Each competency will be evaluated and areas of development expanded upon.
Basic helicopter bussing and
debussing
Overall assessment
The exercise involved training one group of Working On Fire people and two
groups of 40 WSAR people. Three helicopter team members assisted the Oryx crew
while each of the Alloette and B2 crews worked with a smaller group of people.
The initial training was for one and a half hours and did not include any
aspects with live helicopters.
Aspects dealing with live aircraft are dealt with in the Team Deployment
section.
Good Points
Every one attending was exposed to a base line of knowledge.
Points to take forward
The ability to manage partially or untrained groups in and around helicopters
should be developed in all helicopter team members.
Points requiring development
An SOP for bussing on each aircraft needs to be confirmed and distributed.
Search planning
A task of planning the deployment of 10 teams to search the Marloth reserve
was given. An individual was appointed as Search Manager, selected from a sub
group of individuals with search management or search administration exposure.
The scenario was that a large group of 19 people had scattered from the Boskloof
hut, approximately one day into the Langeberg.
Overall assessment
The search planning team was not explicitly identified and thus grew beyond a
useful size. Mattson consensus techniques, although explained two hours prior to
the exercise, were not brought into play. Teams were not differentiated in terms
of ability. Search areas were identified.
Good Points
There was a plan.
There was an effective mechanism to manage who was in and who was out the base.
Points to take forward
ICS was not used. There was not enough exposure to attempt it.
Each WSAR member needs a competency card.
The card system to log people out and back to base was effective.
Points requiring development
This type of planning activity needs to be repeatedly trained to a broader
membership.
WSAR needs a competency card system.
Another Search planning course is needed to build confidence in planning tools
so that planning can be completed faster.
Team deployment (also crowd
control)
Overall assessment
The search management's intention was to deploy five initial groups into the
area and then react to what feedback they received. Some pressure was applied to
ensure all attendees were deployed. Deployment proceeded in parallel with
additional search planning. This necessitated reassigning some members of the
search management team to other duties. Eventually all field crew that could be
assigned were distributed into the field.
Difficulties encountered included aircraft issues (the Oryx labyrinth seal)
and field team members absconding from their teams. Many members were not
expecting the delays encountered and displayed excessive frustration.
This exercise was repeated the following day to deploy the same members for
the specialist exercises and many of these issues were not experienced again.
Good Points
Teams were created.
Teams were briefed.
Teams were deployed.
Points to take forward
One helicopter team member remained on board the Oryx as safety.
Planning, team assembly, pre flight safety review and ground loading
responsibilities need to be allocated early.
The value of radio network planning was not appreciated.
Points requiring development
The points listed above need to be documented and taught as part of the
general search management/ICS framework.
Field Practices
Overall assessment
Members received a one hour lecture on field craft before they were deployed;
subjects covered included planning conventions and search techniques.
Radio procedures, map reading and mountain navigation were not included.
Good Points
Most teams were able to manage themselves in the field and two of the four
patient groups were found.
Points to take forward
The lack of competency card system prevented identification of groups without
adequate mountain skills.
Points requiring development
Field craft courses are needed.
Map reading courses are needed.
Radio communication courses are needed.
Some member's fitness was inadequate.
The mountain competency requirement needs to be enforced.
Team Management
Overall assessment
Once deployed, teams were tracked. Some confusion surrounded call signs with
team leader reverting to their "own" call signs e.g. Delta 32.
Good Points
Every one was tracked.
Points to take forward
Points requiring development
Radio net management
Overall assessment
No radio net planning was visible and although one relay was deployed the
radio system seemed overloaded.
Good Points
The identified relay was suitably qualified for the role.
The relay was positioned appropriately.
Points to take forward
Radio network plans are needed for this number of teams in the field.
Call signs must be allocated by the operation and members should not revert to
their own call signs.
Points requiring development
Radio planning and its value should be included in future search management
course curricula.
Team Extraction
Overall assessment
A decision was made by the exercise management team to extract all field
teams at 17:00. This entailed stopping the running exercise and arranging the
withdrawal of the teams from the field.
