It was horrifying to watch the national news coverage of the large clouds of smoke billowing near the finish line at the Boston Marathon. The two powerful shock waves knocked the runners down in their tracks. Unquestionably, the next attack on an American city was under way with sketchy reports and details available.
Preparing for a fire-rescue response to a similar incident in any community is difficult at best. However, it is our “moment of truth” when all eyes are upon us and our response to a horrible mass-casualty incident will be celebrated or criticized based on how we perform our duties.
At scheduled events, like the Boston Marathon, perhaps the single most effective tool that we have at our disposal is the time to develop a comprehensive operational plan long before the event. This operational plan may take from weeks or months to prepare.
Under attack checklist
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When I was at the D.C. Fire Department, we had a standard process to gather and distribute detailed planning information before small to large events. The plan must incorporate all response partners and support agencies, describing their duties and responsibilities for any type of event that might occur.
The event plan outlines likely-to-possible situations from a rapidly changing weather front to an all out terrorist attack that can harm hundreds.
Along with the detailed event-planning document, the next most important component is detailed standard operating guidelines detailing the department’s response to a mass casualty incident.
Activating the plans
In Washington, D.C., during my watch, we implemented the MCI SOG when nine or more people were injured or sick. This may sound like an arbitrary number, but in reality the D.C. Fire Department had access to eight Level-1 trauma-unit beds, hence the ninth person involved activated the plan.
A Metro bus involved in a fender-bender would assuredly cause our plan to be activated. An MCI was declared once or twice each month. These alarms were for mostly low-acuity medical needs.
Of course, the underlying management philosophy was that practice makes perfect performance.
That bill came due in the nation’s capital on June 22, 2009. Nine died and hundreds were injured when a train traveling at 59 mph collided with a parked train.
Incorporate a methodology to exercise the MCI plan on at least a monthly basis for all operational members. A great example would be to conduct a required detailed training session every week.
DCFD actually broke this drill into two segments during my tenure: the training days were MCI Task Force Tuesdays and Trauma Thursdays to make sure that we were ready. With a four-platoon system each shift attend one of each segment every month.
Fast growth
Next, the department has to have the ability to expand — both staff and apparatus — to meet the needs of the event and of their community.
For example, during the first inauguration of President Barrack Obama, DCFD doubled in size for a 24-hour period (one full shift). This was the largest National Special Security Event held to date.
The plan required us to double the size of the department with one complement of members and apparatus inside the restricted zone from the U.S. Capitol to the White House to include the parade route to the National Mall. Nearly 400 members were on duty to protect our city from any events that would occur outside the restricted zone.
The planning paid large dividends in that we responded to more than 2,100 alarms that day. A typical day in D.C. would net about 450 emergency responses for help.
Some departments may not have the resources to expand to twice its size. For departments in this situation, think regionally and consider the need for response of your mutual-aid partners during large-scale planned and emerging events.
Communications
Open and on-going communications with all response partners is a critical element for protecting folks and understanding what response assistance may be needed. Activate a Joint Operations Center and/or an Emergency Operations Center hours before a planned event and as soon as possible during an emergent event.
A representative from every response agency must be present at the JOC and/or EOC. Each agency must send a reasonable ranking representative (at least a battalion chief for fire-rescue) to coordinate and communicate all activates. If the response system has a fusion (information and intelligence) center, maintain a direct link to obtain any critical information to guide the command team with responder safety efforts.
Personal protection and responder safety becomes a huge challenge. There are some basic precautions that should always be used.
Personnel safety
Park the fire and rescue apparatus in the safest and most protected position possible. The best protection methods will be time, distance and shielding. Of course, when there are people bleeding and fires raging out of control, it will be difficult to impossible to use any of these three considerations.
Next, remember that a secondary device is always possible and perhaps likely. Most first responders will remember the video clip of the Georgia Bureau of Investigation’s agent walking near a trash dumpster collecting evidence at a bombing incident.
This event was unfolding at a Planned Parenthood clinic in North Atlanta. As the GBI agent approached the area close to this dumpster all hell breaks loose.
When the secondary device is detonated, the agent’s hair can be seen sweeping straight back over her shoulders. Thank goodness that she was not seriously injured, but was very close to being a very seriously injured victim.
Communications with all other agencies may be another way to keep on top of hazards and threats. Also, pay close attention to details and be on the highest level of alert possible when asked to be in an unknown hazard zone.
Evidence preservation
The last critical element is that crime scene preservation concerns must be considered. This is a low priority compared with saving and protection human life. However, after saving life, preserving the evidence and allowing the police agencies to bring the culprits to justice is a high priority.
Operational planning, on-going training, and communications are the keys to your success in events like the one that just rocked Boston. Take the time to plan for large-scale events; these efforts will deliver an outstanding return on the investment.
Don’t go it alone; ask for help with the process if needed. Send me a note if you need an event operational planning template or an MCI policy. There are dozens out there.
As with everything, training is the key to being successful at unusual and stressful events. When all else fails, fall back on your training and preparation. Finally, open and active communications cannot be overstated during these types of terrorist events. Make sure that everyone is on the same page of the plan and knows what is happening.
