Routine vs. Critical Incident PresentationPrepare a 10- to 15- slide presentation describing the difference between routine and critical incidents.Choose five (5) incidents, with at least two from you

Management/Law Enforcement Terrorism threats and increased school and workplace violence have alwa\fs generated headlines, b\bt in recent \fears, the response to these events has received heightened media scr\btin\f. Critical Incident Management: A Complete \fesponse Guide\b Second Edition provides evidence-based, tested, and proven methodologies applicable to a host of scenarios that ma\f be enco\bntered in the p\bblic and private sector.

Filled with tactical direction designed to prevent, contain, manage, and resolve emergencies and critical incidents effcientl\f and effectivel\f, this vol\bme explores:

• The phases of a critical incident response and tasks that m\bst be implemented to stabilize the scene • Leadership st\fle and techniq\bes req\bired to manage a critical incident s\bccessf\bll\f • The National Incident Management S\fstem (NIMS) and the Incident Command S\fstem (ICS) • G\bidelines for responding to hazardo\bs materials and weapons of mass destr\bction incidents • Critical incident stress management for responders • Maintaining contin\bit\f of b\bsiness and deliver\f of prod\bcts or services in the face of a crisis • Roles of high-level personnel in setting polic\f and direction for the response and recover\f efforts A\bgmented b\f Seven Critical Tasks ™ that have been the ind\bstr\f standard for emergenc\f management and response, the book g\bides readers thro\bgh ever\f aspect of a critical incident: from taking initial scene command, to managing reso\brces, to resol\btion, and fnall\f to recover\f and mitigation from the incident.

The a\bthors’ compan\f, BowMac Ed\bcational Services, Inc., presentl\f cond\bcts fve co\brses certifed b\f the Department of Homeland Sec\brit\f. These hands-on “Sim\blation Based” Co\brses will prepare \fo\br personnel to handle an\f \bnexpected scenario. For additional information contact: 585-624-9500 or johnmcnall@ bowmac.com. ISBN: 978-1-4398-7\ 454-7 9 781439 874547 9 0000 K13455 w w w . c r c p r e s s . c o m w w w. c r c p r e s s . c o m CRITICAL INCIDENT MANAGEMENT Second Edition Faggiano McNall Gillespie K13455 cvr mech.indd 1 10/12/11 4:25 PM CRITICAL INCIDENT MANAGEMENT A Complete Response Guide Second Edition Vincent Faggiano John McNall Tom \fillespie Tis book is dedicated with respect and admiration to the memory o\f Tom Gillespie \brother, Partner, Teacher, Friend May your voice continue to be heard through these pages vii Table of Contents Preface xiii Introd\fction xv Abo\ft the A\fthors xxiii 1 The \bat\fre of Critical Incidents 1 Objectives 1 Incident Types 2 C\fmm\fn Cha\bacte\bistics 4 P\flitics 5 C\fmmunicati\fns 5 Wh\f’s in Cha\bge? 6 Res\fu\bces and Res\fu\bce C\f\f\bdinati\fn 7 Intelligence Gathe\bing and P\b\fblem Assessment 7 C\b\fwd and T\bafc C\fnt\b\fl (Pe\bimete\bs) 8 Envi\b\fnment 8 Planning and T\baining 8 Te Media 10 P\flitics 10 Unc\fnt\b\fllable ve\bsus C\fnt\b\fllable Fact\f\bs 12 Summa\by 14 Review Questi\fns 14 2 First-First Responders 15 Objectives 15 Review Questi\fns 22 3 Stages, Phases, and Strategies 23 Objectives 23 Te P\beventi\fn and P\bepa\bedness Stage 23 Te Resp\fnse Stage 26 C\bisis Phase 26 Initial Objectives and St\bategies 27 Outc\fmes 28 viii Table of Contents Scene Management Phase 29 Initial Objectives and St\bategies 29 Outc\fmes 32 Executive Management Phase 32 Initial Objectives and St\bategies 33 Outc\fmes 33 Rec\fve\by and Mitigati\fn Stage 34 Objectives and St\bategies 34 H\fw Did We D\f? 35 Summa\by 36 Review Questi\fns 36 4 Tactical Leadership 37 Objectives 37 Leade\bship Va\biables 37 Leade\bship Style 38 A\be Y\fu a C\fach \f\b a Playe\b? 38 P\bactice Makes Pe\bfect 39 P\b\fblem Assessment 40 Risk Assessment 41 Decisi\fn Making 43 Issuing O\bde\bs and Di\becti\fns 44 C\fmmand P\besence 45 Civil Liability 46 Summa\by 47 Review Questi\fns 47 5 Seven Critical Tasks ™ 49 Objectives 49 Establish C\fnt\b\fl and C\fmmunicati\fns 50 P\b\fblem Assessment 50 C\fmmunicati\fns 51 Identify the H\ft Z\fne 52 Establish the Inne\b Pe\bimete\b 54 Unif\f\bmed Pe\bs\fnnel 57 Public within the Inne\b Pe\bimete\b 58 Establish the Oute\b Pe\bimete\b 58 Establish the C\fmmand P\fst 61 Be Flexible 63 Fixed-Site C\fmmand P\fst 63 M\fbile C\fmmand P\fst Vehicles 64 Table of Contents ix Establish a Staging A\bea 64 Identify and Request Additi\fnal Res\fu\bces 66 Eme\bgency Medical Se\bvices (EMS) 67 Te Fi\be Se\bvice 67 Te Media 67 Utility C\fmpanies 69 Ofcial Res\fu\bces ve\bsus Realistic Res\fu\bces 70 Te Seven C\bitical Tasks ™ and the Fi\bst-Fi\bst Resp\fnde\b 71 Active Sh\f\fte\b 71 Summa\by 76 Review Questi\fns 77 6 \bIMS and ICS 79 Objectives 79 Nati\fnal Incident Management System: O\bganizing a “Decisi\fn-Making Team” f\f\b the Efective Management \ff a Maj\f\b Incident 79 P\bepa\bedness 80 C\fmmunicati\fn and Inf\f\bmati\fn Management 80 C\fncepts and P\binciples 80 Management Cha\bacte\bistics Secti\fn 81 O\bganizati\fns and Ope\bati\fns 81 Res\fu\bce Management 81 C\fmmand and Management 81 Ong\fing Management and Maintenance 81 Incident C\fmmand System 82 Hist\f\by and Devel\fpment \ff the Incident C\fmmand System 83 ICS Ope\bating Requi\bements 84 ICS C\fmp\fnents 85 C\fmm\fn Te\bmin\fl\fgy 85 M\fdula\b O\bganizati\fn 86 Management by Objectives 96 Integ\bated C\fmmunicati\fns 96 Unifed C\fmmand St\buctu\be 97 Reliance \fn Incident Acti\fn Plan 101 Manageable Span \ff C\fnt\b\fl 101 Incident L\fcati\fns and Facilities 101 C\fmp\behensive Res\fu\bce Management 102 Establishment and T\bansfe\b \ff C\fmmand 102 Chain \ff C\fmmand and Unity \ff C\fmmand 102 Dispatch and Depl\fyment 102 x Table of Contents Inf\f\bmati\fn and Intelligence Management 102 Acc\funtability 103 Using ICS f\f\b Planned Events 104 Summa\by 106 Review Questi\fns 107 7 Hazardo\fs Materials and Weapons of Mass Destr\fction 109 Objectives 109 Te Meth\fd t\f Ou\b Madness 110 Fi\be and Law and Enf\f\bcement 110 Classes \ff Haza\bd\fus Mate\bials 111 Identifying Haza\bd\fus Mate\bials 112 Whe\be We Find Haza\bd\fus Mate\bials 114 C\fmme\bcial L\fcati\fns 115 T\bansp\f\btati\fn Vehicles 115 Illegal D\bug Labs 116 Miscellane\fus 117 Resp\fnding t\f Scenes 117 Expe\bience Is the Best Teache\b 118 Wh\f’s in Cha\bge? 119 Unifed C\fmmand 119 Seven C\bitical Tasks ™ f\f\b HazMat Resp\fnse 121 Establish C\fmmunicati\fns and C\fnt\b\fl 121 Identify the H\ft Z\fne 121 Establish the Inne\b Pe\bimete\b 122 Establish the Oute\b Pe\bimete\b 122 Establish the C\fmmand P\fst 123 Establish the Staging A\bea 123 Types \ff Dec\fntaminati\fn P\b\fcedu\bes 124 Identify and Request Additi\fnal Res\fu\bces 124 Evacuati\fn and Shelte\bing in Place 124 Evacuati\fn 125 Evacuati\fn Techniques 126 Shelte\bing in Place 127 Summa\by 128 Review Questi\fns 128 8 Critical Incident Stress 129 Objectives 129 S\fu\bces \ff St\bess 130 Table of Contents xi St\bess Types 131 Acute St\bess 132 Delayed St\bess 133 St\bategies 134 Du\bing an Incident 135 Afe\b an Incident 135 Summa\by 136 Review Questi\fns 137 9 Emergency Operations Center 139 Objectives 139 Active Sh\f\fte\b Scena\bi\f 139 Int\b\fducti\fn t\f the Eme\bgency Ope\bati\fns Cente\b 140 When W\fuld Y\fu Activate an EOC? 143 L\fcati\fn, St\buctu\be, and P\b\fcess \ff the EOC 146 Basic EOC Functi\fnal R\fles and Wh\f Sh\fuld Fill Tem 151 Eme\bgency Manage\b 152 Missi\fn 152 Skill Set 152 Deputy Eme\bgency Manage\b 152 Missi\fn 152 C\fmmand Staf 152 Sc\bibe 152 Public Inf\f\bmati\fn Ofce\b 153 Safety Ofce\b 153 Liais\fn Ofce\b 154 Ope\bati\fns C\f\f\bdinati\fn Chief 154 Planning C\f\f\bdinati\fn Chief 155 Investigati\fn and Intelligence C\f\f\bdinati\fn Chief 155 Res\fu\bce C\f\f\bdinati\fn Chief 155 Finance and Administ\bati\fn C\f\f\bdinati\fn Chief 156 Functi\fnal P\b\fcess \ff the Eme\bgency Ope\bati\fns Cente\b 156 C\fmmunicati\fn and Inte\bacti\fn in the EOC 159 EOC C\fmmunicati\fn, Inte\bnal and Exte\bnal 161 Summa\by 162 Review Questi\fns 163 10 The Exec\ftive Policy Gro\fp 165 Executive P\flicy G\b\fup Ove\bview 168 C\fmmunicati\fn M\fdels 170 P\bepa\bati\fn 171 xii Table of Contents Executive P\flicy G\b\fup P\bepa\bati\fn W\f\bk Fl\fw 173 CEO \ff the Executive P\flicy G\b\fup 173 Missi\fn 173 Skill Set 174 St\buctu\be \ff the Executive P\flicy G\b\fup 174 T\baps 175 Summa\by 177 Review Questi\fns 177 Appendix A: ICS Task Checklists 179 Appendix B: EOC Task Checklists 193 Appendix C: Using the DOT Emergency Response G\fidebook 207 xiii Preface M\f\be than a d\fzen yea\bs ag\f I pa\bticipated in a p\besentati\fn and t\baining p\b\fg\bam \fn eme\bgency management by Vincent Faggian\f, J\fhn McNall, and the late T\fmas Gillespie. By that p\fint in my ca\bee\b, I had been a pat\b\fl \ff - ce\b, p\flice academy administ\bat\f\b, and chief \ff p\flice and th\fught that I had a decent unde\bstanding \ff what t\f d\f, h\fw t\f d\f it, and when t\f d\f it. Yet, what I hea\bd that day changed my ve\by unde\bstanding \ff managing c\bitical incidents, and shifed my thinking \fn h\fw we \fpe\bati\fnalize \fu\b ef\f\bts t\f save lives, p\b\ftect p\b\fpe\bty, and \best\f\be n\f\bmalcy. Te auth\f\bs have g\fne t\f g\beat lengths t\f ensu\be that thei\b evidence- based, tested and p\b\fven meth\fd\fl\fgies f\f\b managing c\bitical incidents a\be applicable ac\b\fss dem\fg\baphics. P\flice, f\be, EMS, elected \ffcials, fede\bal agencies, municipalities, state agencies, unive\bsities, ma\bine, ai\b and \bail \f\bganizati\fns, Fi\bst Nati\fns, and the p\bivate sect\f\b will each fnd the c\fn - cepts and tactical di\becti\fns in this b\f\fk applicable t\f thei\b envi\b\fnments.

Tis is p\fssible because the auth\f\bs unde\bstand the c\fmm\fn cha\bacte\bistics ac\b\fss c\bitical incidents, and have identifed a se\bies \ff tasks t\f add\bess the sha\bed challenges that a\bise. Many eme\bgency management texts desc\bibe the la\bge\b c\fncepts with little p\bactical di\becti\fn f\f\b tactical leade\bship and functi\fnal management. Tis b\f\fk p\b\fvides time-tested meth\fd\fl\fgies t\f ensu\be that eme\bgencies and c\bitical incidents a\be p\bevented (when p\fssible), c\fntained, managed, and \bes\flved efciently and efectively. Tei\b 7 C\bitical Tasks © have bec\fme the indust\by standa\bd f\f\b eme\bgency management and \besp\fnse. Having managed just ab\fut eve\by gen\be \ff c\bitical incident, and n\f matte\b the c\bisis, what I lea\bned f\b\fm them became seminal in my leade\bship and management skills t\f\flb\fx. Tey teach m\f\be than \besp\fnse st\bategies.

Tey teach p\beventi\fn and mitigati\fn, and the tactical leade\bship and func - ti\fnal management they emb\bace is \belevant in planning and mitigati\fn. Lastly, I have l\fng admi\bed the attenti\fn that Vinny, J\fhn, and T\fm pay t\f the psych\fl\fgical impact c\bitical incident management has \fn the f\bst \besp\fnde\bs and executive decisi\fn make\bs. Tey have inc\f\bp\f\bated the tenets \ff mental health int\f thei\b w\biting and c\funsel, and d\f s\f in such a way that makes it acceptable and easy t\f discuss. In this b\f\fk, y\fu’ll lea\bn why this is s\f imp\f\btant and h\fw t\f take ca\be \ff th\fse wh\f take ca\be \ff \fthe\bs; d\fing s\f is at the ve\by c\f\be \ff efective c\bisis \besp\fnse, management, and mitigati\fn. xiv Preface Ultimately, bey\fnd the teachings and expe\bience within and c\fmbined with g\f\fd t\baining, what y\fu will get f\b\fm this b\f\fk is the c\fnfdence t\f manage whateve\b c\bisis lands \fn y\fu\b d\f\f\bstep. Lea\bn well these less\fns and y\fu a\be gua\banteed t\f make the dife\bence y\fu seek. Dr. Gary J. Mar\foli\b Managing Partner, Margolis, Healy & Associates, LLC Research Associate Pro\fessor, University o\f Vermont Chie\f o\f Police (ret.) xv Introd\fction Te f\f\be\bunne\b t\f this b\f\fk was gea\bed t\fwa\bd law enf\f\bcement \besp\fnd - e\bs. Te\be a\be issues unique t\f p\flice \besp\fnses that simply d\f n\ft apply t\f \fthe\bs, and we have \betained and updated this inf\f\bmati\fn. A c\bitical c\fmp\fnent in maj\f\b incidents is integ\bating with \fthe\b agen - cies, disciplines, and levels \ff the \besp\fnse. C\fmmunicati\fn, c\f\fpe\bati\fn, and a clea\b unde\bstanding \ff \b\fles f\b\fm the Scene C\fmmand P\fst th\b\fugh the Eme\bgency Ope\bati\fns Cente\b (EOC) t\f the Executive P\flicy G\b\fup is \fne \ff the d\biving f\f\bces behind this b\f\fk. Te \fthe\b need we have identifed in 30+ yea\bs \ff t\baining and feld expe - \bience is that “n\fnt\baditi\fnal” \f\bganizati\fns (campuses, businesses, utilities, sch\f\fl dist\bicts, etc.) have been la\bgely lef \fut \ff the discussi\fn. If y\fu a\be a membe\b \ff a n\fnt\baditi\fnal \f\bganizati\fn, this text will se\bve as a guidep\fst t\f \f\bganizing y\fu\b eme\bgency management st\buctu\be and \besp\fnse st\bategies. P\fp quiz time:

It’s been a quiet night; y\fu’\be heading back t\f the stati\fn t\f cl\fse \fut when y\fu \beceive a call \fn a m\ft\f\b vehicle accident. As the f\bst- a\b\biving p\flice \ffce\b, f\befghte\b, \f\b eme\bgency medical technician (EMT), y\fu kn\fw y\fu a\be the Incident C\fmmande\b. With n\f \fthe\b inf\f\bmati\fn available, it seems \b\futine. Y\fu \b\fll up \fn scene \fnly t\f fnd a sch\f\fl bus full \ff child\ben \fve\btu\bned and w\bapped a\b\fund a \buptu\bed tanke\b t\buck. As p\besident \ff y\fu\b \f\bganizati\fn, y\fu a\be \ffen w\f\bking well afe\b \fthe\bs have lef. Suddenly y\fu a\be shaken by what s\funds like an expl\fsi\fn and l\f\fk \fut t\f see sm\fke p\fu\bing \fut a b\b\fken wind\fw \ff \fne \ff y\fu\b buildings whe\be y\fu\b facilities pe\bs\fnnel and s\fme c\fnt\bact\f\bs have been w\f\bking. As a shif supe\bvis\f\b f\f\b buildings and g\b\funds, y\fu a\be checking building access afe\b the \bec\f\bd sn\fwfall. Just as y\fu a\be ente\bing the building, y\fu hea\b a l\fud c\bashing n\fise and disc\fve\b that the \b\f\ff \ff the activities \b\f\fm has c\fllapsed, t\bapping multiple individuals wh\f we\be in the \b\f\fm. As the di\bect\f\b \ff Human Res\fu\bces, y\fu have just \betu\bned t\f y\fu\b \ffce f\b\fm lunch. Suddenly y\fu hea\b what s\funds like gunsh\fts c\fming f\b\fm inside y\fu\b building. xvi Intro\fuction F\f\b each \ff these scena\bi\fs:

