A VIEW FROM “THE RESCUE COMPANY”
Rescue ’90 was by far one of the largest and most ambitious training exercises held in recent years. The four-day program continues on, in one way or another, for everyone involved in this excellent training exercise. Congratulations to Tom Carr and his staff for accomplishing the goals and objectives that they started planning more than a year in advance. “Whetting the appetite” applies not only to students but to all involved in the exercise. Taking home information was an important objective of the event.
Having had the opportunity’ to be an instructor at the program, I had the unique privilege of working alongside some of the finest instructors and adjunct instructors. The opportunity to exchange information, ideas, and experiences by networking with rescue personnel from across the country added immensely to the program’s content. The involvement of FEMA, the IAFC, local agencies and contractors, vendors, and the Red Cross injected a realism that would be hard to duplicate.
It is important in the fire/rescue business that we learn something from every operation, whether it’s a minor car accident or a major operation such as Rescue ’90. Here are some of those lessons:
Time. It was generally agreed that many of the sessions did not allow students enough time to learn. The choices here are limit the material, extend the program, or specialize in certain areas. The objective was not to make everyone an expert in four days but rather to set into motion the motivation to continue these types of programs throughout the country by having the students take information home with them. The task force concept enabled everyone to participate, evaluate, and make recommendations for the necessary control, communications, and coordination that are so important in operations of this magnitude.
Control. Responsibility for control was established by the team-building emphasis on the first day. A task force leader (selected by others students) faced his biggest challenges during the “Big One,” when control was most important. As is the case in actual rescue operations, the energies and enthusiasm of rescuers must be controlled and channeled to be most effective.
Communications. Each sector was provided with direct communications to the command post and other sectors. What was lacking was communication among the actual rescue workers, communication between sectors and task force leaders via two-way radios, and the availability of separate rescue channels and command channels. Rescue workers must be aw’are of what is going on not only in their area but above and below them. This can easily be remedied by distributing two-way radios and by using multichannel radios.
Coordination. Working three different scenarios emphasized the need for utilizing the Incident Command System to effectively monitor the control and coordination of all rescuers. The need to identify a “victim control coordinator” must not be overlooked. This person keeps track of victims and his information dictates which operations to continue and where to place rescue personnel. He has a direct impact on your strategy and tactics during these incidents.
Victims. Having “live” victims was an integral part of the rescue operation. Rescuers had to take the proper actions regarding first-aid treatment, packaging, and removal. The lessons learned during the lecture on crush syndrome were put to the test. Rescue during these operations is not just “find and remove.” More important, the actions rescuers take after locating victims can have a great impact on whether a victim survives. This was proven after the earthquakes in Armenia and the Philippines.
Search. Search techniques and working with search dogs, their handlers, and detecting devices must be addressed. Knowing the limitations and capabilities of each and applying them to the rescue operation requires more training. Cross-training will help team members gain a better understanding of each other.
Fortunately we do not get enough of these real-life incidents. When it comes to training for these incidents, we can never be “overtrained.”
