sar management level 1 pre-reading assignment

EMRG-1783

Search and Rescue Management Level 1

SELECTED PRE‐READ MATERIAL

From SAR Management Level 1 Participant Manual

EMRG-1783: SEARCH AND RESCUE MANAGEMENT LEVEL 1 // Chapter 1

CHAPTER 1 Roles, Responsibilities, and Interactions

On completion of course work related to this chapter, the learner will be able to:

Differentiate between a Level 1 and a Level 2 SAR Manager.

Describe how a SAR Manager interacts with differentstakeholders.

Demonstrate competence in each of the SAR Manager supportroles.

Identify the policies relevant to the SAR Manager role.


Overview In this chapter you will learn about the specific responsibilities of a Level 1 SAR Manager as well as the various roles that a SAR Manager may take on within an ICS structure. You will be introduced to the Emergency Management British Columbia (EMBC) policies that are relevant to the SAR Management role as well as the various interactions that a SAR Manager may have with authorized requesting agencies (also known as ‘tasking agencies’) and supporting agencies.

SAR Manager Roles and Responsibilities SAR responses operate under a unified command structure. Unified command is a team effort, which allows all responsible agencies to manage a response by establishing a common set of incident objectives, strategies and action plans. Members of the Unified Command have decision-making authority for the response. This is accomplished without any agency losing or giving up authority, responsibility, or accountability.

This means that Incident Command can be composed of two people who bring different capabilities to the role, specifically the SAR Commander and the SAR Manager.

The capabilities they bring to the role are:

Jurisdiction (SAR Commander) + Function (SAR Manager)

The SAR Manager fills the functional side of Unified Command and works in conjunction with the SAR Commander to ensure the response progresses effectively and efficiently towards the objectives. Other certified SAR Managers may be used to fill positions as Operations, Planning and Logistics Section Chiefs. However, each response must have only one person designated as SAR Manager at a time, generally acting for the duration of one operational period before being replaced by another SAR Manager.

The size and complexity of the response will dictate whether a Level 1 or Level 2 SAR Manager is required to fill the functional side of Unified Command.

Note that some organizations, such as the Department of National Defence or Canadian Coast Guard, or some situations, such as during disasters, may require SAR groups to be involved at the Strike Team or Task Force level and reporting to the Operations Section Chief. Also, when responses starting out as a search with the police in charge turn into a rescue or recovery operation, the police may remain in charge for the duration, but bring in BCAS or the coroner to work in a Unified Command structure.


LEVEL 1 SAR MANAGER A Level 1 SAR Manager has completed the Justice Institute of British Columbia (JIBC) SAR Management Level 1 course and is equipped to manage a search or a rescue that is a one operational period in length (up to 24 hours) using local resources. Level 1 SAR Managers may continue to manage a

SAR operation for up to 48 hours if only local resources are still being used. Local resources are defined as the SAR Manager’s own group plus one mutual aid group with up to approximately 30 field members. As the search area and/or complexity of the search or rescue increases, the need for a Level 2 SAR Manager arises.

LEVEL 2 SAR MANAGER A Level 2 SAR Manager will have completed the Justice Institute of British Columbia (JIBC) SAR Management Level 2 course and/or have been identified by EMBC based on their past experience in managing a major search or rescue incident, number of years as a Manager, and number of incidents

managed. Level 2 SAR Managers will lead responses that are multi-operational periods in length, include numerous mutual aid groups and volunteers, and have a higher degree of complexity.

SUMMARY LEVEL 1 VERSUS LEVEL 2 SAR MANAGER ROLES

Operational Responsibilities

Level 1 SAR Manager Level 2 SAR Manager

Search Techniques Type 1, limited type 2 + evidence searches (type 3), trail and drainage searches, high probability areas

Type 2 and 3

Rescue Techniques Work with technical specialist/safety officer

Work with technical specialist/safety officer

Resources Local resources (own group + 1 neighbouring mutual aid SAR group)

2+ mutual aid SAR groups

Personnel Up to 30 people (field members, convergent volunteers, industry professionals, etc.)

Over 30 people involved

Time Up to 24 hours. May continue up to 48 hours if local resources continue to be used

Over 24 hours

Figure 1: Summary of Level 1 versus Level 2 SAR Manager Roles


OPERATIONAL RESPONSIBILITIES This course focuses specifically on the responsibilities of the Level 1 SAR Manager, which will be expanded on throughout this manual. The following is meant as a brief overview of some of the main functions and general operational responsibilities that are common to both a Level 1 and Level 2 SAR Manager.

Provide for the safety of SAR volunteers.

Establish Unified Command with the requesting agency representative and liaise regarding:

- Briefings to family and media

- Resource requests such as mutual aid

- Search suspension criteria and implementation

Manage the functional aspects of the response including developing the overall incident objectives, determining strategies, tactics and resources required for management, containment, attraction, clue/subject finding, communication, transportation, support and rescue/recovery.

If SAR Management roles and responsibilities are delegated, then brief and monitor SAR Management team on their responsibilities.

Note: SAR Manager is responsible for all SAR Management Team roles and responsibilities unless delegated.

Maintain proper documentation including completion of check in sheets, an accurate log, up to date status map, proper use and organization of ICS forms, a completed Task Report, and any other operational documentation.

Maintain clear communication including:

- Briefing SAR Commander and ECC on search status on a regular basis.

- Ensuring that there is field communication to all teams and that teams are briefed before assignments, and debriefed afterwards.

- At shift changes, briefing replacement SAR Management Team on all aspects of the response.

Manage the demobilization process including:

- The request of Critical Incident Stress Management services through ECC.

- If possible, debriefing and interviewing the lost person with SAR Commander’s assistance to determine the lost person’s behaviour. Gathering this data for inclusion in the BCSARIS report will contribute to the statistical database.

- Scheduling a review of the search response as soon as possible after the completion or suspension of the response.


WHEN TO CALL IN A LEVEL 2 SAR MANAGER A Level 2 SAR Manager will be required as soon as a search requires Type 2 or Type 3 search techniques beyond the limited responsibilities listed in Figure 1. Level 1 SAR Managers – one per operational period – may also continue to manage the response for up to 48 hours when only local resources (30 or fewer) are required. At the 24-hour mark, the Level 1 SAR Manager would discuss their options with EMBC’s Regional Manager and/or SAR Specialist, usually via conference call.

A Level 2 SAR Manager may be requested through EMBC by either the Level 1 SAR Manager or by the requesting agency, if they deem it necessary. The on-call EMBC Regional Manager would then assess the situation from a SAR Management point of view and would contact the SAR Specialist to engage a Level 2 SAR Manager – in some cases the Level 2 SAR Manager may be a senior SAR Manager from the lead or Mutual Aid GSAR group. A conference call involving the outgoing Level 1 SAR Manager, the incoming Level 2 SAR Manager, the requesting agency and the Regional Manager and/or SAR Specialist, would then take place to ensure a smooth handover.

SAR Management Team The management team, led by a SAR Manager, who coordinates and manages the functional aspects of a SAR response, is composed of a SAR Commander (e.g., Police), Planning Section chief, Operations Section chief, Logistics Section chief, Administration/Finance Section chief and other persons filling the roles of Information Officer, Safety Officer, Liaison Officer or Deputy SAR Manager, as required.

Figure 2: SAR Management Team

All section chiefs report to the SAR Manager and are responsible for determining the resources that are required by their section to complete the objectives. In addition to their specific duties, the section chiefs assist the SAR Manager in


developing objectives and strategies as part of an Incident Action Plan. Note: the SAR Manager is responsible for filling all roles and responsibilities unless they are delegated.

Many small SAR responses can be managed with only a few Management Team members activated. The figure below shows a common structure for a small SAR response. Although in this scenario Planning, Logistics, and Admin/Finance sections are not activated, the SAR Manager is responsible for either performing or delegating any necessary activities of those functions. For example, Check In/Out (a Logistics function) must be performed on every SAR activation, but may be delegated to Operations in a small response.

Figure 3: Small Scale SAR Response

However, for the purposes of this training, it is necessary for the SAR Manager to fully understand the roles and functions for each section in the ICS organization chart, as well as for Command. The following information assumes a small scale, single operational period search or rescue where the section chiefs have been activated and are responsible for all roles in their section.

Please note that with increasing size and complexity, the functions within each section may be further delegated. However, this larger scale response is considered the realm of the Level 2 SAR Manager and will be covered in the next level of training.

SAR COMMANDER The SAR Commander role is filled by a representative of the agency with jurisdiction (requesting agency) and fills half of the Unified Command. For the typical search response, the SAR Commander would be a police officer.


In a National Park, where Parks Canada has jurisdiction, the SAR Commander would be a Park Warden.

The requesting agency SAR Commander’s responsibilities include:

Initiate a request for volunteer ground SAR response, according to pre-established protocols

Maintain an on-scene presence and/or stay informed on the progress of the search and assist with decisions

Brief the SAR Manager with initial information and confirm what SAR is being requested to do

Maintain overall responsibility and authority for the search and/or rescue

Provide additional agency resources, as necessary

Act as media spokesperson, or identify an official media contact

Provide family liaison services, keep family/friends informed

Conduct an investigation to determine the facts surrounding the specifics of the response and to determine if criminal activity is involved

Evaluate response progress and determine extent and suspension of the response

Provide death notification to next-of-kin, if required [Note: this should never be done by a GSAR volunteer]

Participate in a post-incident review with the SAR group, if required

In order to work effectively in a unified command structure, the SAR Manager and SAR Commander must maintain open communication, share resources, and demonstrate the desired leadership, management and supervision skills outlined in this chapter.

DEPUTY SAR MANAGER The Deputy SAR Manager can be appointed to assist the SAR Manager with any role delegated. This role can be especially useful when there is a great deal of documentation to complete or other resources require constant attention. The Deputy SAR Manager must have the same qualifications as he or she can assume the role of SAR Manager during breaks, etc.

SAFETY OFFICER The role of Safety Officer is filled or appointed for ALL responses. An additional Site Safety Officer may be appointed when an operation is taking place in hazardous environments such as swiftwater, rope or avalanche rescue.


The Safety Officer is required to:

Ensure safe practices are being observed

Create and maintain the Safety Plan (ICS305 SAFETY PLAN) identifying hazards and precaution

Establish a Rapid Intervention Team(s) where appropriate

Supervise general worker care issues

The Safety Officer may also check the skills and equipment of personnel prior to them going into the field, especially if they come from an outside resource not familiar to the managing group.

The Safety Officer also has the authority to overrule decisions if safe practices are being violated or there is an unacceptable level of risk involved.

LIAISON OFFICER The Liaison Officer is responsible for coordinating with representatives from cooperating and assisting agencies. This may require ensuring effective communications, solving problems, and participating in briefings. It also involves mediating between operational agencies whenever problems arise. The Liaison Officer also deals with the family. As dealing

with the family is the responsibility of the requesting agency, the Liaison Officer is often filled by the requesting agency.

PUBLIC INFORMATION OFFICER Dealing with the media is the responsibility of the requesting agency. In the case of a lost hiker for example, that would be the police. The Information Officer will need to be briefed and provided with documented information in order to provide accurate information to the media.

The public can often help in finding the lost subject. The Information Officer responsibilities are to:

Communicate information to the media on a timely and sensitive basis

Establish and organize an area/location for media sessions

Ensure local media are given ample opportunity to access information that will be of interest to the community.


SECTION CHIEFS ROLES AND RESPONSIBILITIES

Overview

Figure 4: Overview of Roles and Responsibilities – SAR Manager and Section Chiefs


Operations Section

During a SAR response, the Operations Section takes the Incident Action Plan and puts it into action. It is responsible for carrying out the response activities described in the Incident Action Plan. The SAR Manager determines if there is a need for a separate Operations Section. Until it is established as a

separate section the SAR Manager has direct responsibility and control of all tactical resources. The Section Chief implements the operational portion of the Incident Action Plan, coordinates available resources, operates communications and manages assignments. In brief, the Operations Section Chief is responsible for getting properly equipped resources into the field to complete assignments. This can include ground, water and air resources.

Coordinate Resources

Ensure ground, water and air resources are coordinated to fillassignments

Complete appropriate portions of ICS204 TEAM ASSIGNMENTSHEET for each assignment

Coordinate deployment of assignments

Manage field team transport (deployment and demobilization)

Maintain records of current assignments and assigned-team status

Establish an accountability system for keeping track of personnel andresources

Complete appropriate portions of ICS303 EQUIPMENTINVENTORY as equipment dispatched

Monitor Status Map information to ensure proper recording of activity

Brief/Debrief Field Teams (May be done by Planning)

Brief team leaders using SMEAC format - confirm assignment objectives,skills required, equipment, call signs, team number, assignment number

Debrief teams using SMEAC format - document clues, track assignmentsleft incomplete or which have deviated from assignment, record hazards

Bring items that require further attention to Planning

Operate Communications

Maintain an accurate Log (ICS309)

Maintain radio communications with field teams

The Operations Section Chief completes the following documentation:

1. For the Incident Action Plan (IAP):

ICS207 ORGANIZATION CHART (In Part)


2. Other forms:

ICS309 LOG

ICS204 TEAM ASSIGNMENT SHEET (with Planning)

ICS303 EQUIPMENT INVENTORY (with Logistics)

ICS214 UNIT LOG

ICS220 AIR OPERATIONS PLAN

Planning Section

During a SAR response, the Planning section personnel are responsible for managing the planning elements of the incident and determining long-range objectives. The Section Chief coordinates completion of the Incident Action Plan elements, collects information, plans, and is responsible for documentation and demobilization planning.

Planning/Situation

Ensure objectives are created for each operational period or as required

Develop assignments to accomplish objectives and complete Team Assignment Sheets (ICS204) then issue to Operations (Operations fills in team member names)

Maintain status map and display boards

Track progress towards IAP objectives through documentation and display boards (Assignments # completed,# in progress, clues found, status of subjects)

Segment subjective search area and assign probabilities of area to each segment

Establish resource requirements

Request additional resources from Logistics in a timely manner

Determine long-range objectives

Investigation

Coordinate or conduct interviews. Complete ICS302 and ICS302A

Seek out sources of information on subject (family, friends, police for credit card usage, police records, public video surveillance cameras, etc)

Investigate clues and/or specific information

Verify information through other sources

Obtain air photo interpretation if necessary

Ensure SAR Manager is immediately aware of critical information


Resource Status

Monitor the status of all resources on a task:

- Total number or resources on scene: # assigned, # available & #Out-of-service

- SAR members and 'Other' (non-SAR) personnel on scene

- Status of major equipment

Documentation

Ensure all documentation is being completed properly

Reproduce and distribute documents as requested (maps for teamassignments. subject profiles sheets for team briefings, mass flyers)

Collect, organize and file all completed documentation (past assignments,debriefing reports, Incident Action Plans, status maps, logs)

Demobilization

Plan for demobilization using ICS221 DEMOBILIZATION PLAN

Upon search completion/suspension ensure debriefs occur with fieldteams and SAR management staff

The Planning Section Chief completes the following documentation:


ICS302 LOST PERSON QUESTIONNAIRE or

302A MISSING VESSEL QUESTIONNAIRE

ICS301 SUBJECT PROFILE

ICS202 INCIDENT OBJECTIVES (with the SAR Manager)


ICS215 OPERATIONS PLAN

2. Other forms:

ICS204 TEAM ASSIGNMENT SHEET (with Operations)

ICS204C CLUE TRACKING SHEET

ICS209 INCIDENT STATUS SUMMARY

ICS221 DEMOBILIZATION PLAN

ICS201A RESOURCE STATUS (with the SAR Manager)


Logistics Section

During a SAR response, the role of Logistics is to provide all of the service and support needs of the Task. The average SAR operation may rely heavily on having things already in place through pre-plans and stockpiled supplies, but occasionally Tasks are hampered by a lack of logistical support, especially when the Task gets big. However, even a small, seemingly easy

SAR Task can suffer from lack of logistical planning and support. The Section Chief, unless otherwise delegated, is responsible for set up of the ICP, logistical planning and acquisition of supplies, communications, transportation, and support.

Facilities and Check In

Set up and activate the Incident Command Post and associated facilities such as shelters, sanitation, helispots

Arrange for buildings, tents, trailers, etc. Arrange for heat, light, power, tables & chairs, etc.

