabilitation donations Identify and communicate home base support needs (i.e., transportation, media issues, arrival procedures, etc.) Security and safety issues Brief/debrief the Team. Distribute the plan to the OSOCC and home base.
Return to Home Base Develop return to readiness plan to include: - Personnel and equipment rehab issues - Resupply - Financial matters - Medical follow-up. Records and reports: - Compile information and develop an after-action report - Forward the after-action report to the OCHA, Geneva Extended disaster stress management should be addressed.
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SAR Team Planning Guidelines
SAR Team Mobilization Guidelines
Table of Contents Introduction Preparedness Phase Activation Phase Return to Home Base Phase Introduction All SAR Teams should have the capability of being at the designated point of departure within a predetermined time following an activation order. To accomplish this, a mobilization plan must be developed and exercised. Preparedness Phase A mobilization plan should address the following areas: - A 24-hour national focal point - A Team notification point - A Team notification process - A designated Team assembly point - An equipment packaging and palletizing plan - A transportation plan (Team and equipment) including relevant documentation. National focal point every country must have a single designated national focal point capable of receiving all official notifications of disaster-related communications. To accomplish this the following requirements are necessary: - Constantly available and staffed - Capable of gathering, exchanging and disseminating information with all concerned - Capable of analyzing and determining the criticality of the information and passing it to appropriate authority - Capable of contacting the SAR Team focal point or authority. Team notification point every Team must have a single designated team notification point capable of receiving all official notifications of disaster related communications. To accomplish this, the following requirements are necessary. The Team focal point must be: - Constantly available and staffed - Capable of gathering, exchanging and disseminating information with all concerned - Capable of alerting staff and Team members. Activation Phase It is within the Teams responsibility to establish informal contacts for the exchange of information within the INSARAG network (OCHA and other SAR Teams) and the national focal points. This can be achieved by establishing an information processing center which deals with the following issues: - Contact information - Situation updates - Weather, security information, etc. Implement the mobilization plan. Return to Home Base Phase Implement any corrective actions and make recommendations to INSARAG.
SAR Team Mobilization Guidelines
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SAR Team Management Guidelines
Table of Contents Introduction Preparedness Phase - International SAR Team Structure Activation Phase - On Site Operations Coordinating Center - Team Reporting Requirements In Transit Phase - Arrival at the Assigned Locality/Jurisdiction - Locating a Base of Operations Site Operations Phase - Interaction with the Local Command Structure - Work Period Scheduling/Rotations - Team Management - Team Health and Medical Considerations - Team Action Planning - Team Briefings/Debriefings Reassignment/Stand Down Phase Return to Home Base Phase Introduction Search and rescue (SAR) operations in the disaster environment require the close interaction of all team elements for safe and successful victim extrications. The central point of coordination of the team lies with the Team Leader. The ultimate authority for team engagement remains with the government of the assisting country. However, on-site operations are determined by the Local Emergency Management Agency (LEMA) in coordination with the United Nations On-Site Operations Coordination Center (OSOCC). In other cases, some international SAR assistance may arrive prior to the OSOCC or LEMA EOC becoming operational. In this event, the individual teams must ensure that the actions normally taken by the OSOCC at the Reception Center and Coordination Center are initiated by the early arriving teams until such time as the OSOCC proper takes over these functions. Arriving teams may be expected to assign a person(s) initially to start or assist with the OSOCC functions. Whenever possible, this should be communicated to the team prior to departure to ensure adequate staffing levels. Preparedness Phase International SAR Team Structure The SAR team is composed (generically) of three functional components as well as a management component supported by the safety/security, information and planning, liaison and public information functions. Team Management manages all aspects of team operations. Assures that all functional areas coordinate operations. Assesses progress of operations. Coordinates with other entities. - Planning assists team management with facilitation of meetings, documentation of events and development of short and long range planning - Safety/Security ensures that safety/security planning occurs throughout the operations - Liaison ensures that coordination and communication occurs between other response entities SAR Team Management Guidelines
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Public Information ensures that information releases to the media are accurate and coordinated with LEMA through the OSOCC. Operations manages tactical operations such as search, rescue, and medical care, etc. Technical Support addresses team support functions such as hazardous materials monitoring, structural evaluation by engineers, and coordination of heavy lifting operations to include the use of cranes and other heavy equipment. Support Services develops and maintains communications plans and equipment, manages logistical supply and resupply issues, and the Base of Operations.
Activation Phase On Site Operations Coordination Center (Refer also to the Duties of the OSOCC in the Appendix) The mission of the OSOCC is to assist the LEMA with the management of the disaster. An OSOCC may be established in consultation with the UN and the affected country. The SAR Teams will make arrangements to take a two- or three-person Advance Party representing the OCHA whenever possible to assist in establishing OSOCC operations. The OSOCC will assess the need for and use of international teams, communicate their operational capabilities and provide support to the country and LEMA in managing operations and logistical support for incoming teams. The OSOCC will: - Recommend assignments for teams based on their known capabilities - Identify team support requirements and provide advice on the most efficient means of incorporation into the affected countrys disaster response efforts - Coordinate with LEMA officials from the disaster location and present a clear picture of the capabilities and logistical requirements of the incoming teams. The OSOCC should develop a written document that details the exact mission objectives of the incoming international teams. This document should be agreed upon and signed by LEMA and the OSOCC. Team Reporting Relationships For the duration of the mission, the Team is under the authority of its own country. The Team is directed by the LEMA and coordinated by the OSOCC. After the team reaches the Point of Arrival, the Team Leader will report to the OSOCC or an OSOCC representative if at a Reception Center has been established. The OSOCC will arrange for immediate needs and transportation to an assigned work area. From that time until the team leaves the affected country, the Team Leader will report to and receive direction from the LEMA in coordination with the OSOCC. While on site, the formal lines of authority will be channeled from the LEMA to the OSOCC, and through the OSOCC to the SAR Team Leader. The OSOCC will be the coordination point for international SAR teams. In Transit Phase Arrival at the Assigned Locality/Jurisdiction Upon arrival of the team at its assigned area, the Team Leader(s) should attend a briefing with OSOCC, if present, and/or the LEMA to determine the current situation. The existing chain of command, and specifically to whom and how the Team Leader reports, must be quickly established to ensure continuity throughout the operation. - Any cultural practices that could become an issue during the Teams operations should be adequately explained to the Team SAR Team Management Guidelines 35
If available, the current and previous OSOCC plan of action should be reviewed by the Team Leader to provide the chronology of the event - The relationship between the Team, the OSOCC, and the LEMA should be made clear to all concerned. Additionally, the OSOCC should identify the Teams on-site contact. It is imperative that officials in charge have an understanding of the capabilities of a SAR Team - Specific support requirements for the Team should be identified - Who has the authority to request such support should be identified The Team Leader must be advised by the OSOCC of: - The communications plan - The reporting schedule including situation reports, operational briefings, etc. - How reports and requests are transmitted to and from the OSOCC - Support for the Team that is locally available - Availability of a Base of Operations site - Availability of specialized equipment. The specific team assignment should be discussed with the OSOCC and the LEMA. This briefing should include: - Location information - Team assignment - Information relating to the affected area prior to the event - General population demographics, language(s), and anticipated numbers of victims - Identified objectives of the assignment - Safety and security information - Infrastructure assessment (structures, utilities, medical, hazmat, etc.) - Maps - Medical treatment/transport - Patient hand-off information - Medical evacuation for team members. - The local official in charge should identify ongoing activities. This information should include: - Prior and current operations at the site - The status of other teams assigned to the area - The contacts at the site and the method of contact. Additionally, the status of utility companies, public works personnel or other efforts in the area should be identified.
Locating a Base of Operations Site The Team Leaders are responsible for assessing potential Base of Operations sites identified by the OSOCC. A SAR Team may send out personnel to evaluate potential SAR BoO sites. - The team should make use of the SAR Team Base of Operations Guideline to assist in the assessment and set-up Operations Phase After the Team Leader has received the initial briefing and assignment from the OSOCC, the Team management starts to develop and implement a plan of action for the operational period. This should include: - A situation assessment - The establishment of priorities - The development of objectives - The development of a strategic and tactical plan - The briefing and assignment of resources - The management of ongoing operations 36 SAR Team Management Guidelines
The evaluation of the effectiveness of operations The identification of accomplishments An update of the plan of action Any orders for additional resources as needed through the OSOCC A briefing for the OSOCC on progress and shortfalls.
Interaction with the Local Command Structure The Team Leader must identify any local support needs of the Team and forward to the OSOCC. The OSOCC will coordinate with LEMA officials for the support that the Team will require to properly accomplish their assignment. - This could include the need for fuel, compressed gases, specialized equipment and/or support personnel (i.e., local emergency responders, local civilian volunteers, NGOs, military personnel, etc.) - Procedures must be established to acquire any assistance. All requests for assistance should be forwarded to the OSOCC for coordination. The Team Leader should make every attempt to integrate the local rescue effort with the Team operations, if at all possible. - The Team Leader must be aware of the potential problems that can occur if there is a perception that the international SAR resources overshadow local rescue efforts Interaction with the local medical system should be assessed. It must be determined whether the medical system can handle the impact of the situation or if the system is extended beyond its capabilities. (Refer to the SAR Team Medical Guidelines.) - If the system has been overextended, it should be suggested to the LEMA that they consider requesting additional support - Identify the victim (live/dead) hand-off procedures - Establish procedure regarding the evacuation of an injured/ill team member Media management procedures must be identified during the initial briefing. - Identify the OSOCC/LEMA requirements for interacting with the media - The Team Leader must brief team personnel on the procedures for interacting with the media. (Refer to the SAR Team Public Information Guidelines.) Work Period Scheduling/Rotations One of the most important strategic considerations is the initial determination of how to deploy the team personnel at the start of operations. The Team Leader should consider several options of personnel deployment during the initial stages of the operation; - A plan must developed for the most effective use of the team personnel - Establish work cycle that allows for adequate team rest and yet maintains flexibility to meet changing operational needs - Ensure that reserve personnel are available. Team Management The Team Leader is charged with the overall responsibility of the personnel, equipment, and operations from the point of activation to the return to the home country. An operations log should be maintained listing the chronological order of events and activities during the mission. For each separate work site, a report should be completed with specific information on that operation. The report should include: - The personnel assigned to that location SAR Team Management Guidelines 37
- Any rescues made or activities undertaken - All potential rescue sites - Any safety/security considerations - A work site sketch, if appropriate - Additional needs (i.e., equipment, supplies, personnel, etc.). These reports should be used to: - Brief relief personnel - Prepare situation reports - Compile after action reports - Compile coroners report - Compile official incident documentation - Brief the home base. A copy of this report should be filled out for any significant or unusual occurrence. This would include any: - Team member injuries - Team member deaths - Other action that needs to be addressed - Potential claims and liability issues. The Team Leader has the responsibility for the overall safety/security of the team personnel and should demonstrate a strong commitment to safety. - Ensure that safety/security personnel are clearly designated - Ensure that safety/security procedures are continually reviewed and enforced - Ensure that safety/security issues are addressed in the plan of action and briefings. The Team Leader must ensure that the Team command structure is visibly identifiable - It is important that functional positions on the Team are clearly identified. (Refer to SAR Team Identification & Marking Guidelines.) - Teams should use color-coded vests to allow members of international teams to recognize positions by the color of the vest (tunic, coverall, etc), and the position title should be denoted in English.
Team Health and Medical Considerations The Team Leader, following input from the Medical personnel, must: - Monitor personnel for signs of stress-related effects - Implement stress management techniques as appropriate - Monitor nutrition and hydration needs of team - Ensure health and hygiene practices are followed - Enforce rest/sleep/work cycles. The Team Leader should balance affected population needs vs. needs of team personnel. The Team Leader should consider requesting medical assistance teams (Red Cross, military medical teams, etc.) through the OSOCC for assistance. (Refer to SAR Team Medical Guidelines.) Team Action Planning Planning is an integral part of the Team operations from the receipt of the advisory, alert, activation notice to the completion of the after-action report. - During the course of a mission, the Team must implement both short range and long range planning - Short range planning deals with the current and next operational period, while long range planning should consist of considerations for the duration of the mission - Team planning must be complete and integrated with the OSOCC Plan of Action. (Refer to 38 SAR Team Management Guidelines
