TABLE OF CONTENTS - ANNEXES TABLE OF CONTENTS - ANNEXES .................................................................... 1 4. ANNEXES......................................................................................................... 4 4.1 GA Resolution .................................................................................................................................... 4 4.1.1 Strengthening the Effectiveness and Coordination of International Urban Search and Rescue Assistance............................................................................................................................... 4 4.2 OSOCC ............................................................................................................................................... 7 (i) Preparedness Phase ........................................................................................................... 7 (ii) In Transit/Activation Phase .............................................................................................. 8 (iii) Operations Phase .............................................................................................................. 9 (iv) Reassignment/Stand-down Phase ................................................................................... 11 (v) Return to Home Base Phase ........................................................................................... 11 4.2.1 Functions Structure and Duties....................................................................................... 11 (i) Objectives............................................................................................................ 11 (ii) Structure .............................................................................................................. 12 (iii) OSOCC Management ......................................................................................... 13 (iv) OSOCC Support ................................................................................................. 13 (v) Levels of Response ............................................................................................. 13 (vi) Management and Support ................................................................................... 15 (vii) Administration and IT ......................................................................................... 16 (viii) Communications ................................................................................................. 17 (ix) Transport ............................................................................................................. 18 (x) Accommodations, Maintenance and Board........................................................ 18 (xi) Staffing ................................................................................................................ 18 (xii) Equipment ........................................................................................................... 19 4.3 Code of Ethics .................................................................................................................................. 21 4.4 Identification, Marking and Signaling .......................................................................................... 25 4.4.1 Marking System .............................................................................................................. 25 4.4.2 General Area Marking .................................................................................................... 26 (i) USAR Initial Action Strategies........................................................................... 26 (ii) Collapse Plan (REPEAT) ................................................................................... 27 (iii) Floor Identification ............................................................................................. 28 (iv) Geographical ID .................................................................................................. 28 (v) Sectoring ID – Sides ........................................................................................... 28 (vi) Sectoring ID – Quadrants ................................................................................... 29 (vii) Search Assessment Marking ............................................................................... 30 Annexes 1 4.4.3 4.4.4 (viii) Victim Markings ................................................................................................. 30 (ix) Secondary Collapse Indicators (Visual Alertness) ............................................. 32 (x) Secondary Collapse Indicators (Hearing Alertness)........................................... 32 (xi) Secondary Collapse Indicators (Movement in Structure) .................................. 32 (xii) Command Briefing (SMEAC) ............................................................................ 33 (xiii) USAR Signals (INSARAG)................................................................................ 33 (ixx) Colour Light Stick Codes.................................................................................... 34 (xx) Initial Action Strategies ...................................................................................... 34 Other Markings ............................................................................................................... 35 Signaling ......................................................................................................................... 38 (i) On-Site Signaling/Alerting.................................................................................. 38 (ii) Crane Hand Signals............................................................................................. 39 4.5 Requesting International Support ................................................................................................. 40 4.5.1 Purpose............................................................................................................................ 40 4.5.2 Requirements .................................................................................................................. 40 4.5.3 Request Procedure .......................................................................................................... 40 4.6 Border Arrangements ..................................................................................................................... 47 4.6.1 Requirements .................................................................................................................. 49 (i) General ................................................................................................................ 49 (ii) Personnel ............................................................................................................. 50 (iii) Equipment ........................................................................................................... 51 (iv) Foodstuffs............................................................................................................ 51 (v) Animals (Search Dogs) ....................................................................................... 51 (vi) Medical................................................................................................................ 52 (vii) Points of Entry into New Zealand....................................................................... 53 4.7 Canterbury Civil Defence & Emergency Management Group.................................................. 54 4.8 Communications .............................................................................................................................. 64 4.8.1 Preparedness Phase ......................................................................................................... 64 4.8.2 Activation Phase ............................................................................................................. 64 4.8.3 In Transit Phase .............................................................................................................. 64 4.8.4 Operations Phase ............................................................................................................ 65 4.8.5 Re-assignment and Stand-down Phase ........................................................................... 66 4.8.6 Phonetic Alphabet........................................................................................................... 66 4.9 5/10 Collapsed Structure Evaluation System ............................................................................... 67 4.10 Team Self Evaluation System ......................................................................................................... 68 4.11 Standard Operation Procedure for Liaison Officer .................................................................... 69 4.12 Team Registration Checklist and Forms ...................................................................................... 70 STRUCTURE HAZARDS EVALUATION.................................................................................................. 82 2 Annexes DISASTER ASSESSMENT FORM .............................................................................................................. 83 4.13 Corrective Action Procedure ......................................................................................................... 87 4.13.1 Issue Action Tracking ..................................................................................................... 89 4.13.2 Document Management System ..................................................................................... 89 4.14 Glossary ............................................................................................................................................ 93 Annexes 3 4. ANNEXES 4.1 GA Resolution 4.1.1 STRENGTHENING THE EFFECTIVENESS AND COORDINATION OF INTERNATIONAL URBAN SEARCH AND RESCUE ASSISTANCE The General Assembly, Reaffirming its resolution 46/182 of 19 December 1991, which contains in its annex the guiding principles for strengthening the coordination of humanitarian assistance of the United Nations system, and its resolutions 54/233 of 22 December 1999, 55/163 of 14 December 2000, 56/103 of 14 December 2001 and 56/195 of 21 December 2001, and recalling agreed conclusions 1998/1 and 1991/1 of the Economic and Social Council and its resolution 2002/32 of 26 July 2002. Taking note of the report of the Secretary-General on international cooperation on humanitarian assistance in the field of natural disasters, from relief to development. Deeply concerned by the increasing number and scale of disasters, resulting in massive losses of life and property worldwide, as well as in long-term consequences, especially severe for developing countries. Reaffirming that the sovereignty, territorial integrity and national unity of States must be fully respected in accordance with the Charter of the United Nations. In this context, humanitarian assistance should be provided with the consent of the affected country and in principle on the basis of an appeal by the affected country. Reaffirming also that each State has the responsibility first and foremost to take care of the victims of natural disasters and other emergencies occurring on its territory. Hence, the affected State has the primary role in the initiation, organization, coordination and implementation of humanitarian assistance within its territory. Recognizing the importance of the principles of neutrality, humanity and impartiality for the provision of humanitarian assistance. Emphasizing the responsibility of all States to undertake disaster preparedness and mitigation efforts in order to minimize the impact of disasters. Noting the critical role played by local rescuers in natural disaster response as well as existing in-country capacities. 4 Annexes Emphasizing the importance of timely, coordinated and technically sound international assistance provided in close coordination with the receiving State, in particular in the field of urban search and rescue following earthquakes and other events resulting in structural collapse. Noting with appreciation, in this respect, the important contribution made by international urban search and rescue teams in the aftermath of disasters, which helped to reduce loss of life and human suffering. Commending the work of the United Nations Disaster Assistance and Coordination teams in facilitating rapid need assessments and assisting Member States to organize the on-site coordination of international urban search and rescue operations. Concerned about the procedural requirements applicable to movement of foreign nationals and equipment to and within a country that may impinge on the timely acceptance, deployment to the disaster site, and activities of international urban search and rescue teams. Also concerned that an additional burden may be placed on the resources of the affected countries by those international urban search and rescue teams which are inadequately trained or equipped. Noting the efforts made by Member States, facilitated by the Office for the Coordination of Humanitarian Affairs to improve efficiency and effectiveness in the provision of international urban search and rescue assistance. Noting also that the International Federation of Red Cross and Red Crescent Societies is identifying the current state of international law relating to disaster response for a report to be presented to States and national Red Cross and Red Crescent societies at the International Conference of the Red Cross and Red Crescent in December 2003, and emphasizing the need for intergovernmental oversight of this process, particularly with regard to its principles, scope and objectives. Recognizing, in this regard, the Guidelines developed by the International Search and Rescue Advisory Group, as a flexible and helpful reference tool for disaster preparedness and response efforts. Stresses the need to improve efficiency and effectiveness in the provision of international urban search and rescue assistance, with the aim of contributing towards saving more human lives. Encourages efforts aiming at the strengthening of the International Search and Rescue Advisory Group and its regional groups, particularly through the participation in its activities of representatives from a larger number of countries. Annexes 5 6 Urges all States, consistent with their applicable measures relating to public safety and national security, to simplify or reduce, as appropriate, the customs and administrative procedures related to the entry, transit, stay and exit of international urban search and rescue teams and their equipment and materials, taking into account the Guidelines of the International Search and Rescue Advisory Group, particularly concerning visas for the rescuers and the quarantining of their animals, utilization of air space and the import of search and rescue and technical communications equipment, necessary drugs and other relevant materials. Also urges all States to undertake measures to ensure the safety and security of international urban search and rescue teams operating in their territory. Further urges all States that have the capacity to provide international urban search and rescue assistance to take the necessary measures to ensure that international urban search and rescue teams under their responsibility are deployed and operate in accordance with internationally developed standards as specified in the Guidelines of the