Determine support requirements for each facility

Record check-in and check-out of all personnel using ICS211 CHECK-IN LIST or equivalent

Oversee convergent volunteers registration and evaluation including checking photo ID and recording the driver’s license number on Convergent Volunteer Registration Form as well as arranging the evaluation interview process

Supply

Procure & distribute needed supplies & special equipment such as: flagging tape, batteries, bottled water, gas for generators & vehicles, ICP supplies, etc.

Solve logistical problems

Medical

Develop Medical Plan ICS206 MEDICAL PLAN

Stage medical equipment where appropriate, maintain inventory of medical supplies

Ensure first aid report is completed for SAR personnel if required

Communications

Plan, establish and maintain communications systems including base, mobile and portable radios, repeaters, relays, phone systems, computer systems, messengers, etc

Establish ICS205 COMMUNICATIONS PLAN


Designate frequencies where appropriate for: Command net, support net,air, ground & water operations, tactical & emergency channels andestablish a system of call signs

Transportation

Provide transportation - between ICP, camps, staging areas, assignmentsand movement of equipment

Arrange long distance transportation for mutual aid & special resourceswhen required

Food and Shelter

Provide on-going support: food, beverages, shelter, comfort, sanitation,etc. ICS308 FOOD & SHELTER PLAN

Provide long-term support: accommodation, outside communications,laundry, showers, toiletries, etc. for out of area personnel

The Logistics Section Chief completes the following documentation:


ICS205 COMMUNICATIONS PLAN

ICS206 MEDICAL PLAN


2. Other forms:

ICS211 CHECK-IN LIST

ICS308 FOOD and SHELTER PLAN

ICS303 EQUIPMENT INVENTORY (with Operations)

ICS307 TRANSPORTATION PLAN

Administration/Finance Section

During a SAR response, the role of Administration/Finance is to manage all the financial and administrative aspects of the task. The Section Chief is responsible for procurement, claims, operational expenses, and proper documentation.

General

Collect information & documents and assist SAR Manager in thecompletion of BCSARIS, the Task Report and related documents

Ensure documentation is completed & properly filed upon completion orsuspension

Ensure security of all records

Turn over complete documentation to IC


Procurement

Maintain list of vendors and any fiscal agreements

Manage equipment rental agreements

Work closely with Logistics to authorize and coordinate payment for equipment orders

Process all fiscal documents such as bills and invoices

Compensation/ Claims

For searcher injury or fatality: ensure WCB paperwork completed, working with Logistics’ Medical Unit; provide information for notification of next of kin

Process individual claims for repair, replacement of equipment completing the Equipment Repair/Replacement Request

Operation Expenses/Time/Costs

Ensure volunteer time is tracked

Collect bills and receipts for task expenses

Tabulate costs for meals and mileage for all personnel as well as other expenses and complete Expense Reimbursement Request

For non-EMBC funded operations, such as evidence searches, submit invoicing to I.C. authority

The Administration/Finance Section Chief completes the following documentation:



2. Other forms:

ICS214 UNIT LOG

Expense Claim Form(s)

Task Report

Equipment Repair/Replacement Request(s)

WCB First Aid Report Form(s), if required


Operational Role of EMBC In British Columbia the authority and responsibility for Search and Rescue is covered under the Emergency Program Management Regulation, which states:

The Attorney General [will], through the police force having jurisdiction, provide search and rescue services for missing persons on land and in inland waters.

The Attorney General has assigned the coordination of GSAR services to EMBC. In order to provide the supports needed to meet this responsibility, EMBC works very closely with other key SAR stakeholders, including the BC Search and Rescue Association (BCSARA), RCMP, Municipal Police forces, the BC Ambulance Service (BCAS), Justice Institute of British Columbia (JIBC), Joint Rescue Coordination Centre (JRCC), SAR Societies and others.

As a coordinating agency, EMBC acts collectively, along with its partner agencies, in supporting both operational and non-operational functions to ensure safe, effective, and efficient SAR operations in BC.

In its non-operational role, EMBC supports SAR groups by:

Establishing policies and operational/safety guidelines

Providing funds for core training

Providing input into training standards

Liaising and networking with other provincial and national SARorganizations

Providing support and consultation

SAR training courses are delivered through the JIBC, private contractors and in-house SAR instructors. EMBC, RCMP, BCSARA and the JIBC are important partners in the development and delivery of training for SAR in BC.

The operational role of EMBC – those specific actions and/or responsibilities required during a GSAR response – can be summarized through the roles of the Emergency Coordination Centre, the Regional Offices/Managers, the SAR Specialist, and the other Public Safety Lifeline Groups, as described below.

EMBC is not and was not designed to be the onsite commander for search and rescue operations. When on task, onsite safety responsibilities rest with individual SAR team members, SAR team leaders, and SAR managers. These responsibilities are further defined through Command Function assignments utilizing the Incident Command System as previously described. Operational decisions on site are made by GSAR.

Key operational activities for EMBC include:

Coordinating dispatch, when requested by an authorized requestingagency

Issuing task numbers


Providing support and expertise to the incident site level, as required

Providing critical operational linkages between Regional Manager, headquarters personnel, requesting agencies, and SAR resources

Approving expenses and providing reimbursements to support deployment

When requested, conducting informal/formal incident reviews

EMERGENCY COORDINATION CENTRE EMBC maintains a 24-hour Emergency Coordination Centre (ECC) with a provincial toll-free number (1-800-663-3456). The ECC, located in Victoria at EMBC Headquarters, is responsible for issuing task numbers, notifying EMBC Regional Managers of all SAR activity in their jurisdiction, maintaining a chronological event log of all incoming/outgoing calls and assisting with resource requests. During a SAR response, the Level 1 SAR Manager will have several interactions with the ECC.

Initial Notification: The ECC is most often the source of initial notification. The ECC will contact the SAR Manager with details of the incident, to issue a task number and to connect the SAR Manager to the requesting agency. Note - If the SAR Manager receives initial notification from any other source, then they must call the ECC to obtain a task number to provide coverage, expense tracking and a tracking file.

Updates: Whenever it is possible, SAR Manager is responsible to update the ECC regularly; every 4 hours during a search and every 2 hours during a rescue.

Resources: Resource requests are to be made through the ECC, Including the issuing of an Air Services Emergency (ASE) number for the use of helicopters.

REGIONAL OFFICES AND REGIONAL DUTY MANAGERS In addition to providing support and assistance to local government and other ministries during a response to an emergency or disaster, EMBC regional staff supports SAR responses by:

Providing assistance and/or coordination as and when required on a 24-hour basis to SAR Managers and other agency representatives

Locating and coordinating resources not available through the requesting agency (e.g., helicopters, additional personnel)

Approving additional costs associated with SAR responses (e.g., equipment rental)


Approving the provision of ASE number for aircraft resources during an incident.

Processing reimbursement requests from SAR volunteers for expenses incurred during an approved operation

Approving replacement of some or all essential equipment lost or damaged during an approved operation

During a SAR response, the Level 1 SAR Manager will most likely interact with the on-call Regional Duty Manager (RDM) via the ECC. It is through the ECC that the RDM approves the issuing of a task number, ASE number, and access to resources. If the RDM has questions regarding the task or the capacity of the SAR group to respond, the ECC will connect them to the SAR Manager. At the 24-hour mark, a conference call will be held with the RDM, SAR Manager, SAR Commander and other agency representatives involved.

The 6 EMBC regional office locations and contact numbers are:

Region Location Phone

Vancouver Island (VIR) Saanichton 250-952-5848

South West (SWE) Surrey 604-586-4390

Central (CTL) Kamloops 250-371-5240

South East (SEA) Nelson 250-354-5904

North East (NEA) Prince George 250-612-4172

North West (NWE) Terrace 250-615-4800

Figure 5: EMBC Regional Offices

PROVINCIAL SAR SPECIALIST The SAR Specialist is the provincial expert in ground and inland water search and rescue, and is responsible for all provincial-level policy, technical, and operational readiness aspects relating to SAR in BC. The SAR Specialist may provide support at the incident site level and can assume any of the Regional Managers’ responsibilities associated with a SAR incident.

Unless specifically requested by the Regional Duty Manager, the SAR Specialist would only be involved in a Level 1 SAR response when a Level 2 SAR Manager has been requested – i.e. when size and complexity increases and/or response is over 24 hours in length.


PUBLIC SAFETY LIFELINE GROUPS In addition to fulfilling their own operational functions, the following Public Safety Lifeline Groups may be requested through the ECC or Duty Regional Manager to assist during a response.

Emergency Social Services (ESS)

Emergency Social Services (ESS) provides short-term assistance to British Columbians who are forced to leave their homes because of fire, floods, earthquakes or other emergencies. This assistance includes food, lodging, clothing, emotional support, evacuee registration, and family reunification. ESS volunteers may also have training in volunteer management and registration of convergent volunteers. Depending on the capacity of the local ESS team, the assistance that would likely be most useful to a Level 1 SAR response is food services.

PEP Air/CASARA Search and Rescue

PEP Air/CASARA (known widely as PEP Air) is a BC-wide volunteer aviation organization that operates as part of the Canadian Air Search and Rescue Association (CASARA). Using privately-owned aircraft, pilots, navigators, and spotters volunteer their time and expertise to provide assistance to Canadian Forces during search and rescue missions when additional resources are required. PEP Air may also, on request from DND, assist the RCMP, ground SAR and local authorities.

The assistance that may be available to a Level 1 SAR response includes:

Aerial searching

Transport for SAR volunteers

Air-borne repeater/relay platform

Tracking and location of emergency beacons (ELTS, EPIRBs and PLBs)

Radio direction finding for locating hand-held radios transmitting in the field

BC Road Rescue

BC Road Rescue is an organized service with members who may be requested to provide support to people involved in out-of-jurisdiction motor vehicle accidents where specialized skills and equipment are required. The Road Rescue service providers across the province include fire departments, road rescue societies and search and rescue groups.

The assistance that may be available to a Level 1 SAR response includes vehicle extrication and rope rescue. SAR teams may be called to assist Road Rescue with an embankment rescue.


Emergency Radio Communications

Through the Provincial Emergency Radio Communications Society (PERCS), EMBC is linked to the many amateur radio clubs throughout British Columbia representing hundreds of volunteer amateur radio operators who are available to assist with communications in the event of an emergency.

EMBC has developed deployable communications kits, which are interoperable with Search and Rescue, and can supply appropriate communications capabilities in the field. Radio Communications Support Teams have also been formed to be deployed with these communications kits to any area in the province.

The assistance that may be available to a Level 1 SAR response includes:

Deployable communication kits which are interoperable with SAR

Radio Communications Support Teams providing:

- Assistance with VHF communications

- Radio communication logging

- Transmitting directions to the field

EMBC POLICIES Responding SAR groups are governed by a collection of EMBC policies and local SAR procedures. The following policies are relevant to search and rescue management and should be reviewed by the Level 1 SAR Manager. More details on these policies can be found on the EMBC website or by contacting your EMBC regional office.

Search and Rescue

This policy is intended to provide clarification and guidance on how GSAR Volunteers can be utilized in GSAR activities. This policy provides direction to requesting agencies, EMBC staff and SAR volunteers.

Avalanche Search and Rescue

The purpose of this policy is to reduce the risk of avalanches to search and rescue responders and to provide a provincial framework that enables a rapid response to avalanche incidents, while maintaining a balance between rescuer safety and subject survivability. The policy focuses on a coordinated, integrated and layered response to SAR incidents in avalanche risk zones aims to increase the effectiveness and efficiency of Avalanche Search and Rescue operations.


Red Flashing Light and Siren Permits

Provides information as to how local authorities and societies can equip non-privately owned vehicles with flashing red lights and sirens for search and rescue and highway rescue purposes.

Body Recovery

GSAR volunteers may conduct body recoveries on behalf of the BC Coroners Service and this policy outlines the conditions and procedures for body recoveries. There is NO obligation for GSAR volunteers to provide body recovery services.

Helicopter Operations Class ‘D’ Fixed Line Human External Cargo

This policy provides direction to GSAR Groups in the use of the Human External Transportation System (HETS) to support and assist Search and Rescue operations.

Volunteer Expense Reimbursement and Allowance Rate

EMBC is committed to providing reasonable reimbursement of expenses to all five Public Safety Lifeline volunteer groups (PSLV) and volunteers while under approved operational or training tasks. This policy provides direction to PSLV volunteers on the reimbursement process and rates.

Repair and Replacement of Lost/Damaged Equipment or Personal Property

This policy provides direction on how and when EMBC will reimburse volunteers and volunteer groups for personal property or equipment lost or damaged as the result of an approved operational task.

SAR Safety Program Guide

The SAR Safety Program Guide (which includes Provincial Operating Guidelines) was created in 2009 to provide information and guidance to SAR Volunteers on safety issues. This document outlines the expectations of SAR Groups, SAR Leaders and SAR Volunteers who wish to be deployed by EMBC. This guide goes along with the Public Safety Lifeline Volunteer Safety Policy which provides an overarching statement with respect to key safety priorities for all disciplines.

More information on the SAR Safety Program Guide and SAR Provincial Operating Guidelines can be found on the EMBC website.


PSLV Injury, Disability, Accidental Death, Liability and General Insurance Coverage

The Federal and Provincial governments have an agreement entitled “An agreement providing for sharing the cost of compensation in respect of the injury or death of Emergency Services Workers”. An “Emergency Services Worker (ESW)” is defined as any person who has volunteered for Emergency Services Work and has registered with the Provincial Emergency Services Coordinator. In British Columbia this is EMBC and one of the key reasons EMBC is adamant about volunteers registering and signing in on a task. “Emergency Service Work” means there is no compensation and the response activity has been authorized by EMBC.

The Emergency Program Act Part 4, Section 18 provides exemption from civil liability for persons, both employees and volunteers, when carrying out measures relating to emergencies and disasters and for which the person(s) was not negligent.

The Commercial General Liability policy provides coverage both to the Province and to its volunteers. The policy insures both against third party legal liability resulting from claims due to damage to the property of others, and bodily injury or personal injury (libel, slander, etc.) to third parties, accidentally caused, which arise from the authorized duties of the volunteers on behalf of the Province. The limit of liability on the policy is $2 million per occurrence. The policy will also provide a defense and pay related defense costs.

More information on these coverages can be found on the EMBC website.

Operational Role of Authorized Requesting Agencies In addition to the general responsibilities of the SAR Commander as described earlier in this chapter, the requesting agency may be able to provide resources and support to ensure the response progresses effectively and efficiently towards the objectives.

The SAR Manager and/or SAR Group should make contact with each requesting agency as part of drafting the readiness part of their Pre-plan. This should entail an annual meeting where a SAR representative updates the agency on the Group’s capabilities, and the agency updates the SAR Group on contact details and what resources the agency may have to support a SAR response.

During a response, if the SAR Commander is not at the command post, the SAR Manager should update them every 4 hours during a search and every 2 hours during a rescue.


The following is a description of additional typical interactions that a Level 1 SAR Manager may have with each of the requesting agencies during a SAR response.

POLICE AUTHORITY The RCMP and municipal police forces are responsible for searches for, and rescue of, lost and missing persons within their jurisdictions. In addition to the list of operational responsibilities in their role as SAR Commander, the Police Authority can provide the following resources:

Helicopter support for searching

Dog teams for tracking, searching and avalanche rescue

Dive teams and equipment for underwater recovery or rescue

SAR Resource Kit

Some detachments will have other equipment such as snowmobiles, quads, boats

BC AMBULANCE SERVICE The British Columbia Ambulance Service (BCAS) is responsible for the pre-hospital care and transportation of sick and injured persons in BC. BCAS staff are not trained nor equipped to access a sick or injured subject in difficult terrain or remote backcountry areas. Therefore, BCAS dispatch, when contacted directly by a subject or involved party, will contact ECC requesting support from an appropriate EMBC registered SAR volunteer group.

Once a volunteer SAR team has been deployed by EMBC, BCAS will liaise directly with the SAR Manager to ascertain an appropriate Staging Area where BCAS crew can receive the patient. The Staging Area must be readily accessible by ambulance and/or suitable for landing a BCAS medevac helicopter in order to cold load the patient. The location must also be free from any hazards such as avalanches, slides, flooded terrain, etc. At the Staging Area the patient will be transferred from the SAR group into the care of the BCAS crew.