SAR Team Information & Planning Guidelines.) Team Briefings/Debriefings The Team Leader has the responsibility to attend briefings convened by the OSOCC or the LEMA and to ensure that the Team is kept informed of appropriate issues in a scheduled and timely manner. The Team Leader should conduct at least two types of briefings including: - A general full team briefing in which information is disseminated to all members on broad subjects of interest or importance to everyone - Technical briefings related to functional issues. Reassignment/Stand Down Phase The OSOCC will act as the coordination point in the reassignment and/or stand down of teams. - The OSOCC should provide the Team with an estimated stand down date and time - The Team Leader should consider stand down issues well in advance of completion of the assignment. Advanced consideration is required for issues such as: - The physical well-being of team members - Any notifications to the assisting country - Any transportation requirements (ground, sea, and/or air) - The inventory and packaging of equipment and supplies - Consideration of assisting country donations of SAR Team assets - The break down of support facilities (tents, etc.) - A general clean up of the rescue work areas - Any after-action activities, including team debriefing, records and reports, etc. Prior to stand down, a plan will be developed and forwarded to the OSOCC addressing all issues listed above so that the actual process can be coordinated with the affected and assisting country for ease of departure. One important factor that marks a successful mission is the consideration of the local officials in charge when the team completes its mission. Prior to leaving the area, the Team Leader must meet with the OSOCC, LEMA personnel, and political leaders of the community, if appropriate, and bring closure to the teams participation. (Refer to the SAR Team Engagement/Disengagement Guidelines.) Return to Home Base Phase The Team Leader must ensure all injury follow-ups and stress management issues are completed. Extended stress debriefing sessions should be conducted as appropriate. All personnel should participate in sessions as needed. There should also be an after-action process that includes both stand down phase and post-mission operational debriefings followed by a complete, written after-action report that documents issues and concerns. A debriefing process after return home should be a thorough, in-depth, session(s) that addresses a comprehensive list of issues. The pertinent information must be captured in an appropriate format for inclusion into the final mission report. The After-Action Report should be forwarded to OCHA within 30 days after the return home and include the following: - An executive summary of the report - An introduction describing the overview of the mission, including the team mission assignment/reassignment - A chronology of events, including activation, mobilization, on-site operations, and post SAR Team Management Guidelines 39
mission activities An evaluation of the effectiveness of the team organization, mobilization, operating procedures, equipment, and team planning An evaluation of the mission operations, activation procedures, logistical movements and resupply activities, on-site coordination with the OSOCC and integration into the local rescue operation A summary of any safety and security issues (including injuries, deaths, etc.) The identification of problems encountered and lessons learned that include a background statement and recommend follow-up actions.
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SAR Team Management Guidelines
SAR Team Base of Operations Guidelines
Table of Contents Introduction Preparedness Phase In Transit Phase Operations Phase Reassignment/Stand Down Phase Introduction A critical element of a successful operation by a SAR Team is the location and operation of the Base of Operation (BoO). The BoO serves as the Teams site for equipment stock set-up, headquarters, sleeping/resting/eating areas, refuge from the elements and communications hub. The correct site BoO selection for supporting the work sites is imperative. Preparedness Phase The SAR Team must have sufficient logistics support equipment to set up and maintain a BoO for the mission duration. This would include: - Shelter - Lighting and power generation - Sanitation/hygiene - Security - Food and water preparation - Medical treatment - Equipment storage and maintenance - Communications - Administration - Transportation and access routes. A SAR Team should have a preplanned system for setting up the BoO, which has been trained and exercised. This would include: - Area requirements - Layout and design requirements - Process for documenting the selected sites original condition. In Transit Phase The SAR Team should pre-designate an Advance Team to evaluate potential sites for a BoO in coordination with the OSOCC, the LEMA and/or any other team on site. Operations Phase The deployed Advance Team should evaluate the following for BoO site selection: - Locations provided by the OSOCC and/or the LEMA - Suitably sized areas/structures - Safe and secure location - Proximity to the work sites - Transportation access - Environmental considerations - Logistics/support resources - Communications issues/topography. SAR Team Base of Operations Guidelines 41
Document the condition of the selected site prior to set up. Select and set up the site based on mission priorities and available resources to include: - Command post/administration area - Equipment stock and maintenance area - Medical treatment area - Communications center - Food preparation/feeding area - Personnel lodging area - Sanitation/hygiene area - Canine areas - Transportation/access areas - Vehicle parking - Briefing area Generators and lighting should be strategically placed to ensure a safe and secure environment.
Reassignment and Stand Down Phase Upon stand down, the BoO site should be left in the best condition possible. Document the condition of the BoO site after breakdown.
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SAR Team Base of Operations Guidelines
SAR Team Engagement/Disengagement Guidelines
Table of Contents Introduction Preparedness Phase Activation Phase In Transit Phase Operations Phase Return to Home Base Phase Team Profile Sample Documents Introduction To ensure an effective international mission, SAR Teams must follow prescribed procedures that clearly identify critical steps that enhance the successful integration into the affected countrys disaster response operations. Preparedness Phase Responsible authority for the SAR Team must: - Submit a Team profile that accurately reflects Team capabilities to OCHA for inclusion in the INSARAG directory - Develop specific ad hoc Team Capability documents (see examples) - Educate the Team on inter-operability and cultural awareness - Prepare the Team Management for liaison tasks - Establish bi-lateral contacts with governments of disaster-prone countries - Identify foreign language skills of Team members. Activation Phase Brief the Team on the affected countrys cultural and political sensitivities. Reinforce the INSARAG Code of Conduct requirements. Activate bilateral contact with the government of affected country. Activate networking within INSARAG family. Ensure interpreters are integrated into the Team. Ensure all Team members have proper documentation with them (i.e., personnel and canine records, etc.). Ensure that the custom/immigration officials of the affected country have been contacted to expedite the entry process. (Refer to the Oslo Guidelines.) This would include: - Visa requirements - Gender restrictions - Canine quarantine/waivers. In Transit Phase While in transit to the disaster, the Teams must: - Identify and prioritize the necessary points of contact - Ensure security of the Team personnel and the equipment stock - Receive direction from the OSOCC and/or the LEMA - Coordinate with other teams - Identify chain of command and reporting requirements - Establish mission priorities SAR Team Engagement/Disengagement Guidelines 43
Plan for media relations Determine and brief the Team on the current situation Determine the LEMA objectives and priorities Clearly identify any political, cultural or sensitive issues Establish a communications plan identifying how contacts are made
Operations Phase Need to identify the local official in charge: - Brief the local official in charge on the Team capabilities (refer to the Team Capability documents) - Develop strategies for communicating with the local affected population - Identify local media procedures - Identify local resources - Formalize local objectives Develop an initial plan of action that meets the needs of the event objectives. Integrate the Team into local operations, including: - Site security - Victim management and transport procedures - Processing deceased victims - Victim information to be passed on (i.e., identification, additional information of victim location, etc.) Coordinate with other international teams. The process for disengagement is equally as important as the process for engagement. There are various ways the assignment can be terminated: - All assigned tasks have been completed - The assisting country recalls team - Team management decides - The LEMA releases the Team. The Team Leader should report its assignment completion and discuss operation effectiveness with the local official in charge. The Team Leader should also report its assignment completion to the OSOCC. Other items for disengagement include: - In coordination with OSOCC and LEMA, ensure that any press/media who are present on the site understand why the team is leaving - Ensure that donated equipment is properly handed over and documented. Return to Home Base Continue the enforcement of the Code of Conduct. Conduct a full Team debriefing. Ensure all Team members are accounted for. Maintain equipment security. Address media requirements.
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INSARAG SAR Response System Team Capability Document Sample for Collapse Structure Rescue Team Name: _________________________________________________________________________ Composition ____-person tactical unit for search and rescue operations. Multi-disciplinary organization: Search element Rescue element Medical element Technical support element Totally self-sufficient for 10 days of operation. Full equipment stock to support the team's operations.
Command element
Capabilities Capable of round-the-clock search and rescue operations (two 12-hour shifts) Search operations: Physical Canine Electronic Rescue operations in various types of structures: Wood frame Un-reinforced masonry Steel frame Reinforced concrete Sophisticated medical treatment capabilities limited to: Injured team members/canine Victims encountered during operations Technical support capabilities for team operations: Structural integrity assessments Hazardous materials assessments Liaison with heavy equipment/crane operators On and off site communication capabilities within team, the OSOCC and LEMA officials. Team Support Requirements Transportation/Logistics: Vehicles/aircraft needed for the movement of the team and stock. Medical transport required for extricated victims. Medical oxygen, air, fuel. Evacuation required for any injured team member. Communications: The team's radios are set to frequency It would be advantageous to provide the team with a radio from the LEMA/local official in charge. Reporting requirements need to be identified (how/when). Secure communications with the medical transport and team member evacuation systems. Initial strategic/tactical briefing: If available, copies of past/current/future OSOCC strategic action plans should be provided. Strategic/tactical assignment clearly identified for the team. Media considerations: The local jurisdiction's Public Information Officer (PIO) should be identified. The local jurisdiction's media guidelines (info release, interviews, etc.) should be identified. Appropriate area maps, building plans or other information should be provided.
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INSARAG SAR Response System Team Capability Document SAR Teams are capable of providing the following actions when dispatched to disasters: SAR Operations Conduct physical search and rescue operations in damaged/collapsed structures. Provide emergency medical care to disaster response personnel. Provide emergency medical care to trapped victims Reconnaissance duties - assess damage and needs and provide feedback to the OSOCC and/or the LEMA official in charge. Assess/shut off utilities to houses or buildings. Assess hazardous materials surveys/evaluations of affected areas. Conduct structural/hazard evaluations of government/municipal buildings needed for immediate occupancy to support disaster relief operations. Assist in stabilizing damaged structures, including shoring and cribbing operations, on damaged buildings as required. Citizen Assistance/Outreach Direct citizens to available services such as medical, food, water, shelter, etc., once established. Distribute tarps, sheeting, furring strips, etc., to occupants of damaged dwellings. Assist homeowners/occupants in securing their property from the effects of weather. Assistance to Local Emergency Response Personnel Assist local emergency response personnel in coordination of their response efforts. Assist in the establishment of emergency communications links. Clear streets, highways, airports and government support facilities of trees and debris. Mark/identify streets and buildings. Manage, direct and train local volunteers and first responders in basic SAR operations. Provide medical treatment information to local medical personnel on disaster-related injuries such as crush syndrome.
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INSARAG SAR Response System Medical Capability Document Team Name: __________________________________________________________________________ Composition The medical component of the team is comprised of _____ personnel. Organization: ______________________________________________ ______________________________________________ Full medical equipment stock to support the Team's operations Capabilities/Limitations Designed to provide sophisticated (and possibly prolonged) pre-hospital and emergency medical care. Team treatment priorities: First treatment of team members (and support personnel). Second entrapped victims directly encountered by the team. Third treatment of team canine. Fourth others as practical. It is not the intent of the Team to be a freestanding medical resource at the disaster site. Capable of round-the-clock operations (two 12-hour shifts). Comprehensive medical equipment stock designed to support: 10 critical cases. 15 moderate cases. 25 minor cases. It is expected that team "fixed asset" medical equipment (i.e., defibrillators, monitors, ventilators, etc.) will not leave the rescue site with any patients but will be maintained for the continued protection of the team members other possible victims. Team Support Requirements Transportation Medical transport required for extricated victims. Evacuation required for any injured team member. Communications Reporting requirements to the OSOCC and the LEMA official in charge. Secure communications with the transport systems listed above. Medical hand-off guidelines for victims. Type of triage tags being used. Exchange of assets (backboards, splints, etc.), if necessary. Guidelines for handling deceased victims. Designated local medical liaison for special medical needs (Medical Official In-Charge).
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SAR Team Safety and Security Guidelines
Table of Contents Introduction Preparedness Phase Activation Phase - Safety Issues - Security Issues Home Base Departure In Transit Phase - Home Base to the Affected Country - Transport to the Disaster Site Operations Phase Reassignment/Stand Down Phase Return to Home Base Phase Introduction Search and rescue operations are dependent on all the disciplines working in close concert with each other. These operations take place in a dangerous and sometimes hostile environment. If any team function fails to carry out their respective assignment in a safe and secure manner, the risk of injury to, or death of, a team member is greatly increased. Although the risk of injury or death is greatest during disaster operations, it can also occur at other times. For this reason, a number of safety and security considerations associated with each phase of team missions are included in this guideline. Overall safety and security is the ultimate responsibility of the Team Management. However, all Team members are personally responsible for their own safety and security and that of other Team members including the need to identify, report and mitigate unsafe or insecure situations. Preparedness Phase Personnel Team Management should ensure that: - Team members are physically able to perform their tasks - Appropriate immunizations for working in the affected country - Personnel have appropriate documentation (i.e., passport, visa, shot record, emergency contacts for next-of-kin) - Team members have appropriate clothing for incident environments - A medical profile will be available and that it contains information on Team members medical history Equipment and supplies Team Management should ensure that: - Safety practices are incorporated into the packaging, labeling, storing, and movement of equipment - Specialized equipment should be accompanied with operator manuals - Team members are trained in the use of their respective equipment, personal protective equipment, and hazard identification and mitigation procedures - Food in sufficient quantities are identified which are appropriate for entry into the affected country and will not adversely affect personal health and performance - Adequate water is available for the initial phase and that water purification equipment is 48 SAR Team Safety and Security Guidelines