International Search and Rescue Advisory Group, particularly concerning timely deployment, self-sufficiency, training, operating procedures and equipment, and cultural awareness. Reaffirms the leadership role of the United Nations Emergency relief Coordinator in supporting the authorities of the affected State, upon their request, in coordinating multilateral assistance in the aftermath of disasters. Encourages the strengthening of cooperation among States at the regional and sub-regional levels in the field of disaster preparedness and response with particular respect to capacity-building at all levels. Also encourages Member States, with the facilitation of the Office for the Coordination of Humanitarian Affairs and in cooperation with the International Search and Rescue Advisory Group, to continue efforts to improve efficiency and effectiveness in the provision of international urban search and rescue assistance, including the further development of common standards. Requests the Secretary-General to submit to the General Assembly at its fiftyninth session, a comprehensive, updated report with recommendations on progress in the improvement of efficiency and effectiveness in the provision of international urban search and rescue assistance, taking into account the extent of utilization of the Guidelines of the International Search and Rescue Advisory Group. Annexes 4.2 OSOCC The mission of the UN OSOCC is to assist the LEMA with the management of the disaster, in particular the coordination of international SAR. UN OSOCC may be established in consultation with the UN and the affected country. On site operations are however determined by LEMA in Coordination with OSOCC. The OSOCC will normally be established by using resources from the Field Coordination Support Unit (FCSU) of the Disaster Response Branch (DRB) of UN OCHA Geneva and the UNDAC system. The UN OSOCC will assess the need for and use of international teams, communicate their operational capabilities and provide support to the country and LEMA in managing operations and logistical support for incoming teams. The UN OSOCC will in general:- Recommend assignments for teams based on their known capabilities. - Identify team support requirements and provide advice on the most efficient means of incorporation into the affected country’s disaster response efforts. - Coordinate with LEMA officials from the disaster location and present a clear picture of the capabilities and logistical requirements of the incoming teams. - The OSOCC may need to interact with various entities present at the disaster site/in country. A schematic diagram of possible entities is at Appendix A. The UN OSOCC should develop a written document that details the objectives of the incoming international teams. This document should be agreed upon and signed by LEMA and the UN OSOCC. If SAR teams arrive prior to OSOCC being established they must ensure actions normally taken by OSOCC for reception and OSOCC functions are initiated by them. If an OSOCC is established, teams must ensure they assign a person to assist the OSOCC in its functions. (i) Preparedness Phase OSOCC to prepare appropriate marking of Reception Centre for SAR teams and OSOCC location i.e. flags etc. OSOCC should be prepared to register team capacity data on arrival and make necessary information available to LEMA and media. FCSU, OCHA Geneva to have personnel ready to be picked up by the nearest SAR team leaving for disaster site in order to establish an OSOCC. Annexes 7 (ii) In Transit/Activation Phase OSOCC assigns to the international SAR teams an area upon arrival. SAR team leaders to be briefed on Plan of Action of OSOCC to understand context of emergency. Relationship between LEMA/SAR team/OSOCC to be made clear to the SAR team by OSOCC. OSOCC should identify the team’s on site contact person. The UN OSOCC must advise the SAR team leader of:- 8 - The communications plan. - The reporting schedule including situation reports, operational briefings, etc. - How reports and requests are transmitted to and from the UN OSOCC. - Support for the Team that is locally available. - Availability of a Base of Operations site. - Availability of specialized equipment. The specific team assignment should be discussed with the UN OSOCC and the LEMA. This briefing should include:- Location information. - Team assignment. - Information relating to the affected area prior to the event. - General population demographics, language(s), and anticipated numbers of victims. - Identified objectives of the assignment. - Safety and security information. - Infrastructure assessment (structures, utilities, medical, hazardous substances, etc). - Maps. - Medical treatment/transport. Annexes - Patient hand-off information. - Medical evacuation for team members. - Cultural sensitivities. OSOCC assigns incoming teams a Base of Operations. OSOCC to prepare a media management plan in cooperation with LEMA. OSOCC to prepare security/safety briefing for teams in cooperation with LEMA. OSOCC to prepare a communication plan in cooperation with LEMA, which includes assignment of frequencies, call signs, local disaster operational frequencies. If necessary coordinate exchange of telecommunications equipment between teams. OSOCC should support/Coordinate SAR teams transport to disaster site with LEMA and prepare a movement plan if necessary. (iii) Operations Phase SAR team actions are to be directly coordinated by LEMA and OSOCC. SAR Teams to be informed of reporting requirements. SAR team leader to report to OSOCC on arrival if not already done so earlier. OSOCC give instructions to SAR team leader and assign a work area. OSOCC to coordinate with LEMA results of assessments of damage and needs. The channel of authority is LEMA -> OSOCC -> Team. OSOCC coordinates activities of national SAR team(s). OSOCC should be able to coordinate:- Request for additional resources for teams in cooperation with LEMA. - Information on progress of operations and shortfalls. - Additional request for assistance. - Requests for medical assistance. - Team interviews and press briefings. Annexes 9 10 OSOCC should prepare a communication plan with LEMA that addresses the following:- Command and Control. - Tactical SAR operations. - Air to ground. - Logistics. - To SAR teams. - To LEMA. - To OCHA Geneva. OSOCC should appropriate:- prepare following - Chain of command. - Point of contact. - Situation update. - Team capability/assignment. - Safety/security issue. - Communications plan. documentation and disseminate as OSOCC should prepare requirements/procedures for interaction with media together with LEMA. OSOCC should integrate SAR teams planning into OSOCC Plan of Action. OSOCC should organize regular team briefings. OSOCC should prepare rescue prioritization and mission assignment for teams in cooperation with LEMA. OSOCC should coordinate with LEMA disposal of any remains recovered by SAR teams. OSOCC should coordinate SAR team assignment completion report in conjunction with LEMA. Annexes OSOCC should support medical care and evacuation of casualties of SAR team staff, if any. OSOCC to issue regular safety/security updates to all SAR teams. (iv) Reassignment/Stand-down Phase The OSOCC will act as a coordination point for reassignment and/or stand down of SAR teams i.e. provide teams with estimated stand down date and time and be prepared to coordinate the reassignment and stand down plan for teams. OSOCC should develop a reassignment/stand down plan with LEMA which covers:- (v) 4.2.1 - Disengagement phases. - Time schedule. - Logistical requirements (i.e. transportation):- - Site clean up/rehabilitation; - Donations. - Identify and communicate home base support needs (i.e., transportation, media issues, arrival procedures, etc). - Security and safety issues. Return to Home Base Phase International SAR teams to provide a quick field operations evaluation to FCSU, DRB, OCHA Geneva. FCSU to develop and implement any corrective action needed for the OSOCC concept through INSARAG. FUNCTIONS STRUCTURE AND DUTIES (i) Objectives An OSOCC has four main objectives:1. To provide a system for coordinating and directing the activities of an international relief effort at the site of a disaster/emergency. Annexes 11 - To provide a framework for cooperation and coordination among the international humanitarian entities at a disaster/emergency site. 2. To act as a link between such entities and the affected country's authorities. 3. In an earthquake scenario, to coordinate the activities of international SAR teams. An OSOCC is designed to facilitate the coordination of the international relief community in a disaster/emergency. The OSOCC concept was originally developed by the International Search and Rescue Advisory Group (INSARAG) and the then United Nations Department of Humanitarian Affairs (DHA) to assist affected countries in coordinating international search and rescue teams in the aftermath of a catastrophic earthquake. However, the emergency management principles behind the OSOCC's scope, structure and procedures make the OSOCC a valid tool in any sudden-onset disaster involving international relief resources at a disaster scene. The OSOCC system is designed as a rapid response tool. To be effective, it should be initiated in the immediate aftermath of a disaster/emergency and before, or simultaneously with, the arrival of international relief resources. It is expected that an OSOCC in some form would be operational during the first, relief phase of an emergency until the national/local authorities and/or the traditional UN structure can cope with the coordination of international resources or until the international relief resources meeting emergency requirements have been withdrawn. Each international relief team present at the disaster site has a responsibility towards the effective functioning of the OSOCC and the efficient coordination of its operation with those of local and national relief resources as well as with other international teams. (ii) Structure The OSOCC can be structured into five functional areas. Not all are needed in every emergency: Primary Coordination Functions:- Operations/Programme Coordination. - Information Collection/Dissemination. 12 Auxiliary Coordination Functions:- Telecommunications Coordination. - Logistics Support and Coordination. - Security. Annexes Operations/Programme Coordination:- Current Operations. - Planning. Information Collection/Dissemination:- Collection. - Analysis and MIS. - Reporting. Telecommunications Coordination:- Coordination. - Network Management. Logistics Support and Coordination:- (iii) Coordinate. Security:- - Support the Designated Official and his/her staff. - Facilitate Security Coordination when necessary. OSOCC Management The management consists of the OSOCC Manager, who has overall responsibility of the efficient running and management of all functions. He works closely together with the heads of each function. If an UNDAC team is providing the core OSOCC staff, the UNDAC team leader will normally be the OSOCC manager. (iv) OSOCC Support In many cases, support in the form of technical and human resources is necessary for the OSOCC to function effectively. When needed, these resources would, as far as possible, be provided by OCHA's external resource partners (see Chapter G), in the form of a support team with the necessary equipment. The main areas of support are administration and IT, telecommunications, transport, and accommodations. (v) Levels of Response An OSOCC is designed to function at three levels of coordination, according to the Annexes 13 magnitude and complexity of a disaster. Depending on the size of the area affected, each level might require division into sectors. An OSOCC would facilitate coordination within each sector linked to the organization of the national emergency management structure. Level I This is the first level of OSOCC activities, which occurs immediately upon the initiation of an OSOCC. The OSOCC management contacts the local authorities or the Resident/Humanitarian Coordinator to receive direction, establish local priorities and identify the current state of relief work and points of contact. Contact is established with OCHA in Geneva and other relief organizations in the affected area. An initial Situation Report is prepared, based on information gathered on the area affected by the disaster, the damage sustained and the population affected. If needed, the OSOCC identifies possible points of entry to the disaster/emergency area by international relief teams and establishes a Reception Centre(s), to start receiving and registering international teams. This is the level an UNDAC team would normally function in. Level II In Level II, the OSOCC becomes fully engaged in coordination, expanding its role and activities to meet the requirements dictated by the situation, the authorities and/or the UN. The OSOCC, together with the local authorities, the Resident/Humanitarian Coordinator, international teams and relief agencies present, will develop an operational plan of action, upgrade its communications and assessments, and introduce systems and procedures to sustain a prolonged commitment. This is the level, which a UNDAC team may occasionally function. Level III In Level III, the OSOCC expands in a specific area(s) within its functional or structural responsibilities to meet additional operational demands requested of it by the authorities, the Resident/Humanitarian Coordinator, and/or the international relief resources present on site. Level III requires that additional resources be attached to the OSOCC to provide specialized staff and/or resources for managing the special requirements of the emergency situation. These requirements may be pertinent to sectoral response such as medical needs, sanitation and shelter or to the expanded support of an emergency operation in such areas as logistics and communications. 