1. Whe\be d\f y\fu g\f?

2. What immediate acti\fns d\f y\fu take?

3. What \bes\fu\bces will y\fu need?

4. What will be y\fu\b \b\fle: in the next few minutes, in the h\fu\bs t\f c\fme, days f\b\fm n\fw? C\bitical incidents usually happen when y\fu least expect them. But they needn’t happen when y\fu’\be least p\bepa\bed. Tat’s whe\be this b\f\fk c\fmes in. It gives t\baditi\fnal f\bst \besp\fnde\bs a w\f\bkable game plan f\f\b handling the unexpected. Since 1990, the auth\f\bs have p\b\fvided c\bitical incident management inst\bucti\fn t\f tens \ff th\fusands \ff \besp\fnde\bs and supe\bvis\f\bs \ff all types th\b\fugh\fut N\f\bth Ame\bica. Time and time again, students have p\baised the p\bactical inf\f\bmati\fn p\b\fvided in these p\b\fg\bams f\f\b its simplicity and efectiveness. All c\bitical incidents sha\be s\fme c\fmm\fn cha\bacte\bistics. Te basic p\bemise \ff this b\f\fk is that if c\bitical incidents have c\fmm\fn cha\bacte\bistics, then we can establish a c\fmm\fn set \ff \besp\fnse st\bategies t\f add\bess these cha\bacte\bistics. Te\be a\be ce\btain steps \f\b tasks y\fu can always apply at the \fnset \ff a c\bitical incident t\f quickly and efectively manage the scene. Of c\fu\bse the incident elements may va\by f\b\fm scene t\f scene, but the c\f\be tasks \bemain the same \bega\bdless \ff the event y\fu face. Te sec\fnd p\bemise is that incidents g\f th\b\fugh p\bedictable phases. Rec\fgnizing th\fse phases and thei\b cha\bacte\bistics, as well as kn\fwing y\fu\b st\bategies, g\fals, and \futc\fmes, will all\fw y\fu t\f act quickly and efectively. T\baining \fthe\bs in y\fu\b \f\bganizati\fn \bega\bding b\fth the c\fmm\fn issues and the incident phases will \beduce c\fnfusi\fn and end up saving lives and p\b\fpe\bty. While n\f b\f\fk can \beplace t\baining and expe\bience, the inf\f\bmati\fn p\b\fvided he\be will give y\fu a maj\f\b head sta\bt \fn unde\bstanding basic man - agement tasks. Tese guidelines lead y\fu th\b\fugh eve\by aspect \ff a c\bitical incident: f\b\fm taking initial scene c\fmmand, t\f managing \bes\fu\bces, t\f \bes - \fluti\fn, and fnally t\f \bec\fve\by and mitigati\fn f\b\fm the incident.

Who Sho\fld Read This Book?

A basic p\bemise \ff the Incident C\fmmand System (ICS) is that the f\bst pe\b - s\fn \fn-scene is the Incident C\fmmande\b until p\b\fpe\bly \believed. Tis pe\bs\fn may well be a t\baditi\fnal \besp\fnde\b, such as a p\flice \ffce\b, f\befghte\b, \f\b EMT, \f\b may be a n\fnt\baditi\fnal \besp\fnde\b. If y\fu a\be f\bst \fn-scene at a c\bitical incident, you a\be the Incident C\fmmande\b. H\fpefully, if y\fu a\be n\ft fully t\bained, y\fu will s\f\fn be \believed by a pe\bs\fn with m\f\be expe\bience Intro\fuction xvii and expe\btise. Te acti\fns taken \f\b n\ft taken in the f\bst few minutes \ff an incident may well dete\bmine the length and seve\bity \ff an incident. Y\fu will fnd we c\fnstantly \befe\b back t\f this p\bemise. Inc\beasingly we a\be t\baining n\fnpublic safety pe\bs\fnnel f\b\fm p\bivate and public \f\bganizati\fns wh\f want t\f kn\fw thei\b \b\fle in an eme\bgency. Te indi - viduals wh\f a\be pa\bt \ff the Incident Management Team a\be eage\b t\f kn\fw whe\be they ft int\f the \f\bganizati\fn’s “eme\bgency c\fncept \ff \fpe\bati\fns” \f\b Eme\bgency Ope\bati\fns Plan (EOP). D\fzens \ff \belevant questi\fns a\be a\bticu - lated at the beginning \ff each sessi\fn, such as: Whe\be d\f I \bep\f\bt? What d\f I d\f when I get the\be? Wh\f’s in cha\bge? H\fw d\f I inte\bact with \besp\fnding eme\bgency pe\bs\fnnel? Once again, this updated text has been designed t\f \betain the value t\f law enf\f\bcement while expanding these c\fncepts t\f \fthe\b individuals wh\f fnd themselves in a new \b\fle as \besp\fnde\bs and membe\bs \ff a p\bivate \f\b public \f\bganizati\fn’s Incident Management Team. As y\fu will disc\fve\b, we will c\fve\b initial \besp\fnse, scene management, executive management, and \bec\fve\by and mitigati\fn. Whethe\b y\fu a\be in the p\besident’s \ffce, facilities, inf\f\bmati\fn techn\fl\fgy, health, \f\b public safety, y\fu\b \b\fle will bec\fme clea\b. Whethe\b y\fu have yea\bs in y\fu\b p\fsiti\fn \f\b a\be new t\f this \b\fle, this inf\f\bmati\fn will imp\b\fve y\fu\b ability and c\fnfdence t\f manage any type \ff maj\f\b incident. Expe\bienced \besp\fnde\bs will \bec\fgnize many \ff the b\f\fk ’s \bec\fmmen - dati\fns as pa\bt \ff thei\b cu\b\bent management style, but they will gain valuable inf\f\bmati\fn f\b\fm \fu\b examinati\fn \ff va\bi\fus types \ff c\bitical incidents. Tese individuals have the \fpp\f\btunity t\f lea\bn f\b\fm the expe\biences—b\fth g\f\fd and bad—\ff th\fusands \ff \besp\fnde\bs wh\f have managed c\bitical events. As well as applying t\f all incident types, the tasks and techniques dis - cussed in this b\f\fk apply t\f all types \ff agencies. Alth\fugh a la\bge u\bban p\flice f\f\bce, fede\bal agency, \f\b \fthe\b \f\bganizati\fn will have nume\b\fus \bes\fu\bces available f\f\b p\b\fmpt \besp\fnse, it is the p\b\fpe\b management \ff these \bes\fu\bces that is c\bucial t\f incident stabilizati\fn. Te \fnly dife\bence f\f\b the smalle\b \f\bganizati\fn is that a f\bst \besp\fnde\b may have t\f wait a few minutes l\fnge\b f\f\b supp\f\bt. Y\fu will quickly fnd that when it c\fmes t\f c\biti - cal incident \besp\fnse, the acti\fns y\fu must initiate a\be simila\b f\f\b all sizes and types \ff agencies and \f\bganizati\fns.

Appropriate Initial Response Te initial acti\fns taken by a f\bst \besp\fnde\b dete\bmine whethe\b a c\bitical incident is all\fwed t\f accele\bate \fut \ff c\fnt\b\fl \f\b is quickly stabilized. Law enf\f\bcement \ffce\bs a\be usually f\bst t\f the scene in the vast maj\f\bity \ff xviii Intro\fuction c\bitical incidents. Y\fu will \bead this \bepeatedly: It’s up t\f you t\f make deci - si\fns and take ea\bly, app\b\fp\biate acti\fn. Inte\bestingly en\fugh, this als\f applies t\f “f\bst-f\bst \besp\fnde\bs,” which is a te\bm c\fined by the 9/11 C\fmmissi\fn. Fi\bst-f\bst \besp\fnde\bs a\be th\fse individuals wh\f a\be al\beady at g\b\fund ze\b\f when an event \fccu\bs and must \besp\fnd \fut \ff necessity. In m\fst cases y\fu will n\ft kn\fw that y\fu a\be \besp\fnding t\f a maj\f\b incident until y\fu a\b\bive \fn-scene. Ofen c\bitical incidents a\be n\ft \bep\f\bted as such. A seemingly \b\futine call can quickly escalate int\f a maj\f\b c\bitical event. F\f\b example: One \ff the f\bst calls \beceived in the 1999 C\flumbine High Sch\f\fl t\bagedy in Littlet\fn, C\fl\f\bad\f, was t\f check f\f\b a student d\fwn in the pa\bking l\ft. In the 1993 b\fmbing \ff the W\f\bld T\bade Cente\b, the initial eme\b - gency call came in as a t\bansf\f\bme\b f\be. Te taking \ff 28 h\fstages at Fai\bfeld Unive\bsity in C\fnnecticut inv\flv - ing a pe\bs\fn with pu\bp\f\bted expl\fsives st\bapped t\f his b\fdy was initially \bep\f\bted as “b\f\fk bags being th\b\fwn f\b\fm a thi\bd-st\f\by wind\fw.” Te initial call at Vi\bginia Tech was t\f “check f\f\b a student wh\f has fallen \fut \ff bed.” Te p\fint is n\ft s\f much t\f “always expect the unexpected” but t\f simply be p\bepa\bed t\f implement a st\b\fng \besp\fnse plan if called up\fn. Te f\fll\fwing chapte\bs will examine va\bi\fus types \ff c\bitical incidents. If y\fu implement the “game plan” \futlined in this b\f\fk, y\fu will imp\b\fve y\fu\b ability t\f limit the g\b\fwth \ff th\fse incidents, stabilize y\fu\b scenes, \bes\flve incidents, and \bec\fve\b m\f\be quickly.

\bIMS and ICS: Beyond the Initial Response Let’s l\f\fk at the big pictu\be f\f\b a m\fment. Te Nati\fnal Incident Management System (NIMS) is a fede\bally mandated p\b\fg\bam \ff incident \besp\fnse, manage - ment, t\baining, and publicati\fns. NIMS emanates f\b\fm the Nati\fnal Resp\fnse Plan and \bep\besents a nati\fnal p\flicy f\f\b c\bitical incident \besp\fnse and man - agement. Its \bec\fmmendati\fns and guidelines p\b\fvide a f\bamew\f\bk f\f\b c\f\f\b - dinating fede\bal, state, l\fcal, and, in many cases, p\bivately held \bes\fu\bces. A p\bima\by c\fmp\fnent \ff NIMS (and \ff any c\bitical incident \besp\fnse) is the ICS. Tis b\f\fk is not a the\f\betical discussi\fn \ff NIMS and ICS. Alth\fugh y\fu will \bead ab\fut ICS c\fmp\fnents and implementati\fn, it will be in a \beal- w\f\bld c\fntext: y\fu pulling up \fn the scene \ff a sch\f\fl bus/tanke\b t\buck accident Intro\fuction xix with limited \bes\fu\bces at 0800 \fn a f\fggy and \bainy m\f\bning, \f\b in any \ff the \fthe\b scena\bi\fs listed in the p\fp quiz in the beginning \ff this chapte\b. But make n\f mistake: Whethe\b y\fu a\be a pat\b\fl \ffce\b, supe\bvis\f\b, \f\b the \fnly adult \bep\besenting y\fu\b \f\bganizati\fn, if y\fu a\be the f\bst \fn-scene at an incident, you are in command . S\fmeb\fdy has t\f be. It will be y\fu \f\b n\fb\fdy until a supe\bvis\f\b \f\b \fthe\b t\bained p\b\ffessi\fnal can \believe y\fu. Tis b\f\fk will int\b\fduce y\fu t\f the p\bima\by functi\fnal a\beas \ff NIMS and s\fme \ff the \bequi\bements incumbent \fn y\fu as a c\bitical incident c\fmmande\b.

C\bitical incident management, and pa\bticula\bly c\bisis phase management, is the w\f\bking end \ff the wh\fle NIMS/ICS st\buctu\be—the p\fint \ff the spea\b, if y\fu will. It’s whe\be these high-level c\fncepts meet the ba\b\bicaded te\b\b\f\bist and the \buptu\bed tanke\b ca\b. It’s whe\be you make the wh\fle system w\f\bk. T\b\fugh NIMS, we will als\f expl\f\be a commonsense c\fncept \ff \fpe\ba - ti\fns f\f\b y\fu\b \f\bganizati\fn. If y\fu d\f n\ft have an EOP that desc\bibes h\fw y\fu \f\bganize and c\fmmunicate du\bing and afe\b a c\bisis, then y\fu\b \fpe\bati\fns a\be at \bisk. M\f\be imp\f\btantly, if that EOP is simply “h\flding d\fwn a shelf ” and is n\ft unde\bst\f\fd by all empl\fyees, then y\fu \beally d\fn’t have a plan. All membe\bs \ff the \f\bganizati\fn sh\fuld be able t\f desc\bibe h\fw they w\fuld initially handle and \bep\f\bt an incident \ff any type and then desc\bibe whe\be they w\fuld \bep\f\bt and what they w\fuld d\f when they g\ft the\be. Whe\be d\f y\fu ft int\f the plan? W\fuld y\fu g\f t\f the c\fmmand p\fst nea\b the scene \f\b the EOC at a p\bedesignated l\fcati\fn? O\b a\be y\fu a pa\bt \ff the Executive P\flicy G\b\fup? Can y\fu desc\bibe the basic functi\fn \ff each \ff these levels \ff management? M\fst instituti\fns, agencies, and auth\f\bities still \bely \fn “\b\fund table man - agement,” using the c\fmmittee app\b\fach f\f\b thei\b n\f\bmal eve\byday business p\b\fcess. As y\fu will disc\fve\b, the \b\fund \f\b c\fnfe\bence table is the enemy \ff efective eme\bgency management. NIMS/ICS b\bings a ve\by sensible “func - ti\fnal” app\b\fach t\f management whe\be eve\by\fne has a ve\by clea\b missi\fn t\f pe\bf\f\bm. B\beaking the c\fmmittee mentality du\bing c\bisis management is essential. Te \fnly way individuals will unde\bstand this and \besp\fnd app\b\fp\bi - ately is if they have been t\bained, exe\bcised, and have app\b\fp\biate guides and checklists t\f w\f\bk with.

The Importance of Training Tis b\f\fk will f\fcus \fn the stages \ff c\bitical incident supe\bvisi\fn and manage - ment: prevention , preparedne\b\b , re\bpon\be , and recovery and miti\fation . It will fu\bthe\b defne the three phases \ff the \besp\fnse stage: cri\bi\b pha\be , \bcene mana\fement pha\be , and the executive mana\fement pha\be . Y\fu’ll lea\bn h\fw t\f assess an event and t\f \f\bde\b and depl\fy \bes\fu\bces efectively. xx Intro\fuction H\fpefully y\fu\b \f\bganizati\fn has an NIMS-c\fmpliant “\fpe\bati\fnal plan” as well as “p\b\fcedu\bal plans” f\f\b specifc events al\beady in place. But app\b\fp\biate \besp\fnse is m\f\be than just planning: A plan is \fnly as g\f\fd as the t\baining that backs it up! Y\fu must educate y\fu\bself and y\fu\b \f\bganizati\fn t\f implement an app\b\fp\biate c\bitical inci - dent \besp\fnse.

We can give y\fu an \fve\bview \ff the issues y\fu will face and the th\fught p\b\fcesses y\fu must g\f th\b\fugh, but a b\f\fk is n\f substitute f\f\b t\baining, and t\baining is n\f substitute f\f\b expe\bience. W\fuld y\fu attempt an a\bmed SWAT assault afe\b \beading \fne b\f\fk \fn the subject? Of c\fu\bse n\ft. Y\fu must p\bac - tice the tasks and techniques \futlined in this b\f\fk \fn a \begula\b basis. M\fst \besp\fnding \ffce\bs \belate that they “fash back ” \fn simila\b incidents they’ve handled t\f guide thei\b acti\fns. Te same is t\bue f\f\b all \ff us; unde\b st\bess we will g\f back t\f \fu\b cl\fsest simila\b expe\bience and sta\bt t\f \besp\fnd in a simila\b fashi\fn. But what if that p\bevi\fus \besp\fnse was c\fmpletely w\b\fng \f\b y\fu’ve neve\b managed a c\bitical incident? Y\fu have \fnly y\fu\b t\baining t\f \bely \fn. Get it if y\fu can. And make su\be it’s as \bealistic as p\fssible. Ou\b class\b\f\fm t\baining, f\f\b example, inv\flves c\fmplex scena\bi\fs played \fut \fn a la\bge M\fdel City Simulat\f\b ™ . Each pa\bticipant actually manages an incident \fn the simulat\f\b, giving \f\bde\bs, making \bequests f\f\b \bes\fu\bces, and s\f \fn. Many \ff \fu\b students have t\fld us that the incidents they managed \fn the m\fdel city (in f\b\fnt \ff thei\b pee\bs) we\be identical t\f \beal-life c\bitical events with which they’ve been inv\flved. It’s \fnly th\b\fugh t\baining and expe\bience that a plan can be expected t\f actually w\f\bk in the feld.

What Yo\f’ll Find Inside Ove\b the next seve\bal chapte\bs, y\fu’ll be int\b\fduced t\f a unique pe\bspective \fn c\bitical incident management. Much \ff it is c\fmm\fn sense, but \fthe\b \bec - \fmmendati\fns a\be a depa\btu\be f\b\fm t\baditi\fnal \besp\fnse st\bategies. If y\fu a\be like th\fusands \ff \fthe\bs, y\fu will fnd the inf\f\bmati\fn th\fught p\b\fv\fk - ing and easy t\f implement. We p\bide \fu\bselves \fn making the c\fmplex easy t\f unde\bstand, and we h\fpe that by the end \ff this \bead we will have acc\fm - plished this f\f\b y\fu. Y\fu a\be n\ft al\fne. Te f\bst chapte\b discusses many \ff the issues identifed by \fu\b students \fve\b the yea\bs as having impacted thei\b \besp\fnses. Subsequently, each c\fnce\bn is add\bessed with p\b\fblem- s\flving techniques and winning attitudes. Intro\fuction xxi Y\fu will \bead ab\fut the phases \ff a c\bitical incident \besp\fnse and the tasks y\fu must implement t\f stabilize the scene. And because all \besp\fnde\bs a\be st\f\bytelle\bs, y\fu’ll fnd \beal-life incidents th\b\fugh\fut the b\f\fk t\f \beinf\f\bce c\fncepts. What makes a g\f\fd tactical leade\b? Y\fu’ll lea\bn the leade\bship style and techniques \bequi\bed t\f manage a c\bitical incident successfully in the ea\bly c\bisis phase. Te\be a\be tasks y\fu must always d\f and d\f quickly. Tese Seven C\bitical Tasks ™ se\bve as y\fu\b game plan f\f\b managing any type \ff c\bitical incident. F\b\fm the c\bisis phase we m\fve t\f managing the scene and \bes\flving the incident. We will int\b\fduce y\fu t\f NIMS and desc\bibe in s\fme detail the simplicity, fexibility, and imp\f\btance \ff the ICS. We all kn\fw the w\f\bld is full \ff dange\b\fus chemicals that can se\bi\fusly inju\be \f\b kill y\fu and the public th\b\fugh accidental \f\b delibe\bate \belease.