sufficient to support team needs - Sufficient sanitation and hygiene provisions are available for deployment. Security Team Management should ensure that: - Team members are trained to understand and conform to security practices as specified in the current version of UN Security in the Field The UN has five phases of security: - Phase I Precautionary - Phase II Restricted Movement - Phase III Relocation - Phase IV Program Suspension - Phase V Evacuation There should be procedures in place to obtain security information in disaster-affected countries.
Activation Phase Safety Issues The Team Management should ensure that: - The safety function is assigned - General and disaster-specific safety issues are identified and included in the initial Team briefing - Environmental conditions at the disaster area are identified - All personnel check in with the proper personal protective equipment and appropriate clothing for the environment - All personnel are cleared medically prior to deployment.
Security Issues Team Management should ensure that: - The security function is assigned - General and specific security issues are identified and included in the initial Team briefing - Security procedures are in place for all equipment (personal and team). Home Base Departure Identify and brief on the hazards associated with transport (i.e., fixed or rotor wing, ships, ground transport). In Transit Phase Home Base to the Affected Country Monitor for compliance to safety and security practices. Transport to the Disaster Site Receive briefing from OSOCC and/or the LEMA on safety and security aspects including: - Type and condition of transport equipment - Local driving customs - Movement of equipment stock - Special hazards (i.e., road conditions, land mines, animals, infrastructure, weather, looting, civil unrest, criminal acts, restricted areas, check point procedures, escort procedures, etc.) - Identify local medical capabilities for emergencies Implement security procedures as appropriate: - Vehicle inspection program SAR Team Safety and Security Guidelines 49
Reserve fuel supply Movement procedure Evacuation route Establish safe haven Roll call system Communications protocols.
Operations Phase Liaison with OSOCC and/or the LEMA on safety and security issues. Conduct a risk/hazard analysis of the SAR Base of Operations (SAR BoO) site, travel routes and assigned work area. Establish perimeter control procedure for SAR BoO and work site(s). Brief Team personnel on safety and security aspects. Continually mitigate risks/hazards. Continually monitor for compliance and initiate corrective action in all areas of Team activity. Ensure safety and security considerations are included in the plan of action and briefings. Ensure a warning system and evacuation plan is established, briefed and exercised. Roll call capability of all personnel should be maintained throughout the mission. Ensure that Team personnel do not work alone (use the buddy system). Identify secure routes of travel to and from SAR BoO and work sites. Provide adequate lighting for security of SAR BoO and work sites. Continually monitor weather forecast. Ensure biomedical control measures are adhered to (i.e., body recovery, patient handling, hygiene, etc.). Investigate and document all accidents. Ensure personnel and equipment decontaminating practices are followed prior to leaving the work site Ensure that all Team personnel have adequate means of communications. Ensure rest, rotation, hydration, and feeding of Team members. Reassignment/Stand Down Phase Personnel considerations that should be taken into account include: - Mitigating fatigue - Monitoring for stress - Preventing loss of concentration and motivation - Maintaining team discipline - Ensuring information exchange (briefings) - Ensuring safe and secure practices are followed for the breakdown and packaging of the SAR BoO. Return to Home Base Phase On the return to the home base, the following safety and security issues should be considered: - Safety and security concerns are incorporated into the final Team after-action report. It is imperative that the safety findings and lessons learned are highlighted and incorporated into future training sessions, field exercises, and operational guidelines - Safety equipment and supplies must be restocked.
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SAR Team Safety and Security Guidelines
SAR Team Search Operations Guidelines
Table of Contents Introduction Preparedness Phase - Training Requirements Activation Phase Operations Phase - Search Strategy - Search Plan - Search Group Composition - Resource Utilization Reassignment/Stand Down Phase Introduction Search operations require the close interaction of all SAR Team components for the detection and location of victims. The SAR Team must have the capability to conduct three primary types of search operations: physical, canine and electronic. The SAR Team Search Group is usually one of the first operational entities assigned on a disaster site. They must be capable of operating in an unstable environment and changing conditions and be able to communicate with the local population and other response teams. These resources must be trained and equipped to conduct immediate search operations in the disaster environment. Their ability to detect and locate victims set the stage for successful victim survivability. Preparedness Phase Training Requirements General requirements: - Trained in structures and victim marking procedures - Hazardous materials awareness - Cultural awareness - Basic knowledge of structural engineering - Trained to act in the physical search - Trained in safety hazard identification - Trained in the use of personal protection equipment - Must be physically fit. Besides general SAR skills, search personnel must be specially trained for tasks to be performed: Physical search: - Reconnaissance - Surveillance and interviews - Familiar with standard search pattern techniques. Electronic search: - Handling of advanced electronic search devices under difficult conditions and the interpretation of findings - Specialized training in assessing voids. Canine search: SAR Team Search Operations Guidelines 51
The canine and handler should be trained and certified to national or INSARAG standards to work in the disaster environment involving detecting and locating victims in collapsed structures It is essential that each response team have sufficient number of trained canines to meet operational requirements needed for working multiple work sites, extended deployments and for the need to verify scent sources To ensure readiness, the following issues need to be accomplished well in advance to any response activation: Required inoculations are current Process for obtaining short notice health certificates Process for obtaining affected country-specific inoculations Provisions are in place to acquire food needed for deployment.
Specific equipment and materials are necessary to fully support a Search Group. This equipment should be segregated and receive priority consideration when equipment stock is being moved to an assigned location so a Search Group may be deployed. The following equipment and supplies, as a minimum, are required: Electric hammer drills and hand tools. Electronic viewing equipment (search cam, fiber optic, etc.). Electronic listening devices (acoustic, seismic, etc.). Atmospheric monitoring equipment (flammable, toxic, oxygen-deficient). Marking materials (spray paint/marking tape, etc.). Alerting devices (bull horn for hailing, aerosol horns for emergency signaling). Medical pack (medical doctor or paramedic backpack). Personal gear - per person (safety equipment, food, water, etc.). Activation Phase There are special canine requirements that are necessary for activation. A mechanism must be in place to make the determination of mission acceptance. This includes: - Conducting a health check exam - Ensuring current health certificate - Ensuring specific immunization for affected country - Ensuring adequate food stock for mission duration - Canine support equipment including crates and harnesses - Ensuring canine are inspected for hygiene/cleanliness. Operations Phase When initiating the operations phase, it is vital to develop a process that defines the proper sequence of events for the search operation. This process includes the following: Search Strategy This involves developing a process for detecting and locating the greatest number of victims in the shortest amount of time. There are two basic types of search strategies: - Initial search (less in depth, more rapid). This is composed primarily of physical and/or canine search operations - Main search (thorough). This would be composed of in-depth search operations with electronic equipment supported by canine and physical elements Search prioritization is based on: 52 SAR Team Search Operations Guidelines
Type and size of occupancy Number of potential victims Condition of structure(s) Time of day of occurrence post event Safety and security considerations Work area accessibility Local information Availability of resources Limitation of resources.
Search Plan A search plan will ensure that all the Search Groups efforts are brought to bear in a systematic and coordinated manner, utilizing the most up-to-date intelligence about victims and buildings combined with trained and briefed search personnel. This includes: Development of a search plan based on the results of: - Area assessment a broad reconnaissance of an assigned area - Structures triage an assessment of hazards and a prioritization of potential victims of the involved buildings/structures. The search plan should include: - Search objectives and priorities - Strategies and tactics - Resources assigned - Available maps/drawings - Safety and security considerations - Coordination and communication issues. Implementation of the search plan would include: - Briefing all personnel - Deploying search personnel - Evaluating for operational effectiveness - Revising the plan as appropriate. Search Group Composition The SAR team is composed (generically) of three functional components as well as a management component supported by the safety/security, information and planning, liaison and public information functions. Personnel tasked with implementing the objectives of the search plan should consist of core and support elements, which are carrying out the search on site. The core functional elements of the search component are: - Management - Canine search - Electronic search - Physical search The support elements must be in close proximity and in constant communications with the core elements. This consists of: - Rescue personnel - Safety personnel - Structures engineer - Hazardous materials personnel - Medical personnel SAR Team Search Operations Guidelines 53
Resource Utilization The combined use of physical, canine and electronic search tactics will enable the Search Group to focus emphasis on the most important rescue opportunities. If the rescue and support functions are not used to their specifications, they should also be used in the search operation (physical search). To ensure effective resource utilization, the following should be considered: Once an assigned area or work site (i.e., group of buildings, single building or separate section within a building) has been determined or assigned, the various search tactics should be determined. The physical search capability may be used in the initial search where personnel are deployed over and around a collapse site. - These personnel can make separate visual assessments in voids and confined spaces for detection or location of victims - They may also be used in a coordinated fashion as listeners - A bullhorn or hailing device would be used to provide direction to trapped victims. The area is then quieted and the personnel listen and attempt to pinpoint the location of the noise or reply. The canine search capability may be used for the initial search of an area to detect and locate victims, since one team can cover a significant area in a short amount of time. In the main search, it may be used as a confirmation. The electronic search capability may be used to detect and locate victims primarily during the main search, however they may be used in the initial search to explore open voids. - Electronic search operations are usually more site-specific and longer in duration than other search operations - Once a reliable indication of the general location of a victim(s) is made, the use of the electronic viewing and acoustic (listening) equipment may prove useful in precisely determining the exact location and orientation of the victim(s). SAR Team Rescue personnel may be used to assist Search personnel with safety assessments at collapse sites, gaining access to difficult areas, deploying equipment, etc. It is important to ensure the close interaction of the SAR Team technical component with the Search Group to provide initial assessments of building stability, hazard identification and safety-related issues. In addition, recurring assessments should be performed throughout the operations. 54 SAR Team Search Operations Guidelines
An important consideration in the mid- to latter stages of a mission is the need to reassess previously searched structures. - If the profile of a building has been significantly reduced because of debris removal by heavy equipment or secondary collapse, it may become necessary to treat the structure as a new opportunity, and repeat the various search operations
Reassignment/Stand Down Phase Canines need to be continually evaluated for hydration, fatigue, HAZMAT exposure, health concerns and cleanliness. Prior to being released from the disaster and before starting the demobilization process, the canines should be evaluated for the following: - Inspection for injuries - Decontamination and bathing - Successful completion of a veterinary medical exam, if possible - Fatigue, etc.
SAR Team Search Operations Guidelines
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SAR Team Rescue Operations Guidelines
Table of Contents Introduction Preparedness Phase In-Transit Phase Operations Phase - Assistance with Search Activities - Rescue Strategy - Rescue Plan - Rescue Group Composition - Resource Utilization - Work Site Management and Coordination Introduction Rescue operations in the disaster environment require the close interaction of all SAR Team components for safe and successful victim extrications. In all instances, victim extrication must be conducted in an organized, safe manner. The SAR Team must tailor the strategy and tactics to fit the general situation and specific problems encountered. It is incumbent on the SAR Team to collect related information from search intelligence and develop rescue strategy and tactics. Preparedness Phase The SAR Team Rescue Group must: - Meet all respective standards according to national and INSARAG requirements - Have training in confined spaces, collapsed reinforced concrete structures, high angle rope rescue and tunneling operations, and basic training in search and medical issues - Have additional training in operating in adverse weather conditions, HAZMAT environments, all other climactic conditions and team safety - Have appropriate equipment to handle: Breaking and breaching operations Shoring operations Lifting operations High angle rope rescue operations Tunneling operations Personal protective equipment requirements. In Transit Phase The equipment stock must meet international transportation regulations (i.e., ADR, RID, IATA, etc.). Operations Phase Assistance with Search Activities Prior to locating trapped victims, Rescue personnel provide a significant search resource. - The Rescue personnel may be used to assist the canine and electronic search personnel with safety assessments at collapse sites, gain access to difficult areas, conduct shoring and bracing operations, deploy equipment, etc. - These personnel may also conduct physical search operations - Apart from canine and electronic search personnel, Rescue personnel should be the only resource used for physical search inside void areas, as they are the most capable of identifying 56 SAR Team Rescue Operations Guidelines