JOINT RESCUE COORDINATION CENTRE The Joint Rescue Coordination Centre in Victoria provides operational support to the Federal Department of National Defence and the Canadian Coast Guard for specific SAR tasks.


Canadian Forces, Department of National Defence (DND)

The federal Department of National Defence (DND) is responsible for conducting searches for missing aircraft with operational support provided by the federal Joint Rescue Coordination Centre (JRCC), located in Victoria. Ground SAR volunteer assistance may be requested for certain tasks through the ECC. The SAR Manager and DND personnel do not normally work together in a Unified Command model. SAR resources will usually fit into the Operations Section as a strike team or task force.

In addition, the Department of National Defence has the complementary task “to provide search and rescue units when and where available, to assist in the prosecution of ground SAR and humanitarian incidents which occur within provincial or municipal areas of responsibility” (National Search and Rescue Manual, 2000). The guidelines to determine use of JRCC resources are as follows:

The service is necessary to save a life or reduce human suffering

The capabilities of local authorities and BCAS are exhausted (BCAS can contact JRCC directly)

The capability required is unique to JRCC assets

The 442 Squadron maintains both fixed and rotary wing SAR aircraft at the base in Comox and approximately 26 SAR Technicians.

Canadian Coast Guard and Royal Canadian Marine SAR

The Canadian Coast Guard (CCG) is responsible for search and rescue in the tidal marine environment with volunteer assistance provided by the Royal Canadian Marine SAR. However, additional provincial support from ground SAR volunteers may be requested to assist with conducting shoreline search operations. The SAR group usually responds to a CCG request in the same manner as a DND request – as a component of the CCG Operations Section, generally as a strike team or task force, while Incident Command roles remain the responsibility of the CCG personnel.

PARKS CANADA The Parks Canada Warden Service is responsible for search and rescue within National Parks. Under a longstanding agreement with the province of BC, SAR volunteers may be requested to assist with search and rescue response within Parks Canada jurisdiction. This only applies to a handful of SAR Groups in the province. If a SAR Group operates within close proximity to a National Park, they will have knowledge of the resources and support available from that particular park within their Operational Pre-plan.


BC CORONERS SERVICE The process of recovering human remains is the responsibility of the Provincial Coroners Service. SAR volunteers may be requested through EMBC to assist with this task. Since the police authority is frequently already on-scene, investigating the incident, the Coroner may request that the police oversee the body recovery, as well. In addition to the list of operational responsibilities, the Coroners Service can provide body bags and other resources necessary for a SAR Group to complete a body recovery.

LOCAL AUTHORITIES Each local authority is responsible for responding to emergencies within their boundaries. SAR volunteers may be requested through EMBC, or directly by a Local Authority, to assist with SAR incidents, such as a swiftwater rescue during a flood; or in non-traditional roles, such as delivering evacuation warnings to residents threatened by interface fires. In emergency management, the representatives of the local authority that are most likely to request SAR assistance are the Emergency Program Coordinator (EPC) or Emergency Operations Centre (EOC) Director or Operations Chief. SAR is normally incorporated into the local authority’s Operations Section as a strike team or task force. Some local governments provide maintenance of SAR Group vehicles, gas, road closure barricades, etc. Access to these resources is usually made through the requesting agency.

FIRE SERVICES Fire Departments in many communities are tasked with rescue within their fire protection area, as part of the local authority emergency program. Both paid municipal departments and volunteer fire departments may request the assistance of SAR volunteers, through EMBC, to provide additional personnel and/or expertise and equipment. The SAR Manager may be requested to join Fire Services in Unified Command or be assigned as a task force or strike team leader within the Operations Branch, depending on circumstances and local relationships. Conversely, the SAR Manager may request mutual aid from their local fire services rescue team.

INDEPENDENT INVESTIGATIONS OFFICE The IIO is established pursuant to the Police Act section 38.02 for the purpose of investigating incidents where a person may have died or suffered serious harm as a result of the actions of an officer, or for other investigations referred to in the Police Act. Through EMBC, this organization may require the assistance of GSAR groups to conduct evidence searches, primarily when searching in a wilderness environment. The IIO does not have any additional resources.


Operational Role of Supporting Agencies Like requesting agencies, some supporting agencies are primarily involved with SAR Groups in regard to their response roles and activities. However, to establish effective working relationships, SAR Groups will often liaise with the various response-oriented supporting agencies during non-operational periods to ensure a common understanding of the services each agency is capable of providing. The following is a description of typical interactions that a Level 1 SAR Manager may have with some of the supporting agencies during a SAR response.

BC SEARCH AND RESCUE ASSOCIATION The BC Search and Rescue Association (BCSARA) exists to represent all of the volunteer Ground Search and Rescue teams in the Province of BC. The association brings together SAR professionals to discuss and resolve issues, to access funding for training, to provide occupational health and safety support, to

educate general public on outdoor safety and to act as a common link to information and resources for Search and Rescue practitioners across British Columbia. The association elects a regional director from each of the 12 BCSARA regions of the province.

During the pre-plan phase BCSARA can provide vital information to the SAR Manager such as contact information for neighbouring groups. SAR Managers can also request the services of BCSARA’s Critical Incident Stress Management Program Peer Volunteers to assist with dealing with debriefing of critical incidents. This resource is accessible through the ECC.

CANADIAN AVALANCHE RESCUE DOG ASSOCIATION (CARDA) CARDA is a volunteer non-profit charitable organization that supports SAR by training and maintaining a network of highly efficient avalanche search and rescue dog teams across Canada. In order to obtain RCMP certification, CARDA rescue dogs and their handlers must meet specific training and competency requirements, and be active members of a winter mountain SAR group. Requests and approval for the deployment of a CARDA dog team must go through the RCMP.


CANADIAN AVALANCHE ASSOCIATION (CAA) The CAA is a not-for-profit, non-government organization that serves and supports the diverse community of professional avalanche operations in Canada. The CAA establishes technical standards, delivers specialized programs and services, and represents the avalanche community to external stakeholders. The CAA provides information on current conditions and is the training/certifying body for avalanche forecasters and technicians, which are all necessary resources during a SAR response in avalanche terrain.

BC SAR DOG ASSOCIATION (BCSDA) BCSDA provides highly trained volunteer search dog teams that are certified by the RCMP Police Dog Services and approved for Search and Rescue deployment throughout the Province of British Columbia. A dog handler must be registered with EMBC as an active member of a local ground SAR group and be GSAR certified. Requests and approval for the deployment of a BCSDA dog team must go through the RCMP.

BC CAVE RESCUE BC Cave Rescue is recognized by EMBC as a provincial SAR group, providing specialized personnel and equipment for cave rescue emergencies. Through a Memorandum of Understanding and on request from the RCMP or EMBC, BC Cave Rescue will respond anywhere in BC. Due to the specialized nature of this type of operation which is not covered in Ground Search and Rescue training, BC Cave Rescue is responsible for managing and carrying out the rescue; however, they may also be assisted by ground SAR members with non-technical tasks.

BC TRACKING ASSOCIATION The BC Tracking Association is a registered, non-profit society, dedicated to the establishment and the maintenance of proven and consistent tracker training standards in the province of British Columbia. Many GSAR members are trained in basic GSAR skills. In the event that this resource is not available locally, it can be requested through the ECC.

OTHER RESOURCES Other resources, for example, weather updates, assistance with dangerous animals, communications support, helicopter support can be available through various branches of the provincial government and/or other agencies. If in doubt, call the ECC and ask.


Mutual Aid - Operational Role of Other Volunteer SAR Groups Mutual Aid describes the situation where one SAR Group is requested to assist another SAR Group on a response. Neighbouring SAR Groups regularly work together on SAR responses to the benefit of the subject(s).

Situations requiring the support of additional SAR groups are any task where insufficient members are available within a reasonable time or where specific skill sets are required. Mutual support should be considered immediately for subsequent operational periods.

After obtaining authorization through the ECC to request support from other groups in an incident, the SAR Manager is responsible for ensuring that incoming teams are provided:

The ICP contact information

The number and type of personnel being requested

What specialty equipment (if any) is required

The anticipated length of deployment

Transportation arrangements

Ensure the following is available for incoming teams upon arrival:

An adequate staging area is assigned

A full incident briefing is available at the ICP

A copy of the search area map(s) is available at the ICP

Additional information pertinent to the incident is available at the ICP

The assisting group is advised that they may be expected to participate in team and planning meetings

The assisting group is incorporated into the communications plan

The assisting group register upon arrival at the ICP or Base Camp


Summary of Level 1 SAR Manager’s Interactions

EMBC

How to Contact When to Contact Resources/Support Available

ECC Call 1-800-663-3456

Often, the ECC will be calling the SAR Manager to notify them of the incident.

- Call ECC to get a task number if initial notification came from a source other than the ECC.

- Update every 4 hours during a search and every 2 hours during a rescue.

- Resource requests

- Task Number

- Initial information regarding the incident

- Log of all incoming and outgoing calls

- Relay for Regional Manager

Regional Manager Via ECC - Initial Notification

- Resource requests

- Updates

- Conference call at 24hrs

- Assistance and/or coordination when required on a 24-hour basis

- Coordinating resources not available through the requesting agency

- Approving additional costs and ASE number

- Processing reimbursement requests & approving replacement of equipment

SAR Specialist Via ECC

- Will automatically become involved when there is a need for a Level 2 SAR Manager

- Overall operational support including all responsibilities of the Regional Manager

Other SAR Groups Directly or via ECC (Note: When contacting other Sar Groups directly, ECC needs to be advised.

- When additional GSAR resources are needed

- Mutual Aid

-Specifics vary based on the group and should be included in Pre-plan

Emergency Social Services

Via ECC - When additional support is needed

Food services

PEP Air/CASARA Via ECC - When additional aerial assistance is needed for a search

- For overhead communications

- Aerial searching

- Transport for SAR volunteers

- Air-borne repeater/relay platform

- Tracking and location of emergency beacons


Figure 6: Summary of Interactions with EMBC

Road Rescue Via ECC May be called by Road Rescue to assist in an embankment rescue

- Extrication

- Rope Rescue

Emergency Radio Communications

Via ECC - When assistance to run a radio is needed

- Variety of radio support including personnel and hardware

Authorized Requesting Agencies

How to Contact

*If in doubt, call the ECC for contact

info.

When to Contact Resources/Support Available

*If what you want is not on the list, contact the ECC.

Police (RCMP and Municipal Police)

Local detachment can make contact with the SAR Manager directly or through ECC.

SAR Manager can contact Police Authority directly via previously attained contact number or through ECC.

- During initial notification and information gathering.

- Regular updates (every 4hrs/search, every 2hrs/rescue).

- To request resources.

- Helicopter support for searching

- Dog teams for search and avalanche rescue

- Dive teams and equipment

- SAR Resource Kit

- Snowmobiles/quads (detachment specific)

- Investigative capabilities (i.e. credit card records)

BC Ambulance Service BCAS will contact the ECC to request assistance.

ECC connects BCAS with SAR Manager.

SAR Manager can contact BCAS directly after initial contact is made via number provided by the ECC.

If local contact to dispatch is provided, may contact directly.

- During initial notification and information gathering.

- Regular updates every 2hrs.

- If search turns into a rescue.

- Ambulance transport

- Medevac transport


Joint Rescue Coordination Centre –

Canadian Forces,

Canadian Coast Guard

Royal Canadian Marine SAR

JRCC contacts EMBC to request assistance. ECC contacts SAR Manager.

Any request for JRCC resources must go through requesting agency. SAR Manager to update the ECC that a request has been made.

JRCC may make direct contact once the formal request has been accepted to confirm task specific details such as location, etc.

- Resource requests should be made through the requesting agency

- SAR Technicians

- Fixed and rotary wing aircraft

- Helicopter rescue capabilities when local resources are not available (i.e. night time)

- All resources that the federal government has

Parks Canada Parks Canada will make contact through the ECC.

- During responses within National Parks

- Applicable only to Groups bordering on National Parks. See the Group’s Operational Pre-plan for details or contact the National Park Warden

BC Coroners Service Request for SAR could come directly from the Coroner’s office but most often the request goes through the Police Authority.

Coroner may contact the SAR Manager during their investigation.

- SAR Manager does NOT contact the Coroner. This is done by the requesting agency.

- Body Bags, plus other supplies related to body recovery.

* Regional Coroners can deliver a Coroner 101 workshop to SAR groups.

Local Authorities Local Authority can contact SAR Manager directly or through ECC.

To access resources, contact via the requesting agency.

- Local Authority will contact the SAR Manager

- SAR Manager to access resources via requesting agency

Area/Group specific

Examples:

- ESS Support

- Some local governments provide access to fuel and mechanics

- Road closure barricades


Fire Departments Fire Department can contact SAR Manager directly or through ECC.

SAR Manager can make contact directly or through ECC.

- To request mutual aid for rescue

- Provide Mutual Aid

- Rope Rescue capabilities and equipment via mutual aid.

Independent Investigations Office

IIO contacts EMBC. ECC contacts SAR Manager.

- SAR Manager would NOT contact IIO directly.

- None

Figure 7: Summary of Interactions with Authorized Requesting Agencies

Supporting Agencies

How to Contact

*If in doubt, call ECC for contact info

When to Contact Resources/Support Available

*If what you want is not on the list, contact the ECC

BC Search and Rescue Association

Must be approved by Police, request made through the ECC.

When in need of the CIS debriefing

- Peer Volunteers through the Critical Incident Stress Management Program

Canadian Avalanche Rescue Dog Association (CARDA)

Must be approved by Police. Once approved, request should be made through the ECC.

During avalanche response

- Avalanche search and rescue dog teams

Canadian Avalanche Association (CAA)

Requests for personnel made through the ECC.

Contacts of local professionals should be included in Pre-Plan.

SAR Manager would never contact CAA directly. They are the certifying body.

During avalanche response, contact ECC to request local forecaster or Level 2 Avalanche Technician

- Avalanche Forecasters

- Level 2 Avalanche Technicians

- Information on avalanche conditions available online

BC SAR Dog Association (BCSDA)

Must be approved by Police. Once approved request should be made through the ECC.

During searches Search dog teams

BC Cave Rescue Through the ECC For any SAR involving a cave

Specialized personnel and equipment for cave rescue

BC Tracking Association

Through the ECC If need human tracking assistance and resources are not available locally

Human tracking

Figure 8: Summary of Interactions with Supporting Agencies


Review Questions 1. It is Tuesday 11:30 am. You have been managing a search for Kyle, who

has been missing since 8 am yesterday. You have 20 GSAR volunteers in the field and are expecting a mutual aid group to send in some additional support. Who should be managing this task? A Level 1 or Level 2 SAR Manager and why?

_________________________________________________________ _________________________________________________________

2. The search has been going on for 24 hours and it is obvious to you that you will require more resources in order to find the subject. What is the process for requesting a Level 2 SAR Manager at this stage?

_________________________________________________________ _________________________________________________________

3. What are the operational responsibilities of the Level 1 SAR Manager?

_________________________________________________________ _________________________________________________________

4. In a small scale search, who is responsible for assigning and managing team assignments?

_________________________________________________________ _________________________________________________________

5. Who is responsible for developing team assignments?

_________________________________________________________ _________________________________________________________

6. Who maintains overall responsibility and authority for the search or rescue?

_________________________________________________________ _________________________________________________________

7. What policy provides information and guidance about safety issues?

_________________________________________________________ _________________________________________________________


8. What document provides information about liability coverage for emergency service workers including SAR volunteers?

_________________________________________________________ _________________________________________________________

9. Where can you get more information about the EMBC policies that are relevant to search and rescue management?

_________________________________________________________ _________________________________________________________

10. If the SAR Commander is not at the command post, when should the SAR Manager update them?

_________________________________________________________ _________________________________________________________

11. How does EMBC provide support during operations?

_________________________________________________________ _________________________________________________________

12. What additional resources or support is available through the police authority?

_________________________________________________________ _________________________________________________________

13. How would you go about requesting air support from the JRCC?

_________________________________________________________ _________________________________________________________

14. How do you access additional resources such as cave rescue, search dogs and trackers?

_________________________________________________________ _________________________________________________________


CHAPTER 2 Leadership, Management and

Supervision


Demonstrate leadership skills within a volunteer SAR context.