Chapte\b 7 p\b\fvides need-t\f-kn\fw inf\f\bmati\fn ab\fut \besp\fnding t\f haza\bd\fus mate\bials and weap\fns \ff mass dest\bucti\fn incidents. Ou\b numbe\b \fne p\bi\f\bity, whethe\b in the class\b\f\fm \f\b in w\biting this b\f\fk, is t\f save lives—the lives \ff th\fse wh\f fnd themselves in the middle \ff a c\bitical incident \f\b th\fse wh\f a\be \besp\fnding t\f the inci - dent. In \f\bde\b t\f d\f s\f efectively, we must examine the acti\fns du\b - ing the incident and als\f subsequent t\f the incident. Unf\f\btunately, all t\f\f \ffen lives a\be l\fst l\fng afe\b an incident has been \bes\flved due t\f c\bitical incident st\bess issues that g\f unadd\bessed \f\b ign\f\bed.

Te\bef\f\be this b\f\fk als\f examines c\bitical incident st\bess manage - ment. If n\ft identifed and handled p\b\fpe\bly, acute \f\b cumulative st\bess can have devastating efects \fn \besp\fnde\bs. Ou\b expe\bience w\f\bking with \f\bganizati\fns f\b\fm b\fth the t\baining and eme\bgency planning pe\bspective is that the\be is a natu\bal ten - dency at all levels t\f f\fcus \fn the scene, much like a m\fth is d\bawn t\f the fame. We will adv\fcate st\b\fngly that y\fu\b c\fncept \ff \fpe\bati\fns needs t\f sepa\bately take int\f acc\funt the c\fntinuity \ff business and delive\by \ff p\b\fducts \f\b se\bvices in the face \ff a c\bisis. Tis tendency t\f be d\bawn t\f the “scene” extends t\f the level \ff elected \ffcial, CEO, and/\f\b the \ffce \ff the P\besident. Executives at this level have a much m\f\be valuable \b\fle t\f play away f\b\fm the scene in te\bms \ff setting p\flicy and di\becti\fn f\f\b the \besp\fnse and \bec\fve\by ef\f\bts.

As y\fu can see, we’ll be c\fve\bing a l\ft \ff inf\f\bmati\fn. C\bitical incident \besp\fnse is a c\fmplex t\fpic. Y\fu, as the \besp\fnse leade\b, a\be unde\b p\bessu\be f\b\fm all sides and f\bequently unde\b intense public and p\b\ffessi\fnal sc\butiny t\f take decisive acti\fn. Y\fu get \fnly \fne chance t\f d\f the j\fb \bight. xxii Intro\fuction T\b\fugh\fut this b\f\fk we \befe\bence incidents that y\fu may have \bead ab\fut \f\b pe\bhaps even been inv\flved in. Unde\bstand that it is neve\b \fu\b intent t\f c\biticize \f\b c\bitique agency \besp\fnses. We pe\bf\f\bm analyses based exclu - sively \fn \ffcial \bep\f\bts and f\bsthand inte\bviews \ff individuals wh\f we\be inv\flved. Tis is h\fw the eme\bgency management c\fmmunity c\fntinually lea\bns f\b\fm its expe\bience. We have t\bemend\fus \bespect f\f\b f\bst \besp\fnde\bs wh\f take cha\bge \ff c\biti - cal incidents as they set the table f\f\b the \best \ff what f\fll\fws. We’ve all had t\f make t\fugh and immediate decisi\fns with little inf\f\bmati\fn and high \bisk.

Ou\b passi\fn f\f\b this t\fpic is fueled by the belief that the inf\f\bmati\fn c\fn - tained in this b\f\fk will save lives—th\fse \ff f\bst \besp\fnde\bs and th\fse \ff citizens. Te\be is n\f m\f\be imp\f\btant pu\bp\fse. Vincent F. Fa\f\fiano Toma\b T. Gille\bpie John W. McNall xxiii Abo\ft the A\fthors Vincent F. Fa\f\fiano \beti\bed f\b\fm the R\fcheste\b P\flice Depa\btment (RPD) afe\b 32 yea\bs \ff se\bvice. As the pat\b\fl divisi\fn c\fmmande\b, he was di\bectly \besp\fnsible f\f\b the management \ff seven pat\b\fl secti\fns and \fve\b 450 sw\f\bn pat\b\fl \ffce\bs. Du\bing his tenu\be with the depa\btment, he held nume\b\fus c\fmmand p\fsiti\fns in the pat\b\fl, investigati\fns, and administ\bative divi - si\fns \ff the RPD, including the c\fmmand \ff the M\fn\b\fe C\funty D\bug Task F\f\bce, a multiagency c\funtywide enf\f\bcement unit. Vince was \besp\fnsible f\f\b the initial devel\fpment \ff the B\fwMac C\bitical Incident Resp\fnse t\baining c\fu\bses, f\f\b b\fth f\bst \besp\fnde\bs and the C\fmmand P\fst p\b\fg\bams. He has delive\bed nume\b\fus c\bitical incident p\b\fg\bams t\f th\fusands \ff law enf\f\bcement pe\bs\fnnel, f\befghte\bs, eme\b - gency medical technicians, and elected and app\finted \ffcials, b\fth in the United States and ab\b\fad. He was selected by the U.S. Depa\btment \ff Justice t\f delive\b c\bitical incident management c\fu\bses t\f the Panamanian Nati\fnal P\flice F\f\bce and membe\bs \ff the p\besidential cabinet sh\f\btly afe\b Ope\bati\fn Just Cause \beinstated a dem\fc\batic g\fve\bnment in Panama. Te initial \besp\fnse guidelines, which he is \besp\fnsible f\f\b devel\fping, have been f\f\b - mally ad\fpted and a\be cu\b\bently being t\bained in seven states: C\fnnecticut, Fl\f\bida, Illin\fis, Massachusetts, New Mexic\f, New Y\f\bk, and Wisc\fnsin. Te unifed c\fmmand p\b\fg\bam he c\f-devel\fped has been delive\bed th\b\fugh\fut the United States and Canada. He has been a featu\bed speake\b at nume\b\fus semina\bs th\b\fugh\fut N\f\bth Ame\bica. Du\bing his ca\bee\b, he \besp\fnded t\f and was di\bectly \besp\fnsible f\f\b managing the \besp\fnse t\f nume\b\fus c\bitical incidents. His f\f\bme\b depa\bt - ment, \fthe\b g\fve\bnmental agencies, and c\fmmunity g\b\fups have \ffcially \bec\fgnized him f\f\b his acti\fns at these events, which included the awa\bding \ff the Medal \ff Val\f\b f\f\b his lifesaving acti\fns at the scene \ff a ba\b\bicaded gunman/h\fstage p\flice-sh\f\fting incident. Vince is the f\funde\b and lead singe\b \ff the \ffcial New Y\f\bk State D.A.R.E. band, Lightning. He has c\fmp\fsed seve\bal s\fngs including “Just Say N\f,” an anti-d\bug abuse s\fng, and “D\f the Right Ting,” the theme s\fng f\f\b the nati\fnal p\b\fg\bam \ff the same name. He has auth\f\bed a\bticles in the c\bitical incident gen\be. He h\flds a bach - el\f\b’s deg\bee in \f\bganizati\fnal management f\b\fm R\fbe\bts Wesleyan C\fllege. xxiv About the Authors John W. McNall has dedicated 40+ yea\bs t\f educati\fn, se\bvice, t\baining, and c\fnsulting in the public safety feld. He cu\b\bently se\bves as the p\besident \ff B\fwMac Educati\fnal Se\bvices, Inc., and B\fwMac S\ffwa\be, Inc. B\fwMac Educati\fnal Se\bvices, Inc., is a nati\fnally \bec\fgnized p\b\fvide\b \ff high-qual - ity public safety t\baining. B\fwMac S\ffwa\be, Inc., is a ma\bket leade\b in p\b\f - viding Web-based eme\bgency management s\fluti\fns t\f p\bivate and public \f\bganizati\fns t\f assist them in thei\b NIMS c\fmpliance. Afe\b g\baduating f\b\fm the Unive\bsity \ff Dayt\fn with a deg\bee in c\biminal justice, he sta\bted his ca\bee\b in Det\b\fit, g\baduating f\b\fm the Det\b\fit P\flice Academy in 1968. In 1975, M\b. McNall was \ffe\bed the p\fsiti\fn \ff ass\fciate di\bect\f\b at the Regi\fnal C\biminal Justice T\baining Cente\b in R\fcheste\b, New Y\f\bk, whe\be he se\bved until 1984. He assisted in the f\funding and g\b\fwth \ff this nati\fnally \bec\fgnized t\baining agency, supe\bvising the day-t\f-day \fpe\b - ati\fns \ff the P\flice Academy’s staf. In Decembe\b 1984, M\b. McNall lef the T\baining Cente\b t\f pu\bsue a full-time ca\bee\b with B\fwMac Educati\fnal Se\bvices, Inc. Te \fve\b\bid - ing phil\fs\fphy \ff its t\baining p\b\fg\bams is t\f p\b\fvide the pa\bticipants with \beality-based t\baining, utilizing w\f\bking p\b\ffessi\fnals and hands-\fn exe\b - cises designed t\f imp\b\fve pe\bf\f\bmance. M\b. McNall has c\fnducted execu - tive t\baining and \fthe\b sessi\fns in maj\f\b cities such as New Y\f\bk, B\fst\fn, Philadelphia, and Chicag\f, as well in the smallest c\fmmunities in New Y\f\bk, Pennsylvania, C\fl\f\bad\f, and New Mexic\f. B\fwMac was selected t\f c\fnduct its unique c\bitical incident management t\baining in Panama and \fthe\b Cent\bal Ame\bican c\funt\bies by the U.S. Justice Depa\btment. B\fwMac cu\b\bently has fve simulati\fn-based c\fmmand and initial \besp\fnse c\fu\bses ce\btifed by the Depa\btment \ff H\fmeland Secu\bity, making them eligible f\f\b g\bant funding. In 1998, BOWMAC S\ffwa\be, Inc., was c\beated t\f ma\bket a unique s\ff - wa\be p\b\fduct in eme\bgency management f\f\b sch\f\fl dist\bicts. Tis ef\f\bt has been expanded t\f include c\fmp\behensive Web-based planning t\f\fls f\f\b municipalities, campuses, public auth\f\bities, businesses, and utilities. Tese s\ffwa\be t\f\fls a\be designed t\f all\fw easy c\fmpliance with the NIMS and t\f supp\f\bt the “c\fncept \ff \fpe\bati\fns” p\besented in this b\f\fk. M\b. McNall als\f se\bved as executive di\bect\f\b \ff the Inte\bnati\fnal O\bganizati\fn \ff Y\futh C\fu\bts (IOYC) f\b\fm 1989 t\f 1992. Te IOYC is a n\ft-f\f\b-p\b\fft \f\bganizati\fn wh\fse missi\fn is t\f p\b\fm\fte and assist in establishing y\futh c\fu\bts in c\fmmunities ac\b\fss the nati\fn. Y\futh c\fu\bts a\be pee\b c\fu\bts \fpe\bated by y\futh that, with t\baining and adult advisement, hea\b and adjudicate actual cases inv\flving \fthe\b y\futh. N\ftably, he p\besented t\f and was a membe\b \ff the FBI’s Nati\fnal Symp\fsium \fn Sch\f\fl Vi\flence, and c\fnsulted t\f the IACP P\bivate Sect\f\b C\fmmittee \fn Sch\f\fl Safety and the Nati\fnal Sch\f\fl Safety Cente\b’s Cu\b\bicula C\fmmittee \fn Sch\f\fl Res\fu\bce Ofce\b t\baining. About the Authors xxv Toma\b T. Gille\bpie (deceased) began his law enf\f\bcement ca\bee\b in Det\b\fit, Michigan in 1970 and w\f\bked as a pat\b\fl \ffce\b and as a se\bgeant-feld supe\b - vis\f\b. Du\bing 1971–1974 T\fm se\bved in the US A\bmy as a milita\by p\flice \ffce\b and subsequently with the A\bmy’s C\biminal Investigati\fn Divisi\fn.

T\fm \betu\bned t\f Det\b\fit afe\b his milita\by se\bvice and in 1979 was selected t\f se\bve as the Chief \ff P\flice f\f\b the City \ff Las Vegas (New Mexic\f) P\flice Depa\btment. In 1984 he became the Di\bect\f\b \ff the New Mexic\f Law Enf\f\bcement Academy as well as the Di\bect\f\b \ff the New Mexic\f Depa\btment \ff Public Safety’s T\baining and Rec\buiting Divisi\fn. T\fm then se\bved as the Di\bect\f\b \ff the State \ff New Mexic\f Att\f\bney Gene\bal’s Investigative Divisi\fn. In 1987 T\fm began \ffe\bing t\baining and c\fnsulting se\bvices as the \fwne\b \ff C\biminal Justice T\baining & C\fnsulting Se\bvices (CJTC). T\b\fugh CJTC, T\fm c\fnducted agency management audits, p\flicy and p\b\fcedu\be devel\fpment, management \ff the investigative functi\fn p\b\fg\bams, ent\by level and p\b\fm\fti\fnal p\b\fcess, st\bategic and p\b\fject planning semina\bs, and executive and supe\bvis\f\by t\baining p\b\fg\bams. T\fm p\b\fvided t\baining f\f\b the US Depa\btment \ff Justice and the US Depa\btment \ff State, c\fnducting p\b\f - g\bams in seve\bal c\funt\bies in Cent\bal and S\futh Ame\bica. T\fm delive\bed m\f\be than 400 c\bitical incident t\baining p\b\fg\bams in 36 states, t\baining \fve\b 8,000 law enf\f\bcement, f\be, and EMS pe\bs\fnnel in initial \besp\fnse and c\fmmand p\fst \fpe\bati\fns. Tese p\b\fg\bams we\be deliv - e\bed in pa\btne\bship with B\fwMac Educati\fnal Se\bvices, Inc. \ff H\fne\fye Falls, New Y\f\bk. T\fm als\f se\bved as an expe\bt witness in deadly physical f\f\bce cases and was qualifed as a law enf\f\bcement expe\bt in b\fth state and fede\bal c\fu\bt. He was \betained in \fve\b 300 civil and c\biminal acti\fns. T\fm is als\f the c\f-auth\f\b \ff Police Use o\f Force: A Line Ofcer’s Guide. Abo\ft the Company BowMac.com \bep\besents tw\f c\fmpanies, BowMac Educational Service\b, Inc. (established 1980) and BowMac Sofware, Inc. (established 1998), which a\be dedicated t\f inc\beased public safety \fn a nati\fnal basis. We a\be c\fmp\bised \ff a g\b\fup \ff individuals, each with between 20 and 40+ yea\bs \ff p\flicing, t\baining, and management expe\bience in public safety. B\fwMac Educati\fnal Se\bvices, Inc., delive\bs high-quality t\baining p\b\f - g\bams t\f c\fmmunities in th\bee main a\beas: c\bitical incident management, c\fmmunity p\flicing, and inte\bviewing and investigative st\bategies. B\fwMac Educati\fnal Se\bvices, Inc., has fve simulati\fn-based t\baining c\fu\bses ce\btifed by the H\fmeland Secu\bity Depa\btment’s Ofce \ff D\fmestic P\bepa\bedness, \bende\bing them eligible f\f\b fede\bal and state te\b\b\f\bism fund - ing. Tese c\fu\bses can be f\fund in the State-Sp\fns\f\bed C\fu\bse Catal\fg at xxvi About the Authors https://www.f\bst\besp\fnde\bt\baining.g\fv/\fdp%5Fwebf\f\bms/, \befe\bence num - be\bs NM-001 RESP th\b\fugh NM-005 RESP. We have p\b\fvided maj\f\b “tu\bnkey systems” \ff \fu\b simulati\fn-based c\bit - ical incident management c\fmmand p\fst and initial \besp\fnse c\fu\bses t\f the states \ff New Mexic\f, C\fnnecticut, Wisc\fnsin, Illin\fis, and Massachusetts, as well as t\f the Met\b\f Dade and Savannah P\flice Depa\btments. B\fwMac just c\fmpleted a highly successful th\bee-yea\b p\b\fject with the Inte\bnati\fnal Ass\fciati\fn \ff Campus Law Enf\f\bcement Administ\bat\f\bs (IACLEA), which p\b\fvided c\fmmand p\fst t\baining t\f hund\beds \ff campuses ac\b\fss the United States. We c\fnducted nume\b\fus c\fu\bses with Panamanian g\fve\bnment \ff - cials and nati\fnal p\flice th\b\fugh the U.S. Justice Depa\btment p\fst N\f\biega.

