Author’s note: This will be the first of a multi-part article. More will addressed in following RRG newsletters.

One of the most overlooked aspects of rope rescue is the ability to efficiently direct and control and a rescue operation. As the Control Officer, we all too often focus on the tactical, or “nuts and bolts” instead of the strategic, or “big picture”. Many times a 30 minute rescue operation turns into a two hour debacle mostly due to lack of leadership and direction. As a leader responsible for technical rescue operations, you need to be able to communicate to your team members the goals and objectives of the event, (be it an actual rescue or a training exercise), and then safely complete the operation. This is a difficult task given the dynamic arena in which we often operate. The responsibilities associated with these functions usually comes with rank, but without the benefit of education and mentorship. The attributes required for running an operation must be learned and practiced in order to complete a job in a safe and timely manner. In the following sections, we will address key elements relating to the proper operation of a Technical Rescue incident or training evolution.

The Big Picture:
When you first arrive on scene, your first priority should be to look at the overall scene and gain a size-up from what you see combined with reporting party or witness statements. Obtaining this information is vital to the safety, speed, and efficiency of you and your team. So what does this actually mean? Working safely is obviously the most important action we can take so that our team goes home intact. Is the scene secure? Are there any special hazards (chemicals, inclement weather, etc)? Speed and efficiency go hand in hand. The speed with which we effect our rescue is directly linked by how efficient we are with our forethought and skill. How developed are your team’s rigging skills? Tying simple knots under pressure can be a daunting task for some. Have you thought through your plan from beginning to end? Did other team members have input on your conclusions (peer review)?

One way to tackle your objective and develop a plan is to view your mission as a good chess player would. Any good chess player will have the moves worked out well in advance so there are no surprises during the game. However, even with a solid plan, one wisely expects Murphy’s Law to be applied during the most critical time, and welcomes the opportunity to send him packing. This includes a backup plan and a list of resources to work out potential problems. Out of equipment? Do more with less. Not enough mechanical advantage on your haul? Add some. Bottom line, deal with it, make it work. The Marine Corps motto is “Semper Fidelis,” which translates “always faithful”. Our motto should be “Semper Gumby”, which means “always flexible”.

Many times we think the job is done when the “technical” aspect is completed. The patient is expertly lowered from the ledge down onto the trail below where no one is waiting to begin the 1-mile carryout. Oops! “Let’s get some people down there to help!” Meanwhile the rescuer waits with the crashing patient for the litter team to arrive, wasting valuable time and providing poor patient care. Remember, the rescue is not over until your patient is in the back of the ambulance (or on the helicopter) and on their way to the hospital. Your plan should include every aspect of the operation from start to finish. Sometimes, you need to stagger your forces having members pulling double duty from one phase to the next. The people who rigged the high directional but are not essential as part of the lowering operation just became part of your litter team, and so on and so forth. Try to plan it so that once the patient begins moving, your team never stops until the patient is safely being transferred over and transported away from the scene. This is easier said than done, however it is possible with good planning. As a leader, all of these considerations (and a few more we’ll talk about later) play an important role in how your mission will be handled. Remember, you set the tone. If you start out weak, you’ll probably finish weak. If you are clear, concise and plan accordingly to the best of your ability, chances are you’ll succeed and lead your team to victory.

Next month we’ll lay out more in detail how to develop, communicate, and put your plan into action!

Fair winds and following seas…
Kevin