overall hazards in these areas and are trained in operating in confined spaces. Rescue Strategy Rescue operations follow the search phase and are focused on extricating the greatest number of victims in the shortest amount of time, prioritizing technical rescues that cannot be addressed by local resources. Rescue operations are conducted under the five following phases: - PHASE ONE: Assessment of the collapse area. The area is searched for possible victims (surface and/or buried) and the evaluation of the structure's stability and potential danger to rescue personnel is performed. All utilities must be evaluated and controlled for safety - PHASE TWO: Removal of all surface victims as quickly and safely as possible. Extreme care must be used during this phase to ensure that rescuers do not become victims. Personnel should not be misled by the outward appearance of a structure - what appears to be a settled pile of debris could, in reality, be lacking any genuine support and a secondary collapse could occur without warning - PHASE THREE: All voids and accessible spaces created as a result of the collapse must be searched and explored for live victims. An audible call out system can be used during this phase (refer to the SAR Team Search Guidelines). Only trained canine or specially trained rescue personnel should be used in voids and accessible space searches - PHASE FOUR: Selected debris removal, using special tools and techniques, may be necessary after locating a victim. It may be necessary to remove only certain obstructions that are blocking access to the victim. Information concerning a victim's location prior to the collapse can be helpful during the selected debris removal phase. Information gathering on other possible victim locations can greatly enhance the operation - PHASE FIVE: General debris removal is usually conducted after all known victims have been removed. Exceptions would be: 1) when information is obtained that indicates the possibility of other victims not originally accounted for and, 2) when large amounts of debris are impairing or obstructing operations. The decision to use heavy equipment during this phase must be given serious consideration, especially when the possibility exists that there are still live victims in the debris. Rescue prioritization is based on: - mission assignment from the LEMA or the OSOCC - Any search intelligence/recommendations - The degree and difficulty of each opportunity - The possible end result of each opportunity - Any safety and security considerations - The capabilities and limitations of available resources (personnel, equipment, site accessibility, etc.). Rescue Plan A rescue plan will ensure that all the Rescue team efforts are brought to bear in a systematic and coordinated manner, utilizing the most up-to-date intelligence about victims and buildings. The rescue plan should include: - Identified objectives - All search results - Any resources assigned - Any safety and security issues - The capabilities of assigned resources - The limitations of assigned resources - Any other support resources SAR Team Rescue Operations Guidelines 57
- All communications requirements. Implementation of the rescue plan should include: - Personnel briefings - The commencement of rescue operations - The evaluation of operational effectiveness - Any plan revisions as appropriate
Rescue Group Composition The SAR team is composed (generically) of three functional components as well as a management component supported by the safety/security, information and planning, liaison and public information functions. The core functional elements of the Rescue Group are: - Management - Rescue - Safety - Medical The supporting functional elements are: - Structures engineering - Hazmat - Logistics - Doctors - Heavy lifting - Local resources - Interpreters Resource Utilization Rescue operations are conducted following the principles of the five rescue phases. - These phases are based on those tasks that are easily achievable, moving toward those that are more complicated - The on-site activities begin with the rescue work site set up. Rescue work site set up includes: - Work site and collapse hazard zone identification - Operations post - Medical treatment area - Personnel staging area - Rescue equipment staging area - Cribbing/shoring working area - Entry/exit routes A Rescue Squad must be staged in a state of full readiness should an unforeseen occurrence or emergency occur. Once the size up is completed and the plan of action developed, a Team briefing must be conducted: - A simple drawing of the site features and rescue operation should be made that can be quickly done on a writing pad or erasable marker board - In addition, safety considerations, structural concerns, hazard identification, emergency signaling and evacuation guidelines must be addressed at this time. Work Site Management and Coordination Each work site must have one person designated as officer-in-charge to maintain unity of command. The officer-in-charge has authority over all assigned personnel. When two or more Rescue Squads are assigned to operate together, one officer-in-charge must be 58 SAR Team Rescue Operations Guidelines
assigned to be in charge overall of the work site (this must be clearly communicated to all personnel involved). A work site safety officer should be assigned to all operations. The work site safety officer is responsible for acting as a second set of eyes and ears for the officer-in-charge, assisting in the formulation of the rescue plan, and focusing on safety considerations during rescue operations. It is important that the officers-in-charge and safety officers are clearly identified. (Refer to the SAR Team Identification & Marking Guidelines.) The tools, equipment and supplies in the equipment stock should be separated and organized according to their function. The set up and organization of the equipment stock must be addressed before significant rescue operations can be supported together with the maintenance requirements of the rescue equipment. - Once the equipment stock is organized, it is imperative that an effective inventory and tracking process be implemented - The limited number of specialized tools may require them to be shared between one or more rescue sites during simultaneous operations. It is important that everyone coordinate the sharing and movement of these tools between the rescue sites. Adequate time should be allocated at scheduled shift exchanges for briefings and information exchange to promote continuity of operations. Management and supervision of local resources is of critical importance to the overall safety and effectiveness of rescue operations. Operational logs and site sketches should be maintained at all times. Following extrication of deceased victims, the remains should be processed as directed by the OSOCC and/or the LEMA.
SAR Team Rescue Operations Guidelines
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SAR Team Identification Marking & Signaling Guidelines
Table of Contents Introduction Marking Systems - General Area Marking - Structure Assessment Marking - Victim Marking - Other Markings Signaling - On-Site Signaling/Alerting - Crane Hand Signals Introduction It is important that information related to structure identification, conditions and hazards, and victim status are posted in a standardized fashion to ensure uniformity and clarity, as SAR Team participants may originate from countries around the world. The purpose of this guideline is to standardize the identification of SAR Team functions (by color), the conspicuous identification of work site hazards, standardize mapping, sketch and landmark labeling with common symbols, ensure the accuracy of search assessment markings and to document SAR Team accomplishments. The following information is addressed in this guideline: Common identification system: - Marking - Signaling Structure Assessment: - Go/no go - Search - Rescue - Special hazards of that structure - Victim location Results: - Warning - Tracking - Continuity and interoperability. Marking System The SAR Team Marking System is identified and divided into the following types: - Assigned area or work site - Identify sites individually (i.e., by address, physical location, unique design, etc.) Structure Assessment: - Structure/hazards assessment marking - Search assessment/victim location marking - General hazard marking (cordon banners, flagging, etc.) - Facility/vehicle markings - Team and functional markings - Symbols. Information will be conspicuously made with florescent color to permanently identify and mark the 60 SAR Team Identification Marking & Signaling Guidelines
structure. General Area Marking If no maps are available, the following should be addressed: - Develop a sketch map - Identify and label landmarks - Assign a name to each site (GPS references). Structure orientation should be established. This would include: - Exterior - Interior It is important to identify locations within a single structure. The address side of the structure shall be defined as SIDE 1. Other sides of the structure shall be assigned numerically in a clockwise manner from SIDE 1.
The interior of the structure will be divided into QUADRANTS. The quadrants shall be identified ALPHABETICALLY in a clockwise manner starting from where the side 1 and side 2 perimeter meet. The center core, where all four quadrants meet will be identified as Quadrant E (i.e., central core lobby, etc.).
Multi-story structures must have each floor clearly identified. If not clearly discernable, the floors should be numbered as referenced from the exterior. The grade level floor would be designated ground floor and, moving upward the next floor would be floor 1, etc. Conversely, the first floor below grade level would be Basement-1, the second Basement-2, etc.
Structure Assessment Marking The basic symbol consists of a 1 meter X 1 meter square box at the primary access point into any compromised structure.
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Example Marking Box
Completed Marking Box
Victim Marking During the search function, it is necessary to identify the location of any known or potential victim. The amount and type of debris in the area may completely cover or obstruct the location of the known or potential victim. The victim location markings are made by the Search Team or other individuals conducting search and rescue operations whenever a known or potential victim is located and not immediately removed. The victim location markings should be made with florescent color. A large "V" is drawn near the location of the known or potential victim. - The letter L with a number will denote the number of live victims - The letter D with a number will denote the number of dead victims. 62 SAR Team Identification Marking & Signaling Guidelines
Draw an arrow beside the "V" when the location of a victim has been confirmed either visually, vocally or hearing specific sounds, which would indicate a high probability of a victim. - This may be done when the victim is initially located or may need to be done later after some debris removal or use of specialized search equipment - A canine alert will initially receive the "V" without an arrow to indicate a potential victim. A circle would be drawn around the "V" when the last live victim has been extricated from that location. Draw a horizontal line through the V to indicate only dead victim(s) remain. - A circle would be drawn around the V when all dead victims have been removed Potential Victim Location
Confirmed Victim Location
Dead Victim(s) Only Location
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Extricated Live Victim(s)
Extricated Dead Victim
Other Markings General cordon markings (cordon banners, flagging, etc.) to be used for small defined area. They can be enlarged to include other non-buildings (i.e., bridge, dangerous zones, NBC, security, etc.). Large areas may require barricades/fences/patrol/etc. - Operational Work Zone
PELIGRO PELIGRO PELIGRO
Collapse/Hazard Zone
PEL IGR O
RO LIG PE
PEL O RIGR O PEL IGR O
IG PEL
RO LIG PE
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Facility: SAR Team Identification Marking & Signaling Guidelines
Iconic flags, banners, balloons, etc. (must identify team identity, team medical facility, team CP) Vehicle: - Vehicles must be marked with team name and function (flag, magnetic sign, etc.) Team and function: - Response team identity (country and team name) by uniform, patch, etc. - Personnel the following positions must be color-coded and labeled in English plain text (vests, arm bands, helmet color, etc.) - Management position(s) white - Medical position(s) red cross/crescent - Safety/security position(s) orange Symbols: (Plain text such as Team name would be denoted adjacent to the symbol.) Zones - irregular shapes Zones - irregular shapes Command function - box Reference point - triangle Time denoted (with arrow pointing to activity site, local time)
Sample symbols: Command Post EOC SAR Base of Ops OSOCC Reception Center Work Site Airport LZ Hospital SAR Team Identification Marking & Signaling Guidelines 65
Hazards (write hazards and specify zone) GASES Fuel Medical care (Red Cross/Crescent) Reference point/landmark (include descriptor) Signaling On-Site Signaling/Alerting Effective emergency signaling is essential for the safe operation of SAR Team personnel operating at a disaster site. - These signals must be clear and universally understood by all SAR Team personnel Air horns or other appropriate hailing devices shall be used to sound the appropriate signals as follows: Cease Operation/All Quiet: - 1 long blast (3 seconds) Evacuate the Area: - 3 consecutive short blasts (1 second each) - Conduct a radio roll call to account for all personnel. When all are accounted for, the radio signal "all clear" will be broadcast on the command channel. Resume Operations: - 1 long and 1 short blast
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Crane Hand Signals
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SAR Team Medical Guidelines
Table of Contents Introduction Preparedness Phase - Treatment Priorities - Medical Equipment Stock Activation Phase In Transit Phase - Home Base to Affected Country Operations Phase - Patient Documentation - Medical Care and Evacuation of Injured SAR Team Members - Death of a SAR Team Member Reassignment/Stand Down Phase Introduction The SAR Team Medical Group is organized, staffed, and equipped to provide advanced life support and prolonged out-of-hospital care throughout the course of a mission. It is recognized that both serious injuries and illnesses may be encountered and will require treatment. The medical personnel are also responsible for limited treatment of hazardous materials exposures for SAR Team personnel and in addition, must be capable of providing treatment for the search canines. The SAR team is composed (generically) of three functional components as well as a management component supported by the safety/security, information and planning, liaison and public information functions.
Preparedness Phase Staffing for the Medical Group should ensure that all members are capable of providing advanced life support and must be able to provide this care either as an emergency residency-trained doctor or emergency-trained paramedics. These members must be capable of performing continuous operations and have the ability to provide endotracheal intubation, establish intravenous routes of fluid administration, perform bio-medical 68 SAR Team Medical Guidelines
monitoring, stabilize fractures and administer medications in a confined space environment. Treatment Priorities The treatment priorities for the SAR Medical Group are: - First the SAR Team personnel, canine and other assigned support staff. - Second victims directly encountered by the SAR Team. - Third other persons as possible. It is not the intent of the Medical Group to be a freestanding medical resource at the disaster site. Capable local medical systems will be considered the primary providers of general medical care to disaster victims. Medical Equipment Stock The Medical Group equipment stock should be selected to provide immediate life-saving medical treatment for the SAR Team (including canine) as well as victims encountered during operations at a work site. It is recommended that the quantity of equipment and medicines in the equipment stock provide for anticipating on average the following injuries during a mission: - 10 critical cases - 15 moderate cases - 25 minor cases. Appropriate medical equipment, medicines and supplies should be pre-assembled to ensure continuous availability to provide medical care to SAR Team members while in transit, and to provide immediate care to victims upon arrival in the affected country. Activation Phase Medical Managers must address several issues when the SAR Team is activated for a mission. - Additionally, medical surveillance should be conducted to gather necessary information concerning infectious disease and other health-related issues specific to the disaster area. - Other information may be obtained by monitoring local sources such as radio, television, or the Internet for disaster-related information - Attempts should be made to identify veterinary resources within the affected country and identify the needs and health concerns of the SAR Team canine element. All SAR Team members should have identification documentation on file that includes pertinent personal information to assist in deployment activities. Information required would include the members name, address, telephone numbers, blood type, emergency contacts, passport information, medical history, immunization records, etc. Other actions include: - A review of each members (and canine) personal information - Team personnel and canine passing a physical exam - Team personnel having current inoculations for the affected country - Canine having current inoculations and health certificate for the affected country The Medical Group Manager, in conjunction with the SAR Team Leader, should review the functions tasks and assignments for the mission. All SAR Team members should be briefed on the indigenous environmental conditions and health concerns in the affected disaster area, including a review of stress and health maintenance issues. In Transit Phase Home Base to Affected Country Appropriate ALS supplies must be available to the Medical Group at all times. Certain elements of the medical equipment stock should be prioritized for initial movement to the assigned SAR Team Base of Operations. SAR Team Medical Guidelines 69