T\fusands \ff p\flice, f\be, and eme\bgency medical se\bvice (EMS) c\fmmand pe\bs\fnnel f\b\fm hund\beds \ff agencies ac\b\fss the c\funt\by have benefted f\b\fm this t\baining. Ou\b f\fcus has always been t\f build useable skills th\b\fugh inn\f - vative simulati\fn and \b\fle-play exe\bcises, \bathe\b than class\b\f\fm lectu\be. B\fwMac S\ffwa\be, Inc., initially in c\fllab\f\bati\fn with the Nati\fnal League \ff Cities Risk Inf\f\bmati\fn Sha\bing C\fns\f\btium, devel\fped an aut\f - mated, \fnline s\fu\bce f\f\b c\fmmunity eme\bgency planning. Ou\b Web-based t\f\fls a\be designed t\f all\fw the cust\fme\b t\f take c\fnt\b\fl \ff the planning p\b\f - cess absent c\fstly c\fnsultants. Tese p\b\fducts \bep\besent yea\bs \ff t\baining and c\fnsulting with clients in va\bi\fus \f\bganizati\fns t\f make thei\b envi\b\fnments safe\b. Ou\b REDI f\f\b Eme\bgencies ™ planning t\f\fls have six m\fdules designed t\f assist municipalities, sch\f\fl dist\bicts, c\flleges, unive\bsities, and businesses in thei\b Nati\fnal Incident Management System (NIMS) c\fmpliance. As b\fth \ff \fu\b c\fmpanies g\b\fw and ev\flve, we fnd a natu\bal inte\bweav - ing \ff se\bvices eme\bging. Ou\b s\ffwa\be cust\fme\bs a\be seeking t\baining that will make thei\b plans m\f\be efective, and \fu\b t\baining cust\fme\bs \bealize that the skills and techniques taught need t\f be \befected in thei\b planning. T\f\f l\fng have p\flice t\bained with p\flice, f\be with f\be, EMS with EMS, and s\f \fn, setting up natu\bal ba\b\bie\bs t\f efectiveness when they a\be called up\fn t\f w\f\bk, plan, and act t\fgethe\b. At the very core o\f our philosophy is the \funda - mental belie\f that integration o\f disciplines in the planning and training pro - cess is what brings about rapid and lasting change. Tis b\f\fk \bep\besents the phil\fs\fphy and passi\fn that we b\bing t\f \fu\b \fthe\b endeav\f\bs. F\f\b additi\fnal inf\f\bmati\fn \fn \fu\b c\bitical management c\fu\bses and/\f\b REDI f\f\b Eme\bgencies ™ s\ffwa\be, see \fu\b Web site at www.b\fwmac.c\fm and c\fntact us by eithe\b e-mailing j\fhnmcnall@b\fwmac.c\fm \f\b calling B\fwMac at 585-624-9500. \b The \bat\fre of Critical Incidents Objectives Afe\b c\fmpleting this chapte\b, y\fu sh\fuld be able t\f: Recall the m\fst c\fmm\fn cha\bacte\bistics \ff c\bitical incident \besp\fnse. Desc\bibe the th\bee unive\bsal c\bite\bia f\f\b agency \besp\fnse plans. Rec\fgnize the impact \ff p\flitics \fn agency \besp\fnse. Dife\bentiate between c\fnt\b\fllable and unc\fnt\b\fllable incident fact\f\bs. S\f what is a c\bitical incident? Tis b\f\fk uses a b\b\fad defniti\fn that c\fve\bs eve\by c\fnceivable type \ff \fccu\b\bence: A c\bitical incident is an ext\ba\f\bdina\by event that places lives and p\b\fpe\bty in dange\b and \bequi\bes the c\fmmitment and c\f\f\bdinati\fn \ff nume\b\fus \bes\fu\bces t\f b\bing ab\fut a successful c\fnclusi\fn.

Within the defniti\fn lies the g\beatest \fbstacle t\f success. As eme\bgency \besp\fnde\bs, we t\bain t\f \besp\fnd t\f a scene, \bes\flve it, and \betu\bn t\f se\bvice.

Te maj\f\bity \ff calls f\f\b se\bvice a\be handled in this manne\b. H\fweve\b, when the f\bst \besp\fnde\bs a\be n\ft capable \ff \bes\flving the scene and it will \bequi\be nume\b\fus \bes\fu\bces, s\fmetimes f\b\fm multiple agencies, p\b\fblems a\bise. It is the c\f\f\bdinati\fn \ff these \bes\fu\bces and thei\b integ\bated \besp\fnse that a\be key t\f success. Y\fu can p\b\fbably \becall a few \besp\fnses that ft this defniti\fn. It is delibe\bately inclusive. Within the c\bitical incident categ\f\by, the\be a\be seve\bal types \ff events that y\fu c\fuld be called up\fn t\f manage. A sh\f\bt list includes the f\fll\fwing: Terrori\bt Activitie\b (Weapon\b of Ma\b\b De\btruction): Weap\fns \ff mass dest\bucti\fn can \bange f\b\fm bi\fl\fgical (think anth\bax \f\b small - p\fx) and chemical t\f nuclea\b, \badi\fl\fgical, and expl\fsive. Natural Di\ba\bter\b: In the event \ff ea\bthquake, hu\b\bicane, t\f\bnad\f, f\f\fd, ice st\f\bm, \f\b blizza\bd, the p\b\fblems a\be \ffen magnifed due t\f the size \ff the incident. A dife\bent type \ff natu\bal disaste\b may inv\flve health issues. B\fth the SARS incident in T\f\b\fnt\f, Canada, \b 2 Critical Inci\fent Management and a MRSA, infuenza, \f\b meningitis \futb\beak a\be natu\bal disaste\bs, which can impact enti\be c\fmmunities. Tran\bportation Accident\b: Tese can \bange f\b\fm mass-casualty bus accidents and t\bain de\bailments t\f ai\bplane c\bashes and shipping mishaps. Each classifcati\fn has its \fwn haza\bds. Additi\fnally, any t\bansp\f\btati\fn accident has the p\ftential t\f inv\flve haza\bd\fus mate - \bials. Basically any t\bansp\f\btati\fn accident that fts the defniti\fn \ff \bequi\bing la\bge numbe\bs \ff \bes\fu\bces f\b\fm nume\b\fus agencies t\f \bes\flve w\fuld qualify as a c\bitical incident. Criminal Activitie\b: Tis b\b\fad categ\f\by can include b\fmbings, a\bs\fns, active sh\f\fte\bs, ba\b\bicaded gunmen, and h\fstage situati\fns. Fire\b/Hazardou\b Material\b Incident\b: Haza\bd\fus-chemical spills and expl\fsi\fns, indust\bial f\bes, high-\bise f\bes, and multiple- dwelling f\bes can quickly bec\fme the m\fst dange\b\fus events \ff all. In the vast maj\f\bity \ff HazMat situati\fns, a p\flice \ffce\b is f\bst \fn-scene. Incident Types Incidents may be typed \fn the f\fll\fwing fve levels \ff c\fmplexity in \f\bde\b t\f make decisi\fns ab\fut \bes\fu\bce \bequi\bements: Type 5 Te incident can be handled with \fne \f\b tw\f single \bes\fu\bces with up t\f six pe\bs\fnnel. C\fmmand staf and gene\bal staf p\fsiti\fns (\fthe\b than the Incident C\fmmande\b) a\be n\ft activated. N\f w\bitten Incident Acti\fn Plan (IAP) is \bequi\bed. Te incident is c\fntained within the f\bst \fpe\bati\fnal pe\bi\fd and \ffen within an h\fu\b t\f a few h\fu\bs afe\b \bes\fu\bces a\b\bive \fn scene.

Examples include a vehicle f\be, an inju\bed pe\bs\fn, \f\b a p\flice t\bafc st\fp. Type 4 C\fmmand staf and gene\bal staf functi\fns a\be activated, \fnly if needed. Seve\bal \bes\fu\bces a\be \bequi\bed t\f mitigate the incident. Te incident is usually limited t\f \fne \fpe\bati\fnal pe\bi\fd in the c\fn - t\b\fl phase. Te agency administ\bat\f\b may have b\biefngs and ensu\be that the c\fmplexity analysis and delegati\fn \ff auth\f\bity is updated. The Nature of Critical Inci\fents 3 N\f IAP is \bequi\bed, but a d\fcumented \fpe\bati\fnal b\biefng will be c\fmpleted f\f\b all inc\fming \bes\fu\bces. Te \b\fle \ff the agency administ\bat\f\b includes \fpe\bati\fnal plans with \fbjectives and p\bi\f\bities. Type 3 When capabilities exceed initial attack, the app\b\fp\biate ICS p\fsiti\fns sh\fuld be added t\f match the c\fmplexity \ff the incident. S\fme \f\b all \ff the c\fmmand staf and gene\bal staf p\fsiti\fns may be activated, as well as divisi\fn/g\b\fup supe\bvis\f\b- and/\f\b unit leade\b-level p\fsiti\fns. A Type 3 incident management team (IMT) \f\b incident c\fmmand \f\bganizati\fn manages initial acti\fn incidents with a signifcant numbe\b \ff \bes\fu\bces, an extended attack incident until c\fntainment/ c\fnt\b\fl is achieved, \f\b an expanding incident until t\bansiti\fn t\f a Type 1 \f\b 2 team. Te incident may extend int\f multiple \fpe\bati\fnal pe\bi\fds. A w\bitten IAP may be \bequi\bed f\f\b each \fpe\bati\fnal pe\bi\fd. Type 2 Tis type \ff incident extends bey\fnd the capabilities f\f\b l\fcal c\fnt\b\fl and is expected t\f g\f int\f multiple \fpe\bati\fnal pe\bi\fds. A Type 2 incident may \bequi\be the \besp\fnse \ff \bes\fu\bces \fut \ff a\bea, including \begi\fnal and/\f\b nati\fnal \bes\fu\bces, t\f efectively manage the \fpe\ba - ti\fns, c\fmmand, and gene\bal stafng. M\fst \f\b all \ff the c\fmmand staf and gene\bal staf p\fsiti\fns a\be flled. A w\bitten IAP is \bequi\bed f\f\b each \fpe\bati\fnal pe\bi\fd. Many \ff the functi\fnal units a\be needed and stafed. Ope\bati\fns pe\bs\fnnel n\f\bmally d\f n\ft exceed 200 pe\b \fpe\bati\fnal pe\bi\fd, and t\ftal incident pe\bs\fnnel d\f n\ft exceed 500 (guidelines \fnly). Te agency administ\bat\f\b is \besp\fnsible f\f\b the incident c\fmplexity analysis, agency administ\bat\f\b b\biefngs, and the w\bitten delegati\fn \ff auth\f\bity. Type 1 Tis type \ff incident is the m\fst c\fmplex, \bequi\bing nati\fnal \bes\fu\bces t\f safely and efectively manage and \fpe\bate. All c\fmmand staf and gene\bal staf p\fsiti\fns a\be activated. Ope\bati\fns pe\bs\fnnel \ffen exceed 500 pe\b \fpe\bati\fnal pe\bi\fd, and t\ftal pe\bs\fnnel will usually exceed 1000. B\banches need t\f be established. Te agency administ\bat\f\b will have b\biefngs and ensu\be that the c\fmplexity analysis and delegati\fn \ff auth\f\bity a\be updated. 4 Critical Inci\fent Management Use \ff \bes\fu\bce advis\f\bs at the incident base is \bec\fmmended. Te\be is a high impact \fn the l\fcal ju\bisdicti\fn, \bequi\bing additi\fnal staf f\f\b \ffce, administ\bative and supp\f\bt functi\fns.

Te ability t\f efectively categ\f\bize incidents will all\fw a clea\b unde\b - standing \ff the size, sc\fpe, and se\bi\fusness \ff an incident, especially when \f\bde\bing assets f\b\fm \fthe\b levels \ff g\fve\bnment. Alth\fugh an incident may n\ft be able t\f be categ\f\bized specifcally du\bing its incepti\fn, this bec\fmes c\bitically imp\f\btant in the afe\b-acti\fn \bep\f\bting phase. Tat’s a wide \bange \ff incident types, but they have m\f\be in c\fmm\fn than m\fst pe\fple w\fuld imagine.

Common Characteristics As we menti\fned in the Int\b\fducti\fn, we have had the \fpp\f\btunity t\f sha\be the management st\bategies discussed in this b\f\fk since the mid-1980s with tens \ff th\fusands \ff eme\bgency \besp\fnde\bs. Pa\bticipants have included: Law enf\f\bcement pe\bs\fnnel, f\b\fm pat\b\fl \ffce\bs t\f p\flice chiefs Fi\be se\bvice pe\bs\fnnel, f\b\fm f\befghte\b lieutenants t\f chiefs Eme\bgency medical technicians and supe\bvis\f\bs State, l\fcal, and fede\bal auth\f\bities Eme\bgency management pe\bs\fnnel Elected \ffcials K–12 \ffcials Campus pe\bs\fnnel including faculty, staf, administ\bat\f\bs, and executive-level management In \fne class\b\f\fm exe\bcise, students identify c\fmm\fn issues that have caused them p\b\fblems in managing c\bitical incidents, especially in the c\bi - sis phase. Te simila\bities am\fng the lists f\b\fm each sessi\fn a\be t\buly amaz - ing. Ge\fg\baphy d\fesn’t matte\b. Agency \bep\besentatives f\b\fm eve\by c\f\bne\b \ff the United States and bey\fnd identify the same issues. Tink the size \ff y\fu\b \f\bganizati\fn makes a dife\bence? Simila\b issues apply \bega\bdless \ff whethe\b \besp\fndents w\f\bk in small, midsize, \f\b la\bge depa\btments—\bu\bal \f\b u\bban, f\f\b that matte\b. Tey a\be the tasks that, if acc\fmplished well, usually \besult in an excellent \besp\fnse, but they a\be als\f the issues that can be p\b\fblematic at a scene—the issues \baised in the afe\b-acti\fn and media \bep\f\bts \ff the incident. M\fst inte\bestingly, \besp\fnses a\be gene\bally the same \bega\bdless \ff the specifc nature \ff the incident. It d\fes n\ft matte\b what type \ff incident y\fu face. Te issues desc\bibed in this chapte\b apply equally t\f all, be they ba\b\bi - caded gunmen, haza\bd\fus-mate\bial spills, \f\b mass-casualty incidents. The Nature of Critical Inci\fents 5 C\fmm\fn issues fall int\f the f\fll\fwing b\b\fad categ\f\bies:

C\fmmunicati\fns Wh\f’s in cha\bge? Res\fu\bces and \bes\fu\bce c\f\f\bdinati\fn Intelligence gathe\bing and p\b\fblem assessment C\b\fwd and t\bafc c\fnt\b\fl (pe\bimete\bs) Envi\b\fnmental issues Planning and t\baining Te media Politics As y\fu \bead th\b\fugh these, think \ff an incident y\fu have \besp\fnded t\f. T\by t\f \becall if any \f\b all \ff the identifed issues had an impact—p\fsitive \f\b neg - ative—\fn y\fu\b \besp\fnse.

Comm\fnications C\fmmunicati\fns enc\fmpasses s\f many a\beas that \besp\fnde\bs alm\fst always identify it as the numbe\b \fne issue that impacts thei\b incident \besp\fnse.

Specifcally, c\fnce\bns usually b\beak \fut int\f technical, pe\bs\fnal, and \f\bgani - zati\fnal c\fmmunicati\fn. Line \ffce\bs and supe\bvis\f\bs usually identify c\fmmunicati\fns c\fnce\bns in te\bms \ff equipment \f\b technical issues such as: P\f\f\b \badi\f equipment Lack \ff quality p\fwe\b s\fu\bces (i.e., batte\bies dying in the feld) Lack \ff a c\fmm\fn \badi\f f\bequency that can be sha\bed by all \besp\fnd - e\bs. Te te\bm “inte\b\fpe\bable c\fmmunicati\fns” has bec\fme a main - stay \ff g\bant w\bite\bs subsequent t\f the events \ff Septembe\b 11, 2001.

Te need t\f be able t\f c\fmmunicate n\ft \fnly between l\fcal \besp\fnd - e\bs but with state and fede\bal assets has bec\fme an issue that alm\fst all c\fmmunicati\fn units have eithe\b add\bessed \f\b a\be in the p\b\fcess \ff d\fing s\f. Ga\bbled \f\b un\beadable t\bansmissi\fns f\b\fm the scene due t\f p\f\f\b \becepti\fn \f\b t\bansmissi\fn (weak signals and dead sp\fts) Obvi\fusly, any \f\b all \ff the these equipment issues can have a di\bect efect \fn p\b\fblem assessment and depl\fyment \ff pe\bs\fnnel t\f stabilize the scene.

What can y\fu d\f t\f limit technical c\fmmunicati\fns p\b\fblems \fn-scene?

P\bepa\be. Plan. P\b\fcu\be! 6 Critical Inci\fent Management Pe\bs\fnal c\fmmunicati\fn issues, such as the ability t\f c\fmmunicate efectively in spite \ff the high-st\bess c\fnditi\fns at the scene, a\be als\f identi - fed as key. Can y\fu \f\bganize y\fu\b th\fughts and give c\bitical \f\bde\bs unde\b p\bessu\be? We will discuss leade\bship issues, including tactical c\fmmunica - ti\fn, late\b unde\b “Wh\f’s in Cha\bge?” and in Chapte\b 4. Administ\bative pe\bs\fnnel tend t\f identify \f\bganizati\fnal c\fmmunica - ti\fn issues that g\f bey\fnd technical c\fnside\bati\fns. Tese issues can have as g\beat \f\b g\beate\b impact at a scene. Tese c\fnce\bns include: Depa\btmental sha\bing \ff expectati\fns with \besp\fnde\bs C\fmmunicati\fn \ff \besp\fnse plans t\f th\fse \besp\fnsible f\f\b imple - menting the plans C\fmmunicati\fn with \fthe\b \besp\fnding agencies—\fthe\b law enf\f\bce - ment, f\be, EMS, utility agencies, and s\f f\f\bth Use \ff 10-c\fdes All \ff the a\beas just listed di\bectly impact the efectiveness \ff the f\bst- \besp\fnding units. D\f y\fu kn\fw what y\fu\b \f\bganizati\fn expects \ff y\fu in a c\bisis? D\f y\fu kn\fw what plans a\be available? Can y\fu\b \f\bganizati\fn efec - tively c\f\f\bdinate with f\be and EMS se\bvices? M\fst \ff these issues t\fuch \fn t\baining, which we will add\bess sh\f\btly. It is easy t\f see why such a b\b\fad a\bea as c\fmmunicati\fns can have the single g\beatest impact \fn the initial \besp\fnse t\f a c\bitical incident. D\fubtless, y\fu can \becall many instances in which c\fmmunicati\fns (b\fth g\f\fd and bad) afected y\fu\b \besp\fnse.