Demonstrate effective management techniques while operating with an ICS structure.

Demonstrate effective supervisory skills relevant to the role of the SAR Manager.


Overview In this chapter you will learn how to apply the basic leadership, management and supervisory skills to your role as a SAR Manager and/or any of the SAR Management support roles under an ICS structure.

SAR Managers do not need to be experts in all the SAR disciplines in order to be effective leaders. It is important, however, to have a good understanding of what the team’s capabilities are, and what expertise is available to support a SAR operation. One way to gain this insight and build good working relationships is by training regularly with GSAR members.

Leadership, management and supervision are useful frameworks to consider for what is required of a SAR Manager to do the job effectively. Many overlapping definitions of these concepts exist. We will work with the following:

Leadership is defined as providing direction and motivation towards attaining final goals. When you lead, you set the direction and are able to influence, inspire, and motivate others to follow that direction. Skills such as a high level of self-awareness, situational awareness and effective decision-making skills are necessary to effectively lead SAR responses.

Management is a process-oriented leadership function. When you manage, you are providing information of what needs to be done, how and when. Skills such as organization, planning, coordination and communication are essential to managing SAR responses.

Supervision is the task-oriented function of leadership and focuses on individuals. Supervising team members effectively during a SAR response requires that the SAR Manager is accountable for team members, communicates efficiently, evaluates performance and provides feedback.

Leadership Leadership, in the emergency management context, is defined as providing direction and motivation towards attaining emergency management goals.

A leader is someone who sets the direction and is able to influence, inspire, and motivate others to follow that direction. The most relevant leadership theory for SAR management is Situational Leadership.

SITUATIONAL LEADERSHIP Situational leadership theory, as originally developed by Paul Hersey and Ken Blanchard, presumes that different leadership styles will be more effective in different situations. A good leader can adapt his or her leadership style depending on the task and the people involved. For example, working with inexperienced convergent volunteers is very different from leading a team of


seasoned, well-trained SAR volunteers. By applying situational leadership principles, the SAR Manager will be able to choose an appropriate leadership style for the situation and provide the appropriate amount of direction and support during each response.

The main tenets of situational leadership theory consist of:

Two types of basic leader behaviours – directive and supportive.

Four leadership styles – directing, coaching, supporting, delegating – which differ in amounts of directive and supportive behaviour required from the leader.

There is no single best style.

Four development levels of the follower based on their level of competence and commitment.

The leader needs to assess the development level of the follower in order to apply the most effective leadership style for the situation.

Leadership Styles

Leadership styles differ in the amount of direction or support that the leader provides the follower.

Directive Behaviour: Leader tells the follower exactly what to do, when, where and how and then closely supervises their performance. This consists predominantly of one-way communication and is useful in situations when a decision needs to be made quickly or when the follower is inexperienced with the task at hand.

Supportive Behaviour: Leader provides support and encouragement to the follower who is involved in the decision-making process.

This consists of two-way communication and is useful in situations when the follower has some initial competence and needs additional support to complete the task at hand.

There are four basic leadership styles:


Figure 9: Leadership Styles

Directing: The leader tells the follower what, how, when and where to complete a task. Roles and tasks are clearly defined and specific instructions provided. Decisions are made by the leader and communicated down to the follower. There is a high degree of supervision and communication is primarily one-way. This style is highly directive and minimally supportive.

Coaching: The leader defines the roles and tasks, but also seeks ideas and listens to suggestions. With coaching there are fewer instructions, more explanation of decisions, and more support. The leader is still the decision maker, but there is more two-way communication. This style is highly directive and highly supportive.

Supporting: The leader’s role is primarily to build self-confidence and motivate the follower. The leader empowers the follower by asking questions that will expand their thinking. There is shared responsibility of decision-making and day-to-day decisions, such as assignments and processes, are passed to the follower. This style is highly supportive and minimally directive.

Delegating: The leader’s role is to assign the task and fully pass the responsibility for decision-making and problem-solving to the follower. The leader can still be involved with problem solving and decision-making, but the follower decides how and when the leader will be involved. This style is minimally supportive and minimally directive.

Development Levels

In order to apply the most effective leadership style for the situation, a leader needs to assess the development level of the follower. The development levels are based on the individual’s level of competence and commitment.


Competence: follower’s ability to complete the task based on previous knowledge, training and experience.

Commitment: follower’s level of confidence and motivation (interest/enthusiasm) to complete the task.

There are four development levels.

Figure 10: Development Levels

Enthusiastic Beginner (Low Competence/High Commitment): Follower lacks the specific skills required, but is eager to learn and willing to take direction. Examples: new recruit, veteran with new task, use of new technology/approach. Needs leader to be highly directive and minimally supportive – Directing Style.

Disillusioned Learner (Some Competence/Low Commitment): Follower has some of the skills, but requires help to complete the job. The situation or task may be new or the follower may realize how much more they need to know, hence the lack of confidence and motivation. Examples: Giving CPR on a live person rather than on a mannequin during a training exercise, veteran with lots of skills learning to use new mapping technology. Needs leader to be highly directive and highly supportive – Coaching Style.

Reluctant Contributor (High Competence/Variable Commitment): Follower is experienced and capable of completing the task, but lacks the confidence and/or has lost interest to complete it on his or her own. Examples: highly skilled volunteer but has concerns for his own well-being or how participation may affect his family, last time similar job was assigned there was limited resources/support from above. Needs leader to be minimally directive and highly supportive – Supporting Style.

Peak Performer (High Competence/High Commitment): Follower is knowledgeable and experienced and confident in his or her ability. He or she may even be more capable than the leader at the task.


Examples: a subject matter expert/Rescue team leader who has the skills, knowledge and confidence to complete the job. Needs leader to be minimally directive and minimally supportive – Delegating Style.

Note: Like leadership styles, development levels are situational. A person could be at a certain level in one context and at a different level within another situation and task.

Matching Leadership Style with Development Level

If follower is: Enthusiastic Beginner

Has Low Competence and High Commitment

use the Directing Style

Be Highly Directive and Minimally Supportive

If follower is: Disillusioned Learner

Has Some Competence and Low Commitment

use the

Coaching Style

Be Highly Directive and Highly Supportive

If follower is: Reluctant Contributor

Has High Competence and Variable Commitment

use the

Supporting Style

Be Minimally Directive and Highly Supportive

If follower is:

Peak Performer

Has High Competence and High Commitment

use the

Delegating Style

Be Minimally Directive and Minimally Supportive

Figure 11: Matching Leadership Style with Development Level

LEADERSHIP SKILLS FOR SAR MANAGEMENT

Self Awareness

Leaders who have a high level of knowledge about their own strengths and weaknesses are the most likely to succeed in their positions. According to various studies, self-awareness is the strongest predictor of success for those in leadership roles. As the level of self awareness increases, an individual becomes aware of their limitations and is more willing to engage others who compliment their skill set. So, if a SAR Manager’s not strong in the area of written communications, then he/she might delegate a Deputy or a Section Chief who is able to do that job effectively.


In order to have complimentary team players, one must first know and admit to where their strengths and weaknesses lie and their effect on others.

Take a moment now to complete the following self-assessment. This is meant as a reflective tool – you will not be required to share your answers. Be realistic and reflect on what this could mean for you in your role as a SAR Manager, what skills you need to develop and/or who you reach out to for support.


SELF AWARENESS ASSESSMENT

For each statement, check the column that best describes you. Answer questions as you actually are (rather than how you think you should be).

Not at All

Rarely Sometimes Often Very Often

When assigning duties, I consider my team members’ skills and abilities. ☐ ☐ ☐ ☐ ☐

I am confident in my ability to fill the role of SAR Manager. ☐ ☐ ☐ ☐ ☐

When circumstances change, I know what to do next. ☐ ☐ ☐ ☐ ☐

When someone is upset, I try to understand how they are feeling. ☐ ☐ ☐ ☐ ☐

I encourage everyone on the team to work together. ☐ ☐ ☐ ☐ ☐

I am open to hearing constructive criticism about my behaviours. ☐ ☐ ☐ ☐ ☐

I take time to learn what people need from me so that we can all be successful. ☐ ☐ ☐ ☐ ☐

I enjoy planning for the future. ☐ ☐ ☐ ☐ ☐

I consider a variety of potential solutions before I make my decision. ☐ ☐ ☐ ☐ ☐

Before I communicate, I think about what the person needs to know, and how best to convey it. ☐ ☐ ☐ ☐ ☐

I systematically search for issues that may become problems in the future. ☐ ☐ ☐ ☐ ☐

I try to motivate people within my team by tailoring my approach to match individual needs. ☐ ☐ ☐ ☐ ☐

I make a point of explaining clearly what needs to be done. ☐ ☐ ☐ ☐ ☐

My greatest strength that will be most useful to my role as a SAR Manager is:

______________________________________________________________

______________________________________________________________

Something that is difficult for me to do, but is required for the role of SAR Manager is:

______________________________________________________________

______________________________________________________________

______________________________________________________________


Situational Awareness

Situational awareness is the ability to recognize the “big picture” (what is currently and continuously happening) and to understand how information, events, personal actions and other factors can impact goals and objectives, both now and in the future.

People typically operate in four levels of awareness. Jeff Cooper’s Color Code for escalating awareness levels has often been used to train police officers to handle lethal confrontations. Identifying these levels is a useful way to practice the mindset of situational awareness. The four colours and their corresponding levels of awareness are:

1. White – tuned out. In this state, you are relaxed and unaware of what is going on around you. This is the state you will find yourself in when driving a familiar route and upon arrival you can’t remember having completed it.

2. Yellow – relaxed awareness. In this state, you are relaxed but aware of who and what is around you. This would be defensive driving. You are relaxed but are aware of the cars around you and the road ahead. In this state you are ready to respond to the car that is drifting in and out of his lane by tapping your brakes or moving slightly over as you pass.

3. Orange – focused awareness. In this state you have identified something of interest and this demands your prolonged attention and concentration. This is the state you would use when driving in icy or hazardous road conditions.

4. Red – high alert. In this state you are fully ready to respond to whatever is happening around you. This is the state when you realize that the other car has run a red light and you must respond in order to not get hit.

Within the SAR context, SAR Managers need to recognize the situation, be flexible and adopt the appropriate level of awareness to safely and effectively manage the response.

For example, a SAR Manager may need to tune out some misleading information from an unreliable witness, maintain a relaxed awareness of pertinent incoming information regarding searchers in the field, have focused awareness on an incoming weather system and respond in high alert to an injury in the field.

Practice:

To hone your skills, try these simple exercises as you go through day-to-day life. To move your level of awareness up to a focused state, practice by identifying all the exits when you enter a building, count the number of people in a restaurant or on the bus, notice which cars take the same turn as you are taking. Notice people in public settings and try to figure out what their story is – their occupation, what they are doing that day, where they are going, etc.


By practicing the focused state, you will eventually find that you are able to notice such things subconsciously when you are in a relaxed state.

Situational awareness requires the SAR Manager to stay alert to:

Activities of the SAR Commander, SAR Management team and field team members

Changing conditions (i.e. terrain, weather, etc.) and risk factors

Status of overall SAR response

Incoming information (i.e. searchers, witnesses) that may affect the response

Personal or team values and beliefs that may affect performance

One of the most effective strategies for maintaining situational awareness is to refrain from being drawn into the specific tasks of the team by continually stepping back to observe—keeping your “hands in your pockets”.

Decision Making

How a SAR Manager chooses to make a decision—and whether or not it involves input from others — usually depends on a number of factors. Unfortunately there is no formula approach to decision making. Each scenario brings a different challenge where uncertainty to consequence is the biggest obstacle. SAR Managers are required to make decisions using methods that are appropriate to the situation. Some factors to consider include:

Impact the decision will have

Resources available

Time available

Environment or context

History of the team, incident, response

Safety concerns

A few common decision-making methods are discussed below:

1. Authority Rule: Under Authority Rule, the SAR Manager or SAR Commander, may choose to get input from others prior to making the decision, but ultimately it is up to them. The authority-rule method is useful when:

Time is of the essence

The decision is for administrative purposes

Team members do not have the information or skills required to make the decision


The disadvantage of using this method is that there may be some resistance to implementing the decision since the team was not involved in the process.

As an example, this method may be used when a SAR Commander, upon careful deliberation and input, makes the difficult decision to suspend a task.

2. Expert Rule: The expert rule method works well in cases where the SAR Manager lacks the skills or information to make the decision, and therefore, the decision is best left to an expert. This method is used during most rescues where a SAR Manager works in conjunction with Rescue Team Leader and/or Safety Officer who is the expert in that discipline. With this method, the SAR Manager will need to manage the initial, yet informal, shift of perceived authority to the expert.

3. Average Rule: A SAR Manager using the average rule method polls individuals and then averages the results. During SAR operations, the SAR Manager would use the average rule to determine the probability of area using the Modified Simplified Mattson form. This method can work well when there is not enough time to get everyone together to discuss the issue, or when the decision is routine and commitment to implement it is not necessary. As with the authority rule and expert rule methods, the disadvantage of average rule is the lack of team interaction.

4. Consensus Rule: With consensus rule, all the members of the SAR Management team work together to arrive at the best decision. This method is effective for two reasons:

It requires that members consider differences of opinion and use conflict management techniques to arrive at a solution

It results in good-quality decisions for which commitment to implement is high

The consensus rule method requires excellent communication and listening skills. It’s important to remember that consensus does not have the same meaning as unanimous. Unanimous means full agreement by everyone involved; consensus means that the group reaches general agreement. Promoting consensus does not require people to “give in.” With a decision reached by consensus, individuals may not agree, but the team as a whole supports the decision.

The drawback to this method is the time and energy required from all team members to make it work. This method should not be used when there is an emergency requiring a quick decision. In most SAR operations, there will be limited opportunities to use the consensus rule, so building an environment of trust within the team can go a long ways when attempting to implement decisions that are made without optimal team input.


Management Management is a function of leadership and focuses on the process of managing the task. Managing effectively during a SAR response requires that the SAR Manager provide information of what needs to be done, how and when, to the responders, stakeholders and others involved. This requires effective organization, planning, coordination and communication skills.

MANAGERIAL SKILLS FOR SAR MANAGEMENT

Organization

Managing information during a task can be difficult and requires proper organization from the very beginning of the first operational period.

Though there are many acceptable ways to organize and file information, the BC SAR File Management System has been developed to provide SAR Management with a standardized system that can be used to organize information during any SAR response, large or small.

By utilizing this system and the appropriate ICS forms, SAR Managers can easily locate documents when necessary, provide the necessary paperwork to the requesting agency, and complete their final reports. And in the event a small search becomes a large one, a standardized system of organization allows for simplified shift changes.

The system is designed to be very functional. The most active folders are at the front and the final documentation, task report and expense claims, are at the back. There is a place for each and every ICS form as well as any additional documentation related to the response.

The system consists of 12 folders where each folder has a specific purpose, as noted in the list below (revised June 2005).


1. Assignments Unassigned: Sort by priority, highest priority at front. Secondary sort by resource type.

Contents:

- ICS204 TEAM ASSIGNMENT SHEETS, unassigned 2. Assignments in Progress:

Contents: - ICS204 TEAM ASSIGNMENT SHEETS

3. Assignments Completed: Separate folder for each Operational Period, i.e. 3-1, 3-2, etc.

Contents:

- ICS204 TEAM ASSIGNMENT SHEETS

- DEBRIEFING SHEETS

- ICS216 URBAN SEARCH LOG (Accompany ICS204 for the assignment)

4. Subject Information: Add additional folders for each subject and include subject number, i.e. 4-1, 4-2, etc. for subject 1, 2, etc.

Contents:

- ICS301 SUBJECT PROFILE

- ICS302 LOST PERSON QUESTIONNAIRE

- ICS302A MISSING VESSEL QUESTIONNAIRE

- Associated Vehicle investigation

- Photos

- Results of subject investigation, record on ICS214 UNIT LOG for the Investigation Unit.