Operations Phase It would be beneficial to identify and meet with the local medical authority of the affected area and the senior authority for medical operations at or supporting the work site. The medical plan must include: - Objectives - Strategies and tactics - Contact with local medical system - Resource availability - Re-supply needs - Deceased victim management - Indigenous health concerns - Local victim transfer of care - Team member and canine evacuation process. The Medical Manager should coordinate with the Safety Officer and Hazardous Materials Specialist regarding: - The potential for hazardous materials contamination or other exposures - Decontamination information for various contaminates or exposures - The treatment options for general hazardous materials exposures. Close coordination between Team Medical and Rescue Groups is important to ensure a safe effective operation and optimal patient care. Rescue operations must be monitored for potential impact on trapped victims, as well as rescuers, to dust creation, carbon monoxide generation, oxygen consumption, hypothermia, etc. Medical actions to prevent these situations may be necessary It is expected that under normal circumstances, medical function "fixed asset" equipment (i.e., defibrillators, monitors, ventilators, etc.) is a limited resource and will not leave the work site with patients. A high priority is placed on maintaining such assets at the operational work site for the continued protection of SAR Team personnel and other victims being extricated. The organization responsible for patient transportation and follow-up medical care should be prepared to provide such equipment, if necessary, for patient transfer to a medical facility. Patient Documentation Patient and team member's physical assessment and/or medical intervention performed by the Medical Group must be documented. - This document would also be used to record any real or perceived nuclear, chemical or biological exposures, with a copy made available when a patient is transferred from the Team's control to other medical resources - The Team must maintain a copy of each completed document for their files - A patient treatment log must be maintained. Medical Care and Evacuation of Injured SAR Team Members The Medical Group Manager shall: - Evaluate the team members injury or illness - Treat as necessary - Recommend the team members duty status/capability to perform - Evacuate as appropriate, if necessary - Investigate and document the occurrence - Coordinate with the OSOCC, the LEMA and home base
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Death of a SAR Team Member The Medical Group Manager shall: - Verify the identity and confirm death - Secure remains and personal effects - Investigate and document the cause of death - Forward information to appropriate officials - Evaluate the effects on the SAR Team - Coordinate with the OSOCC, the LEMA and home base Reassignment/Stand Down Phase The Medical Group Manager should: - Evaluate general physical and mental condition of the SAR Team - Evaluate the equipment stock capability for reassignment - Determine equipment/supplies that may be donated to the affected country
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Communications Guidelines Table of Contents Introduction Preparedness Phase Activation Phase In Transit Phase Operations Phase Re-assignment/Stand-down Phase Phonetic Alphabet Introduction Effective communication is vital to the safe and successful operations of a SAR Team assigned to a mission. It is extremely important that clear, concise communications are available between emergency response and command personnel, the UN OSOCC, the home base and the various SAR Teams deployed to the disaster. Preparedness Phase Each SAR Team and OSOCC facility has a unique call sign. - The call sign must be used for radio communications between different SAR Teams, the UN OSOCC or the LEMA. All SAR Teams must be trained and equipped to: Communicate effectively in the disaster environment. Communicate internally, externally and between SAR Teams. Conform to frequency management protocols. Use international (English) voice procedures. Use the International Phonetic Alphabet for radio communications.
Activation Phase Each SAR Team should use their own operating frequencies until they receive assigned frequencies from the LEMA or the UN OSOCC. In Transit Phase Upon arrival, meet directly with the UN OSOCC or the LEMA, coordination will be required for: - Information on SAR Team operational frequencies, call sign, local disaster operational frequencies, and to ensure that the SAR Team communication system requirements are included in the local communications plan. - An exchange of radios between affected and assisting countries and OSOCC may be necessary, if the frequencies used in managing the disaster are not compatible with the SAR Team system. - An assessment of the availability of local amateur radio (short wave) capabilities to support the mission.
Operations Phase 72 The communications plan should address the following communications needs:
Error! Not a valid result for table.
Command and control. Tactical. Air to ground. Logistics. External to the UN OSOCC, the LEMA and home base.
Communications configurations need to accommodate the following: - Local or wide geographical coverage. - Multiple repeat and non-repeater channels. - Building/rubble penetration. - Priority or emergency signaling and messaging. - Low impact administrative traffic. - Functional specialty channel assignment. Radio procedures should include that: - Emergency radio traffic will always have priority over general radio usage. - In the event that a person signifies that they have an emergency, all other users will maintain radio silence until such time as the emergency traffic has concluded. - Sensitive information should not be transmitted over radio frequencies but instead handled over the telephone system or by a face-to-face conversation. - Radio communications will be in clear text format.
Re-assignment and Stand-down Phase The Communications personnel are responsible for maintaining communications for the SAR Team while packing equipment at the same time. Phonetic Alphabet A alpha (AL fah) B - bravo (BRAH voh) C - charlie (CHAR lee) D - delta (DELL tah) E - echo (ECK oh) F - foxtrot (FOKS trot) G - golf (GOLF) H - hotel (HOH tell) I - india (IN dee ah) J - juliet (JEW lee ett) K - kilo (KEY low) L - lima (LEE mah) M - mike (MIKE) N - november (no VEM ber) O - oscar (OSS car) P - papa (pah PAH) Q - quebec (keh BECK) R - romeo (ROW me oh) S - sierra (SEE air rah) T - tango (TANG go) U - uniform (YOU nee form) V - victor (VIK tah) W - whiskey (WISS key) X - x-ray (ECKS ray) Y - yankee (YANG key) Z - zulu (ZOO loo)
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SAR Team Public Information Guidelines
Table of Contents Introduction Preparedness Phase Activation Phase In Transit Phase - Point of Arrival Operations Phase Reassignment/Stand Down Phase Media Management Suggestions - Interviewing Dos" - Interviewing Donts Introduction The general media policy for the INSARAG Response System SAR Teams should be to ensure that information disseminated to the press is accurate and timely. Preparedness Phase SAR Teams should designate specific personnel who are specially trained to be the primary contact for media relations SAR Teams should provide appropriate training to all personnel on how to interact with the media on the disaster SAR Teams should prepare media handouts including information on the Team capability and structure. These should be handed out to the UN OSOCC, the LEMA and to media representatives on site, if required Activation Phase Upon activation a SAR Team should: - Prepare a press release - Brief all personnel about the latest information and critical media issues In Transit Phase Point of Arrival Upon arrival, the designated SAR Team representative should: Establish contact with the UN OSOCC and the LEMA information official Determine media protocols and ground rules Obtain a copy of the UN OSOCC and the LEMA media management plan Operations Phase The SAR Team should develop a media plan that includes: - Coordinating team interviews - Developing media releases and special feature stories - Managing the media on site - Participating in press conferences - Coordinating with the UN OSOCC, the LEMA and home base
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Reassignment/Stand Down Phase The SAR Team should: - Coordinate with the UN OSOCC and the LEMA - Develop media releases - Participate in press conferences and/or exit interviews - Coordinate information with the home base regarding media issues - Determine what information and documentation can be released Media Management Suggestions Interviewing "Do's": Ask the reporter's name. Then use it in your response. Use your full name. Nicknames are not appropriate. Choose the site (if possible). Make sure you are comfortable with the location of the interview. Consider what is in the background. Choose the time (if possible). If you would be more comfortable waiting another five minutes, ask the reporter if that's okay. Be calm. Your demeanor and apparent control of the situation are very important in establishing the tempo of evolving events. Tell the truth. Be cooperative. There is an answer to most questions, and if you don't know it now, let them know you will work diligently to determine the facts needed. Be professional. Don't let your personal feelings about the media, or this reporter in general, affect your response. Be patient. Expect dumb questions. If the same question is asked again, repeat your answer without irritation. Take your time. If you make a mistake during a taped or non-broadcast interview, indicate that you would like to start over with your response. If appearing live, just start over. Use wrap-around sentences. This means repeating the question with your answer for a complete "sound bite". Interviewing "Don'ts": Say "no comment". Give your personal opinion. Stick to the facts. Go off the record. Anything you say can and will be used against you. Lie. To tell a lie unintentionally is a mistake. To intentionally tell a lie is stupid. Bluff. The truth will come out. Be defensive. The media and their audience recognize a defensive attitude and tend to believe you're hiding something. Be afraid. Fear is debilitating and is not a characteristic you want to portray. Be evasive. Be up front on what you know about the situation and what you plan to do to mitigate the disaster. Use jargon. The public is not familiar with much of the language used in the field. Confront. This is not the time to tell a reporter how much you dislike the media. Try to talk and command a disaster at the same time. You won't do either well. Wear sunglasses Smoke Promise results or speculate. Respond to rumors.
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Repeat leading questions.
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SAR Team Code of Ethics
The conduct of deployed response team members is of high concern to the International Search and Rescue Advisory Group (INSARAG), the affected and assisting countries, and local officials affected by the disaster. You will be perceived by all concerned as a representative of a well-organized, highly trained professional group of specialists who have been assembled to provide help and support to communities who are in desperate need of assistance. Any violation of principals or adverse acts by individuals will be looked upon as non-professional and will reflect poorly on the entire Teams performance and home country. All of the good work you may have performed will soon be forgotten At no time during a mission, should a free lancer take advantage of any situation/opportunity that arises. At the conclusion of the mission, you must ensure that your performance has been positive and you will be remembered for the outstanding way you conducted yourself both socially and in the work environment. Team managers will reinforce the Code of Ethics during all planning sessions, meetings and briefings and will be responsible for monitoring compliance. Violations will be documented with appropriate follow-up action taken. Sensitive issues to be considered are: - Cultural awareness including race, religion and nationality - Local customs (food, etc.) - Language - Different local apparel - Different work values - Value of life - Local law enforcement practices - Use of different medications - Use of alcohol and illegal drugs - Local policy on weapons - Handling of sensitive information - Use of canine - Care and handling of patients and /or deceased - Local living conditions - Gender restrictions - Dress code or standards - Recreation restrictions - Local communication (radio) restrictions and accepted use - Taking of pictures (victims or structures) - Taking souvenirs (building parts etc.) - Defacing property such as structure marking system - Local driving habits/customs - Straying into restricted areas - Obeying moral standards - Consideration for other teams capabilities and operating practices - Use of gratuities to promote cooperation. When is it appropriate or not.
SAR Team Code of Ethics
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Glossary of Terms & Acronyms
Old Terminology
New Terminology
Task Force SAR Team Specialist Personnel or Member Base of Operations SAR Base of Operations Task Force Control Center Base of Operations Command Post Local Incident Commander Local Official In Charge Local Affected Jurisdictions Officials Local Emergency Management Agency Incident Disaster Cache or Equipment Cache Equipment Stock Supervisor Manager Supervisory Management Forward Base Forward Operations Area Heavy Rigging Heavy Lifting Structural Engineers Structural Engineering Banner or Hazard Tape Site Marking Tape Canine or Dog Canine or Dog Field Operations Guide Eliminate Term, not consistent Procedure Guideline EMS Local Medical Ambulance Agency Physician Doctor Nurse Eliminate Term, not consistent New Mission Reassignment Point of Assembly Processing Center Point of Arrival Point of Arrival Point of Departure Point of Departure Mobilization Center OSOCC Reception Center IST OSOCC Task Force Fact Sheet SAR Team Capability Document Task Force Medical Team Sheet SAR Team Medical Capability Document GIS Eliminate Term, not consistent Gray Water Waste Water
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GLOSSARY OF TERMS & ACRONYMS
NAME AFTER-ACTION DEBRIEFING
ACRONYM
AFTER-ACTION REPORT AFTER-ACTION REPORT: ALERT
DEFINITION Meeting/interview process at the conclusion of a mission conducted to identify and document SAR Team actions and pertinent information for program improvement. Written documentation of all SAR Team actions and other pertinent information that is usually assembled immediately following the completion of a mission. A notification from OCHA to the sponsoring organizations that a disaster is imminent or has occurred. Location or facility designated by the sponsoring organization where team members initially report after receiving an activation order.
ASSEMBLY POINT ASSESSMENT: ASSIGNED AREA: ASSIGNED: ASSISTING COUNTRY
Nation/government sponsoring an INSARAG SAR Team, which mobilizes and responds upon request.
BACKPACK/WAISTPACK
BASE OF OPERATIONS
BIOMEDICAL MONITORING BREACHING BRIEFING: BUILDING MARKING CACHE CANINE SEARCH CASUALTY:
Medical kit carried by SAR Team Medical personnel to provide immediate care for team personnel. SAR Team on-site operational facility close to the work sites comprising areas for the team management, equipment stock, personnel shelter, feeding areas, etc. The utilization of special medical equipment (cardiac monitor) to evaluate a patients medical condition. SAR Rescue Team tactical operation involving penetrating a structural medium (usually concrete) with power tools and techniques. Pre-identified symbols marked on structure by search and rescue task force personnel indicating current status of building. See EQUIPMENT STOCK Victim search using air scent dogs.
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CLEAR TEXT
CODE OF CONDUCT COLLAPSE ZONE:
A term for using plain language communications that eliminates use of agency specific codes, etc. A standard by which all personnel operating as a part of an INSARAG SAR Team are expected to adhere to. This ensures safe, effective and professional operations. An area established at a rescue work site for the purpose of controlling all access to the immediate area of a collapse that could be impacted by further building collapse, falling debris, etc. The identified perimeter is conspicuously marked by crossed horizontal marking tape denoting that this area constitutes a hazard to SAR Team personnel. Communications frequency designated for command and control transmissions.
COLLAPSE/HAZARD ZONE
COMMAND FREQUENCY COMMAND POST: COMMUNICATION PLAN: COMPONENT:
CONFINED SPACE
Any space having limited entry/egress, and in which a dangerous air contamination or oxygen deficiency could result from an accumulation of dusts, mists, fumes, gases or vapors not removed by natural ventilation. The area at a rescue work site where building materials/lumber can be stored and processed as needed to support the on site search and rescue operations. Detrimental side effects occurring when muscle tissue is compressed (due to a crush mechanism) for prolonged periods of time and tissue begins to die. Permanent regional working group comprised of Austria, Denmark, and Sweden. Assignment to a SAR Team indicating that their mission assignment is complete and to make ready for return home.
CREW: CRIBBING/SHORING WORKING AREA
CRUSH SYNDROME
DACH: INSARAG DEACTIVATION DEBRIEFING: DECEASED: DEMA: DEMOBILIZATION DEPARTMENT OF HUMANITARIAN AFFAIRS DFID/ELM: 80
DHA
The process used to return resources to their original location at the conclusion of a mission. Original name of the department in the United Nations responsible for INSARAG. Now known as the Office of Coordination of Humanitarian Affairs. See OCHA.
DISASTER DISASTER RESPONSE BRANCH DOCTOR EGRESS ELECTRONIC VIEWING EQUIPMENT EMERGENCY MEDICAL SERVICES EMERGENCY OPERATIONS CENTER EMERGENCY SIGNALING ENDOTRACHEAL INTUBATION ENGAGEMENT/DISENGAG E-MENT EOC: DRB MD
EMS EOC
A natural or man-made occurrence that negatively impacts a local jurisdiction and overwhelms their ability to effectively respond on their own. Section within the UN Office of Coordination of Humanitarian Affairs (OCHA) A person trained and certified by his host country to deliver ALS skills to a patient in need of definitive care. Exit pathway Electronic search devices utilized by SAR Search Team personnel for determining the location of entrapped victims by introducing camera-type viewers into voids. A complex health care system that provides immediate on-scene patient care to those suffering sudden illness or injury.
Signals produced by aerosol horns on the work site to address evacuation of the area, cessation of operations or to quiet the area and resume operations. The placement of an adjunct device into a patients trachea to establish a patent airway. Procedures followed by task force when entering or leaving a specific work-site. The area at a rescue work site where assigned tools and equipment can be safely stored, maintained and issued as needed to support the operation. An appropriate area should be identified where generators and other gasoline-powered equipment can be set up and operated without exhaust gases and excessive noise hindering the operation. SAR Team equipment, tools, communication equipment, medical supplies, etc., necessary to be self-sufficient and operate at a disaster site for 10 days. EC A process for allowing personnel to air their feelings and defuse emotions related to stressful or traumatic disaster-related incidents. To safely package and remove an entrapped victim from an entanglement or difficulty. Documentation carried by SAR Teams that are provided to local officials in charge that defines team capabilities and limitations.
EQUIPMENT STAGING AREA
EQUIPMENT STOCK EUROPEAN COMMUNITY EXTENDED DISASTER STRESS SYNDROME DEFUSING EXTRICATE FACT SHEET FBI:
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FEMA: Electronic search devices utilized by SAR Search Team personnel for determining the location of entrapped victims by introducing viewing equipment (using light transmitting fibers) that allow direct viewing into void areas. Section within the UN Office of Coordination of Humanitarian Affairs (OCHA) SAR Team equipment that is critical to the effective functioning of the team and is not expendable or able to be loaned. SAR Team tactical operating area established to provide a short-term Base of Operations for a part of the team near the work site.
FIBEROPTIC EQUIPMENT
FIELD COORDINATING SUPPORT UNIT FIXED ASSETS FORWARD OPERATIONS AREA FUNCTION: GEOGRAPHIC INFORMATION SYSTEM GRAY WATER GROUP: GUIDELINES HAZARD: HAZARDOUS MATERIALS HAZARDOUS SUBSTANCES: HEADQUARTERS HEAVY LIFTING HOME BASE: HOT ZONE
FCSU
GIS Non-potable wastewater (usually the result of hand washing, cooking or dishwashing) that is discarded during SAR Team operations (as opposed to unhygienic waste from biomedical or toilet waste). Standard procedures or processes used to maintain program consistency. HAZ MAT
HQ SAR Team tactical operation involving moving/lifting large or heavy building structural components usually with hydraulic construction machinery. SAR Team hazard area defined during operations that usually denotes a personnel hazard dealing with hazardous materials or chemicals. SAR Team operational document that is developed identify operational objectives, mission accomplishments, weather conditions, safety messages, communication issues, etc. during mission operations. Electronic devices that are sometimes used for determining the location of entrapped victims by introducing heat-sensing equipment (that construct an image based on heat differentials) that allow viewing into void areas.
INCIDENT ACTION PLAN
INFRARED/THERMAL IMAGING INNER CORDON: 82
INTERNATIONAL SEARCH AND RESCUE ADVISORY GROUP IRC (UK): LESSONS LEARNED LOCAL EMERGENCY MANGEMENT AGENCY LOCAL JURISDICTION MANAGEMENT: MEDEVAC
INSARAG
A group of functional SAR specialists formed for the purpose of advising the United Nations on the development of standards and guidelines that will be adopted and used by all international SAR Teams.
Using past experiences to avoid making the same mistakes. LEMA Local government that has the mandated responsibility for managing the disaster. Emergency medical evacuation of an injured person via helicopter transport. Medical surveillance of affected countrys infrastructure, endemic and environmental condition. SAR Medical Team actions are governed by the findings. Documentation carried by SAR Team Medical personnel that are provided to local officials in charge that defines team capabilities and limitations. The location where the Medical Team can set up operations and provide treatment to SAR Team members and extricated victims. Medical team personnel must identify their space requirements to rescue personnel when this area is being established. MOU The assembly and movement of resources to a disaster. The point of arrival of response groups near the affected area, but not within the direct operational scope of the state or local authorities.
MEDICAL ACTION PLAN
MEDICAL TEAM CAPABILITY DOCUMENT
MEDICAL TREATMENT AREA
MEMORANDUM OF UNDERSTANDING MOBILIZATION MOBILIZATION (MOB) CENTER MOBILIZATION PLAN: NATIONAL FOCAL POINT: NON- GOVERNMENT ORGANIZATION OFDA: OFFICE OF COORDINATION OF HUMANITARIAN AFFAIRS OFFICER IN CHARGE ON-SITE OPERATIONS CONTROL CENTER
NGO A department in the United Nations, which is responsible for INSARAG. Formerly known as the Department of Humanitarian Affairs (DHA).
OCHA OIC OSAP
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OPERATIONAL CHECKLIST OPERATIONAL COMMAND (BRONZE): OPERATIONAL WORK AREA ORGANIZATION OF AMERICAN STATES OSOCC RECEPTION CENTER OSOCC STRATEGIC ACTION PLAN OUTER CORDON: PARAMEDIC: PATIENT TRACKING SYSTEM PERSONNEL STAGING AREA PLAN-OF-ACTION: POINT OF ARRIVAL POA
An area used by the Rescue Officer in charge assigned to manage and coordinate all SAR activities at the identified rescue work site.
An area established for the purpose of controlling access to the rescue work site except for SAR Team members and those involved in the operation. It is denoted by a single, horizontal identification marker tape erected as a cordon. OAS Point of arrival, established by the OSOCC, of response group near affected area, but not within the direct operational scope of national/local authorities. A time sequence listing of possible actions and tasks that the identified user may want to consider acting upon when carrying out the assignment.
OSOCC
A documentation system implemented by SAR Team Medical personnel that identifies each patient, assigns a tracking number and denotes pertinent evaluation information. Area established where unassigned, available SAR Team personnel are assembled and organized for assignment into an operation. Designated area during disaster operations where responding SAR Teams and other resources are received into the impacted area, organized, briefed and assigned. Designated area where the members and elements of a SAR Team are gathered in preparation for mobilization. Area established where SAR Team personnel and equipment stock mobilizing for a mission are brought together and organized.
POINT OF ASSEMBLY
POINT OF DEPARTURE POINT-OF-ARRIVAL: PRIORITIZATION PRIVATE VOLUNTEER ORGANIZATION PUBLIC INFORMATION OFFICER
POD
PVO The area at a rescue site where unassigned SAR Team members can rest, eat, and be immediately available in case other rescue workers become trapped or until time of rotation.
PIO
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REASSIGNMENT
RECEPTION CENTER
RECONNAISANCE TEAM RESCUE OPERATION: RESCUE PLAN
SAR Team mission assignment during the course of a mission where the team is redirected to a different assignment from the original. An assessment of the teams condition for continued operations is imperative. Point of arrival, established by the OSOCC, of response group near affected area, but not within the direct operational scope of national/local authorities. An assembly of appropriate SAR Team personnel assigned to assess an impacted area or building to determine the need for search and rescue operations. Tactical document developed by the SAR Team defining rescue strategy and tactics during mission conduct. A review of an operation or work site performed in advance establishing safety and personnel hazard concerns and mitigation procedures. A set number of trained functional specialists assembled to perform urban search and rescue operations. Documentation carried by SAR Teams that are provided to local officials in charge that defines team capabilities and limitations. A set number of trained functional specialists assembled to perform urban search and rescue operations. Tactical document developed by the SAR Team defining search strategy and tactics during mission conduct. Plastic banner tape carried as rolls in the equipment stock that is used to define perimeter areas of SAR Team operational work sites.
RISK ANALYSIS
SAR TEAM SAR TEAM CAPABILITY DOCUMENT SEARCH AND RESCUE TEAM SEARCH OPERATION: SEARCH PLAN SERVICE PACKAGES: SITE MARKING TAPE SQUAD: SRSA: STAGING AREA (PAGE 23 IN SYSTEM OVERVIEW): STANDARD OPERATING PROCEDURE STAND-DOWN: STRATEGIC COMMAND (GOLD): SOP
A standardized method of conducting search and rescue operational procedures, which has been predetermined to ensure safe and effective operations.
85
STRUCTURAL ENGINEERING: STRUCTURE TRIAGE TACTICAL COMMAND (SILVER): TACTICAL FREQUENCY TASK (SEE ASSIGNED): TEAM FOCAL POINT: TEAM: TECHNICAL SEARCH THW: TRAUMA: Operational communications frequency assigned to a SAR Team (or components of a team) for on-site search and rescue operations, which does not conflict with local emergency communications. A systematic process of assessing compromised buildings to determine their viability for safely conducting search and rescue operations.
Victim search using electronic devices.
TRIANGULATE
Process of attempting to pinpoint the location of an entrapped victim by establishing soundings from three or more locations and interpreting the strengths of each to approximate the midpoint.
UK-FIRE SERVICE SAR TEAM: UNDAC: UNIT: UNITED NATIONS UNITED NATIONS DEPARTMENT OF HUMANITARIAN AFFAIRS UN-OSOCC: VICTIM LOCATION: VICTIM: WORK AREA: WORK SITE
UN UN-DHA
Refers to the operational area within the incident to which the task force is assigned.
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Duties of the OSOCC
Table of Contents Introduction Preparedness Phase In Transit/Activation Phase Operations Phase Reassignment/Stand Down Phase Return to Home Base Phase Introduction The mission of the UN OSOCC is to assist the LEMA with the management of the disaster, in particular the coordination of international SAR. UN OSOCC may be established in consultation with the UN and the affected country. On site operations are however determined by LEMA in Coordination with OSOCC. The OSOCC will normally be established by using resources from the Field Coordination Support Unit (FCSU) of the Disaster Response Branch (DRB) of UN OCHA Geneva and the UNDAC system. The UN OSOCC will assess the need for and use of international teams, communicate their operational capabilities and provide support to the country and LEMA in managing operations and logistical support for incoming teams. The UN OSOCC will in general : - Recommend assignments for teams based on their known capabilities. - Identify team support requirements and provide advice on the most efficient means of incorporation into the affected countrys disaster response efforts. - Coordinate with LEMA officials from the disaster location and present a clear picture of the capabilities and logistical requirements of the incoming teams. - The OSOCC may need to interact with various entities present at the disaster site/in country. A schematic diagramme of possible entities is at Appendix A. The UN OSOCC should develop a written document that details the objectives of the incoming international teams. This document should be agreed upon and signed by LEMA and the UN OSOCC. If SAR teams arrive prior to OSOCC being established they must ensure actions normally taken by OSOCC for reception and OSOCC functions are initiated by them. If an OSOCC is established, teams must ensure they assign a person to assist the OSOCC in its functions. Preparedness Phase OSOCC to prepare appropriate marking of Reception Centre for SAR teams and OSOCC location i.e. flags etc. OSOCC should be prepared to register team capacity data on arrival and make necessary information available to LEMA and media. FCSU, OCHA Geneva to have personnel ready to be picked up by the nearest SAR team leaving for disaster site in order to establish an OSOCC. In Transit/Activation Phase OSOCC assigns to the international SAR teams an area upon arrival. SAR team leaders to be briefed on Plan of Action of OSOCC to understand context of emergency. Relationship between LEMA/SAR team/OSOCC to be made clear to the SAR team by OSOCC. OSOCC should identify the teams on site contact person. The UN OSOCC must advise the SAR team leader of: - The communications plan. Duties of the OSOCC 87
- The reporting schedule including situation reports, operational briefings, etc. - How reports and requests are transmitted to and from the UN OSOCC. - Support for the Team that is locally available. - Availability of a Base of Operations site. - Availability of specialized equipment. The specific team assignment should be discussed with the UN OSOCC and the LEMA. This briefing should include: - Location information. - Team assignment. - Information relating to the affected area prior to the event. - General population demographics, language(s), and anticipated numbers of victims. - Identified objectives of the assignment. - Safety and security information. - Infrastructure assessment (structures, utilities, medical, hazardous substances, etc). - Maps. - Medical treatment/transport. - Patient hand-off information. - Medical evacuation for team members. - Cultural sensitivities. OSOCC assigns incoming teams a Base of Operations. OSOCC to prepare a media management plan in cooperation with LEMA. OSOCC to prepare security/safety briefing for teams in cooperation with LEMA. OSOCC to prepare a communication plan in cooperation with LEMA, which includes assignment of frequencies, call signs, local disaster operational frequencies. If necessary coordinate exchange of telecommunications equipment between teams. OSOCC should support/Coordinate SAR teams transport to disaster site with LEMA and prepare a movement plan if necessary.
