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The responsibility of the search manager is one of search management.

There are many factors which make a good search manager and these will be discussed shortly. The most important ones, though, are the understanding of the concept, an open mind and the ability to lead and inspire whilst under pressure.

The role of the search manager demands leadership of the entire operation from start to finish and obtaining results.

Without this leadership and someone in charge the search operation will be disjointed, confusing and will result in a misdirected and inefficient effort.

Search operations can and do go wrong, mainly due to a lack of essential management, by a search manager who:

A search manager shoulders a heavy burden of responsibility. To ease this burden the search manager must be aware of errors he/she may make and how they can be overcome:

Ensure you have the necessary knowledge and resources – keep a search kit readily available and a copy of the search manager’s handbook to hand. Know the pre-plan.

Ensure you are aware of the capabilities and availability of all available resources.

Ensure you are ‘visible’. Have a set base of operations and stay there. However tempting, don’t go off searching in the field. That is a job for others.

Ensure you plan for continuation and relief. Do not assume you will find the subject immediately.

Ensure you delegate appropriately.

Ensure your resources can respond safely. Conduct a risk assessment for every operation and keep under continual review.

A search manager must have effective communication skills and the ability to deal with people who must know what their search responsibilities are. The search manager has a number of core skills which will be developed over time through training and experience.

Ø       Establish objectives and priorities

Ø       Evaluate and know the capability of your resources

Ø       Develop a plan

Ø       Delegation of responsibilities

Ø       Co-ordination of effort

Ø       Correct utilisation of resources

Ø       Evaluate results

Ø       Formulate revised plans

Ø       Decision making

Ø       Logistics

Ø       Communications

Ø       LEADERSHIP

Although the search manager may delegate certain areas such as logistics or communications he must still be able to recognise the essential ingredients of the whole operation. After all – the buck stops with the search manager. To just handover the responsibility is not acceptable. You must still maintain an overview and ultimate control and leadership.

Who is the Search Manager?

Any organisation with search responsibilities should identify, select, train and prepare search managers.

There can be different levels of search manager. For example, in the Police service there will be Police Search Advisors (POLSA’s). These are experienced search managers capable of managing large scale searches. They may not necessarily be trained in lost person search techniques. However, their levels of knowledge will be far higher than the average supervisor and a lost person search run by a POLSA will be in pretty safe hands. A POLSA trained in lost person search management has got to be considered as the expert. They will not only be capable of managing large scale searches of all kinds but they will be able to use their vast experience to focus on the matter in hand. The next step down would be a trained search manager, one who has been trained in lost person search techniques. These search managers will have been trained to a level which is considered to be the minimum to manage a lost person search. They will possess the knowledge and acquired skills to competently manage the search. To gain experience these managers should work with others initially. If they require advice or guidance, as we can’t all know everything, they should ask for help from a POLSA.

A police search manager has distinct advantages over a non-police manager in that they will have ready access to a massive range of resources not immediately available to others.

A lost person search manager does not necessarily have to be search trained. It is, however, a distinct advantage, but not essential. A search trained person cannot simply be a searcher one day and a search manager the next, simply because they are trained to a certain level. A search manager must be trained and aware of the whole concept of lost person search philosophy.

Although the search manager can be either a police officer or member of a volunteer rescue group it must be remembered that the ultimate responsibility of searching and its possible subsequent consequences is that of the police. Primacy of command lies with the police IN EVERY CASE so it seems logical that the search manager should be a qualified and trained police officer. That is not to say we should disregard the skills and experience of the volunteer groups. Early discussion between all parties should take place at the outset to identify and clarify the chain of command and management structure.

It is the author’s opinion that the police should provide the overall search manager but that managers from volunteer groups should form part of the overhead/management team. This ensures the vast pool of experience they possess is available to lend direction and assistance at all stages of the operation.

Management Team (overhead team)

A search manager needs an overhead team. The size and content of this team will depend on the size and extent of the search. The team can (and almost certainly will) start small and expand depending on progress, actual and anticipated.

The overhead team is a small group of experienced and trained persons who work with the search manager to develop overall search strategy and discuss tactics. They will substantially reduce the burden on the search manager himself.

Again, experienced searchers would be beneficial but not essential.

The overhead team can be of a simple or more complex structure as a search evolves and increases in complexity and duration.

The two organisational charts on the following pages illustrate the structure of the overhead or management team. It is possible to merge some of the roles if necessary. For instance the information officer will be responsible for liaising with the media. Any other member of the overhead team could conduct this role.

On first sight the complex structure looks rather involved. If it is followed logically, however, it will be seen that it makes sense and is, in any case, what we do anyway. As can be seen, many of these roles can be merged. The structure is not totally set in stone but experience tells us it works so a search manager would be wise to follow it as far as possible and applicable to the search itself.