14 Annexes The expansion of OSOCC functions to Level III should be made within the basic structure of the OSOCC so as not to upset its general operational procedures or lines of command. This level is normally applicable to a complex emergency and will not be discussed in detail in this handbook. (vi) Management and Support Besides the two primary functions and the three auxiliary functions, the OSOCC has a Management and has Support as shown below:Management OSOCC Management is responsible for providing overall direction for OSOCC activities and coordination among international relief resources present at the disaster site, insuring smooth, continuous liaison with the authorities and OCHA. OSOCC Management is situated within OSOCC headquarters. OSOCC Management is led by the Coordination Manager, who has overall responsibility for the efficient running and management of all OSOCC functions. Level I - Establish contact with the authorities and the Resident/Humanitarian Coordinator. - Establish contact with other relief agencies. - Receive the authorities and/or Resident/Humanitarian Coordinator's approval to initiate the OSOCC. - Agree on what information is required from the OSOCC, in what form and how often it should be presented. - Receive priorities for relief activities. - Receive a scope of activities for the OSOCC. Level II In addition to the activities listed under Level I:- Identify individuals to staff the OSOCC and their main areas of responsibility. - Conduct OSOCC internal meetings and briefings. - Provide the necessary leadership, advice and guidance to guarantee a smooth, efficient emergency operation. - Conduct coordination meetings with the authorities and representatives of Annexes 15 international relief resources as appropriate. - Design, implement, monitor, revise and set priorities for the OSOCC's overall plan of action. - Liaise closely with the authorities. - Establish guidelines for contacts with the media. Support Support is responsible for supporting all OSOCC functions and is broadly divided into five areas of responsibility: Administration and Information Technology (IT). Telecommunications. Transport. Accommodations. Support is situated within OSOCC headquarters and is led by the OSOCC Support Manager. The Support Manager reports to the Coordination Manager. (vii) Administration and IT Level I - 16 No action. Level II - Set up an Administration Cell. - Plan administrative requirements. - Document and file incoming and outgoing messages. - Introduce administrative systems and procedures, including logging and filing. - Manage financial support for OSOCC activities. - Procure and manage interpretation services. - Organize OSOCC staffing patterns and status. - Procure maps, boards, stationery and other support materials necessary for the Annexes OSOCC. - Arrange meetings, briefings, etc., at the request of the OSOCC Coordination Manager. - Prepare final documentation package for appropriate officials. - Arrange for administrative support personnel and equipment as appropriate. - Establish a mail reception/distribution/information focal point for relief agencies. - Establish and maintain a LAN with sufficient number of computers. (viii) Communications Level I - Establish international communications. - Establish communications with the OSOCC Reception Centre. - Maintain a log of incoming and outgoing communications. Level II - In addition to the activities listed under Level I:- - Provide and maintain telecommunications equipment for the OSOCC and Reception Centre. - Set up a Communications Cell. - Coordinate with the affected country's telecommunications officials to ensure proper telecommunication system design. - Develop and implement an OSOCC communications plan. - Sustain the communication requirements for the duration of the mission. - Ensure that the Communications Cell is manned at all times. - Monitor, analyze and assess all communications traffic. Annexes 17 (ix) Transport Level I - No action. Level II - Ensure adequate transportation to meet the needs of the OSOCC functions. - Establish a tracking system of all vehicles. - Establish a service and maintenance schedule. - Ensure access to workshop for service. (x) Accommodations, Maintenance and Board Level I - (xi) No action. Level II - Ensure adequate accommodations for OSOCC staff. - Ensure/establish/maintain the necessary technical needs (e.g. electricity, lighting etc.) to run and sustain the OSOCC. - Ensure that board is available when necessary. Staffing Staffing for the OSOCC will come from the affected country and OCHA. Other sources of staffing may include UN agencies, embassies, NGO's and IGO's. Each international relief team (whether it provides staff to the OSOCC or not) should identify an individual from its team to act as a liaison with the OSOCC, to ensure that all teams contribute to the coordination of the disaster response. The number of staff needed to fulfill OSOCC functions will depend on the volume and complexity of activities at the OSOCC and Reception Centre, as well as on the number of work periods per day that the OSOCC will be functioning. Depending on the magnitude of the disaster/emergency and staff resources available, some functions within each main area of responsibility may require more than one person, while several other functions may be managed simultaneously by one person. When an OSOCC is initially activated, the workload may require a 24-hour-per-day 18 Annexes commitment. Therefore, when considering the number of individuals needed from a relief team or teams to staff the OSOCC, a minimum of two work shifts to cover 24 hours should be taken into account. This could mean at least a doubling of the staff and number of individuals filling different OSOCC functions. An OSOCC Level I might have to be initiated with skeleton staffing:- OSOCC Management 1 - OSOCC Support/Telecomms 1 - OSOCC Operations/Programme 1 - OSOCC Information/Security 1 - OSOCC Logistics 1 (Reception Centre) Staffing of the OSOCC should be complemented with additional staff as they become available, i.e. when qualified personnel arrive at the disaster site. The agreement and willingness to commit personnel and equipment to an OSOCC may be a significant undertaking for a relief team. Planning for this possibility may involve additional training for relief team members and the procurement of additional equipment. The staffing and equipping of an OSOCC should not cause the first-arriving relief team to become ineffective in its primary purpose of disaster relief. It is crucial that, as more international relief teams arrive, they must be willing to support the personnel and equipment needs of the OSOCC. It must always be remembered that an OSOCC is the responsibility of all international relief teams and designed for their efficient integration into the rescue operation. All personnel working in an OSOCC should fulfil the following requirements:- Be well experienced in operational emergency management. - Be able to improvise and use personal resourcefulness under conditions of limited access to facilities, equipment, supplies and personnel. - Be physically fit and able to work under adverse conditions. - Have good coordinating skills and demonstrated ability to be a team player. - Be able to communicate effectively, both orally and in writing. - Have appropriate foreign language skills. - Have previous overseas working experience. (xii) Equipment Annexes 19 OSOCC requirements for equipment will vary depending on the disaster situation and the level at which the OSOCC will operate. International relief teams, which accept the OSOCC concept, must realize that it entails a commitment to assist in equipping and supplying a Centre from their team's own equipment and supplies. The first relief team to arrive (which may set up the Centre and the Reception Centre) may have to share some of its resources to enable the OSOCC to function. 20 Annexes 4.3 Code of Ethics A SAR Team Leader is responsible for monitoring compliance over the team members’ conducts with the following code of ethics:(a) The conduct of deployed response team members is of high concern to the International Search and Rescue Advisory Group (INSARAG), the affected and assisting countries, and local officials affected by the disaster. (b) You will be perceived by all concerned as a representative of a well-organized, highly trained professional group of specialists who have been assembled to provide help and support to communities who are in desperate need of assistance. (c) Any violation of principals or adverse acts by individuals will be looked upon as nonprofessional and will reflect poorly on the entire Team’s performance and home country. (d) All of the good work you may have performed will soon be forgotten. (e) At no time during a mission, should a free lancer take advantage of any situation/opportunity that arises. (f) At the conclusion of the mission, you must ensure that your performance has been positive and you will be remembered for the outstanding way you conducted yourself both socially and in the work environment. (g) Team managers will reinforce the Code of Ethics during all planning sessions, meetings and briefings and will be responsible for monitoring compliance. (h) Violations will be documented with appropriate follow-up action taken. (i) Sensitive issues to be considered are: Better relationship with local people in a disaster-affected country:- Cultural awareness including race, religion and nationality. - Value of life:- - Dignity of the deceased. - Need of the sincere explanation to the family of the Deceased before leaving. - Priority of relief for old and disabled people, infant and women. - Local customs (food, etc). - Language. Annexes 21 - Different local apparel. - Different work values. - Use of different medications. - Handling of sensitive information. - Use of canine. - Local living conditions. Better acknowledgement of moral and human rights:- Care and handling of patients and/or Deceased. - Gender restrictions. - Dress code or standards. - Recreation restrictions. - Local communication (radio) restrictions and accepted use. - Taking of pictures (victims or structures). - Taking souvenirs (building parts etc). - Obeying moral standards. 22 Observation of internal laws of disaster-affected country:- Local law enforcement practices. - Use of alcohol and illegal drugs. - Local policy on weapons. - Defacing property such as structure marking system. - Local driving habits/customs. - Use of gratuities to promote cooperation. When is it appropriate or not. Annexes Others:- Straying into restricted areas. - Consideration for other teams capabilities and operating practices. The conduct of deployed response team members is of high concern to the International Search and Rescue Advisory Group (INSARAG), the affected and assisting countries, and local officials affected by the disaster. You will be perceived by all concerned as a representative of a well-organized, highly trained professional group of specialists who have been assembled to provide help and support to communities who are in desperate need of assistance. Any violation of principals or adverse acts by individuals will be looked upon as non-professional and will reflect poorly on the entire Team’s performance and home country. All of the good work you may have performed will soon be forgotten. At no time during a mission, should a free lancer take advantage of any situation/opportunity that arises. At the conclusion of the mission, you must ensure that your performance has been positive and you will be remembered for the outstanding way you conducted yourself both socially and in the work environment. Team managers will reinforce the Code of Ethics during all planning sessions, meetings and briefings and will be responsible for monitoring compliance. Violations will be documented with appropriate follow-up action taken. Sensitive issues to be considered are:- Cultural awareness including race, religion and nationality - Local customs (food, etc). - Language. - Different local apparel. - Different work values. - Value of life. - Local law enforcement practices. Annexes 23 24 - Use of different medications. - Use of alcohol and illegal drugs. - Local policy on weapons. - Handling of sensitive information. - Use of canine. - Care and handling of patients and /or deceased. - Local living conditions. - Gender restrictions. - Dress code or standards. - Recreation restrictions. - Local communication (radio) restrictions and accepted use. - Taking of pictures (victims or structures). - Taking souvenirs (building parts etc). - Defacing property such as structure marking system. - Local driving habits/customs. - Straying into restricted areas. - Obeying moral standards. - Consideration for other teams capabilities and operating practices. - Use of gratuities to promote cooperation. When is it appropriate or not. Annexes 4.4 Identification, Marking and Signaling It is important that information related to structure identification, conditions and hazards, and victim status are posted in a standardized fashion to ensure uniformity and clarity, as SAR Team participants may originate from countries around the world. The purpose of this guideline is to standardize the identification of SAR Team functions (by color), the conspicuous identification of work site hazards, standardize mapping, sketch and landmark labeling with common symbols, ensure the accuracy of search assessment markings and to document SAR Team accomplishments. The following information is addressed in this guideline: Common identification system:- Marking. - Signaling. Structure Assessment:- Go/no go. - Search. - Rescue. - Special hazards of that structure. - Victim location. 4.4.1 Results:- Warning. - Tracking. - Continuity and interoperability. MARKING SYSTEM The SAR Team Marking System is identified and divided into the following types:- Assigned area or work site - Identify sites individually (i.e., by address, physical location, unique design, etc). Structure Assessment:- - Structure/hazards assessment marking. Annexes 25 4.4.2 - Search assessment/victim location marking. - General hazard marking (cordon banners, flagging, etc). - Facility/vehicle markings. - Team and functional markings. - Symbols. Information will be conspicuously made with florescent color to permanently identify and mark the structure. GENERAL AREA MARKING If no maps are available, the following should be addressed:- Develop a sketch map. - Identify and label landmarks. - Assign a name to each site (GPS references). 26 Structure orientation should be established. This would include:- Exterior. - Interior. It is important to identify locations within a single structure. (i) USAR Initial Action Strategies Size up scene. Implement CIMS. Set up communications quickly. Send SITREP to base/dispatch. Request specialist assistance. R-E-P-E-A-T Constantly gather information. Limit supervisory staff in logistics. Annexes Centralise logistics. Use an inventory control system. Determine the length of the incident. Plan ahead – logistics, personnel and welfare. (ii) Collapse Plan (REPEAT) R Reconnaissance E Elimination of utilities P Primary surface search E Exploration of voids A Access by selected debris removal T Terminate by general debris removal Annexes 27 (iii) Floor Identification Floor 3 Floor 2 Floor 1 Ground Floor Basement – 1 Basement – 2 Note: Ground Floor is recognised as the main entrance for the building. Geographical ID Smith Street 900 902 904 906 James Street (iv) Brown Street 901 903 905 907 Note: Primary geographical ID shall be the existing street name and building number. Attempt to re-establish existing numbering system. Front of structures to be clearly marked using international orange spray paint. The boundary frontage of individual structures should be indicated using barrier tape or spray paint. (v) 28 Sectoring ID – Sides Annexes SIDE THREE SIDE TWO SIDE FOUR SIDE ONE 700 Block Alpha Street (vi) Sectoring ID – Quadrants Quadrant B Quadrant C E Quadrant A Quadrant D 700 Block Alpha Street Annexes 29 (vii) Search Assessment Marking HAZARD INFORMATION Go or No Go (G/N) # LIVE VICTIMS REMOVED Team Time/Date of Start # DEAD REMOVED Time/Date of End PERSONS UNACCOUNTED FOR LOCATION OF OTHER VICTIMS Note: A circle is drawn around the above box once the building/structure has been completely searched. Use international orange spray paint. Mark 1 metre by 1 metre – at structure entrance. (viii) Victim Markings Dead Victims Removed V Circle around crossed out V indicates a location that only had dead people in it and the bodies have now been removed. Use international orange spray paint or timber crayon to mark. 30 Annexes V D-3 Only Dead Below A line through indicates only dead victims left below. (# of victims) V Victims (All) Extricated Circle indicates all located victims extricated (including dead). L-3 (# of victims) V Potential Victim Location V Confirmed Victim Location L-1 (# of live victims) Number and status unknown. Arrow denotes Confirmation. L & D indicate Live or Dead victims. D-2 (# of dead victims) Annexes 31 (ix) Secondary Collapse Indicators (Visual Alertness) Fire consuming location where sprinkler tank is housed. Uneven surface, heavy signs on section/whole of roof. Cracks appearing on exterior walls. Chandelier shaking or swaying. 