Operations Phase SAR team actions are to be directly coordinated by LEMA and OSOCC SAR Teams to be informed of reporting requirements SAR team leader to report to OSOCC on arrival if not already done so earlier OSOCC give instructions to SAR team leader and assign a work area OSOCC to coordinate with LEMA results of assessments of damage and needs The channel of authority is LEMA -> OSOCC -> Team OSOCC coordinates activities of national SAR team(s) OSOCC should be able to coordinate: - request for additional resources for teams in cooperation with LEMA - information on progress of operations and shortfalls - additional request for assistance - requests for medical assistance - team interviews and press briefings OSOCC should prepare a communication plan with LEMA that addresses the following : - Command and Control. - Tactical SAR operations - Air to ground - Logistics - To SAR teams - To LEMA - To OCHA Geneva 88 Duties of the OSOCC
OSOCC should prepare following documentation and disseminate as appropriate : - Chain of command - Point of contact - Situation update - Team capability/assignment - Safety/security issue - Communications plan. OSOCC should prepare requirements/procedures for interaction with media together with LEMA OSOCC should integrate SAR teams planning into OSOCC Plan of Action OSOCC should organize regular team briefings OSOCC should prepare rescue prioritization and mission assignment for teams in cooperation with LEMA OSOCC should coordinate with LEMA disposal of any remains recovered by SAR teams OSOCC should coordinate SAR team assignment completion report in conjunction with LEMA OSOCC should support medical care and evacuation of casualties of SAR team staff, if any OSOCC to issue regular safety/security updates to all SAR teams
Reassignment/Stand-down Phase The OSOCC will act as a coordination point for reassignment and/or stand down of SAR teams i.e. provide teams with estimated stand down date and time and be prepared to coordinate the reassignment and stand down plan for teams. OSOCC should develop a reassignment/stand down plan with LEMA which covers: - Disengagement phases - Time schedule - Logistical requirements (i.e. transportation): site clean up/rehabilitation donations - Identify and communicate home base support needs (i.e., transportation, media issues, arrival procedures, etc.) - Security and safety issues Return to Home Base Phase International SAR teams to provide a quick field operations evaluation to FCSU, DRB, OCHA Geneva FCSU to develop and implement any corrective action needed for the OSOCC concept through INSARAG
Duties of the OSOCC
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OSOCC Structure
Table of Contents Introduction OSOCC Structure Levels of Response Management and Support Administration and IT Communications Transport Accommodation, Maintenance and Board Staffing Equipment Introduction An OSOCC has four main objectives: - To provide a system for coordinating and directing the activities of an international relief effort at the site of a disaster/emergency - To provide a framework for cooperation and coordination among the international humanitarian entities at a disaster/emergency site - To act as a link between such entities and the affected country's authorities - In an earthquake scenario, to coordinate the activities of international SAR teams. An OSOCC is designed to facilitate the coordination of the international relief community in a disaster/emergency. The OSOCC concept was originally developed by the International Search and Rescue Advisory Group (INSARAG) and the then United Nations Department of Humanitarian Affairs (DHA) to assist affected countries in coordinating international search and rescue teams in the aftermath of a catastrophic earthquake. However, the emergency management principles behind the OSOCC's scope, structure and procedures make the OSOCC a valid tool in any sudden-onset disaster involving international relief resources at a disaster scene. The OSOCC system is designed as a rapid response tool. To be effective, it should be initiated in the immediate aftermath of a disaster/emergency and before, or simultaneously with, the arrival of international relief resources. It is expected that an OSOCC in some form would be operational during the first, relief phase of an emergency until the national/local authorities and/or the traditional UN structure can cope with the coordination of international resources or until the international relief resources meeting emergency requirements have been withdrawn. Each international relief team present at the disaster site has a responsibility towards the effective functioning of the OSOCC and the efficient coordination of its operation with those of local and national relief resources as well as with other international teams. OSOCC Structure The OSOCC can be structured into five functional areas. Not all are needed in every emergency. Primary Coordination Functions - Operations/Programme Coordination 90 OSOCC Structure
- Information Collection/Dissemination Auxiliary Coordination Functions: - Telecommunications Coordination - Logistics Support and Coordination - Security Operations/Programme Coordination - Current Operations - Planning Information Collection/Dissemination - Collection - Analysis and MIS - Reporting Telecommunications Coordination - Coordination - Network Management Logistics Support and Coordination - Coordinate Security - Support the Designated Official and his/her staff - Facilitate Security Coordination when necessary OSOCC Management The management consists of the OSOCC Manager, who has overall responsibility of the efficient running and management of all functions. He works closely together with the heads of each function. If an UNDAC team is providing the core OSOCC staff, the UNDAC team leader will normally be the OSOCC manager. OSOCC Support In many cases, support in the form of technical and human resources is necessary for the OSOCC to function effectively. When needed, these resources would, as far as possible, be provided by OCHA's external resource partners (see Chapter G), in the form of a support team with the necessary equipment. The main areas of support are: administration and IT, telecommunications, transport, and accommodations. Levels of Response An OSOCC is designed to function at three levels of coordination, according to the magnitude and complexity of a disaster. Depending on the size of the area affected, each level might require division into sectors. An OSOCC would facilitate coordination within each sector linked to the organization of the national emergency management structure. Level I: This is the first level of OSOCC activities, which occurs immediately upon the initiation of an OSOCC. The OSOCC management contacts the local authorities or the Resident/Humanitarian Coordinator to receive direction, establish local priorities and identify the current state of relief work and points of contact. Contact is established with OCHA in Geneva and other relief organizations in the affected area. An initial Situation Report is prepared, based on information gathered on the area affected by the disaster, the damage sustained and the population affected. If needed, the OSOCC identifies possible points of entry to the disaster/emergency area by international relief teams and establishes a Reception Centre(s), to start receiving and registering international teams. This is the level an UNDAC team would normally function in.
OSOCC Structure
91
Level II: In Level II, the OSOCC becomes fully engaged in coordination, expanding its role and activities to meet the requirements dictated by the situation, the authorities and/or the UN. The OSOCC, together with the local authorities, the Resident/Humanitarian Coordinator, international teams and relief agencies present, will develop an operational plan of action, upgrade its communications and assessments, and introduce systems and procedures to sustain a prolonged commitment. This is the level, which a UNDAC team may occasionally function. Level III: In Level III, the OSOCC expands in a specific area(s) within its functional or structural responsibilities to meet additional operational demands requested of it by the authorities, the Resident/Humanitarian Coordinator, and/or the international relief resources present on site. Level III requires that additional resources be attached to the OSOCC to provide specialized staff and/or resources for managing the special requirements of the emergency situation. These requirements may be pertinent to sectoral response such as medical needs, sanitation and shelter or to the expanded support of an emergency operation in such areas as logistics and communications. The expansion of OSOCC functions to Level III should be made within the basic structure of the OSOCC so as not to upset its general operational procedures or lines of command. This level is normally applicable to a complex emergency and will not be discussed in detail in this handbook. Management and Support Besides the two primary functions and the three auxiliary functions, the OSOCC has a Management and has Support as shown below: Management OSOCC Management is responsible for providing overall direction for OSOCC activities and coordination among international relief resources present at the disaster site, insuring smooth, continuous liaison with the authorities and OCHA. OSOCC Management is situated within OSOCC headquarters. OSOCC Management is led by the Coordination Manager, who has overall responsibility for the efficient running and management of all OSOCC functions. Level I - Establish contact with the authorities and the Resident/Humanitarian Coordinator. - Establish contact with other relief agencies. - Receive the authorities and/or Resident/Humanitarian Coordinator's approval to initiate the OSOCC. - Agree on what information is required from the OSOCC, in what form and how often it should be presented. - Receive priorities for relief activities. - Receive a scope of activities for the OSOCC. Level II - In addition to the activities listed under Level I: - Identify individuals to staff the OSOCC and their main areas of responsibility. - Conduct OSOCC internal meetings and briefings. - Provide the necessary leadership, advice and guidance to guarantee a smooth, efficient emergency operation. OSOCC Structure
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Conduct coordination meetings with the authorities and representatives of international relief resources as appropriate. Design, implement, monitor, revise and set priorities for the OSOCC's overall plan of action. Liaise closely with the authorities. Establish guidelines for contacts with the media.
Support Support is responsible for supporting all OSOCC functions and is broadly divided into five areas of responsibility: Administration and Information Technology (IT) Telecommunications Transport Accommodations. Support is situated within OSOCC headquarters and is led by the OSOCC Support Manager. The Support Manager reports to the Coordination Manager. Administration and IT Level I - No action Level II - Set up an Administration Cell. - Plan administrative requirements. - Document and file incoming and outgoing messages. - Introduce administrative systems and procedures, including logging and filing. - Manage financial support for OSOCC activities. - Procure and manage interpretation services. - Organize OSOCC staffing patterns and status. - Procure maps, boards, stationery and other support materials necessary for the OSOCC. - Arrange meetings, briefings, etc., at the request of the OSOCC Coordination Manager. - Prepare final documentation package for appropriate officials. - Arrange for administrative support personnel and equipment as appropriate. - Establish a mail reception/distribution/information focal point for relief agencies. - Establish and maintain a LAN with sufficient number of computers. Communications Level I - Establish international communications. - Establish communications with the OSOCC Reception Centre. - Maintain a log of incoming and outgoing communications. Level II In addition to the activities listed under Level I: - Provide and maintain telecommunications equipment for the OSOCC and Reception Centre. - Set up a Communications Cell. - Coordinate with the affected country's telecommunications officials to ensure proper telecommunication system design. - Develop and implement an OSOCC communications plan. - Sustain the communication requirements for the duration of the mission. OSOCC Structure 93
Ensure that the Communications Cell is manned at all times. Monitor, analyze and assess all communications traffic.
Transport Level I - No action Level II - Ensure adequate transportation to meet the needs of the OSOCC functions. - Establish a tracking system of all vehicles. - Establish a service and maintenance schedule. - Ensure access to workshop for service. Accommodations, Maintenance, and Board Level I - No action Level II - Ensure adequate accommodations for OSOCC staff. - Ensure/establish/maintain the necessary technical needs (e.g. electricity, lighting etc.) to run and sustain the OSOCC. - Ensure that board is available when necessary. Staffing Staffing for the OSOCC will come from the affected country and OCHA. Other sources of staffing may include UN agencies, embassies, NGO's and IGO's. Each international relief team (whether it provides staff to the OSOCC or not) should identify an individual from its team to act as a liaison with the OSOCC, to ensure that all teams contribute to the coordination of the disaster response. The number of staff needed to fulfill OSOCC functions will depend on the volume and complexity of activities at the OSOCC and Reception Centre, as well as on the number of work periods per day that the OSOCC will be functioning. Depending on the magnitude of the disaster/emergency and staff resources available, some functions within each main area of responsibility may require more than one person, while several other functions may be managed simultaneously by one person. When an OSOCC is initially activated, the workload may require a 24-hour-per-day commitment. Therefore, when considering the number of individuals needed from a relief team or teams to staff the OSOCC, a minimum of two work shifts to cover 24 hours should be taken into account. This could mean at least a doubling of the staff and number of individuals filling different OSOCC functions. An OSOCC Level I might have to be initiated with skeleton staffing: - OSOCC Management 1 - OSOCC Support/Telecomms 1 - OSOCC Operations/Programme 1 - OSOCC Information/Security 1 - OSOCC Logistics 1 (Reception Centre)
Staffing of the OSOCC should be complemented with additional staff as they become available, i.e. when qualified personnel arrive at the disaster site. 94 OSOCC Structure
The agreement and willingness to commit personnel and equipment to an OSOCC may be a significant undertaking for a relief team. Planning for this possibility may involve additional training for relief team members and the procurement of additional equipment. The staffing and equipping of an OSOCC should not cause the first-arriving relief team to become ineffective in its primary purpose of disaster relief. It is crucial that, as more international relief teams arrive, they must be willing to support the personnel and equipment needs of the OSOCC. It must always be remembered that an OSOCC is the responsibility of all international relief teams and designed for their efficient integration into the rescue operation. All personnel working in an OSOCC should fulfil the following requirements: - Be well experienced in operational emergency management. - Be able to improvise and use personal resourcefulness under conditions of limited access to facilities, equipment, supplies and personnel. - Be physically fit and able to work under adverse conditions. - Have good coordinating skills and demonstrated ability to be a team player. - Be able to communicate effectively, both orally and in writing. - Have appropriate foreign language skills. - Have previous overseas working experience.
Equipment OSOCC requirements for equipment will vary depending on the disaster situation and the level at which the OSOCC will operate. International relief teams, which accept the OSOCC concept, must realize that it entails a commitment to assist in equipping and supplying a Centre from their team's own equipment and supplies. The first relief team to arrive (which may set up the Centre and the Reception Centre) may have to share some of its resources to enable the OSOCC to function.
OSOCC Structure
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INSARAG Guidelines