5. Clues: Contents:

- ICS204C CLUE TRACKING SHEET

- ICS204T TRACK REPORT 6. Maps:

Contents: - Status and Planning maps. Assignment maps should accompany ICS204.

7. Check-In Sheets: Contents:

- ICS211 CHECK-IN LIST 8. Special Resource Reports: Group together by Operational Period.

Contents: - Police Service Dog reports

- Dive Team reports - Helicopter reports - Fixed-Wing reports - All other special resource reports


9. Past Operational Period’s Administrative Documents: Separate folder for each Operational Period, i.e. 9-1, 9-2, etc. ICS201 should be at the front of each O.P. folder.

Contents: - ICS201 INCIDENT BRIEFING

- ICS201A RESOURCE STATUS

- ICS202 INCIDENT OBJECTIVES

- ICS205 COMMUNICATIONS PLAN

- ICS206 MEDICAL PLAN

- ICS207 ORGANIZATION CHART

- ICS213 GENERAL MESSAGE

- ICS214 UNIT LOG(s)

- ICS215 OPERATIONS PLAN

- ICS215A OPERATIONS PLAN WORKSHEET

- ICS220 AIR OPERATIONS PLAN

- ICS221 DEMOBILIZATION PLAN

- ICS303 EQUIPMENT INVENTORY

- ICS305 SAFETY PLAN

- ICS307 TRANSPORTATION PLAN

- ICS308 FOOD and SHELTER PLAN

- All other miscellaneous documentation, i.e. notes.

10. Press Releases: Contents:

- ICS306 PRESS RELEASE 11. Task Claims:

Contents: - Equipment repair/replacement requests

- Personal expense sheets and supplements and receipts

- SAR Group expense invoices and receipts 12. Task Report:

Contents: - ICS209 INCIDENT STATUS SUMMARY

- ICS309 LOG

- Task Report Form

- All other documentation for Task Report

All of the folders, along with a good supply of blank ICS forms, can easily fit into a slim file box.


Organizational tips for using the BC SAR File Management System:

Utilize ICS forms for gathering and recording information.

Forms for assignments in progress may be posted on the wall of the ICP or filed in the appropriate folder.

Some on-going documentation is stored in the file, such as new, unassigned assignments, subject information, etc.

Planning places new assignment forms in folder 1 for Operations to draw from. Sort by priority.

Completed forms are filed in the appropriate file folder. Refer to the following list.

If there is more than one lost person, create a separate file folder for each.

For subsequent operational periods, create a separate folder for each operational period for #3 Assignments Complete and #9 Past Operational Period’s Administrative Documents.

The file box becomes the warehouse for all documentation associated with the response.

SAR Manager Kit Contents

Two lists of recommended equipment are presented here. These are not mandatory lists but those that have been found to be useful.

1. JIBC Kit: The following list is the contents of the SAR Manager kits used during the course.

4 – clipboards: "Command", "Operations", "Planning", "Logistics" 1 – stapler w/staples 1 – role masking tape 4 – permanent flipchart markers (of each: red, blue, green and black) 4 – whiteboard markers (Black, blue, red, green) 1 – set overhead pens (medium tipped) non-permanent 1 – set overhead pens (fine tipped) non-permanent 2 – pencils 1 – eraser 1 – calculator 1 – scissors 1 – 30cm ruler 4 – sheets of static white plastic (movable whiteboard) 2 – hi-lighters – different colours 1 – set of 5 Laminated Information Posters (11" x 17") 1 – set of 10 ICS ID tags or vests 1 – Envelope w/ peel and stick labels: 5 "Status Map Overlay Labels"

& 1 map symbols legend


1 – laminated colour status map symbols sheet 1 – laminated ICS forms list 1 – ICS forms file organizer 1 – kit list ICS Forms:

Qty

FORM

Qty FORM

3 302 LOST PERSON Q. 5 307 TRANSPORTATION PLAN 302A MISSING VESSEL Q. 5 220 AIR OPERATIONS PLAN 5 211 CHECK-IN LIST 5 308 FOOD & SHELTER PLAN 5 309 LOG 204T TRACK REPORT 5 207 ORGANIZATION CHART 10 204C CLUE TRACKING SHEET 3 301 SUBJECT PROFILE 5 214 UNIT LOG 5 201 INCIDENT BRIEFING 5 216 URBAN SEARCH LOG 5 202 INCIDENT OBJECTIVES 5 201A RESOURCE STATUS 5 215 OPERATIONS PLAN 5 215A OPS PLAN WORKSHEET 40 204 TEAM ASSIGNMENT/

DEBRIEFING SHEET 5 303 EQUIPMENT INVENTORY 10 213 GENERAL MESSAGE

5 205 COMMUNICATIONS PLAN 5 306 PRESS RELEASE 5 206 MEDICAL PLAN 5 209 INCIDENT STATUS

SUMMARY 5 305 SAFETY PLAN 5 221 DEMOBILIZATION PLAN

Quantities are those used during the course.

Figure 12: ICS Forms for SAR Manager Kit

2. Kent Harrison SAR Kit: The following comprehensive SAR Manager’s list was developed by Neil Brewer of Kent Harrison Search and Rescue. 1 – Rubbermaid ‘Action Packer’ 24 Gallon Plastic Container 1 – File Storage (Bankers) Box 1 – Portable File 1 – package of Legal Size File Folders (100) 1 – package of 8 ½” x 11” Copy Paper 1 – package of 8 ½” x 14” Copy Paper 1 – package of ‘Scotch’ (magic) Tape, ¾” (3 Rolls) 1 – package of Masking Tape,18mm (4 Rolls) 1 – roll Duct Tape 10 – sheets of Clear Film, 18” x 24” Sheet 2 – sets Marker, Non-Permanent, Medium, 8 colours 1 – set Marker, Non-Permanent, Fine, 8 colours 1 – package of Marker, Permanent, Broad Tip, Pkg of 4 4 – boxes of Pens, Ball-point, Black, Medium, Box of 12 1 – Stapler, c/w Staples & Remover 1 – Correction Fluid (white-out) 1 – package of Pen, Highlighter, Assorted, Pkg of 4 1 – Power Bar, 4-outlet (minimum) 1 – Extension Cord (15’ minimum)


8 – Clip Boards (letter size) 1 – package of Push Pins, Pkg of 100 1 – pair of Scissors 1 – package of Labels, Ink Jet 1 – Tube, Mailing (for storing clear film) 1 – package of Lined Pad (50 sheet), 8 ½” x 11”, Pkg of 15 1 – ‘Post-it’ Tabletop Easel Pad 1 – box of Paper Clips, Box of 100 1 – box of Bags, Plastic, ‘Zip-loc’, Box of 250 1 – X-Acto Knife (and spare blades) 1 – Ruler, Tri-Scale 1 – Ruler, Steel, 18” 1 – package of 'Post-it' notes, 2" x 3", Pkg of 12 1 – Protractor, 360 deg, Large

Planning

Planning ahead is important for an efficient and safe response. A SAR Manager is required to continuously analyze, interpret and assess the current situation while planning for the future. Planning is closely related to situational awareness and decision-making as previously described. The key tools used by a SAR Manager to plan include pre-plans and the ICS forms associated with the planning function. Refer to Chapter 3 and Chapter 1 respectively for more information.

Coordination

Coordination of resources is equally as important and is related to planning. Typically, in an expanded ICS structure, this is the function of the Logistics section. The main task of the SAR Manager is to determine what resources are and/or will be needed to complete the task, how to access them, how to effectively deploy them and how to demobilize when the time comes. Refer to the resource list provided in Chapter 1 for specific information on how to access possible resources.

Communication

Effective managers generally possess strong interpersonal communication skills to convey what needs to get done, when and how. Effective communication involves a number of elements, including body language, written or verbal skills, and listening skills.


Body Language

Non-verbal behaviours, can communicate volumes – both intentionally and unintentionally.

It’s important that the SAR Manager be aware of the effect that his/ her body language can have on the message being delivered, as well as paying attention to the non-verbal behaviours of others. Some of the most commonly noted behaviours include:

Facial expressions: May reveal emotions or reactions, such as skepticism, fear, anger or boredom

Gestures: A wave or a shrug may be perceived as dismissive; pointing a finger as accusatory; hands on hips as confrontational, etc.

Eye contact: An indication of paying attention, and that both the conversation and the speaker are important

Posture: A relaxed, open posture indicates a willingness to listen

Message Delivery

In emergency management, communication protocols may dictate when and how certain messages are transmitted. For instance, some information, such as briefings follow the SMEAC format and require written documentation. The SAR Manager is responsible for ensuring any established protocols are followed.

The words that are chosen, and how they are delivered can have a big impact on how a message is received. Whether written or verbal, effective communication is clear and easy to understand. Some basic strategies include:

Keep it simple: use simple language and short sentences; when communicating verbally, include enough pauses to give the listener time to process

Avoid words that are likely to provoke a negative or defensive reaction – consider the emotional impact certain words may have

Be aware of the effect that tone can have on the message, whether it is delivered verbally or in writing—this is particularly important in e-mail messages where a perception of unintended “tone” can lead to misinterpretation of the message

Where possible, establish maximum eye contact during briefings and when giving individual instructions


Confirm the message is understood; this can be done by occasionally asking questions or by instilling a team practice of giving an affirmative response to confirm that directions have been heard and understood

Ensure the full attention of team members before giving verbal directions—particularly during tense situations—by calling them by name and establishing eye contact

Draft notes for a briefing by wording bullet points in such a way that they will trigger a full explanation with as few words as possible; using a full narrative format is time-consuming and generally unnecessary

Listening Skills

For effective communication, it is equally as important to be a good listener as it is to be a good speaker or writer. Listening skills should be applied not only to verbal communications, but also to written interactions, such as e-mails. Active listening skills include:

Verifying the message by paraphrasing the content

Clarifying the message by asking questions, if necessary

Summarizing the message by reviewing what has been said

Validating the importance of the communicator’s thoughts and efforts

Conveying interest or attention to the message by using encouraging words or gestures (i.e. nodding)

Delegation

Delegation refers to the act of passing responsibility for a task to another person. However, delegation entails much more than simply telling someone what to do.

Before delegating a task, there are several questions that a SAR Manager should consider:

1. What is the task, and is it suitable for delegation? Determine risks – weight the potential consequences of delegating the task, consequences of failure, safety risks, etc.

2. Why delegate the task? In emergency response, the most common reason would be urgency and time constraints. However, it is also important to use delegation as a tool for succession planning (providing opportunities for advancement), building skills, or recognizing a team member’s advanced skills.

3. What skills, training or qualifications are required to perform the task? If the task does not require advanced training or skills, consider whether or not it could be suitable for a team member who needs to gain more experience.


4. Who is the most appropriate person to delegate the task to?

In addition to looking for skills and abilities, consider the team member’s developmental level (capability and commitment) as discussed in the “Situational Leadership” section. Factor in the time that may be required for coaching or support, but also consider the importance of distributing tasks fairly, and providing opportunities for skills improvement.

5. What are the expected outcomes? What needs to be achieved? Anticipated outcomes must be clear, and communicated to the person being delegated.

6. How will outcomes be measured? It is important to ensure the person understands how performance of the task will be evaluated before asking for a commitment.

7. What resources are required for the task? Ensure the person delegated is aware of the status of all necessary resources, and how to access them.

8. What is the deadline for completion of the task? Clarify any actual deadlines for completion, or reporting periods for monitoring the progress of the task.

9. Who else needs to know about this? Anyone directly or indirectly affected by the delegation of this duty and any associated person in authority should be made aware. Any delegation of duty must be documented.

10. Who can the person go to for help? If the person encounters difficulty or questions, ensure that he/she knows who they can go to for assistance.

11. At what point(s) should feedback be offered or requested? It is important to maintain awareness of how the task is progressing and make any necessary corrections promptly. Let the person know how he/she is doing and provide an opportunity for feedback on completion of the task.

By delegating a task, you are asking the team member/team leader to do something that may not be included in his or her usual duties. It's important to ask what level of authority the potential delegate feels comfortable being given, and confirm that he/she is willing to accept the delegated duty.

When delegating a task, it is important to also delegate the authority necessary to complete the task, and to give credit where credit is due. However, ultimate accountability for a delegated task remains with the SAR Manager.


Supervision Supervision is the task-oriented function of leadership and focuses on individuals. It is the act of overseeing the progress of an activity or task and ensuring the activity is performed correctly. Supervising team members effectively during a SAR response requires that the SAR Manager is accountable for team members, communicates efficiently during briefings and assignment debriefings, evaluates performance and provides feedback.

SUPERVISORY SKILLS FOR SAR MANAGEMENT

Personnel Accountability

At any time the SAR Manager should be able to very quickly determine exactly how many people are on-response and where they are. If it becomes necessary to do a head count in the event of an avalanche or other incident, it is essential to be able to do so quickly and precisely. Accountability also includes knowing how long teams have been in the field.

Keys to an effective accountability system:

Ensure all personnel are checked-in using ICS211 CHECK-IN LIST

Ensure team Assignment Sheets (ICS204) are managed properly and kept up to date. Assignment documents must reflect the current status.

Establish a system of status/roll calls of field teams to report their status at regular intervals.

The Resource Status Unit’s function is to track the status of all resources involved in the response, especially personnel. If there are too many resources involved for the SAR Manager’s span of control, it will be necessary to delegate one or more people to this role.

It is also the SAR Manager’s role to know the capacity of individuals within the team and to effectively assign personnel. The SAR Manager is responsible for the well-being of all responders in the field and thus must take into consideration the others’ skills and limitations.

Communication: Briefing Field Teams

Briefings are the opportunity for the SAR Management Team to convey important information to field personnel. Much of the information provided will be essential for the searchers to do their jobs effectively. Time is also a constraint, so briefings must be thorough and efficient, but include an opportunity for responders to ask any questions necessary to clarify the information.


On small searches the SAR Manager may choose to brief all searchers together. On larger responses with multiple search teams, it may be more efficient to brief the Ground Search Team Leaders together as a group. If SAR personnel are briefed together in groups they will still require sufficient preparation time for Team Leaders to be briefed on their specific assignments and for them to brief their teams.

A field team briefing should follow the SMEAC format to ensure that nothing is missed.

SMEAC stands for:

Situation

Mission

Execution

Administration/Logistics

Command and Communications

The major points of a briefing are broken down into these 5 categories. By using this system, a thorough briefing can be delivered. SMEAC is also used in a slightly modified checklist for briefing SAR resources and the in-coming SAR Management Team during the changeover at the end of an operational period.


In addition to a thorough briefing, the Team Leader should be given:

A copy of ICS204 TEAM ASSIGNMENT SHEET

A copy of ICS301 SUBJECT PROFILE

Assignment area map

Any other relevant information


Team Leaders, in turn, should be briefing their team members using the SMEAC format, to ensure all information critical to the search and to searcher safety has been covered.

Communication: Assignment Debriefing

Debriefing of Ground Search Team Leaders is the opportunity to record information that has been gathered in the field. Even though a search team may not have found the subject or clues, what they did, where they went, what they saw and whether they completed the assignment as intended can all be valuable in continued planning.

Field teams are gathering information for you, which may include where the subject isn’t. It is important to record it properly.

Document clues, pass clues over to Planning Section if required

Bring items that require further attention to Planning

Track assignments left incomplete or that have deviated from assignment

Debrief field teams and complete page 2 of the ICS204 TEAM ASSIGNMENT SHEET, page 2: ASSIGNMENT DEBRIEFING)

Debriefing should record the following information:

Time spent in the assigned area

Coverage that the team actually achieved; where they went, what they saw, what they did.

Location and status of all clues

Search difficulties or gaps in coverage

Hazards encountered in the area

Weather, snowpack and avalanche observations

Communications problem

Any injuries or near misses

Suggestions, recommendations for future search efforts from the GSTL

Experience has shown that the most productive way to conduct a briefing is to review the assignment in chronological order from beginning to end. Maintaining the chronological sequence will help avoid missing important information. Information recorded here can influence future assignments, changes to safety procedures, the direction of the investigation, even the suspension of the search.