32 Large fire which has been un-suppressed for more than 20 minutes involving two or more floors. Walls showing smoke or water infiltrating through. (x) Secondary Collapse Indicators (Hearing Alertness) Creaking or groaning sounds from structural elements/building. Interior explosions, rumbling noises, hissing sounds, electrical arcing. Strong winds. Safety warning signals. (xi) Secondary Collapse Indicators (Movement in Structure) Movement in any floor, ceiling and roof. Movement of ornament shop fronts. Movement of un-supported or non-load bearing walls. Movement of structural beams. Columns and walls out of plumb. Structural ceiling sagging. Annexes (xii) Command Briefing (SMEAC) S Situation (introduction, terrain and risk) M Mission E Execution A Administration and Logistics C Command and Communications Q Questions (xiii) USAR Signals (INSARAG) Evacuate (3 short blasts – repeated) Cease Operations – Quiet (1 long blast) Resume Operations (1 long blast + 1 short blast) Note: ASTM Rope Rescue whistle signals differ from USAR signals – Ensure you brief specialist rope rescue teams that only USAR signals are to be used. Annexes 33 (ixx) Colour Light Stick Codes COLOUR USE Green Personnel & General Illumination Red Hazard/Danger – Keep Away Blue Patient Location/ID Yellow Rope monitoring or as decided by command Green/Red Team Leader Note: This is not an internationally approved coding system – however it is in use by many specialist rescue teams in New Zealand. 34 (xx) Initial Action Strategies Constantly gather information. Set up communications quickly. Limit supervisory staffing. Have an inventory control ready. Centralise logistics. Determine the estimated length of the incident. Annexes 4.4.3 OTHER MARKINGS General cordon markings (cordon banners, flagging, etc) to be used for small defined area. They can be enlarged to include other non-buildings (i.e., bridge, dangerous zones, NBC, security, etc). Large areas may require barricades/fences/patrol/etc. - Operational Work Zone. PELIGRO - PELIGRO PELIGRO Collapse/Hazard Zone. PE LIG R O I PEL O GR PE I PEL PE R LIG LO GRIGRO PE O LIG R O Facility:- Iconic flags, banners, balloons, etc (must identify team identity, team medical facility, team CP). Vehicle:- Vehicles must be marked with team name and function (flag, magnetic sign, etc). Team and function:- - Response team identity (country and team name) by uniform, patch, etc. - Personnel – the following positions must be color-coded and labeled in English plain text (vests, arm bands, helmet color, etc). Annexes 35 - Management position(s) — white - Medical position(s) — red cross/crescent - Safety/security position(s) — orange Symbols: (Plain text such as Team name would be denoted adjacent to the symbol). Zones - irregular shapes…………………………………………. Zones - irregular shapes ………………………………………… Command function – box…………………………………………. Reference point – triangle………………………………………… Time denoted (with arrow pointing to activity site, local time) 36 Annexes 22/11 0700 hrs 23/11 1900 hrs Sample symbols:Command Post CP EOC EOC SAR Base of Ops BoO OSOCC Reception Center OSOCC OSOCC RECEPT Work Site WS Airport AP LZ LZ Hospital H Hazards (write hazards and specify zone) Annexes GASES 37 Fuel……………………………………………………. Medical care (Red Cross/Crescent) F + Reference point/landmark (include descriptor) 4.4.4 SIGNALING (i) On-Site Signaling/Alerting Effective emergency signaling is essential for the safe operation of SAR Team personnel operating at a disaster site. - These signals must be clear and universally understood by all SAR Team personnel. Air horns or other appropriate hailing devices shall be used to sound the appropriate signals as follows:- Cease Operation/All Quiet:- - 1 long blast (3 seconds). - Evacuate the Area:- 38 3 consecutive short blasts (1 second each). Conduct a radio roll call to account for all personnel. When all are accounted for, the radio signal "all clear" will be broadcast on the command channel. - Resume Operations:- - 1 long and 1 short blast Annexes (ii) Crane Hand Signals Annexes 39 4.5 Requesting International Support Although the text is New Zealand specific, it is the intention to put this information into a more generic template which will provide guidance to any country as they develop their own procedures. 4.5.1 PURPOSE This document sets out the procedures for requesting international assistance and in particular Urban Search and Rescue teams into New Zealand after an emergency situation which causes extensive and numerous structural collapses and overwhelms the local response agency’s ability to cope with the required search and rescue response. Although it is expected that such an emergency would eventuate from an earthquake, other situations such as a large terrorist incident could produce similar consequences. 4.5.2 REQUIREMENTS After an initial quick assessment of the damage, the Ministry of Civil Defence and Emergency Management (MCDEM) will contact both Emergency Management Australia (EMA) and the United Nations (UN OCHA INSARAG Secretariat) 24 hour duty person to alert them of the possible requirement for international USAR assistance. This action will allow UN OCHA to contact countries on the international USAR Team database. Teams will confirm back to UN OCHA their availability to respond giving details of capability, resources and response timings. Regular communication between MCDEM and the UN OCHA will be maintained to ensure information flow and regular situation reports. The provision of timely and regular updates on the Virtual OSOCC will help the information flow process. As soon as possible after New Zealand has confirmed the need for international assistance the UN is to be contacted to activate the international response. The UN OCHA (INSARAG Secretariat) has an established information management capability for the purpose of providing information and updates on disasters. Therefore where possible international callers seeking this type of information should be linked to these resources, this will free up much needed resources in New Zealand. 4.5.3 REQUEST PROCEDURE Immediately after the impact of a disaster the following sequence of events will take place:- 40 Rapid assessment of disaster impact area to determine need for international assistance; MCDEM notifies UN OCHA (INSARAG Secretariat) 24 hour duty person and Emergency Management Australia’s (EMA) Duty Officer of possible need for Annexes assistance; If the assessment of the disaster impact identifies the need for international assistance, Director MCDEM or his delegated representative will liaise with government officials and recommend that a formal government request to the UN OCHA and EMA be actioned. Any specific needs or specific type of assistance should be identified in this request; When the formal request for international assistance is agreed, MCDEM will advise UN OCHA and the EMA, Duty Officer, of this formal request, identifying the following:- Nature of assistance required. New Zealand contact point details. Points of entry in New Zealand, including contact details. Request responding teams forward inventory and personnel details to in-country contact, prior to arrival. MCDEM will regularly update UN OCHA and EMA on situation and provide information on response issues as required, (by phone and Virtual OSOCC); Director MCDEM or his delegated representative will activate the border arrangement procedures for the reception and processing of international assistance into NZ. Annexes 41 ACTIONS FOR REQUESTING INTERNATIONAL ASSISTANCE Priority Action Required 1 Conduct Assessment of the affected area to assess impact and whether within known response capability of New Zealand. Responsible Organisation/Person Coordinated by MCDEM Manager Readiness/National Duty Officer & Emergency Management Advisors. Regional & Local CDEM orgs. Result of Action Provide Director with quick overview of situation with particular reference to New Zealand’s ability to respond. Assessment to include: Area affected. (This action aimed to be completed within 2 hours of event occurring.) Damage to buildings. No’s of collapsed structures. People trapped. People killed and injured. Capacity of NZ to respond. Infrastructural damage. Civil Defence Controllers. 42 Details Annexes 2 Brief UN OCHA and EMA on situation and possible need for international assistance. MCDEM Manager Readiness or National Duty Officer. Australia and international USAR providers will be put on alert for a possible USAR response to NZ. EMA 24 hr Duty officer Ph 0061 2 6257 6031 Current information and situation report available for international teams to access. Request INSARAG Secretariat activate Virtual OSOCC. OCHA Geneva Ph 0041 22 917 1600 Email ocha@un.org 3 Minister and government officials alerted to situation and advised that international agencies have been put on standby. MCDEM Director. Government officials including Minister and Prime Minister aware of situation. Annexes 43 4 A more detailed assessment of the affected area giving enough information to confirm need for international assistance. Coordinated by MCDEM, Manager Readiness and Emergency Management Advisors. Regional & Local CDEM orgs. A more detailed situation report is obtained to confirm the situation and determine the level of response required. (This action aimed to be completed within 6 hours of event occurring.) A more detailed assessment which expands on and confirms the information required under Serial 1 and includes whether: The event can be managed within the resources available in New Zealand The event can be managed with limited overseas assistance which is available from Australia and coordinated through EMA The event is of such a magnitude that full international assistance is required and this would be coordinated by UN OCHA (INSARAG Secretariat) Civil Defence Controllers. 44 Annexes 5 Confirmation and approval leading to formal request for international assistance. MCDEM Director. Ministry Foreign Affairs and Trade. Approval given for MCDEM to seek USAR and other types of assistance from the international community. New Zealand Red Cross Civil Defence Emergency Steering Committee convened. 6 Confirm to UN OCHA and EMA the need for international assistance. MCDEM Manager Readiness. International assistance will respond accordingly and supply to NZ, information relating to inventory and relevant documentation. A standardised form or sitrep may be developed for this task. Aust/NZ MOU activated. Evidence of qualification from Regulatory Authority of country of origin particularly medical. Temporary registration forms. Manifest of team members as per Part Two of this document. Annexes Relevant documentation to include:- 45 46 7 Activate border agencies and procedures for the reception of international assistance at designated entry points. Manager Readiness Border processing to be established and undertaken at the designated entry points of Auckland and Christchurch international airports. 8 Regular updates entered into UN OCHA Virtual OSOCC and copied to EMA. MCDEM Manager Readiness. International community and providers of assistance able to access updated information and be aware of situation. Annexes Information to be put on to the Virtual OSOCC and released internally to media liaison staff. 4.6 Border Arrangements Although the text is New Zealand specific, it is the intention to put this information into a more generic template which will provide guidance to any country as they develop their own procedures. Due to New Zealand’s limited Urban Search and Rescue (USAR) capability and ability to maintain a sustained operation, international (USAR) teams are seen as being an essential resource in support of a catastrophic structural collapse. This document sets out the procedural requirements for international (USAR) teams, including foreign nationals and equipment arriving in New Zealand and follows the recommendations set down in the INSARAG International Search and Rescue Response Guidelines and the United Nations 57th General Assembly Resolution “Strengthening International Urban Search and Rescue Assistance.” These arrangements are necessary to ensure the timely acceptance of international USAR teams and their deployment to any disaster site in New Zealand. New Zealand confirms that as the affected or requesting country it will provide the following: Transport for personnel and equipment. Fuel to meet transport requirements including compressed gases. Support facilities and a base of operations. Security for personnel, equipment and facilities. 24 hours point of contact for teams. Briefing of incoming USAR teams at points of entry to ensure that personnel are aware of their responsibilities and the procedures to be adopted. Regular updates and situations reports posted on the UN OCHA Virtual OSOCC. Teams (who are part of the UN OCHA database) arriving in New Zealand will bring their own equipment to conduct search and rescue operations and be self sufficient for up to 10 days. This includes bringing with them food, bedding, shelter, medical supplies, machinery, power tools and other materials in order to meet their self sufficiency needs. Annexes 47 For this type of response into New Zealand the border controls that govern entry are linked to a very wide range of agencies: New Zealand Customs Service (administers border controls). - Labour Department, New Zealand Immigration Service (sets immigration policy). - Website: http://www.immigration.govt.nz/ Ministry of Agriculture and Forestry (regulation of animal and plant material entry). Website: http://www.customs.govt.nz/ Website: http://www.maf.govt.nz/ Ministry of Health (entry of medical supplies and regulation of medical practitioners). - Website: www.moh.govt.nz Ministry for the Environment (bio-security, control of dangerous goods). Website: http://www.mfe.govt.nz/ Ministry of Foreign Affairs and Trade (wider policy issues). - Website: http://www.mfat.govt.nz/ Ministry of Economic Development (radio frequency allocation and communications equipment approval). - Website: http://www.med.govt.nz/ Given the complexity of border arrangements and the number of agencies involved the Ministry of Civil Defence and Emergency Management has facilitated discussion across these agencies. The agencies have adopted and implemented arrangements as follows for incoming international search and rescue assistance into New Zealand. It is important that teams arriving in New Zealand meet the requirements of the INSARAG Response Guidelines in respect of the “Assisting Country Criteria” . These being: 48 Able to bear all costs relating to the deployment Self sufficient for 10 operational days in regards to food, water, team medical support and shelter. Annexes Having the ability to re-supply if necessary. Able to provide for all the needs of the team as necessary thus placing minimal burden on the effected area. Having persons trained in command and control and able to work within existing organisational structure. Having communications equipment with the flexibility to be programmed to operate within the affected area. Having the ability to perform technical search and rescue operations Ability to provide liaison personnel who understand the UN/OSOCC mode of operations. Having the ability to perform multiple functions and sustain 24 hour operations. Team members arrive with appropriate training to operate safely, have correct travel documentation and all inoculations/immunizations. That the team management is responsible for the proper conduct of its personnel, the treatment of any injuries to its members and accepts full responsibility in the event of the death of a member or any damages brought about by the actions of a team member. It is acknowledged that incoming teams will have a wide range of skills and expertise. Teams should ensure that staff at both the Point of Entry Reception Centre and at the OSOCC are made aware of these and to ensure best utilisation of incoming teams. 