Operations

The operations officer is responsible for turning the strategy into action:

Plans

Logistics

Finance/Administration

Additional Roles to Consider

Many of the smaller roles can be merged, particularly in small operations. This may appear to require a lot of resources simply for the management alone. However, compare the large lost person search involving perhaps 100 searchers in total and the major crime investigation where about 100 investigators are utilised. In the latter case there will still be an SIO (search manager?) logistics officer, finance/administrative support, technical users such as HOLMES operators and ‘team’ leaders. In fact the ‘management’ and support team for a crime investigation is far higher than that for a lost person search. Yet it is the crime search that seems to get the full operational and logistical backup and the lost person search that is always desperately seeking resources, even when lives are at risk.

This apparent inequality will only right itself through good management and success.

Command Structure

We have already discussed who should be the search manager in some detail. We are now talking about the actual command structure, as per the GOLD-SILVER-BRONZE system. All police officers and members of other rescue organisations should be aware of the basic concept.

This structure is a nationally agreed system for command and control and is adaptable to all operations. There can sometimes be conflict between the three levels and their traditional roles but it has been recognised at high levels that the structure is flexible and can be adapted to suit the matter in hand….

“ The Gold, Silver, Bronze structure is not intended to be inflexible and as long as the essential differences between

it’s three main elements are recognised it can be adapted

to suit the circumstances of any particular operation or

incident……”

Acpo Guide to Public Order Policing

GOLD

This will be the control room senior officer in the vast majority of incidents and will often take a passive role, i.e., they will leave the job to the ground commander, Silver. It is a hands-off role, but available for support to Silver. However, in certain more high-profile cases a Gold control room will be set up and will be staffed accordingly. Gold will normally be responsible for deciding strategy.

SILVER

This is the ground commander and in the case of a lost person search will be the search manager. Immediately the advantages of the search manager being a police officer can be seen. We would find it difficult to allow a member of a search organisation to be Silver when that commander controls the incident itself. Silver will be responsible for tactics.

BRONZE

Bronze commanders will be responsible for supervising specialist resources. Using a lost person search operation as an example again a bronze commander would normally lead dog units, search teams, mobile units etc. They will be responsible for implementing tactics determined by Silver.

Potential Conflict

We have already discussed the role of the search manager and said that the search manager decides, in consultation with the overhead team, strategy. That is the direction of the search and how it will be implemented. This is a traditional job of Gold. However, Gold will rarely have the skills and knowledge of a lost person search manager so in reality the actual search strategy will be left to Silver. In high-profile cases a Gold Control room may be set up and they will take an active role in support of the actual search itself. This means, for example, where the overhead team asks for certain resources in the form of search teams/dogs/physical items etc, then Gold will probably arrange same. Gold may also take on the role of formulating media policy, thereby reducing burdens on the overhead team. It is very rare indeed for Gold to take an active role in a lost person search. If for any reason this was necessary Silver and Gold would work very closely. Another reason for the search manager to have an efficient and experienced overhead team.

Other Agency Involvement in the Command Structure

Where a full-blown command structure in the Gold-Silver-Bronze format is established most other organisations concerned in the operation will have a similar structure. Often they will have a representative based with Gold or Silver. For example, if the Fire Service were working closely in a large scale event they will have their own Gold-Silver-Bronze structure and will possibly have a representative at the Police Gold Control or at the very least very close communication. Likewise they will have their own Silver commander on the ground and that Silver will be in close liaison with the Police Silver commander.

Primacy of Command

In the United Kingdom the police always retain primacy in any peace-time incident. This is the case even in a large-scale incident where the police may simply be providing support to, say, the Fire service. The Police will retain primacy of control but the Fire service may be providing the major elements to resolve the situation.

Command functions are role-related, not rank. It is conceivable, therefore, that the Silver commander could be a Police Sergeant but Bronze commanders could be Police Inspectors or a senior officer from another organisation. This is an accepted practice amongst organisations and rarely causes problems.

It should be noted, however, that no service directly commands the officers of another.

All emergency services and local authorities are well practiced in emergency, contingency planning and joint operations. All are fully familiar with the Gold-Silver-Bronze command structure.

DISCLAIMER

This site, whilst created from the perspective of a police officer, is a personal work. It does not necessarily represent the views or policy of Devon and Cornwall Constabulary.

The contents of this site are written in good faith, however the author can accept no responsibility for any loss, harm or damage howsoever caused by the use of content from this site.

You may copy and re-distribute content from this site provided the above disclaimer clearly accompanies any copy. The content of this site is the copyright of Michael H Rose and any copies or distribution of the contents must be accompanied with the copyright details and acknowledgement of the author