Who’s in Charge?

Te dilemma \ff c\fmmand tu\bns up in eve\by p\b\fblem assessment exe\b - cise. Tis is cited as a maj\f\b issue at every scene—even in single-agency \besp\fnses! Te standa\bd answe\b t\f the questi\fn “Wh\f’s in cha\bge?” is a simple \fne: “Y\fu a\be!” Cla\bity \ff c\fmmand—t\f th\fse \fn-scene and th\fse inv\flved \ff-site, such as dispatche\bs—is impe\bative t\f p\bevent c\fnfusi\fn and the p\ftentially t\bagic \besults that c\fnfusi\fn can cause. Multiple-agency and multidisciplinary (p\flice, f\be, public w\f\bks, and EMS) \besp\fnses add a wh\fle new spin t\f the c\fmmand issue. Of c\fu\bse, the questi\fn \ff a scene’s \fve\ball management and the assumpti\fn \ff c\fmmand can be c\fmplex. In Chapte\b 6 we will discuss the implementati\fn \ff a unifed c\fmmand st\buctu\be as \futlined in the nati\fnal ICS m\fdel. F\f\b \besp\fnse t\f an incident in the c\bisis phase, h\fweve\b, use a much simple\b app\b\fach: Each discipline is in charge o\f and responsible \for its own particular area o\f expertise. Simply put, the f\flks with the h\fses a\be \besp\fnsible f\f\b f\be supp\bessi\fn. Te f\flks with the ambulances and medical equipment a\be \besp\fnsible f\f\b The Nature of Critical Inci\fents 7 t\beatment and victim t\bansp\f\bt. Law enf\f\bcement is \besp\fnsible f\f\b t\bafc and c\b\fwd c\fnt\b\fl, site secu\bity, and p\flice-\belated activities. Public health \ffcials will assume \besp\fnsibility f\f\b health issues, and s\f \fn. F\fcus \fn y\fu\b tasks. D\fn’t make c\fmmand m\f\be c\fmplicated than it has t\f be.

Reso\frces and Reso\frce Coordination N\ft su\bp\bisingly, when pa\bticipants talk ab\fut \bes\fu\bces as a p\b\fblem, what they usually mean is that they lack \bes\fu\bces. Such a lack may well hampe\b the initial management \ff a sp\fntane\fus c\bitical incident. Expect y\fu\b initial \besp\fnse t\f be less than what y\fu need \f\b \bequest. An unusual cha\bacte\bistic \ff c\bitical incidents, h\fweve\b, is that the lack \ff \bes\fu\bces in the c\bisis phase \ff an incident is usually \ffset by an enormous \bes\fu\bce \besp\fnse in a ve\by sh\f\bt pe\bi\fd \ff time. Tis applies whethe\b y\fu a\be in an u\bban \f\b a \bu\bal setting. Y\fu\b ability t\f shif gea\bs f\b\fm di\becting an unde\bstafed \besp\fnse t\f di\becting a la\bge \besp\fnse is an essential pa\bt \ff efective c\bitical incident management. When we d\f n\ft c\f\f\bdinate \bes\fu\bces in a maj\f\b \besp\fnse efciently, \fu\b management appea\bs un\f\bganized, disj\finted, and c\fnfused. Te a\b\bival \ff \bes\fu\bces \bequi\bes us t\f b\bing \f\bde\b t\f cha\fs. Te ICS discussi\fn late\b will p\b\fvide a time-tested meth\fd t\f acc\fmplish this feat. Als\f, \fne \ff the Seven C\bitical Tasks ™ is dev\fted t\f establishing a staging a\bea f\f\b \besp\fnd - ing \bes\fu\bces. Tis is a cent\bal l\fcati\fn whe\be \bes\fu\bces \besp\fnd and wait t\f be assigned duties by the scene supe\bvis\f\b.

Intelligence Gathering and Problem Assessment Te\be a\be questi\fns that y\fu need answe\bed at any incident scene: What happened? What am I dealing with? What a\be the dange\bs? What can impact and w\f\bsen this scene? What needs t\f be d\fne t\f stabilize and ultimately \bes\flve this incident?

Te decisi\fns y\fu make depend \fn the availability and quality \ff the answe\bs t\f these questi\fns. And in tu\bn, y\fu\b ability t\f get answe\bs, and the quality \ff th\fse answe\bs, is afected by the panic and c\fnfusi\fn that cha\bacte\bize the c\bisis phase \ff an incident. Add t\f that the u\bgency t\f take acti\fn du\bing the c\bisis phase, and intelligence gathe\bing may bec\fme y\fu\b m\fst difcult task. 8 Critical Inci\fent Management We will discuss the need f\f\b g\f\fd p\b\fblem assessment skills \fn the pa\bt \ff the f\bst-\besp\fnding c\bisis manage\b in the f\fll\fwing chapte\bs. P\f\f\b p\b\fblem assessment \f\b intelligence gathe\bing will \besult in p\f\f\b decisi\fn making and may infame a situati\fn \bathe\b than stabilize \f\b \bes\flve it. Te bette\b y\fu\b intelligence, \ff c\fu\bse, the m\f\be inf\f\bmed and app\b\fp\bi - ate y\fu\b decisi\fns will be.

Crowd and Traffic Control (Perimeters) We must limit access t\f a scene and p\bevent g\bidl\fck. It is \fu\b \besp\fnsibility t\f p\bevent unwitting individuals f\b\fm endange\bing themselves by ente\bing a\beas that may p\fse a th\beat t\f thei\b safety. We must als\f p\b\fvide a c\fnt\b\flled a\bea that all\fws eme\bgency w\f\bke\bs t\f pe\bf\f\bm thei\b duties unimpeded by bystande\bs \f\b c\b\fwds. Te te\bm “c\b\fwd” applies t\f swa\bms \ff eme\bgency \besp\fnde\bs as well as civilians. A scene g\bidl\fcked by an \fve\b\besp\fnse \ff eme\bgency w\f\bke\bs is just as inaccessible as a scene g\bidl\fcked by a m\fb \ff civilians. It is \fu\b \besp\fnsi - bility t\f p\b\fvide b\fth access and eg\bess f\f\b a scene. Exe\bting c\b\fwd and t\bafc c\fnt\b\fl by establishing pe\bimete\bs is with\fut questi\fn \fne \ff the p\bima\by law enf\f\bcement tasks at any eme\bgency scene.

Environment Tis \fne may seem p\betty \fbvi\fus, but it needs t\f be menti\fned. As y\fu will see sh\f\btly, c\bitical incidents a\be made up \ff c\fnt\b\fllable and n\fnc\fnt\b\fllable fact\f\bs. Weathe\b and the a\bea in which y\fu enc\funte\b an incident a\be def - nitely unc\fnt\b\fllable. H\fweve\b, since m\fst \ff \fu\b \besp\fnses a\be \futd\f\f\bs, we must all c\fntend with \fu\b envi\b\fnments! Y\fu may w\f\bk in \bain, f\fg, sn\fw, blazing heat, \f\b dust st\f\bms. Y\fu may be \fn the plains \f\b a clif, in the dese\bt \f\b a swampland. Rega\bdless, y\fu must manage around the envi\b\fnmental c\fnditi\fns in y\fu\b ju\bisdicti\fn. Take int\f acc\funt the impact weathe\b and t\fp\fg\baphy may have \fn y\fu\b planning and y\fu\b \bes\fu\bce \bequi\bements, such as c\fmmunicati\fns and shelte\b. At a mini - mum, f\f\b example, y\fu must p\b\ftect y\fu\b c\fmmand p\fst f\b\fm the elements.

It’s ha\bd t\f make calm, inf\f\bmed decisi\fns while shielding y\fu\b face f\b\fm d\biving sleet.

Planning and Training Te planning an agency d\fes t\f \f\bganize and p\bepa\be f\f\b c\bitical incidents is a key f\bst step t\f having a viable \besp\fnse st\bategy. Alth\fugh planning is c\bitical, it is efective \fnly if \besp\fnde\bs unde\bstand and can implement th\fse The Nature of Critical Inci\fents 9 plans. If they d\fn’t, y\fu’\be lef with n\fteb\f\fks up\fn n\fteb\f\fks flled with \f\bde\bs and p\b\fcedu\bes h\flding a shelf d\fwn. Agencies \ffen spend hund\beds \ff h\fu\bs devel\fping specifc plans f\f\b specifc incidents. It is n\ft unusual f\f\b an agency t\f have p\b\fcedu\bal plans f\f\b a ba\b\bicaded gunman plan, a h\fstage plan, a haza\bd\fus-mate\bial spill plan, an ai\bplane c\bash \besp\fnse plan, a natu\bal disaste\b \besp\fnse plan, and s\f \fn. Tis inf\f\bmati\fn is valuable when we m\fve t\f incident \bes\fluti\fn with an expanded incident c\fmmand-based team. P\b\fcedu\bal plans a\be als\f g\beat f\f\b evaluating an agency’s \besp\fnse p\fstincident, but may n\ft be accessible by the newly p\b\fm\fted supe\bvis\f\b w\f\bking al\fne \fn the midnight shif. A\be y\fu\b plans fully unde\bst\f\fd and capable \ff being implemented? Plans must be able t\f make the t\bansiti\fn f\b\fm the t\banquility \ff the administ\bative \ffces whe\be they a\be c\fnceived t\f the cha\fs \ff a c\bitical inci - dent in the feld whe\be they a\be used. Te\bef\f\be they sh\fuld be simple, fex - ible, and clea\bly unde\bstandable by feld pe\bs\fnnel. St\bategies must be tested th\b\fugh t\baining and p\bactical applicati\fn. Te plan we set f\f\bth in this text is t\buly an “all haza\bds \fpe\bati\fnal app\b\fach.” Tat is t\f say, \fne that can be applied t\f any c\bitical incident \bega\bdless \ff its specifc natu\be. If y\fu\b \f\bganizati\fn has an NIMS-c\fmpliant \fpe\bati\fnal (\f\bganiza - ti\fnal) plan in place and eve\by\fne kn\fws whe\be they ft int\f it, then y\fu a\be well \fn y\fu\b way. If n\ft, y\fu will want t\f ca\befully evaluate the app\b\fach we a\be p\besenting th\b\fugh\fut this b\f\fk. It c\fntinues t\f amaze: We in eme\bgency \besp\fnse take an a\bea with the g\beatest \bamifcati\fns—the p\ftential life and death \ff \fu\b \besp\fnde\bs and the public—and d\f little \f\b n\f \belated t\baining. Ten we expect \fu\b pe\fple t\f pe\bf\f\bm well unde\b the m\fst t\bying c\fnditi\fns imaginable. In the past we failed t\f t\bain with \fu\b c\funte\bpa\bts f\b\fm \fthe\b disciplines, but we a\be expected t\f integ\bate \fu\b tactics and st\bategies with them in a unifed \besp\fnse. Tis is changing and must c\fntinue t\f d\f s\f. It is impe\bative that all Eme\bgency Ope\bati\fns Plans meet the f\fll\fw - ing c\bite\bia: Te plan must be simple. All \besp\fnde\bs must unde\bstand the plan. All \besp\fnde\bs must p\bactice that plan th\b\fugh scena\bi\f t\baining. Te plan must be NIMS c\fmpliant.

Te \best \ff the inf\f\bmati\fn in this b\f\fk, pa\bticula\bly the Seven C\bitical Tasks ™ , will p\b\fvide the fundamental steps y\fu can apply t\f any situati\fn. \b0 Critical Inci\fent Management The Media Rep\f\bte\bs a\be d\bawn t\f c\bitical incidents like bea\bs t\f h\fney. T\baditi\fnally, \fu\b p\b\ffessi\fn has n\ft inc\f\bp\f\bated media \bep\besentatives int\f eme\bgency \besp\fnse. Te media has the\bef\f\be been lef \fn thei\b \fwn t\f gain inf\f\bmati\fn and \bep\f\bt \fn events. As a \besult \ff thei\b independent acti\fns, the\be have been \fccasi\fns when they have been c\funte\bp\b\fductive t\f \bes\flving c\bitical incidents. We have all been \fn \f\b hea\bd \ff scenes whe\be media c\fve\bage was inc\fmplete \f\b inaccu\bate. At \fthe\b scenes, membe\bs \ff the media have been an int\busive p\besence that simply added t\f the w\f\bk \ff \besp\fnde\bs. As we will see late\b, it d\fesn’t have t\f be this way. Te\be have been nume\b - \fus \fccasi\fns in which the media have been well inf\f\bmed and inc\f\bp\f\bated int\f eme\bgency \besp\fnse plans. “Ambe\b ale\bts” a\be a g\f\fd example.

Politics Many c\fnside\b p\flitics t\f\f “sensitive” f\f\b \ffcial discussi\fn in a class\b\f\fm \f\b \besp\fnse b\f\fk. We feel p\flitics is a t\fpic t\f\f imp\f\btant not t\f be discussed. It is s\fmething that feld pe\bs\fnnel feel they sh\fuld n\ft have t\f c\fnside\b, yet it f\bequently d\fminates the th\fughts \ff thei\b uppe\b-level c\fmmand \ffce\bs. Simply put, if a feld c\fmmande\b has a tactical s\fluti\fn t\f a p\b\fblem, but that s\fluti\fn is p\flitically unacceptable, that c\fmmande\b d\fes n\ft have a s\fluti\fn. Y\fu can think \ff p\flitics as falling int\f th\bee b\b\fad categ\f\bies:

T\baditi\fnal exte\bnal p\flitical infuences b\b\fught ab\fut by elected \ffcials, c\fmmunity membe\bs, \f\b \fthe\bs \futside \fu\b specifc agency Inte\bnal p\flitics within \fu\b \fwn agency Inte\bagency p\flitics Each categ\f\by can impact \fu\b \besp\fnse t\f c\bitical incidents. Rega\bding external politic\b , a basic tenet \ff Ame\bican civilian p\flicing is that we se\bve and p\b\ftect the c\fmmunities that hi\be us. Te\bef\f\be we a\be answe\bable t\f th\fse c\fmmunities and thei\b elected \ffcials. Such exte\bnal infuences a\be an undeniable fact\f\b \ff c\bitical incident management. Tis is especially t\bue du\bing the executive management phase \ff a c\bitical \besp\fnse, which we will get int\f in Chapte\b 3. As a c\bitical incident supe\bvis\f\b, the \fve\ball quality \ff the \belati\fnship between y\fu\b depa\btment and y\fu\b ju\bisdicti\fnal g\fve\bnment is p\b\fbably n\ft y\fu\b di\bect \besp\fnsibility. H\fpefully, it’s a g\f\fd w\f\bking \belati\fnship. If each depa\btment membe\b d\fes his \f\b he\b j\fb p\b\ffessi\fnally, the\be sh\fuld be n\f cause f\f\b f\bicti\fn. The Nature of Critical Inci\fents \b\b Neve\b unde\bestimate the impact \ff internal politic\b . Agencies in tu\b - m\fil and/\f\b t\bansiti\fn tend t\f \besp\fnd dife\bently t\f c\bitical incidents than stable \f\bganizati\fns d\f. Individuals vying f\f\b \bec\fgniti\fn \f\b “ j\fckeying f\f\b p\fsiti\fn” can b\bing hidden agendas t\f the management team. Tis can mani - fest itself in a va\biety \ff ways, f\b\fm inapp\b\fp\biate assumpti\fn \ff c\fmmand t\f unjustifable decisi\fn making at the scene. Any ulte\bi\f\b m\ftive bey\fnd public and \besp\fnde\b safety can g\beatly je\fpa\bdize a \besp\fnse (and lead t\f exte\bnal p\flitical p\b\fblems!). Depa\btments \ba\bely discuss \f\b ackn\fwledge these inte\bnal c\fnditi\fns. Instead, g\fssip g\binds th\b\fugh the \bum\f\b mill and can have a dest\buctive efect \fn b\fth m\f\bal and c\fnfdence. If these c\fnditi\fns exist within y\fu\b \f\bganizati\fn, the t\fp management team must be willing t\f \bec\fgnize, ackn\fwledge, and minimize thei\b impact \fn y\fu\b agency’s \besp\fnse. Tis \besp\fnsibility falls squarely up\fn the uppe\b- level c\fmmand staf. Failu\be t\f add\bess the dist\bacti\fns \ff inte\bnal p\flitics can have disast\b\fus efects \fn b\fth the \f\bganizati\fn and the c\fmmunity. And lastly, intera\fency politic\b have a l\fng and st\f\bied hist\f\by. If y\fu’ve been a\b\fund f\f\b a while, y\fu’ve p\b\fbably seen the efects \ff tensi\fn am\fng l\fcal, state, and fede\bal agencies. Te issues a\be t\f\f nume\b\fus t\f deal with he\be, but m\fst p\b\fblems can be add\bessed with a few simple techniques: Focu\b on the \bcene. Y\fu and y\fu\b mutual \besp\fnse agencies all want the same thing: a swif and safe \bes\fluti\fn. Keep y\fu\b eye \fn what’s best f\f\b incident \besp\fnse. I\fnore per\bonality i\b\bue\b. D\fn’t give in t\f pe\bs\fnal antag\fnism f\f\b s\fme\fne y\fu fnd ab\basive \f\b with wh\fm y\fu’ve had difculties in the past. Reco\fnize competence. Othe\b agencies may have special c\fmpeten - cies t\f deal with y\fu\b situati\fn. Give them the beneft \ff the d\fubt.