4.6.1 REQUIREMENTS (i) General (a) Information relating to teams, resources, etc should be sent ahead to facilitate quick processing on arrival. Email and contact details will be advised to teams via OCHA once need for assistance has been confirmed. (b) Documentation including the passenger arrival card in various languages is available on website www.customs.govt.nz and visa requirements are available from website: http://www.immigration.govt.nz/ (c) All Custom requirements regarding importation taxes, GST will be waived subject to teams providing an inventory of incoming equipment, supplies etc. and verifying that the goods are intended for the purpose of the team to carry out its function. Annexes 49 (d) Movement of food and animals internally within New Zealand shall be in accordance with INSARAG Response Guidelines. (e) New Zealand will establish at the designated entry points a Reception Centre to deal with all matters relating to the entry of international teams. (f) Arrangements are currently being finalised for UNDAC members and the local Civil Defence and Emergency Management organisation to establish a reception centre at the designated points of entry into New Zealand. If for any reason this has not occurred by the time that the first incoming team arrives that team should designate personnel to assist with the setting up of such a Centre. (ii) Personnel Agency responsible: Immigration Service New Zealand Customs Service as the agents of New Zealand Requirements 50 All personnel must have a valid passport. Representatives of the country supplying the assistance should advise the nearest New Zealand embassy and UN OCHA (INSARAG Secretariat) of the following:- Names of personnel. - Passport details of each team member. - Expected time of arrival in New Zealand. For nationals travelling on a passport of a country which has a visitor visa waiver agreement with New Zealand it is not necessary to obtain a visa in advance of travel. A permit may be issued on arrival at the point of entry into New Zealand. Nationals of other countries will require a visa in advance of travelling to New Zealand. Contact details for New Zealand Immigration Service offices overseas are on the website www.immigration.govt.nz Where there is a urgent need to travel and a visa or other entry requirement cannot be met, contact the Duty Immigration Officer Monday to Sunday 0700hrs to 2200hrs NZST (GMT + 12 hours). Phone No +64 9 256 8546. Outside office hours Monday to Sunday, 2200hts to 0700hrs NZST (GMT + 12 hours) Phone +64 21 614 140. Annexes (iii) Equipment Agencies responsible: New Zealand Customs Service; Ministry of Agriculture and Forestry; Ministry of Economic Development (Radio Spectrum Management). Requirements All incoming equipment to be listed on an inventory. Any timber to be treated with a preserver and clean. All equipment and footwear to be clean and preferably steam cleaned if used in previous deployments. Details of communications equipment readily available to assist with allocation of frequencies and operating systems. Any dangerous goods or hazardous materials and substances available for inspection. (iv) Foodstuffs Agency responsible: Ministry of Agriculture and Forestry. Requirements To be as per the INSARAG Response Guidelines under chapter dealing with “Assumptions & Criteria’. Pre-packed (ready to eat after heating) food, preferably ration pack type developed for international deployment. Fresh fruit, vegetables, eggs and honey are prohibited. subjected to inspection. Foodstuffs may be Incoming team to identify at Reception Centre any shortages of foodstuffs. If necessary special instructions may be given for the disposal of some foodstuffs. (v) Animals (Search Dogs) Agency responsible: Ministry of Agriculture and Forestry. Requirements All dogs must have a prior microchip inserted for identification purposes giving medical history. Annexes 51 Dogs fully vaccinated for rabies with a primary vaccination within 6 to 12 months prior to arrival and if necessary a booster vaccination not more than 12 months prior to arrival. Results showing Rabies Neutralising Antibody Titration with antibodies of greater than 0.5IU/ml shall be taken at least 6 months prior to arrival. There shall also be a further test within 30 days prior to arrival or a test done prior to departure from home country with the results being faxed to the point of arrival into New Zealand. Information should be provided on all animal food being brought into New Zealand. Whilst in New Zealand dogs shall be kept secure and not allowed to run with local dogs. (vi) Medical Agency responsible: Ministry of Health Requirements Inventory of all medical equipment and drugs. Use of Medical and drug supplies shall be confined to team personnel. Para-medics and doctors must bring documentation as evidence of qualifications. 52 Para-medics and doctors shall only treat team personnel unless approved by the Ministry of Health. All drugs and medicines shall be clearly labelled and available for inspection. All drugs and medicines must be kept secure at all times. Para-medics and doctors from the assisting country may provide medical care to victims only if approved by the Ministry of Health or when directly supervised by a New Zealand certified medical practitioner who retains responsibility for the treatment given. At the point of entry into New Zealand and all pre entry requirements have been met, the Ministry of Health will:- Issue Clearance Certificates for medical equipment, drugs and medicines. Check evidence of professional qualifications and arrange temporary registration Annexes through New Zealand medical Council and Nursing Council of New Zealand. Where documentation has not been sent prior to arrival, facilitate the process to assist where qualifications meet required criteria, relevant temporary registration. Provide teams with a Medical Operational Plan. (vii) Points of Entry into New Zealand Prior planning has identified that the following airports have been designated as the primary arrival points for overseas assistance into New Zealand. Auckland International Airport. Christchurch International Airport. The Royal New Zealand Air Force Base, Ohakea may be designated as a possible third alternate. When the need for international assistance is confirmed the airports to be used will be identified and contact details issued. These airports have access to all facilities including the ability to separate if necessary, the processing of incoming teams. There are extensive cargo handling facilities and ample space to handle incoming equipment and supplies and space for setting up a Reception Centre. Border control staff are aware of their responsibility and the requirements for the quick and efficient processing of teams and equipment. Internal travel from these airports to the affected areas will be part of the New Zealand Civil Defence and Emergency Management arrangements. Annexes 53 4.7 Canterbury Civil Defence & Emergency Management Group Although the text is New Zealand specific, it is the intention to put this information into a more generic template which will provide guidance to any country as they develop their own procedures. 4.7.1 INTRODUCTION New Zealand has a limited Urban Search and Rescue (USAR) capability and ability to maintain a sustained operation and the support of international USAR teams is seen as being essential to reinforce local capability in the event support of a major structural collapse or other disaster. The need for the co-ordination of international disaster response assistance has been promoted by the United Nations through the International Search and Rescue Advisory group (INSARAG), their Response Guidelines and the UN General Assembly resolution 57/160 adopted on 16 December 2002. New Zealand was one of 58 countries which supported this resolution. Consequently there is a need to pre-plan the management of international teams into New Zealand to ensure the timely acceptance and their rapid deployment to a disaster site anywhere in New Zealand. Both Auckland and Christchurch International Airports have been designation as the main arrival points as they have the appropriate cargo handling and reception facilities tp handle personnel and large equipment caches. The Ministry of Civil Defence and Emergency Management has in place arrangements to request and manage such assistance, but requires the support of the Civil Defence and Emergency Management Groups in both Auckland and Canterbury to implement these arrangements within their respective regions on behalf of New Zealand. This SOP details the responsibilities and actions required within the Canterbury CDEM Group to receive and support such teams when they arrive at Christchurch International Airport for deployment anywhere in New Zealand 4.7.2 CONSIDERATIONS (i) NSARAG Response Guidelines The INSARAG Response Guidelines provide details and standards for countries giving or receiving international assistance. The document covers the areas, of preparedness, activation, operations and termination. It provides for a standardised operating environment with emphasis on inter-operability between countries 54 Annexes Within the Guidelines the expectations of both giving and receiving countries is clearly defined 4.7.3 NEW ZEALAND PROTOCOLS The arrangements for requesting and managing international assistance into New Zealand are covered in 2 documents. These are :Part One: International Assistance into New Zealand – Requesting Procedures: This covers the actions required, which organisation and persons are responsible and how the request is dealt with at Government level. Part Two International Search and Rescue Assistance into New Zealand: This sets out the procedural requirements, the agencies involved, what support will be provided within New Zealand and the expectation that teams arriving will meet the INSARAG standards and guidelines See Appendix 1 for both Part One and Two. (ii) Effected or Impact Area Christchurch International Airport may be used as the arrival point for international teams going to an event or disaster anywhere in the country. If the disaster is within the Canterbury CDEM Group area, teams will link in with the Canterbury Emergency Management arrangements at both Group and local level. For a disaster outside Canterbury the CDEM Group acting under the direction of the Director and National Controller will implement arrangements to set up a reception centre, brief teams and to support the deployment of teams into the effected area by arranging transport, fuel and necessary support facilities. These arrangements will be needed until the last international team departs New Zealand. 3.0 RESPONSIBILITIES Ministry of Civil Defence and Emergency Management Co-ordination of impact assessment and determining whether response capability is within New Zealand’s capability. Briefing both the United Nations and Emergency Management Australia Keeping government informed Activating and managing procedures Annexes 55 United Nations Activating their established information management system (Virtual On-site Operations Co-ordination Centre [OSOCC]) Co-ordinating the deployment of international USAR teams from their database information. Provision of regular situation reports Canterbury Civil Defence Emergency management Group Provide staffing for reception centre Act as information link for situation reports. Provide logistical support to teams to meet requirements of receiving country Provide for and support briefings and debriefings for international teams. Christchurch International Airport Company Act a central point of contact for all border agencies Provide facilities for reception centre Co-ordinate border information Provide liaison staff and 24hr contact Border and other support agencies 4.7.4 Provide appropriate facilities and services as per their normal business REQUIREMENTS (i) Border Processing Those border agencies with statutory responsibility for the processing and management of persons and goods entering and leaving New Zealand will provide the necessary services and facilities to process international teams. The agencies involved are listed in the Part Two document in Appendix 1. (ii) Reception Centre The role and staffing of the Reception Centre will vary depending on the location of the disaster area. 56 Annexes A Reception Centre will be established at the airport for teams to report to immediately after processing by the border agencies. This centre will be the focal point for international teams and will be staffed to provide the following information and facilities: Briefings, situation reports and all information relating to the effected area Ability to facilitate needs of teams including transportation, fuel and other logistical requirements Have food, water, toilets and support facilities Support for teams including communications equipment, maps and travel information to effected area, special hazards, Dependant upon the circumstances some of the function of the reception Centre may be completed at another or forward Staging or Assembly area. In most cases teams will only remain at the Reception Centre for a short time. This will depend however on available personnel and equipment for transporting a team and its equipment, available ground or air transport, work assignments and weather conditions. If the effected area is Canterbury, incoming international teams will move to an assembly area located at the Sockburn Rescue Training School or some other designated location where they will complete their preparation, receive regular briefings and be tasked to work sites either in the City or elsewhere within Canterbury. If the effected area is outside of Canterbury, the Reception Centre will be a place of transit where team needs are addressed with teams being dispatched quickly to the effected area. Teams may be moved to a separate Staging Area to complete preparations before deployment. The Reception Centre and any Staging Areas will be staffed by personnel from the Canterbury CDEM Group, UNDAC and other agencies required to provide specific expertise. The Canterbury CDEM Group will provide the staffing for its Assembly Areas. See Appendix 2 for the Reception Centre staffing requirements. Logistics New Zealand in complying with the INSARAG guidelines has confirmed that it will provide the following services to international teams: Suitable transport for personnel and equipment Fuel to meet transport requirements and any compressed gases Annexes 57 Support facilities and a base of operations The Logistics staff at the Reception Centre will work through the logistics section of the CDEM Group EOC to provide the resources and assistance needed for international teams to deploy into the effected area. Linkages The Reception Centre will need to have good communication links to:_ Canterbury CDEM Group EOC. Ministry of Civil Defence and Emergency Management All the supporting agencies listed Media Any deployment of international USAR teams into New Zealand will generate a high level of media interest both internal and external. The CDEM Group will provide an experienced media liaison person for the reception Centre and to co-ordinate the media response with all agencies Interpreters Interpreters may be required for briefing and liaison purposes with some international teams. The airport company maintains a list of people to perform this task and any requests for support should be made to them. Financial Issues It is vital that all expenditure, arrangements and logistical support provided on behalf of international teams is documented. All transactions must be recorded and orders book used so that reconciliation after the event can be made in an ordered manner. Financial accountability will be expected particularly as costs will be recovered from Central Government . 