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Office for the Coordination of Humanitarian Affairs INTERNATIONAL SEARCH AND RESCUE ADVISORY GROUP

Development Assumptions & Criteria

SAR Team Public Information Guidelines 74 SAR Team Code of Ethics 77

Glossary of Terms & Acronyms 78 Duties of the OSOCC OSOCC Structure 87 90

Development Assumptions & Criteria

Development Assumptions & Criteria

INSARAG Response System Overview

INSARAG Response System Overview

INSARAG Response System Overview

INSARAG Response System Overview

Issue Description Development of INSARAG Guideline concerning Equipment Cache Standard

Assigned To Regional Chair Regional Review Group

INSARAG Chair Equipment WG INSARAG Steering Group OCHA

INSARAG Response System Overview

occupants of damaged dwellings. -

INSARAG Response System Overview

Refer to SAR Team Mobilization Guideline for addition information.

INSARAG Response System Overview

INSARAG Response System Overview

INSARAG Response System Overview

INSARAG Response System Overview

SAR Team Planning Guidelines

Disengagement phases Time schedule Logistical requirements:

SAR Team Planning Guidelines

SAR Team Mobilization Guidelines

SAR Team Mobilization Guidelines

SAR Team Management Guidelines

SAR Team Management Guidelines

SAR Team Base of Operations Guidelines

SAR Team Base of Operations Guidelines

SAR Team Engagement/Disengagement Guidelines

SAR Team Engagement/Disengagement Guidelines

SAR Team Engagement/Disengagement Guidelines

SAR Team Engagement/Disengagement Guidelines

SAR Team Engagement/Disengagement Guidelines

SAR Team Safety and Security Guidelines

SAR Team Safety and Security Guidelines

SAR Team Search Operations Guidelines

SAR Team Search Operations Guidelines

SAR Team Rescue Operations Guidelines

SAR Team Rescue Operations Guidelines

SAR Team Identification Marking & Signaling Guidelines

SAR Team Identification Marking & Signaling Guidelines

Example Marking Box

Completed Marking Box

Confirmed Victim Location

Dead Victim(s) Only Location

SAR Team Identification Marking & Signaling Guidelines

Extricated Live Victim(s)

Extricated Dead Victim

Facility: SAR Team Identification Marking & Signaling Guidelines

SAR Team Identification Marking & Signaling Guidelines

Crane Hand Signals

SAR Team Identification Marking & Signaling Guidelines

SAR Team Medical Guidelines

SAR Team Medical Guidelines

SAR Team Medical Guidelines

Error! Not a valid result for table.

SAR Team Public Information Guidelines

Error! Not a valid result for table.

Repeat leading questions.

Error! Not a valid result for table.

SAR Team Code of Ethics