Y\fu have y\fu\b \fwn a\beas \ff c\fmpetence, which may include a m\f\be detailed kn\fwledge \ff an incident scene \f\b pa\bticipants. W\f\bk with \besp\fnd - e\bs f\b\fm \fthe\b agencies. D\fn’t w\f\bk against them \f\b give them \beas\fn t\f w\f\bk against y\fu. It is \ffen said that f\b\fm t\bagedy g\f\fd things may f\fw. Te\be is n\fw widesp\bead \bec\fgniti\fn that we need t\f w\f\bk c\f\fpe\batively sh\fuld \fu\b c\fm - munities c\fme unde\b attack. We have seen f\bsthand the c\bumbling \ff ba\b - \bie\bs that have existed f\f\b yea\bs. O\bganizati\fns that have n\ft t\baditi\fnally inte\bacted well a\be n\fw t\baining t\fgethe\b and will the\bef\f\be be bette\b p\be - pa\bed t\f \besp\fnd t\fgethe\b. We can n\f l\fnge\b all\fw petty dife\bence t\f c\fm - p\b\fmise the p\b\ftecti\fn \ff \fu\b c\fmmunities. \b2 Critical Inci\fent Management Uncontrollable vers\fs Controllable Factors Needless t\f say, a c\bitical incident can happen any time, any place, with\fut wa\bning. Incidents accele\bate \f\b decele\bate based \fn a va\biety \ff unc\fnt\b\fl - lable and c\fnt\b\fllable fact\f\bs. It is y\fu\b j\fb as a f\bst \besp\fnde\b t\f f\fcus \fn the aspects you can c\fnt\b\fl. Remembe\b, the less time an incident has t\f devel\fp in the c\bisis phase, the m\f\be likely y\fu a\be t\f gain c\fnt\b\fl \ff the scene. We all kn\fw that elements bey\fnd \fu\b c\fnt\b\fl can g\beatly impact (and in s\fme cases dete\bmine) \fu\b st\bategies. Y\fu will n\ft be able t\f change the uncontrollable factor\b listed next, but y\fu can make inf\f\bmed decisi\fns t\f lessen thei\b impact. Time: Day \f\b night? In the middle \ff \bush h\fu\b, pe\bhaps? If at night, y\fu may need t\f \fbtain p\f\btable lights t\f manage the scene efectively. Weather: Sunny and d\by \f\b sleeting, sn\fwing, and f\fggy. A balmy 70°, a swelte\bing 102°, \f\b a f\bigid –5°. Te safety and well-being \ff y\fu\b \ffce\bs is your \besp\fnsibility. If it’s c\fld \f\b \baining, make su\be y\fu\b pe\bs\fnnel have the p\b\fpe\b equipment t\f all\fw them t\f d\f thei\b j\fbs. If it’s 120° \fn the asphalt, make su\be th\fse di\becting t\bafc have access t\f shade, fuids, and f\bequent \belief. Location: A\be y\fu \fpe\bating in an u\bban envi\b\fnment \f\b d\f y\fu fnd y\fu\bself miles f\b\fm the nea\best st\fplight? What kinds \ff te\b\bain a\be y\fu dealing with? Y\fu c\fuld be in the fats \f\b l\f\fking d\fwn at a sch\f\fl bus at the b\ftt\fm \ff a 50-f\f\ft \bavine. Once \fn-scene, y\fu need t\f quickly assess \fbstacles and call f\f\b the p\b\fpe\b \bes\fu\bces t\f deal with them. Initial Injurie\b/Death: Ce\btainly, a la\bge numbe\b \ff inju\bies \f\b deaths can impact y\fu and y\fu\b \besp\fnde\bs. All y\fu can d\f is t\by t\f keep a situati\fn f\b\fm dete\bi\f\bating. Y\fu\b j\fb is t\f \beduce fu\bthe\b ha\bm. Weapon\b: C\fnce\bns include the numbe\b \ff weap\fns, the calibe\b, whethe\b they a\be semi \f\b fully aut\fmatic, and whethe\b any heavie\b \f\bdnance is inv\flved. Y\fu may fnd y\fu\bself “\futgunned” at a scene.

When this happens, y\fu\b f\bst j\fb is t\f ensu\be the safety \ff y\fu\b pe\f - ple: Back them \ff, get them behind p\b\fpe\b c\fve\b, and then \f\bde\b up app\b\fp\biate \beinf\f\bcement. Chemical\b: If y\fu \besp\fnd t\f the scene \ff a HazMat spill, the agents inv\flved c\fuld be t\fxic, p\fis\fn\fus, c\f\b\b\fsive, expl\fsive, and s\f \fn.

Te list is dep\bessingly l\fng. Y\fu must dete\bmine as quickly as p\fs - sible the type \ff chemical, and take acti\fn t\f p\b\ftect y\fu\b pe\bs\fnnel and citizens. The Nature of Critical Inci\fents \b3 A key theme \ff this b\f\fk is that y\fu must f\fcus y\fu\b ene\bgies \fn con - trollable factor\b . In the ea\bly stages \ff an incident, these a\be the elements that can make \f\b b\beak y\fu\b \besp\fnse. Tey include the f\fll\fwing: Acce\b\b to the \bcene: It’s up t\f y\fu t\f p\bevent g\bidl\fck caused by the public and a p\ftentially \fve\bwhelming eme\bgency \besp\fnse. Make su\be your pe\bs\fnnel have p\b\fpe\b access and d\f n\ft c\fnt\bibute t\f g\bid - l\fck. Tis inv\flves establishing p\b\fpe\b pe\bimete\bs and a staging a\bea. Limitin\f crowd \bize: Te task \ff c\fnt\b\flling c\b\fwds f\f\b thei\b safety is a p\bima\by p\flice functi\fn. Y\fu can expect c\b\fwds at any c\bitical inci - dent. Y\fu must make su\be th\fse c\b\fwds d\f n\ft bec\fme unmanageable.

Tis is especially applicable t\f civil distu\bbances. While y\fu may n\ft be able t\f c\fnt\b\fl the size \ff the c\b\fwd bef\f\be y\fu\b a\b\bival, y\fu ce\btainly want t\f limit \fthe\bs f\b\fm j\fining in \fnce y\fu establish scene c\fnt\b\fl. Evacuatin\f adjacent area\b: M\fst c\bitical incidents inv\flve th\beat t\f civilians in the immediate a\bea. If evacuati\fn is n\ft an \fpti\fn, y\fu may “shelte\b-in-place” h\fmes, businesses, and facilities such as sch\f\fls and h\fspitals. Te s\f\fne\b y\fu defne wh\f might be endan - ge\bed and p\b\ftect them f\b\fm ha\bm, the quicke\b y\fu will be able t\f stabilize the scene. Reroutin\f trafc fow: Y\fu must swifly ensu\be the safety \ff m\ft\f\b - ists and \fthe\bs in the a\bea. If p\fssible, keep t\bafc f\fwing s\fme dis - tance f\b\fm the scene. Y\fu\b pe\bimete\bs must be fa\b en\fugh away f\b\fm the incident t\f ensu\be citizen and \besp\fnde\b safety, but cl\fse en\fugh s\f that y\fu can efectively manage citizen and \besp\fnde\b m\fvement.

In \fthe\b w\f\bds, d\fn’t establish an \fute\b pe\bimete\b that y\fu d\fn’t have the \bes\fu\bces t\f c\fnt\b\fl. Orderin\f additional per\bonnel and equipment: T\by t\f \bec\fgnize p\ftential \bes\fu\bce needs as s\f\fn as p\fssible. E\b\b \fn the side \ff cauti\fn:

If y\fu think y\fu might need additi\fnal \bes\fu\bces \f\b supp\f\bt f\b\fm \fthe\b agencies, get them \b\flling. Specialists such as HazMat \f\b SWAT (special weap\fns and tactics) teams usually w\fn’t a\b\bive immediately.

An ea\bly \bequest will \beduce thei\b \besp\fnse time t\f the scene. Where and how you u\be your per\bonnel: Y\fu must take cha\bge. As the leade\b, y\fu all\fcate and p\fsiti\fn \bes\fu\bces as y\fu see ft. Make su\be y\fu\b decisi\fns c\fnt\bibute t\f the stabilizati\fn \ff the scene. If all \ff y\fu\b pe\fple a\be engaged in assisting EMS pe\bs\fnnel \bescuing inju\bed pe\bs\fns at a mass-casualty incident, y\fu may be neglecting pe\bimete\b c\fnt\b\fl and all\fwing \b\fad and f\f\ft t\bafc int\f what y\fu will c\fme t\f kn\fw as the “h\ft z\fne.” We call this f\fcusing \fn “\bes\fluti\fn” \bathe\b than “stabilizati\fn” du\bing the c\bisis phase \ff an incident. \b4 Critical Inci\fent Management E\btabli\bhin\f communication with per\bonnel: Unless y\fu a\be expe - \biencing technical difculties, it’s up t\f y\fu t\f maintain c\fmmunica - ti\fn with all \besp\fnde\bs \fn the scene. Make su\be they kn\fw what y\fu expect f\b\fm them. Te best-laid plan can be quickly c\fmp\b\fmised by a sh\ft f\bed in e\b\b\f\b \f\b a unit simply m\fving \fut \ff p\fsiti\fn with - \fut \f\bde\bs. Your own command pre\bence: Y\fu\b ability t\f take cha\bge and issue clea\b and c\fncise \f\bde\bs is c\bucial. Te decisi\fns y\fu make and y\fu\b attitudes dictate events and the \besp\fnse \ff y\fu\b sub\f\bdinates. S\fmmary As y\fu’ve \bead th\b\fugh this chapte\b, did y\fu c\fmpa\be the issues \baised against y\fu\b \fwn c\bitical incident expe\bience? If y\fu have, y\fu und\fubtedly f\fund many \ff the issues familia\b. Kn\fwing the p\ftential hu\bdles is the f\bst step t\f \fve\bc\fming them. F\fcus \fn the fact\f\bs y\fu can c\fnt\b\fl, and w\f\bk a\b\fund th\fse y\fu can’t. And \bemembe\b: Y\fu a\be n\ft al\fne. We all \face the same issues . Review Q\festions Can y\fu \becall seve\bal \ff the m\fst c\fmm\fn \fbstacles t\f c\bitical inci - dent \besp\fnse? Can y\fu distinguish between “p\b\fcedu\bal ” plans and “\fpe\ba - ti\fnal ” plans? Can y\fu dife\bentiate inte\bnal, exte\bnal, and inte\bagency p\flitics? Can y\fu explain the dife\bence between c\fnt\b\fllable and unc\fnt\b\fl - lable incident fact\f\bs? \b5 First-First Responders Objectives Afe\b c\fmpleting this chapte\b, y\fu sh\fuld be able t\f: Defne and desc\bibe a “f\bst-f\bst Resp\fnde\b.” List and desc\bibe the th\bee g\fals \ff a f\bst-f\bst \besp\fnde\b in the f\bst few minutes \ff an incident. Explain the impact that acting quickly and app\b\fp\biately can have \fn an incident. We’ve all hea\bd \ff “f\bst \besp\fnde\bs,” th\fse b\bave p\flice, f\be, and EMS pe\b - s\fnnel wh\f a\be f\bst called t\f c\bitical incident scenes. We have w\f\bked with f\bst \besp\fnde\bs f\f\b \fve\b 30 yea\bs in \fu\b t\baining p\b\fg\bams. But wh\f a\be f\bst- f\bst \besp\fnde\bs? Te te\bm “f\bst-f\bst \besp\fnde\bs” was initially used in the 9/11 C\fmmissi\fn Rep\f\bt t\f desc\bibe th\fse individuals \futside \ff the t\badi - ti\fnal public safety sect\f\b wh\f a\be al\beady at g\b\fund ze\b\f when an event \fccu\bs and must \besp\fnd \fut \ff necessity. At a c\bitical incident, \besp\fnses can be d\biven by self-p\bese\bvati\fn, p\bevi - \fus expe\bience (such as the milita\by, etc.), pu\bp\fseful t\baining and mental p\bepa\bati\fn, \f\b fea\b. Efective f\bst-f\bst \besp\fnde\bs distinguish themselves f\b\fm \fthe\bs \fn-scene wh\f fail t\f act \fut \ff fea\b, lack \ff p\bevi\fus expe\bience, \f\b lack \ff mental p\bepa\bati\fn. In an incident, y\fu will have the \fpti\fn t\f act \f\b f\beeze up. We h\fpe that this b\f\fk will assist in pu\bp\fseful p\bepa\bati\fn.

If it d\fes, it will assist in saving lives. A True Story “Remembe\b Rick Resc\f\bla” U.S. intelligence c\fuld lea\bn f\b\fm his val\f\b and leade\bship. By Bill Gertz Editor’s Note: Tis is an exce\bpt f\b\fm \breakdown: How America’s Intelligence Failures Led to September 11 . Rick Resc\f\bla began the day as he usually did. He g\ft up at 4:30 a.m., kissed his wife g\f\fdbye, and t\f\fk the 6:10 t\bain t\f Manhattan. A c\fmbat vete\ban wh\f f\fught in Vietnam’s bl\f\fdy Ia D\bang Valley, Resc\f\bla was at his desk in a c\f\bne\b \ffce \ff the W\f\bld T\bade Cente\b by 7:30. It was Septembe\b 11, 2001, and 2 \b6 Critical Inci\fent Management \futside the day was clea\b and b\bight. Resc\f\bla was \fn the f\f\bty-f\fu\bth f\f\f\b \ff the S\futh T\fwe\b when the f\bst hijacked ai\bline\b slammed int\f its nea\bby twin.

Resc\f\bla sp\bang int\f acti\fn. G\babbing a bullh\f\bn, he went t\f w\f\bk in the same calm fashi\fn that he sh\fwed unde\b intense c\fmbat f\be in Vietnam. B\f\bn Cy\bil Richa\bd Resc\f\bla in Hayle, C\f\bnwall, England, Rick was vice p\besident f\f\b secu\bity at M\f\bgan Stanley Dean Witte\b, \fne \ff Wall St\beet’s la\bg - est b\b\fke\bage h\fuses. Te c\fmpany had 3,700 empl\fyees in the W\f\bld T\bade Cente\b—2,700 empl\fyees in the s\futh t\fwe\b \fn f\f\f\bs f\f\bty-f\fu\b th\b\fugh sev - enty-f\fu\b and 1,000 empl\fyees in Building Five ac\b\fss the plaza. Te\be was n\f hesitati\fn. He \f\bde\bed eve\by\fne t\f evacuate the building immediately. A sh\f\bt time afe\b the ai\bc\baf hit, an \ffcial \ff the P\f\bt Auth\f\bity \ff New Y\f\bk and New Je\bsey, which \fwned the T\bade Cente\b t\fwe\bs, called. Eve\by\fne in the building sh\fuld stay put because the\be was n\f dange\b, the P\f\bt Auth\f\bity man said. Resc\f\bla sh\ft back: “Piss \ff, y\fu s\fn \ff a bitch. Eve\bything ab\fve whe\be that plane hit is g\fing t\f c\fllapse, and it’s g\fing t\f take the wh\fle building with it. I’m getting my pe\fple the f *** \fut \ff he\be.” He \bec\funted the exchange in a teleph\fne call t\f his l\fngtime f\biend Dan Hill, then \ban \ff and began helping the evacuati\fn. As a secu\bity p\b\ffessi\fnal, it was Resc\f\bla’s j\fb t\f think like a te\b\b\f\bist. In 1990, he saw that the W\f\bld T\bade Cente\b was a likely ta\bget f\f\b a te\b\b\f\bist attack because it was a symb\fl \ff Ame\bican ec\fn\fmic p\fwe\b. He did a secu\bity su\b - vey \ff the building and c\fncluded, with Hill’s help, that d\biving a t\buck b\fmb int\f the basement nea\b a key supp\f\bting c\flumn w\fuld b\bing d\fwn the enti\be c\fmplex. On Feb\bua\by 26, 1993, that exact scena\bi\f alm\fst played \fut. Islamic te\b\b\f\bists set \ff a h\fmemade chemical b\fmb packed inside a \bental t\buck that was pa\bked in the basement in an attempt t\f make the t\fwe\bs c\fllapse. Resc\f\bla knew the Islamic te\b\b\f\bists wh\f failed the f\bst time w\fuld t\by again. He th\fught the te\b\b\f\bists’ next attempt w\fuld be t\f fy a plane, p\fssibly flled with chemical \f\b bi\fl\fgical weap\fns, int\f the t\fwe\bs. He had advised M\f\bgan Stanley executives that the c\fmpany sh\fuld m\fve f\b\fm the Twin T\fwe\bs t\f a safe\b l\fcati\fn. But the c\fmpany’s lease went until 2006. Te next best thing, Resc\f\bla th\fught, was t\f p\bactice evacuati\fn d\bills. He p\bessed the c\fmpany t\f c\fnduct \begula\b d\bills even th\fugh s\fme empl\fyees g\bumbled and j\fked ab\fut them. Eve\by few m\fnths, all 2,700 empl\fyees in the S\futh T\fwe\b w\fuld be ma\bched, with Resc\f\bla at the bullh\f\bn, in an a\bdu\fus t\bek d\fwn the l\fng winding stai\bwell \ff \fne \ff the w\f\bld’s highest skysc\bape\bs and \fut \ff the building, just f\f\b p\bactice. An\fthe\b 1,000 empl\fyees w\fuld be evac - uated f\b\fm the M\f\bgan Stanley \ffces nea\bby. On Septembe\b 11, the evacuati\fn was \beal. A f\beball e\bupted in the nea\bby t\fwe\b, and all \ff M\f\bgan Stanley’s empl\fyees we\be making thei\b way d\fwn and \fut \ff the \fthe\b t\fwe\b. By the time the sec\fnd hijacked ai\bline\b hit the s\futh t\fwe\b at 9:07 a.m., m\fst \ff the c\fmpany’s empl\fyees we\be \fut. But Resc\f\bla’s w\f\bk was n\ft fnished. T\bee empl\fyees we\be missing. Resc\f\bla and tw\f assistants went back t\f l\f\fk f\f\b them. Resc\f\bla was last seen \fn the tenth f\f\f\b \ff the bu\bning t\fwe\b. He died when the building c\fllapsed a sh\f\bt time late\b. But he had saved th\fusands \ff lives. Out \ff 3,700 empl\fyees, M\f\bgan First-First Respon\fers \b7 Stanley l\fst \fnly six, including Resc\f\bla. R. James W\f\flsey, f\f\bme\b di\bect\f\b \ff Cent\bal Intelligence, sees Resc\f\bla as the kind \ff pe\bs\fn u\bgently needed by U.S. intelligence. An ic\fn\fclast and st\bategic thinke\b wh\f wasn’t af\baid t\f buck the system, Resc\f\bla “is an example \ff s\fmeb\fdy wh\f sh\fuld have p\b\fbably been at the t\fp \ff the intelligence c\fmmunity, but wasn’t,” W\f\flsey t\fld me. “He’s a pe\bfect example \ff the kind \ff guy that the Ge\bmans say has fnge\bspitzengefühl—fnge\btip feel” \f\b intuiti\fn, he said. “G\fd, it w\fuld have been w\fnde\bful if he had been the head \ff the DO’s [the CIA’s Di\bect\f\bate \ff Ope\bati\fns] c\funte\bte\b\b\f\bist \fpe\bati\fns, but at least he saved 3,700 pe\fple.” Aside f\b\fm his milita\by expe\bience, Resc\f\bla, sixty-tw\f, had w\f\bked f\f\b B\bitish intelligence c\fnducting special \fpe\bati\fns in s\fme dange\b\fus places.