4.7.5 ON-SITE OPERATIONS CO-ORDINATION CENTRE (OSOCC) Whenever international teams are deployed into an area there is the need to establish an On-site Operations Co-ordination Centre (OSOCC). This is similar to an Emergency Operations Centre but its function is to assist New Zealand Civil Defence and Emergency Management with the management of the disaster and in particular the co-ordination of international teams. The OSOCC will be established preferably alongside the local EOC and will be staffed by personnel who are trained in the UNDAC system and supported by the Field Co-ordination Support Unit of the Disaster Response Branch of UN OCHA Geneva. If the first international teams arrive in New 58 Annexes Zealand before an OSOCC has been established, those teams will use some of their personnel to assist with setting up the reception centre and an OSOCC. Annexes 59 Appendix 2 Airport OSOCC/Reception Centre Requirements Large space required sufficient for over 50 USAR personnel to gather. (It is planned that part of the international arrivals hall will be screened off to provide an area for team members to gather and to receive briefings before departing the airport to the scene of the disaster) Toilet facilities both male and female within the arrivals hall area and the OSOCC Coffee, tea making and refreshments available close to both areas Place for organisations to set up in arrivals hall area eg Radio Spectrum management staff to advise teams on communications Ministry of Health or Canterbury District health Board Interpreters Ministry for the Environment re biosecurity and dangerous goods Telephone (minimum of 3 lines out) Radio link to Group EOC Computer link to Group EOC Fax Staffing Manager UNDAC trained personnel – 2 persons Operations staff member to assist UNDAC personnel - 1 person from Canterbury CDEM Group Logistics staff - 2 persons from Canterbury CDEM Group Support and administration – 2 persons from Christchurch International Airport staff Media Liaison – 1 person from Canterbury CDEM Group Border agencies liaison – 1 senior person each from Customs, Immigration and Agriculture and Fisheries 60 Annexes Annexes 61 Appendix 3 Contact details Christchurch International Airport Company Darin Cusack 353 7070 darin.cusack@cial.co.nz Graham Quate 353 7071 graham.quate@cial.co.nz New Zealand Customs Service Stu Lumsden 029 278 1691 stuart.lumsden@customs.govt.nz Ministry of Agriculture and Forestry – Quarantine Service Alan Thompson 358 0452 Rob Mulholland 358 0457 mulholland@maf.govt.nz New Zealand Immigration Service Stuart Robertson 027 273 5674 stuart.robertson@nzis.dol.govt.nz 353 1904 pdrake@avsec.govt.nz 358 6870 Brian.Kench@police.govt.nz Aviation Security Paul Drake New Zealand Police Brian Kench Canterbury District Health Board Adam Creed 025 201 3133 adam.creed@cdhb.govt.nz Community and Public Health Peter Mitchell 379 9480 peter.mitchell@cph.co.nz St Johns Ambulance Graeme McColl 353 7125 graeme.mccoll@stjohn.co.nz Ministry of Economic Development Radio Spectrum Management Grant Wheaton 62 343 1240 Annexes Grant.Wheaton@med.govt.nz New Zealand Red Cross Michael Hegarty 339 7111 michael.hegarty@redcross.org.nz Graham Wrigley 339 7111 graham.wrigley@redcross.org.nz Environment Canterbury John Fisher 366 2359 john.fisher@ecan.govt.nz Wayne Rissman 366 2359 wayne.rissman@ecan.govt.nz Ministry of Civil Defence and Emergency management John Lovell 379 0294 john.lovell@dia.govt.nz Annexes 63 4.8 Communications Effective communication is vital to the safe and successful operations of a SAR Team assigned to a mission. It is extremely important that clear, concise communications are available between emergency response and command personnel, the UN OSOCC, the home base and the various SAR Teams deployed to the disaster. 4.8.1 PREPAREDNESS PHASE Each SAR Team and OSOCC facility has a unique call sign. - 4.8.2 The call sign must be used for radio communications between different SAR Teams, the UN OSOCC or the LEMA. All SAR Teams must be trained and equipped to:- - Communicate effectively in the disaster environment. - Communicate internally, externally and between SAR Teams. - Conform to frequency management protocols. - Use international (English) voice procedures. - Use the International Phonetic Alphabet for radio communications. ACTIVATION PHASE Each SAR Team should use their own operating frequencies until they receive assigned frequencies from the LEMA or the UN OSOCC. 4.8.3 IN TRANSIT PHASE 64 Upon arrival, meet directly with the UN OSOCC or the LEMA, coordination will be required for:- Information on SAR Team operational frequencies, call sign, local disaster operational frequencies, and to ensure that the SAR Team communication system requirements are included in the local communications plan. - An exchange of radios between affected and assisting countries and OSOCC may be necessary, if the frequencies used in managing the disaster are not compatible with the SAR Team system. - An assessment of the availability of local amateur radio (short wave) capabilities to support the mission. Annexes 4.8.4 OPERATIONS PHASE The communications plan should address the following communications needs:- Command and control. - Tactical. - Air to ground. - Logistics. - External to the UN OSOCC, the LEMA and home base. Communications configurations need to accommodate the following:- Local or wide geographical coverage. - Multiple repeat and non-repeater channels. - Building/rubble penetration. - Priority or emergency signaling and messaging. - Low impact administrative traffic. - Functional specialty channel assignment. Radio procedures should include that:- Emergency radio traffic will always have priority over general radio usage. - In the event that a person signifies that they have an emergency, all other users will maintain radio silence until such time as the emergency traffic has concluded. - Sensitive information should not be transmitted over radio frequencies but instead handled over the telephone system or by a face-to-face conversation. - Radio communications will be in clear text format. Annexes 65 4.8.5 RE-ASSIGNMENT AND STAND-DOWN PHASE The Communications personnel are responsible for maintaining communications for the SAR Team while packing equipment at the same time. 4.8.6 PHONETIC ALPHABET A – alpha (AL fah) J - juliet (JEW lee ett) S - sierra (SEE air rah) B - bravo (BRAH voh) K - kilo (KEY low) T - tango (TANG go) C - charlie (CHAR lee) L - lima (LEE mah) U - uniform (YOU nee form) D - delta (DELL tah) M - mike (MIKE) V - victor (VIK tah) E - echo (ECK oh) N - november (no VEM ber) W - whiskey (WISS key) F - foxtrot (FOKS trot) O - oscar (OSS car) X - x-ray (ECKS ray) G - golf (GOLF) P - papa (pah PAH) Y - yankee (YANG key) H - hotel (HOH tell) Q - quebec (keh BECK) Z - zulu (ZOO loo) I - india (IN dee ah) R - romeo (ROW me oh) 66 Annexes 4.9 5/10 Collapsed Structure Evaluation System Annexes 67 4.10 68 Team Self Evaluation System Annexes 4.11 Standard Operation Procedure for Liaison Officer Annexes 69 4.12 1. Team Registration Checklist and Forms ARRIVAL INFORMATION Team Name: _________________________________________________________________ Originating Organisation/Country: Arrival Date: _____________________________________________ _____ / _____ / _____ Arrival Time: _____ : _____ am/pm Flight Number: ______________ 2. DETAILED INFORMATION ON TEAM CAPACITY (This information will be forwarded to the OSOCC and local emergency management authorities to determine how best the skills and assets of your team may be used. Please tick the boses which apply to your team. Do NOT complete shaded area under item 3 (Communications) since it does not apply to this particular exercise). (a) Team Composition for the Team now arriving in Singapore _____ person tactical unit for search and rescue operations (Please insert number of people). Multi-disciplinary Team Search element (Number ______) Rescue element (____) Medical element (____) Technical support element (____) Command element (____) Totally sel-sufficient for _______ days of operation (please insert number of days). Full equipment stock to support the team’s operations. (b) Team Capabilities Capable of round-the-clock search and rescue operations (two 12 hour shifts). Search Operations: Physical Canine Rescue Operations in Various Types of Structures: Wood frame Un-reinforced masonry Steel frame Reinforced concrete 70 Annexes Electronic Sophisticated Medical Treatment Capabilities Limited to: Injured team members/canine Victims encountered during operations Technical Support Capabilities for Team Operations: Structural integrity assessments Hazardous materials assessments Liaison with heavy equipment/crane operators On and off site communication capabilities within team, the OSOCC and LEMA officials. (c) SAR Operations Conduct physical search and rescue operations in damaged/collapsed structures. Provide emergency medical care to disaster response personnel. Provide emergency medical care to trapped victims. Reconnaissance duties – assess damage and needs and provide feedback to the OSOCC and/or the LEMA official in charge. Assess/shut off utilities to houses or buildings. Assess hazardous materials surveys/evaluations of affected areas. (d) Conduct structural/hazard evaluations of government/municipal buildings needed for immediate occupancy to support disaster relief operations. Assist in stabilizing damaged structures, including shoring and cribbing operations, on damaged buildings as required. Citizen Assistance/Outreach Direct citizens to available services such as medical, food, water, shelter, etc., once established. Distribute tarps, sheeting, furring strips, etc., to occupants of damaged dwellings. Assist homeowners/occupants in securing their property from the effects of weather. Annexes 71 (e) Assistance to Local Emergency Response Personnel Assist local emergency response personnel in coordination of their response efforts. Assist in the establishment of emergency communications links. Clear streets, highways, airports and government support facilities of trees and debris. Mark/identify streets and buildings. Manage, direct and train local volunteers and first responders in basic SAR operations. 3. Provide medical treatment information to local medical personnel on disaster-related injuries such as crush syndrome. TEAM SUPPORT REQUIREMENTS (This information will be shared with the OSOCC and LEMA to determine how your requirements may best be met. Transportation/Logistics: Vehicles/aircraft needed for the movement of the team and stock. Medical transport required for extricated victims. Medical oxygen, air, fuel required. Evacuation required for any injured team member. Communications: The team’s radios are set to frequency _____________________________________________ It would be advantageous to provide the team with a radio from the LEMA/local official in charge. Reporting requirements need to be identified (how/when). Secure communications with the medical transport and team member evacuation systems. Initial Strategic/Tactical Briefing: If available, copies of past/current/future OSOCC strategic action plans should be provided. Strategic/tactical assignment clearly identified for the team. 72 Annexes Media Considerations: The team requires contact details for the LEMA Public Information Officer. The team requires guidance on media relations from LEMA. Appropriate area maps, building plans or other information should be provided. 4. OTHER INFORMATION The team will be able to supply at least one member to work within the On Site Operations Coordination Centre. To be completed by Reception Centre Time/Date Team dispatched to OSOCC: _______________________________________ Time/Date form received: _______________________________________ Time/Date form forwarded to OSOCC: _______________________________________ Method of Transmission to OSOCC: Telephone Other (specify): _______________________________________ Annexes Facsimile 73 UNITED NATIONSL OSOCC RECEPTION CENTRE Briefing Thank you for agreeing to travel at short notice to New Zealand to assist in search and rescue activities following the massive earthquake which hit the country. You have also been provided with the latest information we have been able to received from the local authorities on the situation. The Government has requested the support of the United Nations in coordinating the international response to this disaster. The UN has deployed a United Nations Disaster Assessment and Coordination Team which is facilitating coordination between the Government and international SAR Teams through the deployment of an On-site Operations Coordination Centre (OSOCC) which has been established in the affected area. This Reception Centre is a part of the OSOCC and is in place to ensure that you are received, briefed, registered and directed to the OSOCC where we are working closely with the Government to ensure that the skills you bring can best be deployed. You will also receive a brief outline of the structure of the On Site Operations Coordination Centre. We suggest that you read this prior to arrival at the OSOCC as it will provide you with a clearer idea of how the OSOCC functions. We would like to emphasise that incoming SAR Teams should aim to support the OSOCC. The best way in which this can be done is for one member of each team to be deployed to work fulltime with and for the OSOCC. We are asking you to fill out a registration form – it’s a fairly detailed document, but your cooperation in completing the form will ensure that, once you arrive at the site, we are able to arrange for your deployment with the minimum of delay. UN Office for the Coordination of Humanitarian Affairs OSOCC in Auckland 74 Annexes PRELIMINARY INFORMATION ON INTERNATIONAL SAR TEAMS AS OF JULY 2002 – PHOENIX EXERCISE, NEW ZEALAND Country Team Name Total Teams: HQ Contact - Team Leader # Pers. # Dogs Equipment Field Contact Live Rescues Bodies Recovered SAR: Rescue: Medical: Total Persons: Total Dogs: Total Rescues Alive: Total Bodies Recovered: Annexes 75 INSARAG SAR RESPONSE SYSTEM Pre-Departure Briefing Form for Outgoing SAR Teams Please try to complete all information on the form. 1. DEPARTURE INFORMATION Team Name: _________________________________________________________________ Originating Organisation/Country: _____________________________________________ Departure Date: _____ / _____ / _____ Departure Time: _____ : _____ am/pm Flight Number: ______________ 2. INFORMATION ON SAR ACTIVITIES (a) Lives Rescued SOLO _______________________________________ (b) Lives Rescued ASSIST _______________________________________ (c) Deceased Located (Number) _______________________________________ (d) Deceased Removed Yes/No Number ___________________ (e) Team Injuries Yes/No Number ___________________ (f) Team Illness Yes/No Number ___________________ (g) Other Assignments undertaken (Sheltering/Feeding/Medical Provision) __________________________________________________________________ __________________________________________________________________ __________________________________________________________________ (h) Equipment left at site (i) 76 __________________________ left with __________________________ Annexes 3. (ii) __________________________ left with __________________________ (iii) __________________________ left with __________________________ ANY OTHER INFORMATION 4. MISSION EXPERIENCE INFORMATION (a) Lessons Learned (Positive) (b) Lessons Learned (Negative) Annexes 77 5. CONTACT INFORMATION AFTER DEPARTURE Name of the Team Leader: _______________________________________________________ Telephone: _____________________ E-Mail: _______________________________________________________ Mailing Address: _______________________________________________________ Facsimile: __________________ _______________________________________________________ 78 Annexes INSARAG SAR RESPONSE SYSTEM Medical Capability Document To be completed ONLY if your team includes staff who will undertake medical care activities. This information will be forwarded to the OSOCC and local emergency management authorities to determine how best the skills and assets of your medical personnel may be used. Please tick the boxes which apply to your team. Team Name: 1. TEAM COMPOSITION The medical component of the team is comprised of _________ personnel. Organisation: _________________________________________________________________ Full medical equipment stock to support the Team’s operations. 