Monitoring Performance

The SAR Manager is responsible and accountable for the successful completion of the response. For this reason, it is important to maintain a continual awareness and evaluation of the actions of all involved, ensuring that:

Everyone stays focused on the task

Each member fulfills his/her responsibilities

Appropriate safety protocols are followed

The missions/assignments are completed

Progress and status are accurately recorded and reported

It is equally important, however, to avoid micromanaging, and to recognize the skills and abilities of the SAR Management team and responders by delegating appropriate tasks and empowering individuals where appropriate. To find this balance, the SAR Manager will need to apply a variety of the skills described in this section.

Giving Feedback

The ability to provide constructive feedback is an important skill for a leader. Feedback is used to reinforce desirable behaviours, as well as to correct behaviours that are considered negative.

The SAR Manager should watch for opportunities to recognize the effective actions and proper conduct of individual team members during the response, as well as ensuring that positive feedback is included in the assignment debriefs.

When constructive criticism and feedback is necessary, the following guidelines can be helpful:

Describe specific and changeable behaviour: Provide specifics on observable and changeable behaviour. Describe facts and avoid judgments, opinions, or interpretations.

Give at an appropriate time and place: Unless the situation poses an immediate risk to health and safety, feedback is generally more effective and relevant if given soon after the behaviour is observed and in the appropriate environment: praise can be given in public, while constructive criticism should always be delivered in private.

Use “I” statements: “I” statements are less accusatory than “you” statements, and can reduce the likelihood of a defensive reaction.

Be respectful: Be sensitive to how the receiver responds to the feedback and allow an opportunity to respond to, and perhaps disagree with, your feedback. After giving feedback, remain available to discuss it further and make an effort to follow up.


Emphasize strengths as well as weaknesses: The “sandwich approach” is a good way to balance feedback. Provide reinforcement to positive behaviour by starting with comments on specific strengths. Then identify the specific areas requiring improvement, making sure to include ways to make changes. Finish with another positive comment.

Check for understanding: Make sure the receiver understands what needs to be changed and how it can be changed.

Don’t dwell: Once feedback has been given, move on. Although it may be necessary to follow up to ensure the behaviour has changed, try not to allow the current situation to colour future interactions with the team member.

During a SAR operation, circumstances may arise where safety or other considerations make it necessary to provide immediate corrective feedback or, in extreme situations, possibly remove a member from duty. SAR Management and/or the SAR group are responsible for addressing the need for any formal disciplinary action, in discussion with the EMBC Regional Manager.


Review Questions 1. As the SAR Manager on a task, you have a group of GSTLs who have

very recently completed their training. This is their first time out on a task in their new role as team leaders. What leadership style would you use and why?

_________________________________________________________ _________________________________________________________

2. You are the SAR Manager during an avalanche response and you are working alongside highly skilled avalanche technicians. When communicating with them, what leadership style would you use and why?

_________________________________________________________ _________________________________________________________

3. What are the key leadership skills required of a SAR Manager?

_________________________________________________________ _________________________________________________________

4. What are the key managerial skills required of a SAR Manager?

_________________________________________________________ _________________________________________________________

5. Which one of the managerial skills do you most need to work on?

_________________________________________________________ _________________________________________________________

6. What is necessary for an effective personnel accountability system?

_________________________________________________________ _________________________________________________________

7. What format should be used by the SAR Manager for briefing field teams?

_________________________________________________________ _________________________________________________________


8. In addition to a thorough briefing, what should the SAR Manager give to the team leader during a briefing?

_________________________________________________________ _________________________________________________________

9. What information should be recorded when debriefing a GSTL after they have completed an assignment?

_________________________________________________________ _________________________________________________________


CHAPTER 3 Pre Planning


Describe the types of pre-plans that a SAR organization may require.

Describe the process of reviewing and contributing to pre-plan development.


Overview

In this chapter you will learn how and when to use pre-plans during a SAR response. Most SAR Groups in BC have already developed a selection of pre-plans relevant to their most common responses. The various types of pre-plans and the information they should contain will be described, with samples provided. The Level 1 SAR Manager’s role in contributing to pre-plan development and improvement will be briefly addressed.

Operational Pre-Plan An operational pre-plan should include the following three sections:

Readiness: what needs to be in place prior to a call-out

Activation Procedure: what needs to be done in the initial stages of a call-out

Incident Specifics: information regarding a specific geographic location or type of response

READINESS The Readiness aspect of the Operational Pre-Plan includes information such as:

Personnel availability, contact information and member status/certification

State of response equipment including command/incident response equipment, vehicles, boats, snowmobiles, rope rescue kit, swiftwater rescue kit, etc.

Resource contact lists including contacts for regional SAR groups, relevant agencies, equipment and service providers, technical specialists, etc.

The basic information in the Readiness section, such as names and contact information of personnel, lists of equipment that a SAR group has as well as contact information for resources should be completed ahead of time. The availability of personnel and the status of equipment should then be updated by the SAR Manager during the demobilization phase of the previous incident.


Personnel Availability Template

The Personnel Availability List below should be completed regularly. Input the names of all SAR members, their current contact information and their status (i.e. GSAR, SARM, Rope Rescue, GSTL, etc.). Then use the availability columns to indicate who is in town, out of town and when they are available. This will allow the on-duty SAR Manager to have quick access to personnel availability when they are notified of an incident.

The list may be updated to indicate daily or weekend availability of SAR volunteers during especially busy times of year, or more infrequently such as a full week or month. Completing the list may be assigned to the on-duty SAR Manager before a weekend within their rotation or at the start of their rotation.

Alternately, the following can also be used as a response list during the page out to indicate who has responded, who is available and when.


Equipment Status Template

Equipment that the SAR Group has should be listed as shown on the following sample forms according to specialization. Once the initial list is completed, the In Service, Out of Service and Comments sections should be completed during demobilization for the specific equipment that was used during that incident. This ensures that equipment is in response-ready mode for future incidents and the information is contained in one place for the on-call SAR Manager to access. The equipment lists should also be updated after maintenance or training sessions.


Use the following blank form to include any other specialized equipment that your SAR group has such as swiftwater, avalanche, etc. Make copies as needed.


Resource Contact List Templates

The following Contact Lists should be completed ahead of time and updated/reviewed at regular intervals but not necessarily after each incident.


Maps – Minimum Essential Dataset

To run an efficient and effective SAR operation, it is critical to have the appropriate maps immediately accessible. As part of the pre-planning process, each SAR Group should assemble the mapping data that covers the areas the group normally operates in, which is referred to as the Minimum Essential Dataset (MED).

Data used in the creation of GIS maps is comprised of either raster or vector data. Satellite imagery, aerial ortho-photography, digital images, and scanned maps are all raster images. A raster dataset is made up of a cell matrix of rows and columns where each cell stores a value which represents information such as temperature, elevation, rainfall, etc. Each cell is represented by an x-y coordinate and a value which may relate to a colour, elevation or other data.

Through the use of GIS software, the information contained in the raster datasets can be analyzed and used to create more than just maps – patterns of travel, terrain and slope analysis to name a few.

Vector data is based on x-y coordinate data that represents features as points, lines, and polygons. Using vector data, spatial features can be created to represent roads, trails, rivers, lakes, assignment areas, clue points, asset locations, etc. These layers can be turned on or off in a GIS map.

At the most basic level, a raster image will allow the SAR Manager to create a simple map that can be printed and handed out to team members. A more experienced user will be able to take full advantage of a GIS and use it to create more advanced map products that will capture and show the progress of the search as well as be able to justify why certain tactical decisions were made.

Sources for Mapping Data

Locating current and relevant data is the first step in assembling your Minimum Essential Dataset. Contact your local agencies that perform mapping services. City, town, Regional Districts are potential resources that can help establish your Minimum Essential Dataset and keep it current.

Local forestry companies may maintain data on logging roads. As your team members hike on local trails, mountain bike popular runs they can be logging GPS tracks which can be catalogued and used in your MED. Commonly searched areas can be pre-determined and retrieved when needed.

DataBC - http://www.data.gov.bc.ca/dbc/geographic/connect/index.page?WT.svl=TopNav

GeoGratis - http://geogratis.gc.ca/geogratis/search?lang=en


Mapping Software

Commonly used software includes:

OziExplorer

Terrain Navigator Pro

Incident Commander Pro

Google Earth

MapSource

TrueNorth Geospatial

ArcExplorer

ArcMap

MapSAR

File Structure

The Minimum Essential Data should be stored in a logical file structure so that everything is consistent from one SAR task to another. The following is an example of a recommended file naming convention that has been adapted from the National Wildfire Coordinating Group handbook, GIS Standard Operating Procedures on Incidents (Chapter 2).

Incident Folder Filename: yyyymmdd_IncidentName_TaskNumber

- e.g. = 20130430_BlueMountain_Task144000

Map Filename: yyyymmdd_time_IncidentName_OperationalPeriod_MapType_pageSize_Orientation

- Type of map:

airops = Aerial Operations Map

Brief = Briefing Map

iap = Incident Action Plan Map

plans = Situation Plans Map

trans = Transportation Map

- Map Page size:

In inches (e.g. 8 x 11 or ANSI size A-E (e.g., AnsiE)

- Orientation:

Land = landscape

Port = portrait


GPS Filename:

yyyymmdd_timecollected_Incidentname_gpsFeatureType_source _csdatum

- Data:

yyyymmdd = the year, month, day when the data was collected

hhmm = the time of day (24 hour format) data was collected

gpsFeatureType = the type of feature such as gps_lin for line data, gps_pnt for point data, or gps_pol for polygon data

source = the name of the person or the ICS position who collected the data

cs = coordinate system, such as ll for lat/long, u10n for UTM zone 10 North

datum = the datum, such as w84 for WGS 1984, 83 for NAD83

Photo Filename: yyyymmdd_time-collected_IncidentName_ContentType

- ContentType:

= clue - e.g. footprint, clothing, water bottle

= person

= vehicle

ACTIVATION PROCEDURE The Activation Procedure portion of the Operational Pre-Plan is used by the on-duty SAR Manager once they have been called out. It provides generic guidelines for the Level 1 SAR Manager to follow during the initial notification phase of a response. The checklist and fill-in-the-blank format provides a place for the SAR Manager to document initial information including details about the call, team notification, equipment pick up and urgency.

Activation Procedure Template

The following checklist should be filled out by the on duty SAR Manager once they have received a call out.


INCIDENT SPECIFIC

The Incident Specific portion of the operational pre-plan consists of a pre-determined plan for specific scenarios and/or geographic locations that the SAR group is most likely to encounter. An Incident Specific plan is a working document that serves as a reference point during a task, and communicates the typical resources required, challenges, and objectives for a specific scenario thus making a response more efficient.

Incident Specific pre-plans should be as short as possible and easy to use. It can be beneficial to organize the contents of the plan by ICS function in case there is a full SAR Management team available to respond and/or in the event that the response increases in size or complexity.

Note that in the event the SAR Manager is the only person on the SAR Management team, he/she is responsible for filling all ICS roles and responsibilities as described in the incident specific section of the operational pre-plan.

An Incident Specific pre-plan includes information such as:

Response Urgency - for completion at time of incident

Safety - list of potential hazards, precautions, no-go criteria

Locations for facilities, such as the Incident Command Post, helispots, etc.

Problems that may be encountered and their solutions

Typical objectives for the stated scenario

Typical assignments for the stated scenario

Resources that will be needed

Planning resources - i.e. needed maps, trail information, etc.

Incident Specific Pre-plan Template

If your SAR group does not currently have any incident specific pre-plans, the following template may be used to develop them for specific geographic areas and/or incidents that may be encountered.


Sample - Search

Below is an example of an incident specific pre-plan developed by Ridge Meadows SAR for searches on Alouette Mountain.


Rescue-Specific Template

A Rescue pre-plan may require different information than is needed in a Search pre-plan. Below is an example of an alternate format that works well for Rescue pre-plans, or as a template for creating a Rescue Plan where no pre-plan exists.


Sample – Rescue

Below is an example of a completed Rescue Pre-plan.


Samples – Avalanche, Helicopter

There are certain rescue specific pre-plans that SAR groups are required to have. Samples of these – avalanche and helicopter – are included below. Since these are specialized incident specific pre-plans, they have a customized format that differs from the plans included above. The following plans are based on those used by Nelson Search and Rescue.


Continuous Improvement

A Level 1 SAR Manager may be involved in the updating of pre-existing incident specific pre-plans by contributing information and providing feedback on specific pre-plans after using them for a response.

The best way to improve an incident specific pre-plan is to implement it. Once an incident specific pre-plan is used, it can then be evaluated in regards to its usefulness, accuracy, strengths and shortcomings. The goal of the evaluation is to assess the results.

Have things improved?

Were objectives met?

What worked well?

What didn’t work well?

What can be done to improve the response?

Level 1 SAR Managers should communicate their recommendations for improvement of the pre-plan and any remedial action required to whoever is responsible for updating pre-plans in their group. Whether or not a Level 1 SAR Manager is involved in the actual updating of the pre-plan will depend on individual SAR group structure.

Exercising an incident specific pre-plan is another way to reveal weaknesses and gaps, improve coordination between agencies and personnel, and clarify roles and responsibilities while demonstrating operational capability. Exercises can help improve individual performance as part of training and test equipment. A Level 1 SAR Manager may be asked to participate in any number of exercises including:

Tabletop Exercises, which involve a small group of key participants who describe how they would respond to a series of questions and problems related to a scenario while following the pre-plan.

Functional Exercises, which practice the command-level aspects of an operation and involve the command group being facilitated by an exercise coordinator. The exercise group function as though the event was happening for real.

Full-scale Exercises, which include all aspects of a response, from command level to field teams. These exercises often involve actors and props to make the simulation as real as possible.


Review Questions 1. What are the three main components of an operational pre-plan?

_________________________________________________________ _________________________________________________________

2. When should the Readiness section of the Pre-plan be filled out? _________________________________________________________ _________________________________________________________

3. Use the Readiness forms provided in the Appendix to fill in the appropriate information pertaining to your SAR group.

_________________________________________________________ _________________________________________________________

4. What does the Readiness section of the pre-plan focus on?

_________________________________________________________ _________________________________________________________

5. Who fills in the Activation Procedure portion of the pre-plan and when?

_________________________________________________________ _________________________________________________________

6. What main information is recorded on the Activation Procedure portion of the pre-plan?

_________________________________________________________ _________________________________________________________

7. What information is included in an Incident Specific pre-plan?

_________________________________________________________ _________________________________________________________

8. How does a SAR Manager contribute to the review and update of pre-plans?

_________________________________________________________ _________________________________________________________


CHAPTER 4 Risk Management

On completion of course work related to this chapter, the learner will

be able to:

Implement suitable risk reduction strategies.

Define the role of the Safety Officer and Site Safety Officer.

Apply the SAR Safety Program and Provincial Operating Guidelines to mitigate risks to self, team, subject and bystander.

Identify hazards related to SAR operations.

Describe risk assessment process.

Demonstrate the go/no go decision-making process.


Overview Search and Rescue involves complex, interacting processes with many known and unknown hazards. Training, practicing, and use of specialized resources assist in mitigating risks. The SAR Manager makes decisions designed to get the job done while recognizing hazards that will be encountered during and even after the response.

The purpose of risk management is to determine what should be done differently as a result of the hazard(s) and risk.

DEFINITIONS Hazard: A thing or condition that may expose a person to a risk of death, injury or occupational disease.

Risk: The chance, high or low, that somebody will be harmed by the hazard.

Risk Management: The process of measuring or assessing risk and then developing strategies to manage the risk.

Best practices are those defined by an industry or discipline indicating preferred ways of doing things. These may be above and beyond what is regarded as common practice in similar disciplines.

SAR Safety Program The SAR Safety Program is based on the premise that safety is everyone’s responsibility; everyone has a role in assessing risk and making decisions to keep themselves, team members, subjects, and bystanders safe. Every responder has the right to refuse an assignment or call a halt to an activity if they feel someone is at undue risk.

SAR Volunteers are not considered workers under WorkSafeBC regulations, but are eligible for WorkSafeBC coverage through an agreement between the provincial and federal governments.

The SAR Safety Program follows a similar format used in industry, and where appropriate refers to other standards including specific sections of WorkSafeBC regulations. The SAR Volunteer Joint Health and Safety Committee can be contacted with any concerns or questions regarding the safety program at [email protected].