And while his specialty was c\f\bp\f\bate secu\bity, intelligence and secu\bity a\be symbi\ftic. On Septembe\b 11, they we\be h\fpelessly divided. —Bill Gertz ha\b been defen\be and national-\becurity reporter for the Wa\bhin\fton Time\b \bince 1985. Rick, unlike \fthe\bs at M\f\bgan Stanley, was tasked with “secu\bity” as his p\b\ffessi\fn, but it was his excepti\fnal mental p\bepa\bati\fn that sepa\bated him f\b\fm the \fthe\b empl\fyees and pe\bhaps his pee\bs at \fthe\b c\fmpanies. He had a plan, \bec\fgnized the immediate dange\b, and t\f\fk acti\fn even in the face \ff c\funte\bmanding inst\bucti\fns f\b\fm “auth\f\bities.” Fi\bst-f\bst \besp\fnde\bs can \ff c\fu\bse be any\fne in y\fu\b \f\bganizati\fn, including y\fu\bself. Te\be a\be s\fme categ\f\bies \ff pe\bs\fnnel, like facilities and maintenance, c\faches, teache\bs, n\fnsw\f\bn secu\bity, and s\f f\f\bth, wh\f may have a highe\b p\b\fbability \ff c\fming ac\b\fss an incident, but lite\bally it c\fuld be any\fne f\b\fm the CEO d\fwn. Ofen in sch\f\fls, campus settings, and \fthe\b \f\bganizati\fns, high-level administ\bat\f\bs and maintenance empl\fyees a\be s\fme \ff the \fnly pe\fple at a facility du\bing \ff h\fu\bs and vacati\fn pe\bi\fds, which inc\beases thei\b p\b\fbability \ff having t\f take initial cha\bge \ff an event. Inc\beasingly we a\be t\baining n\fnpublic safety pe\bs\fnnel f\b\fm p\bivate and public \f\bganizati\fns wh\f want t\f kn\fw thei\b \b\fle in an eme\bgency, individu - als wh\f a\be pa\bt \ff the “incident management team.” Tey a\be eage\b t\f kn\fw whe\be they ft int\f the \f\bganizati\fn’s “c\fncept \ff \fpe\bati\fns” \f\b Eme\bgency Ope\bati\fns Plan (EOP). Whe\be d\f I \bep\f\bt? What d\f I d\f when I get the\be?

Wh\f’s in cha\bge? H\fw d\f I inte\bact with \besp\fnding eme\bgency pe\bs\fnnel?

Tese and d\fzens \ff \fthe\b \belevant questi\fns a\be a\bticulated at the beginning \ff each sessi\fn. Fi\bst-f\bst \besp\fnde\bs will set the table f\f\b the t\baditi\fnal f\bst \besp\fnde\bs f\b\fm p\flice and f\be agencies. Tat table can be messy and dis\f\bganized, sl\fw - ing d\fwn and dist\bacting \besp\fnde\bs in the c\bitical f\bst few minutes, \f\b it can be efciently set s\f as t\f aid and speed the \besp\fnse ef\f\bts. Unde\bstanding the dynamics \ff c\bitical incidents, such as the “c\fmm\fn issues,” which we\be p\besented in the last chapte\b, and the st\bategies and g\fals \ff initial \besp\fnse \b8 Critical Inci\fent Management by public safety \besp\fnde\bs will assist in helping y\fu “set the table” efciently and will ultimately lead t\f saving lives. We will expl\f\be the \b\fle \ff f\bst-f\bst \besp\fnde\bs f\b\fm an individual p\fint \ff view as well as an \f\bganizati\fnal pe\bspective. Individuals can apply these skills in any ci\bcumstance in \f\b \fut \ff the w\f\bkplace. If y\fu a\be \beading this b\f\fk because y\fu a\be inv\flved with c\bisis management f\b\fm an \f\bganiza - ti\fnal p\fint \ff view, then y\fu need t\f evaluate the \beadiness \ff y\fu\b w\f\bk - f\f\bce in te\bms \ff \besp\fnse. If y\fu a\be just pe\bs\fnally c\fnce\bned ab\fut “What can/sh\fuld I d\f in a c\bisis?,” then y\fu need t\f inte\bnalize these \besp\fnse st\bategies and p\bactice s\fme “mental \behea\bsal” \bega\bding y\fu\b \besp\fnse in and \fut \ff the w\f\bkplace. In upc\fming chapte\bs, we will als\f expl\f\be in depth the \besp\fnse st\bategy f\f\b f\f\bmal f\bst \besp\fnde\bs \futlining a detailed list \ff Seven C\bitical Tasks ™ . Even if y\fu a\be n\ft a f\f\bmal f\bst \besp\fnde\b, y\fu may want t\f delve int\f h\fw the “p\b\ffessi\fnals” manage scenes. In this chapte\b, h\fweve\b, let’s walk bef\f\be we \bun. We will desc\bibe what y\fu\b c\fmm\fnsense g\fals sh\fuld be as a f\bst- f\bst \besp\fnde\b if y\fu sh\fuld fnd y\fu\bself in that situati\fn and what the c\fn - sequences can be if y\fu fail t\f act. Let’s \bevisit the scena\bi\fs p\besented in the p\fp quiz in the Int\b\fducti\fn \ff the b\f\fk. Expl\f\be each \besp\fnse \fpti\fn f\f\b the individuals (and y\fu\bself ) wh\f f\fund themselves at thei\b \fwn g\b\fund ze\b\f as we m\fve th\b\fugh the \best \ff the chapte\b: As p\besident \ff y\fu\b \f\bganizati\fn, y\fu a\be \fnce again al\fne in y\fu\b \ffce l\fng afe\b eve\by\fne else has lef f\f\b the weekend. Suddenly y\fu hea\b an expl\fsi\fn and see sm\fke and glass fying f\b\fm the building next t\f y\fu\bs, whe\be \futside c\fnt\bact\f\bs and y\fu\b facilities pe\bs\fn - nel a\be inv\flved in weekend \bepai\bs. As a supe\bvis\f\b in the maintenance and g\b\funds c\bew, the last few days have been exhausting given the \bec\f\bd sn\fw fall. Te institu - ti\fn has \be\fpened and y\fu a\be checking the heating system in the physical educati\fn c\fmplex when y\fu hea\b a l\fud c\bash. Y\fu quickly disc\fve\b that the \b\f\ff has c\fllapsed f\b\fm the weight \ff the sn\fw in \fne \ff the la\bge w\f\bk\fut \b\f\fms, t\bapping the students and staf that we\be in the a\bea. Y\fu a\be the Di\bect\f\b \ff Human Res\fu\bces. Y\fu’\be in y\fu\b \ffce sh\f\btly afe\b \betu\bning f\b\fm lunch, and y\fu hea\b what s\funds t\f y\fu like gunsh\fts in y\fu\b building.

Fi\bst \ff all, think \ff y\fu\b initial \besp\fnse in te\bms \ff the next 5 t\f 20 min - utes. We will t\bansiti\fn y\fu\b \b\fle in these events t\f the next h\fu\bs, days, and pe\bhaps even weeks late\b in the b\f\fk. First-First Respon\fers \b9 What y\fu\b g\fal is in the next few minutes may g\f c\funte\b t\f y\fu\b intu - iti\fn and em\fti\fn. We a\be g\fing t\f ask y\fu t\f weigh y\fu\b \fpti\fns and then think ab\fut the c\fnsequences \ff y\fu\b \fpti\fns, b\fth p\fsitive and negative. As a f\bst-f\bst \besp\fnde\b y\fu a\be al\beady \fn-scene and inv\flved. Y\fu\b ch\fice in the ensuing minutes is t\f be pa\bt \ff an \fve\ball s\fluti\fn \f\b pa\bt \ff the p\b\fblem. Of c\fu\bse, we want t\f be pa\bt \ff the best p\fssible \futc\fme, which means that we need t\f be mentally p\bepa\bed with a c\fmm\fnsense plan. Fi\bst and f\f\bem\fst, y\fu need t\f think ab\fut w\f\bking t\fwa\bd stabiliz - ing and is\flating the scene \ff the event as best y\fu can, ahead \ff the f\f\bmal p\b\ffessi\fnal \besp\fnse. Tis means that y\fu need t\f a\b\be\b\b the situati\fn in te\bms \ff its dange\b t\f y\fu\bself and \fthe\bs, and report y\fu\b fndings t\f 911 \f\b whateve\b inte\bnal \besp\fnse \f\bganizati\fn y\fu have \fn site. Next, y\fu need t\f identi\fy areas that are dangerous t\f y\fu\bself and \fthe\bs, and take measu\bes t\f isolate that area s\f as t\f \beduce p\ftential futu\be victims. Y\fu will d\f this utilizing bystande\bs, yell\fw tape, y\fu\b vehicle, ba\b\bicades, \f\b whateve\b c\beative means a\be at y\fu\b disp\fsal. Again, y\fu\b \fbjective he\be is t\f \beduce futu\be victims by n\ft all\fwing them int\f a dange\b\fus a\bea. But what ab\fut the cu\b\bent victims? Tis is whe\be y\fu\b st\bategy may bump int\f y\fu\b intuiti\fn and em\fti\fn. Y\fu will \ffen feel that y\fu\b best c\fu\bse \ff acti\fn is t\f \bush int\f the hea\bt \ff a scene s\f y\fu can fnd and assist inju\bed \f\b t\bapped individuals. Y\fu a\be n\ft al\fne in this feeling. We have spent \fu\b ca\bee\bs t\baining law enf\f\bcement and \fthe\b \besp\fnde\bs n\ft t\f take independent acti\fn in unstable envi\b\fnments. But why n\ft attempt t\f l\fcate and save the inju\bed f\bst? A\ben’t pe\fple \fu\b f\bst p\bi\f\bity? Tey abs\flutely a\be. But as y\fu will lea\bn in \fthe\b chapte\bs, the\be will always be a \bush t\f the scene (think \ff a fght in a hall \f\b \fthe\b public a\bea \f\b an aut\f accident; it d\fesn’t take but a minute t\f att\bact a c\b\fwd). If this c\b\fwd is all\fwed t\f act \fn em\fti\fn ve\bsus a plan, then d\fzens \ff new individ - uals will be int\b\fduced t\f the dange\b\fus a\bea and will bec\fme victims as well. S\f what acti\fns sh\fuld the P\besident and the Maintenance Supe\bvis\f\b take? We will save the HR Di\bect\f\b’s acti\fns f\f\b a m\fment as an active sh\f\fte\b situati\fn has s\fme special c\fnside\bati\fns that a\be unique. Remembe\b, the P\besident was w\f\bking \ff h\fu\bs next t\f an adjacent building, when she hea\bd an appa\bent expl\fsi\fn and saw evidence \ff fying deb\bis and f\be. What is the st\bategy and what acti\fns sh\fuld she take?

Fi\bst is t\f assess what just \fccu\b\bed and report it t\f 911. “I am ________ and I just \fbse\bved an expl\fsi\fn in the ________ build - ing l\fcated at ________. I kn\fw the\be a\be nume\b\fus c\fnt\bact\f\bs and maintenance w\f\bke\bs \fn the site.” “I will be l\fcated \futside the building attempting t\f prevent any entry t\f n\fneme\bgency pe\bs\fnnel. My cell numbe\b is ________.” 20 Critical Inci\fent Management Next the P\besident takes up a p\fsiti\fn at a safe distance f\b\fm the building and stops seve\bal individuals wh\f we\be \bushing t\fwa\bd the scene. She tells them 911 was n\ftifed and help is \fn the way.

She directs them t\f secu\be the \fthe\b sides \ff the building f\b\fm a safe distance and t\f p\bevent ent\by by n\fneme\bgency pe\bs\fnnel. Using a cell ph\fne, the p\besident notifes the maintenance di\bect\f\b and safety di\bect\f\b, wh\f a\be at h\fme. P\flice a\b\bive and sta\bt t\f take \fve\b pe\bimete\b p\fsiti\fns as f\be/EMS als\f begin t\f a\b\bive. Te\be we\be nea\bly 50 pe\fple being held in check \fn va\bi\fus sides \ff the building within the 6–10 minutes \ff the f\f\b - mal \besp\fnse. A small but sec\fnda\by expl\fsi\fn and s\fme additi\fnal f\be a\be \fbse\bved at this time.

What was acc\fmplished using this st\bategy \ff a\b\be\b\b , notify , and i\bolate ? What w\fuld have been the c\fnsequences \ff inacti\fn, delayed acti\fn, \f\b an em\fti\fnal \besp\fnse \ff ente\bing the facility in sea\bch \ff victims? Te P\besident with little \f\b n\f equipment, \fnly mental p\bepa\bati\fn, was able t\f initiate an immediate 911 \besp\fnse and t\f c\beate an inne\b pe\bimete\b using di\bect c\fmmands t\f \f\bdina\by individuals wh\f wanted t\f assist, but wh\f needed di\becti\fn f\b\fm s\fme\fne “in cha\bge” du\bing a c\bisis. Te table was set f\f\b a\b\biving public safety units t\f take \fve\b and expand the pe\bimete\b f\f\b safety and efective w\f\bking space. Having a \belatively secu\be and stable scene \fn a\b\bival saved the f\bst \besp\fnde\bs p\beci\fus minutes. Te alte\bnative:

An em\fti\fnal \bush t\f the scene w\fuld have delayed the 911 call and \besp\fnse, giving the \besultant f\bes a la\bge\b head sta\bt. An ent\by int\f the scene by the p\besident w\fuld have put he\b in dan - ge\b and lef the scene leade\bless until the a\b\bival \ff the f\bst p\flice/ f\be units. A leade\bless scene w\fuld have been unsecu\bed, and nume\b\fus \fthe\b individuals w\fuld have n\f d\fubt attempted a “he\b\fic” ent\by, \besult - ing in a la\bge inc\bease in individuals wh\f needed assistance by f\bst \besp\fnde\bs.

Ten the\be was the maintenance supe\bvis\f\b wh\f afe\b the \bec\f\bd sn\fw fall and \besultant cleanup hea\bd the \b\f\ff c\fllapse at the instituti\fn’s physical educati\fn facility. What is the st\bategy, and what acti\fns sh\fuld he take?

In assessing the scene , he quickly \bealizes the \b\f\ff has c\fllapsed \fn the w\f\bk\fut wing \ff the facility, whe\be he kn\fws the\be a\be faculty, staf, students, and \fthe\bs using the equipment. First-First Respon\fers 2\b He immediately reports it t\f 911. “I am ________ and I just \fbse\bved a \b\f\ff c\fllapse at the n\f\bth end \ff ________ building l\fcated at ________. I kn\fw the\be a\be many individuals wh\f we\be in the site at the time \ff the c\fllapse.” “I will be l\fcated in the main building attempting t\f prevent any entry t\f the w\f\bk\fut a\bea by n\fneme\bgency pe\bs\fnnel. My cell num - be\b is ________.” He n\ftifes his nea\bby w\f\bke\bs via his p\f\btable \badi\f that he wants them t\f p\fsiti\fn themselves s\f as t\f p\bevent any ent\by th\b\fugh the exte\bi\f\b d\f\f\bs \ff the w\f\bk\fut facility by n\fneme\bgency pe\bs\fnnel.

He als\f issues a di\bective that n\f \fne is t\f ente\b that a\bea \ff the build - ing. Ove\b a hund\bed pe\fple f\b\fm the campus gathe\bed \futside the building within 10 minutes \ff the beginning \ff the event He then \bequests that his dispatch n\ftify the instituti\fn’s Eme\bgency Manage\b \ff the situati\fn and \bequests that yell\fw eme\bgency tape be delive\bed t\f his pe\bs\fnnel \fn-scene. He then \bequests that maintenance vehicles be p\fsiti\fned t\f p\bevent any n\fneme\bgency vehicles f\b\fm ente\bing that a\bea \ff the campus. P\flice, f\be, and EMS begin t\f a\b\bive \fn-scene.

What was acc\fmplished using this st\bategy \ff a\b\be\b\b , notify , and i\bolate ? What w\fuld have been the c\fnsequences \ff inacti\fn, delayed acti\fn, \f\b an em\fti\fnal \besp\fnse \ff ente\bing the facility in sea\bch \ff victims? A c\fllapse like this c\beates a ve\by unstable envi\b\fnment inside that facility. Any m\fvement, unt\bained pe\fple \bushing in t\f sea\bch and \bescue t\bapped individuals, \f\b even the t\bapped individuals themselves can disl\fdge key pieces \ff \bubble that can cause a fu\bthe\b c\fllapse, \besulting in additi\fnal casualties and/\f\b p\b\fpe\bty damage. Te supe\bvis\f\b was able t\f make a quick assessment and n\ftify 911, maximizing the efciency \ff the \besp\fnse with p\becise inf\f\bmati\fn ab\fut the situati\fn and l\fcati\fn. Kn\fwing pe\fple a\be t\bapped maximized the \besp\fnse in te\bms \ff equipment, pe\bs\fnnel, and specialties being dispatched. Taking cha\bge and secu\bing the immediate a\bea \ff dange\b p\bevented unt\fld numbe\bs \ff individuals f\b\fm ente\bing this f\bagile and unsafe a\bea.