2. ________________________________________________________________ TEAM CAPABILITIES/LIMITATIONS Designed to provide sophisticated (and possibly prolonged) pre-hospital and emergency medical care. Team treatment priorities: First: Second: Entrapped victims directly encountered by the team. Third: Treatment of team canine. Fourth: Others as practical. Treatment of team members (and support personnel). It is NOT the intention of the Team to be a free-standing medical resource at the disaster site. Capable of round-the-clock operations (two 12 hour shifts). Annexes 79 Comprehensive medical equipment stock design to support: 10 critical cases. 15 moderate cases. 25 minor cases. It is expected that team “fixed asset” medical equipment (ie. defibrillators, monitors, ventilators, etc.) will not leave the rescue site with any patients but will be maintained for the continued protection of the team members and other possible victims. 3. 80 TEAM SUPPORT REQUIREMENTS Transportation: Medical transport required for extricated victims. Evacuation required for any injured team member. Communications: Reporting requirements to the OSOCC and the LEMA official in charge. Secure communications with the transport systems listed above. Medical Hand-off Guidelines for Victims: Type of triage tags being used. Exchange of assets (backboards, splints etc) if necessary. Guidelines for handling deceased victims. Designated local medical liaison for special medical. Annexes LOCATION AND SKETCH PLAN OF BUILDING (f) (g) (h) (i) Draft only. Comments most welcome. Please amend, add or change and hand form back to either John Titmus or John Lovell. Annexes 81 STRUCTURE HAZARDS EVALUATION Location of Building: _____________________ Date/Time of _________________ Assessment: ______________________________________ ______________________________________ No. of Floors/Levels: _____________________ Basement: Yes/No Construction: ___________________________ Type of Collapse: _______________________ ______________________________________ ______________________________________ Use type including Occupancy: _____________ Location of Voids: _______________________ ______________________________________ ______________________________________ Building Owner: _________________________ Other issues including cultural: _____________ ______________________________________ ______________________________________ Total number of occupants: ________________ Describe unsafe areas: ___________________ Number of casualties: ____________________ ______________________________________ ______________________________________ ______________________________________ Access and search strategy: _______________ Describe hazards: _______________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ ______________________________________ Draft only. 82 Annexes Comments most welcome. Please amend, add or change and hand form back to either John Titmus or John Lovell. DISASTER ASSESSMENT FORM Type of Disaster: __________________________ Country: ______________________ Location (city or town): _____________________________________________________ Date and time of assessment: _______________________________________________ ASSESSMENT TRIP DETAILS: Local Authority contacts: ____________________ Person _________________ completing form: ____________________ Population within affected area: ___________ Casualties:- Access to affected area:Dead: ________________ Road: ____________________________ Missing: ________________ Rail: ____________________________ Injured: ________________ Foot: ____________________________ Homeless: ________________ Air: ____________________________ Buildings affected: _____________________________________________________ Commercial: _________________________________________ Hospitals/medical centres: _________________________________________ Hotels/apartments: _________________________________________ Shopping centres/malls: _________________________________________ Annexes 83 84 Car parking facilities: _________________________________________ Public facilities: _________________________________________ Schools/educational: _________________________________________ Annexes Utilities/services affected: _____________________________________________________ Power: _____________________________________________________ Water: _____________________________________________________ Sewerage: _____________________________________________________ Drainage: _____________________________________________________ Communications: _____________________________________________________ Telecommunications: _____________________________________________ Broadcast Radio: _____________________________________________ Television: _____________________________________________ Media: _____________________________________________ Other comments including priorities: _________________________________________ Specialist skills/equipment: _________________________________________ Search and clear buildings: _________________________________________ Hazards: _________________________________________ Safety environmental issues: _________________________________________ State of community: _________________________________________ Available support: _________________________________________ Other agencies: _________________________________________ Ongoing threats eg. aftershocks: _____________________________________ Available coordination: _________________________________________ Draft only. Annexes 85 Comments most welcome. Please amend, add or change and hand form back to either John Titmus or John Lovell. 86 Annexes 4.13 Corrective Action Procedure It is important that a life-safety program such as the INSARAG Response System be maintained at the highest level of efficiency and readiness. There needs to be a systematic process in place to address changes that are required as the result of training and exercise scenarios, disaster response after action reviews, special events (i.e., Triplex, NATO Summit, etc). Everyone involved at all levels in the Progam should have equal access to providing input into the process for program improvement. As a result, an INSARAG Corrective Action Procedure has been developed. The Corrective Action Procedure consists of a six-step process as indicated on the following flow chart and definition. The process is intended to allow for comment and review from all levels. The flow chart illusrtrates an issue entering the process at the lowest level and progressing entirely through the system. This does not preclude an issue from entering the process at other levels as required. Problem/issue identified (from readiness evaluations, training, exercises, mission operations, etc may originate from After Action Reports). Issue Analysis Outline developed (minimum information required, organized in a standardized fashion, to provide effective input into the Corrective Action Process); Statement of Issue (short, concise, clear identification of problem/issue); Background information (information which provides sufficient data to clearly understand the issue in context to the overall situation/system); Recommended action(s) (identification of the complete, precise, specific actions that provide the necessary steps to resolve the issue or correct the problem); Responsible party (identifies the organization/entity with the primary responsibility to correct the problem); Corrective Action Process:Step One - Initiator develops an Issue Analysis Outline submission completing the Statement of Issue and Background Information sections; - If possible, it would be beneficial if the Recommended Actions section is completed also. Annexes 87 Step Two - Submission is forwarded to the respective Regional Chair for consideration; - The Regional Chair will review the submission, convene a Regional Review Group, and forward the submission; - The Review Group will ensure that the submission is clear and complete and then develop an Issue Action Tracking Plan to be submitted to the Regional Chair. Step Three - The submission and Issue Action Tracking Plan, along with the Regional Chair’s recommendation, are forwarded to the INSARAG Chair for tasking to the appropriate Work Group (permanent or ad hoc). Step Four - The Work Group completes the assigned task(s) and returns the product back to the INSARAG Chair. Step Five - The INSARAG Chair convenes the Steering Group for consideration and adoption, as appropriate. If adopted, forward product to OCHA. Step Six - 88 The decision/information disseminated by OCHA for implementation. Annexes 4.13.1 ISSUE ACTION TRACKING At the Regional Review Group level, attention will need to be paid to ensure the careful inclusion of all submissions under consideration into an Issue Action Tracking Plan. During this process, all items submitted will be carefully reviewed for content and completeness, with redundancy eliminated, or grouped. It is not the intent for this group to become involved in issue resolution. The following example illustrates the components included in the Issue Action Tracking Plan. This could be incorporated into a database format to allow for the historical tracking over a long period of time. Example: Step Issue Tracking Number 1 Action Completed & Comments Issue Description Assigned To Development of INSARAG Guideline concerning Equipment Regional Chair 1-1-99 Regional Review Group Approved/forwarded to INSARAG Chair 2 2-1-99 Cache Standard 3 99-REG1-019 INSARAG Chair Equipment WG 4 4.13.2 3-1-99 4-1-99 5 INSARAG Steering Group 5-1-99 6 OCHA 6-1-99 DOCUMENT MANAGEMENT SYSTEM The development of the INSARAG Response System results in the production of a wide variety of documents. It is imperative that consistent document development standards are defined to ensure consistency as these documents are produced. It is equally important that existing documents are reviewed, updated or purged on a scheduled basis to maintain currency and accuracy. There must also be a standardized system to allow for immediate or unexpected submissions and/or changes that are needed that may Annexes 89 occur outside an established review cycle. The following list identifies many of the defined elements that should be adhered to ensure the further effective development and management of the INSARAG Response System: Consistent, organized structure for all documents such as:- Operational Guidelines. - Training manuals. - SAR Team Directory. - Field Operations Guide (FOG). - OSOCC Guidelines. - UNDAC Field Handbook. - Final Reports. - Corrective Action Reports. - Readiness Evaluations. - Brochures. 90 Document standardization such as:- Consistent covers/titles format. - Standardized date/time/zone/month notations. - Correct/current development date illustrated (covers/footers/etc). - Consistent tables of contents format. - Consistent document font/formatting conventions (i.e., Arial 12 pt font, etc). - Consistent training class evaluation processes (individual, instructor, etc). Document development time table with calendar milestones (importance of Annexes allowing enough time to satisfactorily complete development/final print):- Initial submission date of draft(s). - Ample computer input/generation time. - Draft completion. - Draft review. - Computer edits. - Final review. - Final printing. Document computer files archive/library:- Complete listing of all files/documents. - Listing of each type document (s) in each program (Guidelines, training manuals, etc). - Accurate listing of what file/documents are the most current (by date?). Hard copy documentation:- All documents clearly labeled as to when produced (which is most current). - Adequate extra copies of all produced manuals/documents. - Removal of outdated hard copies. Presentation standardization:- Developed in PowerPoint application. - Student hard copy handouts produced. - Limit amount of information on each slide (summarize only). - Standardized layout with UN logo Annexes 91 Document distribution mechanism:- Developed in standard computer application — MSWord. - Any presentations (training, etc.) developed in MS PowerPoint. - Downloadable to disc/CD. - All productions are considered in the public domain. - Electronically transferable. - Published as “Read Only” on the Web after approval. 