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
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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
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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
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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.
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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.
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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.
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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.
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(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.
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-
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.
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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.
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
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.
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-
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.
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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
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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
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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.
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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
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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.
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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.
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
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.
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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.
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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.
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
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
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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
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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
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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)
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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.
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(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.
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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.
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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).
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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
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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)
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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
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(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.
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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.
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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.
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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.
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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.
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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.
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(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.
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(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.
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
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.

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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
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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.
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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
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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
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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.
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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
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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
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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.
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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
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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
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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
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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.
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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.
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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)
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4.9
5/10 Collapsed Structure Evaluation System
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67
4.10
68
Team Self Evaluation System
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4.11
Standard Operation Procedure for Liaison Officer
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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
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
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.
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(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.
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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):
_______________________________________
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 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
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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:
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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 __________________________
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3.
(ii)
__________________________ left with __________________________
(iii)
__________________________ left with __________________________
ANY OTHER INFORMATION
4.
MISSION EXPERIENCE INFORMATION
(a)
Lessons Learned (Positive)
(b)
Lessons Learned (Negative)
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5.
CONTACT INFORMATION AFTER DEPARTURE
Name of the Team Leader:
_______________________________________________________
Telephone:
_____________________
E-Mail:
_______________________________________________________
Mailing Address:
_______________________________________________________
Facsimile:
__________________
_______________________________________________________
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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).
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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.
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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.
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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.
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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:
_________________________________________
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84
Car parking facilities:
_________________________________________
Public facilities:
_________________________________________
Schools/educational:
_________________________________________
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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.
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85
Comments most welcome. Please amend, add or change and hand form back to either
John Titmus or John Lovell.
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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.
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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
-
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The decision/information disseminated by OCHA for implementation.
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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
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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.


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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
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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
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
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.

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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
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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
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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:
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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
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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
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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
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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
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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
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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.
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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.
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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).
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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
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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:
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4
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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):
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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:
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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
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4.15
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Contact Details
Annexes
4.16
Websites
Annexes
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