The SAR Safety Program consists of the following parts;

1. Public Safety Lifeline Volunteer Safety Policy which is the overarching policy for all of the 5 disciplines within the PSVL program


2. Search And Rescue Safety Program Guide which defines roles and responsibilities and information on all aspects of safety to assist in the implementation of the PSVL Safety Policy

3. Provincial Operating Guidelines which outline parameters within which SAR volunteers operate, training and equipment required, and the type of resources required to carry out specific activities

In addition to the above documents which can be found on the EMBC website, there are provincial, regional, and local plans (or pre-plans) that are part of safety; an example is the Avalanche Safety Plan (provincial), which requires Active Avalanche Safety Plans (local).

SAR MANAGER’S RESPONSIBILITIES It is incumbent for SAR Manager’s to understand their role and responsibilities in safety. SAR Managers and Team Leaders are considered SAR Leaders within the SAR Safety Program, which details the following list of responsibilities.

SAR Leaders will take all reasonable and practical steps to ensure the safety of volunteers by:

Implementing safe practices & ensuring all volunteers attend required safety training courses.

Assigning volunteers to activities that are consistent with their knowledge, skills, and ability.

Removing any volunteer from activities if the SAR Leader has concerns as to the volunteer’s ability to perform their duties safely.

Ensuring appropriate emergency medical response services are provided or available to volunteers.

Ensuring risk assessments are conducted and proper steps are taken to control identified risks.

Reporting and investigating incidents and near misses (including those that had the potential to cause serious injury) and accidents.

Instructing and coaching volunteers to follow safe work procedures.

Ensuring only authorized, trained volunteers operate equipment.

Ensuring necessary personal protective equipment (PPE) is used, inspected, and maintained properly.

Ensuring the safe handling, storage, and disposal of hazardous materials.

Ensuring contaminated equipment is adequately decontaminated or disposed of.

Cooperating with other agencies and first responder groups in dealing with safety issues


SAR Managers need to consider all the above when initiating a response, and re-evaluate throughout the response. Team Leaders have the same responsibilities for their teams when given an assignment. It is recommended that a Safety Officer be designated at the first opportunity to assist SAR Management.

Experienced SAR Managers will be fully aware of their own SAR group’s capabilities, equipment, and terrain where incidents often occur, which greatly assists in fulfilling their risk management responsibilities. Less experienced SAR Managers, and those that are in unfamiliar terrain or using mutual support teams, should engage personnel with local knowledge to assist in decision-making and verifying the capacity of resources when determining assignments.

APPLYING THE PROVINCIAL OPERATING GUIDELINES The Provincial Operating Guidelines (POGs) assist in identifying risks, what training and equipment is required to mitigate those risks, and when specialized resources are required.

For example, the POG for Swiftwater defines the boundaries for a GSAR volunteer operating near a moving body of water, as well as the parameters within which additional training and equipment is required. With all response personnel being aware of this guideline, the SAR Manager can make the appropriate search assignments, Team Leaders can further define how the area is searched, and GSAR Team Members know their safety boundaries. Should the area adjacent to the moving body of water need to be searched the SAR Manager can request a Swiftwater Rescue Team to complete the assignment.

Role of the Safety Officer

Within the Incident Command System used in SAR the Search Manager is responsible for all other functions unless positions are filled, and this includes the Safety Officer. By assigning another person to the role of Safety Officer, the SAR Manager can focus on other roles and responsibilities while still addressing safety as a priority.

The role of a Safety Officer is to monitor safety conditions and develop measures for ensuring the safety of all assigned SAR volunteers by;

Conducting a risk assessment before an operation begins and on an ongoing basis

Providing advice to SAR Leaders on safety issues, and providing safety related information during briefings

Monitoring safety and potential risks, and ensuring unsafe practices are corrected or the operation halted, if a threat of injury exists

Recording any safety concerns for discussion at debriefings and safety meetings.


SAR Volunteers or other personnel fulfilling the function of Safety Officer will be briefed on the roles and responsibilities of the position, and provided with any required equipment such as emergency communications.

Role of the Avalanche Site Safety Officer

The provincial Avalanche Plan includes the requirement for additional safety measures in the form of an Avalanche Site Safety Officer. The Avalanche Site Safety Officer works on-site with the field team, monitoring safety conditions from that perspective, while a qualified Avalanche Safety Officer serves as the SAR Management Team’s Safety Officer, responsible for assessing the overall avalanche hazard, including monitoring weather and avalanche conditions. Definitions and qualifications for both roles are laid out in the Avalanche Plan and EMBC policy.

In essence, the Avalanche Safety Officer is a mandatory position that is equivalent to the ICP Safety Officer/technical expert. Depending on the circumstances, the Avalanche Safety Officer may carry out his/her duties either from a distance, at the ICP, or on-site, in which case they may also perform the role of the Avalanche Site Safety Officer. If the Avalanche Safety Officer is not on-site, a qualified Avalanche Site Safety Officer should be deployed with the field team.

An Avalanche Site Safety Officer is located at the site of an avalanche and is responsible for evaluating (along with the Avalanche Safety Officer) the risk of further avalanches, identifying safety hazards or unsafe situations, monitoring on-site rescue operations, conducting field assessments and gathering observations, and for implementing and supervising measures for ensuring personnel safety indicated in the Active Avalanche Safety Program.

The member of the search and rescue team tasked with fulfilling the role of Avalanche Site Safety Officer and with implementing and supervising the measures specified in the Active Avalanche Safety program will normally have completed, at a minimum, a CAA level 1 certificate or JIBC Organized Avalanche Response Team Leader course.

Risk Assessment

HAZARD IDENTIFICATION The first step in risk management is identifying the hazards. Without doing so it will be impossible to evaluate and address them.

Most hazards are foreseeable and in many cases they can be inventoried as part of a needs assessment and pre-planning process.


Objective Hazards

Objective hazards are those that are "outside" the rescuers’ control and can only be dealt with through proper assessment of the risk leading to safer actions and/or avoidance. They are generally environmental in cause. The ability to determine objective hazards realistically only comes through training and experience.

Objective hazards include, but are not limited to:

Weather: heat, cold, sun, wind, precipitation

Moving water

Lightning Vegetation

Avalanches Wild animals

Rock or ice fall Other people

Subjective Hazards

Subjective hazards are those, which are part of the rescuers’ control and the rescue effort. They are generally more difficult to determine although usually related directly to fitness, experience and training.

Subjective hazards include, but are not limited to:

Lack of physical fitness

Fatigue

Reaction to stress

Lack of proficiency and skill

Lack of leadership

Incomplete or poor planning

Poor mental alertness

Poor health

Overconfidence

Poor training

Misestimation of ability

Miscommunication

Human factors (more on this to follow)

Many rescue accidents have occurred when the rescuers work outside their normal comfort zone - utilizing techniques that they have never practiced or working with agencies with whom they have never worked.

-Charley Shimanski

Risks in Mountain Rescue Operations


With all of the duties of a SAR Manager, fatigue may also be a factor. When making risk management decisions, the entire SAR Management Team should be involved. In some cases, a technical specialist can provide qualified advice on the state of a particular hazard and should be contacted early. If the decision is not an easy one, that should be the signal to get another opinion or support.

Hazards Associated with Response Types

While almost any hazard could be encountered during any response the potential for some hazards during specific response types is higher, examples are:

Responses in Wilderness Environment

Response Type

Indicators Mitigation Measures

Wildlife Bears, cougars, moose, and other wildlife can pose a threat.

Include verifying with experts (eg Conservation Officers) as to risk and requesting assistance if required; carrying of firearms; pulling searchers out of area if risk is high.

Severe weather events

Lightning, heavy snow or rain fall, high winds all pose additional risk.

Checking weather forecasts, delaying deployment if unacceptable risk, keeping searchers away from rivers/creeks if flooding is expected, ensuring teams carry additional clothing and supplies in case weather prohibits pickup, evacuating treed areas (especially areas of dead standing trees) during high winds.

Steep and/or unstable terrain

While steep terrain seems an obvious hazard, personnel need to be extra vigilante when below slopes due to potential rock fall, travelling up or across class 3 or higher terrain or unstable ground, or above cliffs and crevasses hidden by vegetation.

Assigning personnel with rope/mountain rescue training and equipment to search area, wearing of helmets in case of rock fall.

Avalanches Avalanche terrain can be encountered in most areas of the province, response in or travel through such requires caution and expertise.

Understanding what constitutes avalanche terrain, carrying of avalanche transceivers/probes/shovels, checking with the Canadian Avalanche Centre on risk, engaging additional expertise according to the Avalanche Safety Plan and EMBC Policies.


Caves Caves pose a number of risks, similar to confined spaces along with slippery surfaces and rock fall.

Requesting a Cave Rescue team if cave needs to be searched or if subjects are known to be within.

Swiftwater Moving water can be encountered anywhere in the province, the level of risk can vary greatly depending on water levels, extra caution is required when searching within 10m of moving water.

Conforming with the Provincial Operating Guideline on Swiftwater, requesting Swiftwater Rescue Teams to conduct searches/rescues on the shoreline or in swiftwater.

Figure 13: Hazards by Response Type – Wilderness Environment

Searches in an Urban/Rural Environment

Response Type

Indicators Mitigation Measures

Illicit drug operations

Include containers hidden under cover or discarded in wooded areas; hazard includes potential for fire/explosion, toxic fumes, and booby traps.

Removing all searchers from area until checked and cleared by hazmat certified personnel.

Hazardous materials

Dangerous goods and WHMIS placards on containers, buildings and vehicles.

Same as illicit drug operations and confined spaces.

Violence Landowners/residents may become upset if searchers enter property (urban or rural).

Obtain landowners/residents permission before entering property, having Police search property, and ensuring all personnel wear readily identifiable clothing/vests.

Confined spaces

Small buildings, vessels (ships/barges), tanks, sewers and other confined spaces can contain toxic fumes and/or be devoid of oxygen causing rapid unconsciousness and death.

Confined spaces should only be searched by personnel, eg fire department or industrial confined space rescue members, with the appropriate training and equipment.

Traffic Searchers looking for clues along roads and highways are at risk from inattentive drivers and during poor visibility.

Wearing of hi-visibility apparel, posting of signs along roadway advising of search.

Figure 14: Hazards by Response Type – Urban/Rural Environment


Technical Rescues

Rope, Swiftwater, Avalanche, Mountain, Helicopter, and other technical tasks all have specific hazards – training in these disciplines provides knowledge of the hazards and how they can be mitigated. It is critical that personnel trained and equipped in the relevant discipline be involved during planning as well as the actual response.

ASSESSING RISK ASSOCIATED WITH A HAZARD For each identified hazard, determine if the risk is low, medium, or high, taking into account the probability (likelihood) of injury and the severity of the harm. Use the simple table below to make your decision on the risk.

Figure 15: Assessing Risk by Determining Probability and Severity of Harm

Determining the probability and severity of hazards will assist in assigning a score on the risk axis of the Risk Assessment and Decision Support Tool presented later in this chapter.

DECISION MAKING There are various points where the SAR Manager will be required to make go/no-go decisions.

There are some activities that SAR volunteers are not permitted to engage in – these and eligible activities are listed in EMBC Policy 2.17 (Utilization of SAR Volunteers for SAR Activities), and SAR Managers must be aware of and comply with this direction.

Severity

Pro

bab

ility

Slight Harm Moderate Harm High Harm

Highly improbable (low)

Very Low Risk- no action necessary

Very Low Risk-monitor

High Risk-undertake efforts to reduce the risk

Probable (medium)

Very Low Risk- no action necessary

Medium Risk-review and implement prevention actions-within established time frame

Very High Risk-unacceptable-Stop work until risk minimized or eliminated

Very Probable (high)

Low Risk-monitor. Look at ways to control-simple prevention steps

High Risk-eliminate/minimize risk immediately

Very High Risk-unacceptable-Stop work until risk reduced or eliminated


Even when activities are permitted, SAR Managers must know that there are certain situations where it would be too dangerous to deploy personnel. These decisions can be difficult, hence should not be made alone. The SAR Manager should consult with other members of the management team, the Safety Officer, the SAR Commander and/or a technical specialist. If the SAR Manager feels risks are unacceptable, they must say no or wait for appropriate resources regardless of external pressures such as the subject’s family and media presence.

The decision can apply to portions of the area, certain operations during the response, or to the response as a whole.

Human Factors

Human factors describe how people act, think and respond under the influences of their environment, and include physical, psychological and social influences.

It is important for SAR Managers to be aware of the human factors that may influence their decision making, and to recognize the associated risk. If these factors are allowed to unduly influence decision making, they may cause the SAR Manager to make a decision that is not his/her own, or to act without proper planning or hazard assessment.

Major factors that can impact decision making (individual or group) include:

Task overload: In order to maintain situational awareness, a SAR Manager must learn to share the load, and delegate appropriate tasks.

Degrading operating conditions: The plan may have worked during the day but then conditions change – it’s night, temperature drops, winds pick up, etc. Foul weather also increases the discomfort level of rescuers and can interfere with communications – may cause rescuers to consider cutting corners and taking shortcuts in an effort to finish sooner.

Group mindset: Ironically, the best decisions are not necessarily the ones made in a group setting, unless the setting is controlledl; in an adrenaline fueled emergency a more aggressive plan is often chosen because no-one wants to appear weak.

Complacency: ‘We’ve always done it this way’. While experience is important, decisions must be made on the factors that exist in the specific response, using the best information available and based on the safety program and other guidance. Just because it didn’t result in a incident in the past doesn’t mean that it will work in the future. Even when using a detailed pre-plan, it’s important to continue to monitor for unexpected hazards or other variables that may not be reflected in the pre-plan.

Insufficient communication: We are often working with incomplete or inaccurate information at various points within a response. Communication is key to avoid misunderstandings grounded in assumptions or a lack of information. Decisions must be made on the best information available at the time.


‘Press on regardless’ philosophy: Many drivers can affect decisions of

whether to continue a task or suspend - external influences such as family and media are one example; or the mindset of ‘we have too much invested to stop now’. Focus must be on responder safety.

Fatigue: Fatigue can be one of the most insidious hazards faced in SAR as its effects are profound yet easily underestimated. Research has shown that being awake for 17 continuous hours impairs a person to the same degree as 0.05 blood alcohol content.

For searchers, fatigue can result in a higher degree of risk taking and inattention to hazards, making them more susceptible to accidents. For the SAR Manager, it can result in poor communications, impaired short-term memory, inaccurate calculations, and loss of situational awareness. For both groups safety is affected.

RESPONSE ASSESSMENT AND DECISION MAKING SUPPORT TOOL Once the decision is made to ‘go’, because the type of activities required are within policy and there are no identified hazards that forestall any response, the decision making process changes to one of further risk assessment and means to mitigate any identified risks.

A Risk Assessment and Decision Support Tool has been developed to assist SAR Managers and Team Leaders in their roles. The tool recognizes that in almost all cases there are some assignments that can be undertaken that assist in the response with low risk to responders, while other assignments are held until specialized resources are brought in. For example, if the risk assessment identifies bear activity within a search area, and caves that the subject may have entered, SAR Management may make assignments around confinement and attraction until a Conservation Officer provides additional assessment of the risk and/or protection to searchers. Once that risk is mitigated SAR Management can assign search teams within areas excluding the caves, while a request is made for a Cave Rescue Team to complete the search.

Risk can be reduced by limiting exposure. This can be accomplished by spreading resources out, such as in the case of crossing avalanche terrain; or by reducing the length of time personnel are exposed, for example when Class D Fixed Line (CDFL) resources are used to rescue a subject in steep unstable terrain rather than assigning a rope rescue team, which may require several hours of strenuous and exposed travel.

In some cases the hazard exceeds an acceptable risk for all resources; for instance, a mountain storm which makes any travel difficult or a river in full flood with substantial debris flow. In such cases SAR Management, in


consultation with expertise in mountain travel and Swiftwater, will make the decision not to make any assignments within those areas until the hazard subsides.

The Risk Assessment and Decision Support Tool has two axes, the vertical is Risk Factors, and the horizontal being Capability Factors (which are the resources that help mitigate the risk). Note that the Capability Factors refer to a Team – for SAR Managers this should be considered in the context of the overall resources being utilized in the response.