92 System maintenance:- Document development integrated into the INSARAG Decision-Making Process - Established document review process/cycle to ensure currency - Process for addressing immediate/ad hoc issues that occur outside the cycle Annexes 4.14 Glossary Old Terminology New Terminology Task Force ...................................................................SAR Team Specialist......................................................................Personnel or Member Base of Operations ......................................................SAR Base of Operations Task Force Control Center ..........................................Base of Operations Command Post Local Incident Commander .........................................Local Official In Charge Local Affected Jurisdiction’s Officials ..........................Local Emergency Management Agency Incident ........................................................................Disaster Cache or Equipment Cache ........................................Equipment Stock Supervisor ....................................................................Manager Supervisory ..................................................................Management Forward Base ..............................................................Forward Operations Area Heavy Rigging..............................................................Heavy Lifting Structural Engineers ....................................................Structural Engineering Banner or Hazard Tape ...............................................Site Marking Tape Canine or Dog..............................................................Canine or Dog Field Operations Guide................................................Eliminate Term, not consistent Procedure ....................................................................Guideline EMS .............................................................................Local Medical Ambulance Agency Physician ......................................................................Doctor Nurse ...........................................................................Eliminate Term, not consistent New Mission ................................................................Reassignment Point of Assembly ........................................................Processing Center Point of Arrival..............................................................Point of Arrival Point of Departure........................................................Point of Departure Annexes 93 Mobilization Center ......................................................OSOCC Reception Center IST................................................................................OSOCC Task Force Fact Sheet ................................................SAR Team Capability Document Task Force Medical Team Sheet ................................SAR Team Medical Capability Document GIS ...............................................................................Eliminate Term, not consistent Gray Water ..................................................................Waste Water NAME ACRONYM DEFINITION AFTER-ACTION DEBRIEFING Meeting/interview process at the conclusion of a mission conducted to identify and document SAR Team actions and pertinent information for program improvement. AFTER-ACTION REPORT Written documentation of all SAR Team actions and other pertinent information that is usually assembled immediately following the completion of a mission. AFTER-ACTION REPORT: A notification from OCHA to the sponsoring organizations that a disaster is imminent or has occurred. ALERT Location or facility designated by the sponsoring organization where team members initially report after receiving an activation order. ASSEMBLY POINT ASSESSMENT: ASSIGNED AREA: ASSIGNED: 94 Annexes ASSISTING COUNTRY Nation/government sponsoring an INSARAG SAR Team, which mobilizes and responds upon request. BACKPACK/WAISTPACK Medical kit carried by SAR Team Medical personnel to provide immediate care for team personnel. BASE OF OPERATIONS SAR Team on-site operational facility close to the work sites comprising areas for the team management, equipment stock, personnel shelter, feeding areas, etc. BIOMEDICAL MONITORING The utilization of special medical equipment (cardiac monitor) to evaluate a patient’s medical condition. BREACHING SAR Rescue Team tactical operation involving penetrating a structural medium (usually concrete) with power tools and techniques. BRIEFING: BUILDING MARKING Pre-identified symbols marked on structure by search and rescue task force personnel indicating current status of building. CACHE See EQUIPMENT STOCK CANINE SEARCH Victim search using air scent dogs. CASUALTY: A term for using plain language communications that eliminates use of agency specific codes, etc. CLEAR TEXT Annexes 95 A standard by which all personnel operating as a part of an INSARAG SAR Team are expected to adhere to. This ensures safe, effective and professional operations. CODE OF CONDUCT COLLAPSE ZONE: COLLAPSE/HAZARD ZONE An area established at a rescue work site for the purpose of controlling all access to the immediate area of a collapse that could be impacted by further building collapse, falling debris, etc. The identified perimeter is conspicuously marked by crossed horizontal marking tape denoting that this area constitutes a hazard to SAR Team personnel. COMMAND FREQUENCY Communications frequency designated for command and control transmissions. COMMAND POST: COMMUNICATION PLAN: COMPONENT: Any space having limited entry/egress, and in which a dangerous air contamination or oxygen deficiency could result from an accumulation of dusts, mists, fumes, gases or vapors not removed by natural ventilation. CONFINED SPACE CREW: The area at a rescue work site where building materials/lumber can be stored and processed as needed to support the on site search and rescue operations. CRIBBING/SHORING WORKING AREA 96 Annexes CRUSH SYNDROME Detrimental side effects occurring when muscle tissue is compressed (due to a crush mechanism) for prolonged periods of time and tissue begins to die. DACH: INSARAG Permanent regional working group comprised of Austria, Denmark, and Sweden. DEACTIVATION Assignment to a SAR Team indicating that their mission assignment is complete and to make ready for return home. DEBRIEFING: DECEASED: DEMA: DEMOBILIZATION The process used to return resources to their original location at the conclusion of a mission. DEPARTMENT OF HUMANITARIAN AFFAIRS Original name of the department in the United Nations responsible for INSARAG. Now known as the Office of Coordination of Humanitarian Affairs. See OCHA. DHA DFID/ELM: A natural or man-made occurrence that negatively impacts a local jurisdiction and overwhelms their ability to effectively respond on their own. DISASTER DISASTER RESPONSE BRANCH DOCTOR DRB Section within the UN Office of Coordination of Humanitarian Affairs (OCHA) MD A person trained and certified by his host country to deliver ALS skills to a patient in need of definitive care. EGRESS Exit pathway Annexes 97 Electronic search devices utilized by SAR Search Team personnel for determining the location of entrapped victims by introducing camera-type viewers into voids. ELECTRONIC VIEWING EQUIPMENT EMERGENCY MEDICAL SERVICES EMS EMERGENCY OPERATIONS CENTER EOC A complex health care system that provides immediate on-scene patient care to those suffering sudden illness or injury. EMERGENCY SIGNALING Signals produced by aerosol horns on the work site to address evacuation of the area, cessation of operations or to quiet the area and resume operations. ENDOTRACHEAL INTUBATION The placement of an adjunct device into a patient’s trachea to establish a patent airway. ENGAGEMENT/DISENGAGEMENT Procedures followed by task force when entering or leaving a specific work-site. EOC: EQUIPMENT STAGING AREA The area at a rescue work site where assigned tools and equipment can be safely stored, maintained and issued as needed to support the operation. An appropriate area should be identified where generators and other gasolinepowered equipment can be set up and operated without exhaust gases and excessive noise hindering the operation. EQUIPMENT STOCK SAR Team equipment, tools, communication equipment, medical supplies, etc., necessary to be self-sufficient and operate at a disaster site for 10 days. EUROPEAN COMMUNITY 98 EC Annexes EXTENDED DISASTER STRESS SYNDROME DEFUSING A process for allowing personnel to air their feelings and defuse emotions related to stressful or traumatic disaster-related incidents. EXTRICATE To safely package and remove an entrapped victim from an entanglement or difficulty. FACT SHEET Documentation carried by SAR Teams that are provided to local officials in charge that defines team capabilities and limitations. FBI: FEMA: Electronic search devices utilized by SAR Search Team personnel for determining the location of entrapped victims by introducing viewing equipment (using light transmitting fibers) that allow direct viewing into void areas. FIBEROPTIC EQUIPMENT FIELD COORDINATING SUPPORT UNIT FCSU Section within the UN Office of Coordination of Humanitarian Affairs (OCHA) FIXED ASSETS SAR Team equipment that is critical to the effective functioning of the team and is not expendable or able to be loaned. FORWARD OPERATIONS AREA SAR Team tactical operating area established to provide a short-term Base of Operations for a part of the team near the work site. FUNCTION: GEOGRAPHIC INFORMATION SYSTEM GIS Annexes 99 Non-potable wastewater (usually the result of hand washing, cooking or dishwashing) that is discarded during SAR Team operations (as opposed to unhygienic waste from biomedical or toilet waste). GRAY WATER GROUP: Standard procedures or processes used to maintain program consistency. GUIDELINES HAZARD: HAZARDOUS MATERIALS HAZ MAT HAZARDOUS SUBSTANCES: HEADQUARTERS HQ SAR Team tactical operation involving moving/lifting large or heavy building structural components usually with hydraulic construction machinery. HEAVY LIFTING HOME BASE: 10 0 HOT ZONE SAR Team hazard area defined during operations that usually denotes a personnel hazard dealing with hazardous materials or chemicals. INCIDENT ACTION PLAN SAR Team operational document that is developed identify operational objectives, mission accomplishments, weather conditions, safety messages, communication issues, etc. during mission operations. INFRARED/THERMAL IMAGING Electronic devices that are sometimes used for determining the location of entrapped victims by introducing heat-sensing equipment (that construct an image based on heat differentials) that allow viewing into void areas. Annexes INNER CORDON: INTERNATIONAL SEARCH AND RESCUE ADVISORY GROUP INSARAG A group of functional SAR specialists formed for the purpose of advising the United Nations on the development of standards and guidelines that will be adopted and used by all international SAR Teams. IRC (UK): Using past experiences to avoid making the same mistakes. LESSONS LEARNED LOCAL EMERGENCY MANGEMENT AGENCY LEMA Local government that has the mandated responsibility for managing the disaster. LOCAL JURISDICTION MANAGEMENT: MEDEVAC Emergency medical evacuation of an injured person via helicopter transport. MEDICAL ACTION PLAN Medical surveillance of affected country’s infrastructure, endemic and environmental condition. SAR Medical Team actions are governed by the findings. MEDICAL TEAM CAPABILITY DOCUMENT Documentation carried by SAR Team Medical personnel that are provided to local officials in charge that defines team capabilities and limitations. Annexes 10 1 The location where the Medical Team can set up operations and provide treatment to SAR Team members and extricated victims. Medical team personnel must identify their space requirements to rescue personnel when this area is being established. MEDICAL TREATMENT AREA MEMORANDUM OF UNDERSTANDING MOU MOBILIZATION The assembly and movement of resources to a disaster. MOBILIZATION (MOB) CENTER The point of arrival of response groups near the affected area, but not within the direct operational scope of the state or local authorities. MOBILIZATION PLAN: NATIONAL FOCAL POINT: NON- GOVERNMENT ORGANIZATION NGO OFDA: OFFICE OF COORDINATION OF HUMANITARIAN AFFAIRS OCHA OFFICER IN CHARGE OIC ON-SITE OPERATIONS CONTROL CENTER OSAP An area used by the Rescue Officer in charge assigned to manage and coordinate all SAR activities at the identified rescue work site. OPERATIONAL CHECKLIST 10 2 A department in the United Nations, which is responsible for INSARAG. Formerly known as the Department of Humanitarian Affairs (DHA). Annexes OPERATIONAL COMMAND (BRONZE): An area established for the purpose of controlling access to the rescue work site except for SAR Team members and those involved in the operation. It is denoted by a single, horizontal identification marker tape erected as a cordon. OPERATIONAL WORK AREA ORGANIZATION OF AMERICAN STATES OSOCC RECEPTION CENTER OAS OSOCC Point of arrival, established by the OSOCC, of response group near affected area, but not within the direct operational scope of national/local authorities. A time sequence listing of possible actions and tasks that the identified user may want to consider acting upon when carrying out the assignment. OSOCC STRATEGIC ACTION PLAN OUTER CORDON: PARAMEDIC: PATIENT TRACKING SYSTEM A documentation system implemented by SAR Team Medical personnel that identifies each patient, assigns a tracking number and denotes pertinent evaluation information. PERSONNEL STAGING AREA Area established where unassigned, available SAR Team personnel are assembled and organized for assignment into an operation. PLAN-OF-ACTION: POINT OF ARRIVAL Designated area during disaster operations where responding SAR Teams and other resources are received into the impacted area, organized, briefed and assigned. POA Annexes 10 3 POINT OF ASSEMBLY Designated area where the members and elements of a SAR Team are gathered in preparation for mobilization. POINT OF DEPARTURE Area established where SAR Team personnel and equipment stock mobilizing for a mission are brought together and organized. POD POINT-OF-ARRIVAL: PRIORITIZATION PRIVATE VOLUNTEER ORGANIZATION PUBLIC INFORMATION OFFICER PVO The area at a rescue site where unassigned SAR Team members can rest, eat, and be immediately available in case other rescue workers become trapped or until time of rotation. PIO REASSIGNMENT SAR Team mission assignment during the course of a mission where the team is redirected to a different assignment from the original. An assessment of the team’s condition for continued operations is imperative. RECEPTION CENTER Point of arrival, established by the OSOCC, of response group near affected area, but not within the direct operational scope of national/local authorities. RECONNAISANCE TEAM An assembly of appropriate SAR Team personnel assigned to assess an impacted area or building to determine the need for search and rescue operations. RESCUE OPERATION: 10 4 Annexes RESCUE PLAN Tactical document developed by the SAR Team defining rescue strategy and tactics during mission conduct. RISK ANALYSIS A review of an operation or work site performed in advance establishing safety and personnel hazard concerns and mitigation procedures. SAR TEAM A set number of trained functional specialists assembled to perform urban search and rescue operations. SAR TEAM CAPABILITY DOCUMENT Documentation carried by SAR Teams that are provided to local officials in charge that defines team capabilities and limitations. SEARCH AND RESCUE TEAM A set number of trained functional specialists assembled to perform urban search and rescue operations. SEARCH OPERATION: Tactical document developed by the SAR Team defining search strategy and tactics during mission conduct. SEARCH PLAN SERVICE PACKAGES: Plastic banner tape carried as rolls in the equipment stock that is used to define perimeter areas of SAR Team operational work sites. SITE MARKING TAPE SQUAD: SRSA: STAGING AREA (PAGE 23 IN SYSTEM OVERVIEW): Annexes 10 5 STANDARD OPERATING PROCEDURE A standardized method of conducting search and rescue operational procedures, which has been predetermined to ensure safe and effective operations. SOP STAND-DOWN: STRATEGIC COMMAND (GOLD): STRUCTURAL ENGINEERING: A systematic process of assessing compromised buildings to determine their viability for safely conducting search and rescue operations. STRUCTURE TRIAGE TACTICAL COMMAND (SILVER): Operational communications frequency assigned to a SAR Team (or components of a team) for onsite search and rescue operations, which does not conflict with local emergency communications. TACTICAL FREQUENCY TASK (SEE ASSIGNED): TEAM FOCAL POINT: TEAM: TECHNICAL SEARCH Victim search using electronic devices. THW: TRAUMA: 10 6 Annexes Process of attempting to pinpoint the location of an entrapped victim by establishing soundings from three or more locations and interpreting the strengths of each to approximate the midpoint. TRIANGULATE UK-FIRE SERVICE SAR TEAM: UNDAC: UNIT: UNITED NATIONS UN UNITED NATIONS – DEPARTMENT OF HUMANITARIAN AFFAIRS UN-DHA UN-OSOCC: VICTIM LOCATION: VICTIM: WORK AREA: Refers to the operational area within the incident to which the task force is assigned. WORK SITE Annexes 10 7 4.15 10 8 Contact Details Annexes 4.16 Websites Annexes 10 9