International Search and Rescue Response Guidelines

Table of Contents:

• Introduction
• Preparedness Phase
  • International SAR Team Structure
• Activation Phase
  • On Site Operations Coordinating Center
  • Team Reporting Requirements
• In-Transit Phaser
  • Arrival at the Assigned Locality/Jurisdiction
  • Locating a Base of Operations Site
• Operations Phases
  • 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 (UN OSOCC).

In other cases, some international SAR assistance may arrive prior to the UN OSOCC or LEMA EOC becoming operational. In this event, the individual teams must ensure that the actions normally taken by the UN OSOCC at the Reception Center and Coordination Center are initiated by the early arriving teams until such time as the UN 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.

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.
Public Information - ensures that information releases to the media are accurate and coordinated with LEMA through the UN 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.

On Site Operations Coordination Center (Refer also to the Duties of the OSOCC in the Appendix)

The mission of the UN OSOCC is to assist the LEMA with the management of the disaster. A UN 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 UN OCHA whenever possible to assist in establishing UNOSOCC operations.

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:

• 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 country's 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 UN 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 UN 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 UN OSOCC.

After the team reaches the Point of Arrival, the Team Leader will report to the UN OSOCC or a UN OSOCC representative if at a Reception Center has been established. The UN 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 UN OSOCC.

While on site, the formal lines of authority will be channeled from the LEMA to the UN OSOCC, and through the UN OSOCC to the SAR Team Leader. The UN OSOCC will be the coordination point for international SAR teams.

Arrival at the Assigned Locality/Jurisdiction

Upon arrival of the team at its assigned area, the Team Leader(s) should attend a briefing with UN 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 Team's operations should be adequately explained to the Team.
• If available, the current and previous UN OSOCC plan of action should be reviewed by the Team Leader to provide the chronology of the event.
• The relationship between the Team, the UN OSOCC, and the LEMA should be made clear to all concerned. Additionally, the UN OSOCC should identify the Team's 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 UN OSOCC of:

• The communications plan.
• 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, 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 UN 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.

After the Team Leader has received the initial briefing and assignment from the UN 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.

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 UN OSOCC.

A briefing for the UN 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 UN OSOCC. The UN 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 UN 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 UN 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.

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 coroner's 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 UN 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 UN OSOCC Plan of Action. (Refer to SAR Team Information & Planning Guidelines.)

Team Briefings/Debriefings

The Team Leader has the responsibility to attend briefings convened by the UN 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.

The UN OSOCC will act as the coordination point in the reassignment and/or stand down of teams.

The UN 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 UN 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 UN OSOCC, LEMA personnel, and political leaders of the community, if appropriate, and bring closure to the team's participation. (Refer to the SAR Team Engagement/Disengagement Guidelines.)

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 UN 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 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 UN 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.