The score card below allows for rating of the risk and capability:

Figure 16: SAR Response Assessment and Decision Making Guide


By taking the total score for the Risk Factors, and the Capability Factors, and applying them on the tool matrix, the point where the two intersect is a guide to the level of caution required. Decisions can then be made to limit assignments to those have a lower risk, which lowers the rating on the Risk axis and moves the intersecting point into a lower caution area, and/or to request additional specialized resources which will lower the rating on the Capability axis which also moves the intersecting point into a lower caution area, or a combination of both.

In addition to the tool and score card there are tables which provide descriptors for the risk and capability factors, for general responses and for specialized rescues (by discipline).

Based on the initial Risk Assessment, the SAR Manager needs to ensure the following is completed:

Safety Plan (ICS305) for the initial IAP is prepared

First Aid and transportation are available in case of injury (at or above minimum standard in the Provincial Operating Guideline)

Need for RIT (Rapid Intervention Team) is determined, according to the Provincial Operating Guideline.

All responders are briefed on identified hazards and the Safety Plan – Team Leaders will include this information in their briefing for Team Members

RE-EVALUATION OF RISK Risk assessment is an on-going process. New information may come to light during investigative and response activities regarding the subject, hazards in the area, or other potential risks that require re-assessment of assignments. This changing information may make a “go” situation into a “no go” situation or vice versa. A scan for changing weather conditions, river levels, avalanche conditions, and other environmental hazards should be conducted on a regular basis where those conditions exist.

Stop and Think

Identify the

Hazards

Assess the

Risks

Control Measures

ContinueTask/Training

Figure 17: Risk Assessment Cycle


Well-being check-ins with teams deployed in the field provide an opportunity to remind Team Leaders and Team Members to be vigilante in monitoring their safety and to report any hazards.

BALANCING RISK AND BENEFIT Just as it is difficult to place a value on risk, it is difficult to place a value on benefit.

While it can be easy to say we won’t trade a live rescuer for a dead subject, or “life over limb”, it is not as easy to define the line between acceptable and unacceptable risk and the benefits that can be realized if risks are accepted when things are not so clear. Within the Risk Assessment and Decision Support Tool, subject survivability is part of External Influences on the Risk Axis, as it can bring extra pressure to ‘hurry’ a response raising the risk to responders.

UTILIZING CONVERGENT VOLUNTEERS The SAR Safety Program Guide states that a convergent volunteer is “An individual that offers their service and/or expertise for no remuneration during a recognized PSL activity and is signed in to the task but is not already registered as an EMBC PSL volunteer. Convergent volunteers must adhere to the same safety based roles and responsibilities listed for established SAR Volunteers.”

Convergent volunteers are afforded the same coverage, protection, and rights as registered SAR volunteers. As they will likely not have the same knowledge of the SAR Safety Program or of the response structure, it is critical that the following steps be taken to mitigate the extra risk:

They are to be interviewed to determine the level of training and expertise possessed for the assignment they will be involved in. Assigning experienced personnel to the interview task is a best practice when a number of convergent volunteers are involved. A form or notes are to be completed and retained from the interview.

Their clothing and any personnel equipment must be suitable.

The rights and responsibilities of a SAR Volunteer are to be explained.

An experienced Team Leader must be involved in any team with Convergent Volunteers as Team Members.

Accidents are Caused. Virtually No Accident Has A Single Cause.

-Vernon Grose “Managing Risk”


Reporting Injuries and Incidents SAR Managers need to ensure all hazards and incidents are reported quickly and investigated. SAR supervisors must be familiar with the incident reporting requirements and processes outlined in the SAR Safety Program Guide. Any accidents or injuries involving volunteers must be reported to EMBC as soon as possible, in order to initiate the WorkSafeBC reporting process. In addition, any reports of injury, “near miss" incidents, or accidents involving SAR volunteers must be investigated.

This quick response is important for a number of reasons:

Operationally, to ensure any immediate unsafe conditions are corrected, for both volunteer and public safety.

To ensure that any injured volunteers receive first aid or further medical treatment follow-up.

To meet WorkSafeBC requirements for access to coverage.

REPORTING REQUIREMENTS The following information regarding injury reporting is taken from the SAR Safety Program Guide, as of July 2014. Please refer to Component 5 – Accident/Incident Reporting and Investigation of the SAR Safety Program Guide for the most current information on injury reporting.

First Aid Only Injuries

Injuries not involving any further medical treatment or time loss need not be reported separately to EMBC but should be recorded by the First Aid attendant in a First Aid record book and noted in the task report to EMBC.

Other Injuries/Incidents

The following situations must be reported directly to EMBC promptly (same shift as occurrence), so that EMBC can report the injury as required to WorkSafeBC within 72 hours of the incident occurring (including injuries sustained on an approved training task).

A volunteer loses consciousness following the injury.

A volunteer is transported or directed by a first aid attendant or other authorized person(s) to a hospital or other place of medical treatment, or it is recommended by such persons to go to such place.

The injury is one that obviously requires medical treatment.

A volunteer has received medical treatment (beyond the site first aid) for the injury.


A volunteer is unable or claims to be unable due to the injury to return to his or her assigned function on any working day subsequent to the day of injury.

The injury or accident resulted or is claimed to have resulted in the breakage of an artificial limb, eyeglasses, dentures, or a hearing aid.

The volunteer or WorkSafeBC has requested that an employer's report be sent.

Serious Injury or Death

A serious injury or death of a volunteer must be reported immediately to the EMBC Emergency Coordination Centre (ECC) (1-800-663-3456). EMBC will notify WorkSafeBC, and the appropriate Regional Duty Manager and staff will provide support.

A serious injury is any injury that can reasonably be expected at the time of the incident to endanger life or cause permanent disability

Notifications sent to EMBC should contain:

The date, time, and location of the accident or dangerous occurrence.

A description of what happened.

The name of SAR Leader or Incident SAR Commander at the site.

The name, telephone, and fax number of the person to be contacted for more information

INVESTIGATIONS Investigations are conducted to:

Identify the underlying / contributing causes of the accident/incident.

Identify actions to correct unsafe work conditions to prevent recurrence.

With effective response and follow up, offer opportunities to improve future operational effectiveness.

The SAR Leader must ensure an investigation is done following any report of injury, near-miss incidents, or accidents involving SAR volunteers. If the injury is minor (but medical assistance beyond first aid was required), the investigation will entail a SAR Leader or other designated person interviewing the injured responder and witnesses that were present when the incident occurred. Immediate preventive action will be taken if the potential for further injury exists.

An incident investigation and resulting report must be in writing – templates are available in the appendix to the SAR Safety Program Guide.


Liability

LIABILITY PROTECTION All SAR responses or approved training conducted under a task number include not only WorkSafeBC coverage in case of injury, disability or accidental death, but also liability protection for emergency services workers, as described on the EMBC website, including the following excerpts:

Civil Liability Protection

The Emergency Program Act Part 4, Section 18 provides exemption from civil liability for persons acting in good faith, both employees and volunteers, when carrying out measures relating to emergencies and disasters and for which the person(s) was not grossly negligent.

General Liability Protection

The Commercial General Liability policy provides coverage both to the Province and to its volunteers. The policy insures both against third party legal liability resulting from claims due to damage to the property of others, and bodily injury or personal injury (libel, slander, etc.) to third parties, accidentally caused, which arise from the authorized duties of the volunteers on behalf of the Province. The policy will also provide a defense and pay related defense costs.

Good Samaritan Act

The BC Government Risk Management Branch advises that as long as the volunteer responder is not receiving pay, or expecting to receive pay,

for rendering emergency medical services or aid, they are not “employed expressly for the purpose” of rendering the medical services or aid. They advise that the phrase “employed expressly for the purpose” is interpreted in a manner that gives the word “employed” its ordinary meaning.

In short, the opinion of the Province of BC is that PSL Volunteers, who are not employed expressly for the purpose of rendering medical services or aid, are covered by the Good Samaritan Act.

Exceptions from Civil Liability Protection

Neither the liability insurance provided by the province nor the exemption from civil Liability provided under the Emergency Program Act extends to liability incurred outside of an approved task. Volunteer societies are encouraged to ensure that they have both appropriate and adequate insurance coverage to protect the society, its assets and its members and directors.


Where there is any question of coverage for an activity, SAR Managers should ask the necessary questions to determine the level of protection being provided for their team members. SAR volunteers should be aware of the standard coverage offered, and discuss any questions or concerns with their SAR group director(s) or EMBC Regional Manager.

SAR MANAGER RESPONSIBILITIES AS A SAR LEADER As SAR Leaders, SAR Managers have some responsibilities for the safety of personnel involved in a response or training activity; it is important that these responsibilities are understood to alleviate potential legal implications under legislation regarding worker (volunteer) care. The roles and responsibilities of all parties are outlined in the Public Safety Lifeline Safety Program and the SAR Safety Program Guide available on the EMBC website. See the Risk Assessment module of this manual for excerpts on roles and responsibilities from these documents.

DUTY TO REPORT ABUSE The United Nations Convention on the Rights of the Child, to which Canada is a signatory, requires everyone to provide special protection and assistance to children to enable them to reach their full potential as adults. While parents are primarily responsible for ensuring a child’s rights are upheld, government and community also have an important role to play in protecting children.

SAR volunteers who, during a SAR operation, think a child is being abused or neglected have the legal duty to report the concern to police and/or local child welfare worker. This should be done through the SAR Commander at the ICP.

IMPORTANCE OF DOCUMENTATION In terms of risk management and legal protection, accurate and complete record keeping is essential at all levels of a SAR response. Any documentation from a SAR response, including logs and personal notebooks, may be considered components in the “chain of evidence” and can become a part of a police or coroner investigation, or be used as evidence in a civil case.

The importance of good documentation by SAR Management goes beyond providing a permanent legal record; it also provides essential information that may be applied both during and after the response for activities such as:

Ongoing planning

Information for briefings

Support of a police investigation


Review of previous search prior to reactivation

Performance evaluation

Future pre-plan development

Updates of area maps

Identifying training needs

Statistical analysis

SAR Manager Role in Documentation

SAR Management relies on Team Leaders, Section Chiefs, and other personnel to maintain key operational information during a SAR response. On completion of an assignment, team leaders are responsible for ensuring all related reports and documentation are provided to their immediate supervisor or other SAR Management personnel designated to collect and safeguard records of the response. On large or complex responses it is recommended that a Planning Section Chief be appointed to ensure documentation is collected, managed, and filed correctly.

ICS Forms

A set of ICS forms has been developed specifically for use in SAR responses to help standardize command and control aspects of a SAR response and promote consistent and complete documentation. This standardized method for documenting SAR responses also allows SAR Management to work more effectively with other ICS-based agencies, and ensure no important steps are missed.

A complete list of forms, and instructions for their use, are included in the reference materials for this course.

Keeping a Notebook or Log

Each function or unit activated for a SAR response needs to maintain a record of activities.

While the standardized ICS and EMBC forms developed for SAR activities are essential pieces of the formal documentation process, notes and logs are equally important as they document the details of activities.

It is important to make notes throughout the response rather than relying on memory to make entries after the fact as this could lead to critical errors or omissions. The SAR Manager and members of the SAR Management Team are responsible for this duty, although it may be delegated to a recorder, if necessary.

Ideally the ICP should have logbooks that go with each position (e.g., SAR Manager, Ops, etc). These log books would stay with the position when there is shift change to give continuity with the position. Before a more formalized ICP


is set up, field pocket notebooks that SAR members carry may have to be used by the SAR Manager and any SAR management team members.

When making entries in a log or notebook, the following general principles should be applied:

Make entries in blue or black pen (for ease of photocopying)

Enter date and time of entries, and number pages – keep notebook intact

Enter all significant decisions, requests, observations, and actions, including what was done; when, where and by whom it was done; what other resources were used; and how effectively it was done

Write clearly and include enough information to ensure notes can be easily understood, even if read a year later

Make note of any entries requiring follow-up

Entries should be factual in nature – do not share personal opinions or views

Make corrections by crossing out the incorrect information with a single line – do not erase, obliterate or remove the page

Custody of Position Logs and Personal Notes

ICP position logs that are generated during the task are relatively straightforward as they stay with the SAR Group as part of the final documentation.

There is no definitive answer to the question of who should maintain custody of the notes taken by a SAR Manager. Policy varies from one SAR group to another; some will take custody of the notes immediately after the SAR operation while others leave them in the custody of the person who created them. Either option is valid, however, for the sake of consistency; each SAR group should establish a policy on how such matters are to be handled within the SAR group.

If notes are collected at the end of the SAR operation to be kept as part of the final documentation, the SAR Manager may want to request a copy of those notes in order to maintain a personal record for future reference, if required. Conversely, if the SAR Manager wants to ensure his/her notes are part of the official record, it would be reasonable to make a copy and request that it be added to the documentation file held by the SAR group. To ensure records are as complete as possible, it would be prudent to request copies of the personal notes taken by all SAR Management personnel and by the Ground SAR Team Leaders.

Regardless of which option is chosen, the notes should be retained in a secure location, to avoid breach of confidentiality and protect from theft and fire.


Review Questions 1. What does the POG on Rope Rescue state that is important for the SAR

Manager to know and follow?

_________________________________________________________ _________________________________________________________

2. What do the POGs state regarding the use of SAR volunteers in underwater recoveries or rescues?

_________________________________________________________ _________________________________________________________

3. SAR Manager ‘A’ receives a call from the ECC at 2130 hrs on Thursday September 12th with the following information:

‘The RCMP Detachment has received information that a 34 year old male is overdue from a fishing trip along the Waypoint River up the Waypoint River Forestry Road, his actual destination is unclear but he had mentioned trying pools between the 30 and 40 km markers. Subject is reported to be an experienced fisher and well equipped, was driving a blue Ford F-150 four wheel drive. A RCMP member is available as Incident Commander.’

The reported location is appropriately 60km from the SAR Group base. You are knowledgeable about the area, the river lies below the road with scree and alder slide areas leading to known fishing pools. There is no cellphone or radio coverage in the area.

The weather has been unseasonably warm and dry, however in checking the weather forecast there is heavy rain and falling temperatures forecasted within the next 12 hours.

The SAR Group consists of 35 volunteers, all well trained and equipped for all aspects of ground search; typically 15-20 members are available during the week and the majority on weekends. Several of the more active members returned from a 3 day mutual support call the previous day. Two other SAR Groups are approximately 2 hours road travel away.

Questions (as SAR Manager ‘A’):

a. What hazards/risks exist based the information provided?

_________________________________________________________

_________________________________________________________

_________________________________________________________


b. What actions could be taken to mitigate each of the hazards/risks identified?

_________________________________________________________

_________________________________________________________

_________________________________________________________

4. SAR Manager ‘B’ receives a phone call from the ECC at 1830 hrs on Saturday June 25th with the following information:

‘BCAS has received a 911 call reporting 2 female hikers injured due to falling down a steep slope below the trail to Sunset Peak. The call was from one of the subjects on her cellphone, call was lost after a few minutes and attempts to call back have been unsuccessful. It was indicated that one subject fell appropriately 30m stopping on a narrow ledge, the other member of the party attempted to reach the subject and also fell about 10m to the same ledge. Unknown injuries, also unknown as to what equipment and clothing the subjects have with them.’

The Sunset Peak Trail is steep, with a number of exposed sections with class 3-4 terrain above and below trail along its 12 km length; it is unclear where the subjects are located. Weather is unseasonable hot and dry, no change forecasted. SAR Manager ‘B’ is not familiar with the trail or area.

The SAR Group has 25 members trained and equipped in Ground Search, 6 members are Rope Team Member trained and 1 is an active Rope Team Leader. All members are trained in basic first aid; one member is OFA level 3 certified. Most SAR group members were at a group picnic that afternoon, hence are in town. Closest other SAR Group is 4 hours by road.

Questions (as SAR Manager ‘B’)

a. What hazards/risks potentially exist based on the information?

_________________________________________________________

_________________________________________________________

_________________________________________________________

b. What actions could be taken to mitigate each of the hazards/risks identified?

_________________________________________________________

_________________________________________________________

_________________________________________________________