The lack of radio planning and single relay made changing the game plan
difficult but tactical control of the situation by the helicopter crew achieved
the outcome.
Good Points
Most teams were in known positions.
All team sizes were known.
All patient groups were in known positions and all patient group members were
accounted for.
Points to take forward
The card system for logging people in and out of base allowed the search
management team to confirm all people 
returned from the field within two minutes
of the last group being offloaded from the helicopter. This was a major
achievement considering the large number of people involved and the
unpredictable return sequence of the teams. The discipline exercised by each
returnee in retrieving their cards as soon as they landed also contributed to
the success of this phase.
Points requiring development
An SOP requiring competency cards to use as checking in and out mechanism.
Advanced Rope Skills
Overall assessment
The team allocated this task were individuals with a rescue rope skill level
equivalent to WSAR one or above. The task was to construct a Tyrolean traverse
across a river gorge and move an eighty kilogram weight across it and back.
Good Points
BFK were assembled
A dual line was installed for safety.
Good co-operation between the teams on opposing banks of the river was achieved.
Points to take forward
These more advanced skills need to be practiced more regularly.
Points requiring development
This exposure needs to happen more often.
Abseiling
Overall assessment
The original plan of four lines, one of which was for beginners was precluded
by the terrain. Eventually three lines were established and a large group of
people moved down the mountain.
Good Points
BFK's were established
Safety systems were rigged.
Points to take forward
A point man with full visibility of the entire operation was established.
Points requiring development
The BFK's took too long to rig. More WSAR level one rope technician training
is needed.
The belays given to some absielers was inadequate.
Belayers did not seem to understand the limitations of their equipment.
More WSAR level one rope technician training is needed.
The use of equipment, particularly GriGri's, needs to be properly taught.
Mountain Diving
Overall assessment
There was overall agreement that it was a good operation.
Major Bell was happy with the way things went. He reiterated the importance of
the safety briefing, and everyone concurred that the briefing given by Craig
beforehand contributed largely to the smooth exit, deployment and recovery of
the divers using the hoist.
The technical stuff wrt hoisting and actual diving went well.
Good Points
Good safety briefing
Divers are confident in both the helicopter and water environment.
Radio relay was good and essential for that type of operation.
Points to take forward
SOP's to be developed.
Additional ground units for radio relay are a requirement for remote diving
operations.
Ground assistance of divers going down with the hoist is essential; therefore a
person without a pack needs to be sent down first.
Basic rope equipment should form part of the diving turnout gear for remote
locations.
Divers must also be current on basic rope skills. (Fortunately most of us are.)
Helmets are essential.
Clarification regarding the responsibilities of the Diving Supervisor during
deployment of the unit.
Points requiring development
Further investigation and development of deploying the diver with his gear
from the aircraft.
The SAPS has got a requirement to deploy divers into the water. Looking at some
of the areas in Marloth alone, this is a real requirement that will be looked at
in future.
Hugo Vaughan - Exercise Coordinator
CAMP MANAGERS REPORT
The exercise was held at the Marloth Nature
Reserve in Swellendam by
kind permission of Mr Ben Swanepoel. The
facilities provided were very basic; being the area known as the rugby field
which has a small grove of oak trees with braai
facilities and tables and 1 toilet. The large grass area was divided
roughly in half by the hike trail path. It was agreed that camping would
be to the north of the divide and a landing zone would be created on the
southern portion. The staff of the reserve mowed the two areas prior to our
arrival.
TOILET FACILITIES
As a group of 60 was initially expected to attend the
weekend course, basic ablution facilities had to be improved.
A number of quotes were obtained from firms supplying mobile facilities.
Unit Solution from Epping was able to supply of trailer that consisted of
an office, 2 toilets and a hot and cold shower.
The major problem was how to tow it to Swellendam as it weighed 700kg;
thankfully the Metro staff did this. This
facility meant that all the effluent was contained on the trailer and the shower
water ran to a soak away so preventing any pollution of the reserve.
The money spent on the hire and time taken to tow it
through, I believe, was well spent. As
a result there were good facilities at camp, which were beneficial considering
that the number of participant rose to 98 (not counting the aircrews of the 3
helicopters).
COMMAND AREA
The
command area for the exercise consisted of 2 army tents pitched so as to create
one large area with tables and chairs. The
Metro Command bus was parked next to the tent so that all the command functions
were in one location. These 2 tents
and 15 chairs were loaned to us by the firefighting team stationed at Marloth
Reserve.
CAMPING
A further 2 army 16 X 16 tents and 3 army steel tables were
loaned to us by the SAAF. These tents were erected in the camp area for
additional sleeping facilities for those who did not have or did not wish to use
their own tents. These were pitched separately with the idea that they
could be used by different groups.
DRINKING WATER
The supply of drinking water was from a tanker parked next
to the grove of oak trees as this was consider the central point of the camp.
The tanker was supplied by the Overberg Region and arranged by Reinard
Geldenhuys.
ELECTRICITY
Electricity was supplied by a generator on the bus for its
own needs which overheated due to it being housed in a compartment under the
floor. A second generator was
available for lighting in the command tent and under the oak trees which made
braaing and cooking very much easier than by torch light.
COMMUNITY KITCHEN
A kitchen tent/awning was erected under the oaks and 2 gas
rings, large pots and kettles were available for community use.
This area was used quite a lot by the campers and provided a central
cooking point. Electricity was provided to this area
as well. All the equipment for this
area came from the Cape Peninsula Spelaeological Society with the exception of
the army table.
BRAAI WOOD
Marloth Nature Reserve supplied Braai wood.
NAME TAGS
A critical task assigned to the camp manager was to
arrange a method of controlling the movement of people in and out of camp.
This was to know that everyone had returned to camp at the end of any
exercise. Name tags were prepared from the lists of names that were
provided by each organization and were ready when people arrived at the camp.
About 12 people arrived at the camp for which tags had not been prepared,
but it is also known that about the 
same number did not attend.
The people were informed that the tags had to be handed in
whenever they left the camp.
This worked well for the exercises but was not very effective for those
going to town. On the Saturday evening when everyone was airlifted out of the
mountain, we were able to say with certainty that they all had returned to camp.
PACKING AWAY
The Cavers generally handled the breaking up of the
campsite and I am confident that the site was left in good order. The only thing
I was concerned about was the overfull rubbish bins, but I was told that the
Marloth staff would handle that first thing Monday morning.
THANKS
We owe a big thank you to the Marloth staff for their
assistance on Friday afternoon in setting up the camp, for cutting and providing
braai wood, and the use of their tents and chairs.
Thanks also to Ben Swanepoel and Reinard Geldenhuys for
assisting me in locating some of the equipment that was required, and to Dr
Wayne Smith for arranging to get the toilet trailer to Swellendam.
I also wish to express my thanks to those who helped,
especially Ron Zeeman and the Marloth firefighting team who set up camp on
Friday afternoon, and to my Caving colleagues who assisted on Sunday afternoon
to get everything packed away, especially given the rain!
SUMMARY
I believe that all ran smoothly as the campers did not
report any dissatisfaction to me.
The success of the weekend is in part due to the
facilities that were provided as it set a tone when the people arrived.
CONCERN
Lack of organisation by some of the participating groups
resulted in the last lot of names being received at 16:00 on Thursday afternoon.
Between Wednesday morning and Thursday afternoon the number of
participants almost doubled. We
were lucky that the facilities could cope with this number of people, but it did
put a lot of pressure on those who were organising the practical aspects of the
exercise. This lead to printing of
the name tags on Thursday night and only completing the task on Friday
afternoon.
To prevent this from happening in the future, a strict cut
off date should be given so that the number of people arriving does not
embarrass the organisers and that the program can be modified to fulfill the
needs of the group.
Thanks for allowing me to be of some assistance to the
group.
Alan L Butcher
All photographs on this page copyright Ross
Hofmeyr and Hugo Vaughan.
WILDERNESS SEARCH &
RESCUE