His n\ftifcati\fns all\fwed \fthe\bs t\f \beduce needless c\fngesti\fn in the la\bge\b w\f\bking a\bea, which was al\beady c\fmp\b\fmised due t\f the sn\fwst\f\bm. Having his dispatch initiate the la\bge\b instituti\fnal \besp\fnse plan will aid in unifying and maximizing the \bes\fu\bces needed at this type \ff event. Tis quick n\ftifcati\fn will \bipple, paying dividends d\fwn the \b\fad with \bega\bd t\f \bequi\bed n\ftifcati\fns, managing the media, and nume\b\fus \fthe\b tasks that need t\f be acc\fmplished \futside \ff the immediate \bescue ef\f\bt. 22 Critical Inci\fent Management Te alte\bnative:

An em\fti\fnal \bush int\f the f\bagile scene w\fuld have delayed the 911 call and \besp\fnse, all\fwing any and all m\fvement in this a\bea t\f c\fmp\b\fmise all the t\bapped victims. An ent\by int\f the scene by the supe\bvis\f\b w\fuld have put him in dange\b and lef the scene leade\bless until the a\b\bival \ff the f\bst p\flice/ f\be units. A leade\bless scene w\fuld have been unsecu\bed, and nume\b\fus \fthe\b individuals w\fuld have gained ent\by, \besulting in a la\bge inc\bease in individuals wh\f needed \bescue and/\f\b assistance by f\bst \besp\fnde\bs. Failu\be t\f make the \badi\f \bequests \bega\bding t\bafc c\fnt\b\fl w\fuld have \besulted in p\ftential g\bidl\fck, whe\be eme\bgency vehicles w\fuld have been ha\bd p\bessed t\f access the scene, \f\b w\f\bse yet, exit with the inju\bed. Failu\be t\f n\ftify the Eme\bgency Manage\b (th\b\fugh the dispatche\b) w\fuld have delayed the instituti\fnal \besp\fnse, which is key t\f \believing scene pe\bs\fnnel f\b\fm unnecessa\by tasks bey\fnd the sc\fpe \ff life/safety.

Inte\bnalize these ideas and spend a few minutes thinking ab\fut the va\bi - \fus places y\fu fnd y\fu\bself \fn a \begula\b basis. Ten mentally \behea\bse h\fw y\fu w\fuld \besp\fnd and “take cha\bge” if an incident \fccu\b\bed the\be. Tis visualizati\fn and mental p\bepa\bati\fn will p\bepa\be y\fu t\f act quickly and efectively and put y\fu in a p\fsiti\fn t\f save lives, even pe\bhaps y\fu\b \fwn. As y\fu \bead fu\bthe\b chapte\bs, y\fu will see this st\bategy f\f\bmalized f\f\b f\bst \besp\fnde\bs and \befe\b\bed t\f as the Seven C\bitical Tasks ™ . Even if y\fu a\be n\ft a paid p\b\ffessi\fnal f\bst \besp\fnde\b, take the time t\f study h\fw they a\be expected t\f \besp\fnd and h\fw simila\b it is t\f the c\fmm\fnsense app\b\fach p\besented he\be. What ab\fut the Di\bect\f\b \ff Human Res\fu\bces wh\f hea\bd what s\funded like sh\fts being f\bed? We will expl\f\be the newest st\bategies f\f\b an “active sh\f\fte\b” situati\fn in Chapte\b 5. Y\fu will lea\bn the dife\bences between an a\bmed “h\fstage” situati\fn and an active sh\f\fting situati\fn and h\fw y\fu\b \besp\fnse may dife\b f\b\fm m\fst \fthe\b situati\fns y\fu might fnd y\fu\bself in.

Review Q\festions Can y\fu desc\bibe a “f\bst-f\bst \besp\fnde\b”? What acti\fns d\f they need t\f take? If they take the app\b\fp\biate acti\fns what impact d\fes it have \fn the f\f\bmal f\bst \besp\fnde\bs? What is the impact \fn the f\bst \besp\fnde\bs and the incident \futc\fme if the fail t\f act c\f\b\bectly? 23 Stages, Phases, and Strategies Objectives Afe\b c\fmpleting this chapte\b, y\fu sh\fuld be able t\f: List and explain the stages in the eme\bgency management life cycle. Identify the main cha\bacte\bistics \ff each phase in the \besp\fnse stage. Identify the \besp\fnse g\fals f\f\b each phase in the \besp\fnse stage. Desc\bibe the app\b\fp\biate st\bategies f\f\b each phase in the \besp\fnse stage. All c\bitical incidents—f\b\fm h\fstage situati\fns t\f HazMat \beleases—sha\be ce\btain c\fmm\fn t\baits. Te\be is als\f a c\fmm\fnality in what is called the “life cycle \ff eme\bgency management,” which has identifable stages. Tey a\be p\bepa\bedness (which includes planning and p\beventi\fn), \besp\fnse (which has seve\bal phases), and \bec\fve\by and mitigati\fn. T\b\fugh the analysis \ff hund\beds \ff va\bi\fus types \ff incidents, it has been f\fund that \fu\b \besp\fnse t\f maj\f\b events can p\b\fg\bess th\b\fugh distinct phases. Each phase has unique cha\bacte\bistics, and each \bequi\bes special management skills. In the next few chapte\bs, we will discuss the distinct phases \ff the \besp\fnse stage: the c\bisis phase, the scene management phase, and the executive management phase. It is imp\f\btant that y\fu \bec\fgnize the cha\bacte\bistics \ff each \ff the phases, the st\bategies y\fu can use du\bing each phase, and the \futc\fmes y\fu can expect f\b\fm each phase. Table 3.1 p\b\fvides an \fve\bview \ff the inf\f\bma - ti\fn that we will be c\fve\bing in detail.

The Prevention and Preparedness Stage Te p\beventi\fn \ff all c\bitical incidents is imp\fssible. Tis is especially t\bue when we c\fnside\b te\b\b\f\bist events inv\flving individuals willing t\f c\fmmit suicide. Even c\funt\bies with\fut the f\beed\fms and c\fnstituti\fnal \best\baints we have in this c\funt\by have been unable t\f st\fp all acts \ff te\b\b\f\bism. Obvi\fusly, tighte\b c\fnt\b\fls at b\f\bde\b c\b\fssings and ta\bget ha\bdening a\be initiatives that su\bely can \beap benefts. P\bepa\bedness is a c\fntinu\fus p\b\fcess inv\flv - ing ef\f\bts at all levels \ff g\fve\bnment and between g\fve\bnment and p\bivate 3 24 Critical Inci\fent Management Table 3.1 A Q\fick Overview of the Developments, Strategies, and O\ftcomes Yo\f Can Expect d\fring Each Stage of a Critical Incident PREVENTION PREPAREDNES S RESPONSE STAGE RECOVERY & MITIGATION Dur\ftio\b Pr e - Planning Activities CRISIS PHASE 0 to 60 Mi n\ftes SCEN E MG T. PHASE Seve ral Ho \frs/\be ek/M ore EXECUTIVE MGT. PHAS E Seve ral Ho \frs/\b eek/More Seve ral/ Days or \beek s/Mo re Ch\fr\fcte ristics P re-planni ng can be stre ssf\f l if ev ent is immi nent U s\fally a long -ter m Pr oc ess O ngoing Contin\fo \fs Impr ovem ent Conf\fsion P anic R \fsh to Sc ene G ridl oc k P oten tial for Dang er Cont in\fe s C ontin\f ation of Incident fo r Long er Du ration A rrival of Cr ow \fs, Resour\b es, an\f Me\fi a R equires In\br ease\f Mana geme nt S ize S \bope S eriousne ss Of th e Ev en t is Be yon\f th e Abilit y of S\b ene/Fiel\f Comm an\f Post to Mana ge I n\bi\fent Reso lve\f O r\fer Re stor e\f Goal s M eet NI MS re qu irem ents I nvol ve all Le vels of Go vernme nt R e\fu\b e Pot ential fo r Ca sualti es /Dam a ge S tabiliz e S\b en e L imit A\b \belera tion & Gr ow th/ In\bi\fe nt I nsure Ci tize n & Respon \fing Person nel Safe ty E stablish an “O rganize\f De \bision Making Team” with ICS to bring abou t a sa fe an\f su\b\bessf ul reso lution of th e ev en t E stablish a Full y-Ex pan\f e\f In\bi \fent Comman \f Sys tem to Br ing About a Safe an\f Su\b\bessf ul Re soluti on of th e Ev en t E nsure S\b en e In tegrit y T o Br ing Abou t a Smooth Transiti on to No rmal Op erations T o Impr ove Ag en\by Respon se to th e Ne xt Cr iti\bal In\bi \fent T o Main tain Emot ional an \f Ph ysi\bal We ll-B eing of th e Or ganization R e\fu\be Risk for Next O\b\burr en\be Response Strate gy Intellige nc e Sharing R isk As sessme nts \f actical Op erations to \bisr upt a Tr eat I ncludes Monitoring, \fe sting, Is olation, Immu nization Activiti es P lume Mode ling an d Ai r Moni toring. S andbagging an d \biking Activiti es J oint \fraining J oint Ex ercising I nitiate “\f actical Mana geme nt Styl e” F irst Resp onding Supe rvisor Initiates “7 Cr itical \fasks” I dentify initial ICS* fu nctions n eeded E valuate resour ce re qu irem ents E valuate Evacuati on and/ or She lter ing in Plac e Re qu irem ents S elect Site for Sc ene/Fi eld Co mman d Po st S ta Required ICS Fu nction s \b evelop & Implement Inci dent Action Plan E valuate Re sour ce Requir ements A ssess Comm unicat ions Requir ements I nitiate Evacua tion Plan (if re qu ired ) \b eploy “S pecialists ” to Bring Ab out Incident Reso lution E stablish EOC/Pre - designa ted Co mman d Po st U ni e d Co mm and Struct ure Es tablis hed (if requir ed) I n the EO C ap po intm ent of Op s Co ordina tor is de termin ed by natu re of incident. Resour ces re qu ired through policy and / or le ga l auth ority. A rea Co mman d may be activa ted if re quir ed. E valuate Cu rren t Incide nt Ac tion Plan S upport Fi eld Op eratio ns E xecu tive Poli cy Group may fo rmally conv ene. I mpleme nt Pl an for Re turning to No rmal Op erations -A ccount for all pe rson nel -Asses s da ma ge / inju ries -Reassign person nel R e -estab lish evac uated Ar eas C ondu ct \factical Review C ondu ct Stre ss \be brie ng and Prov ide Co unseling P repa re Af ter - Acti on Repo rts P olicy Re view & \fraining Need s Ass essme nt: -W hat Happen ed? -W hat Was our Response ? -W hat would we do di e rently - “T e next ti me?” Outcomes \beter Tr eat A genci es Pr epared for any Even tualit y C ompl ianc e with NIMS Standard s M ulti -A genc y Co ordina tion S afet y of Citi zens & Respon ding Person nel is pr ov ided S cene Stab ilized P roactive Mana geme nt of Sc ene to Mo ve Ah ead of Incident Accelerati on A Uni ed Comman d Structur e is Es tab lishe d (if re qu ired ) A n Organi zed “\b ecisio n- Ma king \feam ” w i th IC S is Es tablis hed A Fully Expanded Incident Co mman d Sys tem Brings About an Organi zed \feam Approa ch for th e Sa fe & Su ccessf ul Re soluti on of th e Ev en t E vent Activity and Agency Respon se is Pr op erly \bo cume nted P rovide In formatio n Tat Will Be ne t the Pr ofes sion P rovide O ppo rtuniti es fo r all Pers onnel to Rece ive As sistan ce with any Emot ional and/ or Phys ical Ne eds \f arget Ha rden ed Co mmunit y Stages, Phases, an\f Strategies 25 sect\f\b and n\fng\fve\bnmental \f\bganizati\fns t\f identify th\beats, dete\bmine vulne\babilities, and identify \bequi\bed \bes\fu\bces. P\bepa\bedness and p\beventi\fn inv\flves all acti\fns taken t\f av\fid an inci - dent \f\b t\f inte\bvene t\f st\fp an incident that th\beatens lives and p\b\fpe\bty. It inv\flves applying intelligence and \fthe\b inf\f\bmati\fn t\f a \bange \ff activities such as: heightened inspecti\fns, imp\b\fved su\bveillance and investigati\fns t\f dete\bmine the full natu\be and s\fu\bce \ff a th\beat, public health testing p\b\f - cesses, is\flati\fn and/\f\b qua\bantines, as well as law enf\f\bcement activities aimed at inte\b\bupting and dis\bupting illegal activity. Activities such as p\beplanning, t\baining, and exe\bcising will ensu\be \fu\b ability t\f \besp\fnd in a c\f\f\bdinated efective manne\b. We must update all cu\b - \bent \besp\fnse plans t\f ensu\be c\fmpliance with standa\bds set by the Nati\fnal Incident Management System (NIMS), that is, utilizati\fn \ff ICS, unifed c\fm - mand, and s\f f\f\bth. As we p\bepa\be, we must be mindful that any \besp\fnse t\f a maj\f\b c\bitical incident will inv\flve \fu\b enti\be c\fmmunity and \bes\fu\bces f\b\fm \fthe\b ju\bisdicti\fns. Te\bef\f\be \fu\b p\bepa\bati\fns sh\fuld include \bep\be - sentatives f\b\fm th\fse ju\bisdicti\fns m\fst likely t\f be inv\flved in a \besp\fnse.

Tis will all\fw f\f\b the building \ff \belati\fnships and \b\fle cla\bifcati\fn in the calm envi\b\fnment \ff a class\b\f\fm, as \fpp\fsed t\f the s\fmetimes-hectic envi - \b\fnment \ff a c\fmmand p\fst. Te p\bima\by g\fal \ff this chapte\b is t\f p\b\fvide y\fu with a “\besp\fnse plan.” Tis plan will p\b\fvide y\fu with st\bategies and specifc acti\fns that will make a dife\bence in immediately taking c\fnt\b\fl \ff an incident as \fpp\fsed t\f all\fwing it t\f “accele\bate” \fut \ff c\fnt\b\fl. Devel\fping a \besp\fnse plan f\f\b the \besp\fnse and management \ff a c\bitical incident is simila\b t\f a c\faching staf designing a game plan f\f\b an upc\fming c\fntest: An athletic team \futlines a game plan f\f\b each \fpp\fnent. A game plan is based \fn an analysis \ff the \fpp\fsing team’s st\bengths and weaknesses and \fn thei\b \fwn team’s st\bengths and weaknesses. Assessing team cha\bacte\bistics and tendencies when faced with spe - cifc situati\fns fu\bthe\b devel\fps the game plan. Te same phil\fs\fphy h\flds t\bue when devel\fping a plan f\f\b the \besp\fnse t\f, and management \ff, a maj\f\b incident. Based \fn the analysis \ff dife\bent types \ff c\bitical incidents—chemical spills, plane c\bashes, h\fstage situati\fns, and even te\b\b\f\bist acts—it became appa\bent that \bega\bdless \ff the type \ff event, a c\fmm\fn and specifc set \ff scene management issues eme\bged. Tese issues we\be c\fmm\fn t\f the \fnset \ff the event. It is essential that these issues be add\bessed when devel\fping a plan f\f\b managing any type \ff c\bitical incident. 26 Critical Inci\fent Management In additi\fn, this analysis dete\bmined that because the\be is a set \ff c\fm - m\fn management issues that \fccu\b at the \fnset \ff any type \ff maj\f\b event, the\be sh\fuld als\f be a simila\b set \ff \besp\fnse st\bategies that initiate c\fnt\b\fl and management \ff the incident. M\fst imp\f\btantly, the analysis \bevealed that the acti\fns taken \f\b n\ft taken by the Incident C\fmmande\b c\fuld initiate c\fnt\b\fl \ff the incident, \f\b all\fw it t\f expand and g\b\fw \fut \ff c\fnt\b\fl.

The Response Stage As p\bevi\fusly stated, the \besp\fnse stage \ff an incident may have th\bee dis - tinct phases depending \fn the incident (Figu\be 3.1). It will always have a c\bisis phase.

Crisis Phase It’s 0630 hours, the end of a qu\fet n\fght sh\fft. You’re on \bour wa\b back to the sta - t\fon when D\fspatch not\f es \bou of an MVA w\fth con rmed \fnjur\fes. Your rst car on-scene adv\fses that he has a school bus versus tanker truck. The tanker \fs leak - \fng an unknown l\fqu\fd that ma\b be form\fng a gas cloud. Several ch\fldren appear to be trapped \fn the overturned bus. Three passersb\b, apparentl\b not \fnvolved \fn the acc\fdent, are down and unmov\fng. Both the bus dr\fver and tanker dr\fver are dead or unconsc\fous. Traf c \fs snarled \fn all d\frect\fons. You are \fn the cr\fs\fs phase. What are \bou go\fng to do to conta\fn the s\ftuat\fon? What quest\fons do \bou need answered? What resources are \bou go\fng to need?

All c\bitical incidents sha\be ce\btain c\fmm\fn cha\bacte\bistics at the \futset. In the f\bst 0–60 minutes \f\b s\f \ff the c\bisis phase, y\fu can expect c\fnfusi\fn and panic \fn the pa\bt \ff the public. C\biminal activity inv\flving gunf\be \f\b expl\fsi\fns, f\f\b example, may c\beate mass m\fvement away f\b\fm the incident.

M\ft\f\bists \fn the event f\binges may sl\fw d\fwn t\f see what’s g\fing \fn. At the same time, y\fu and \fthe\b \besp\fnde\bs will be \bushing t\f the scene as quickly as p\fssible. Te \besult is g\bidl\fck. Te public acts blindly \fn little \f\b n\f inf\f\bmati\fn until y\fu, as the scene c\fmmande\b, can dete\bmine the natu\be \ff the situati\fn Prevention Pr epared ness Re spon se Re cov ery Miti gation Fig\fre 3.1 Uncontrolle\f emergency response can simply a\f\f to the gri\flock at a critical inci\fent scene. Stages, Phases, an\f Strategies 27 and exe\bt c\fnt\b\fl. Y\fu must b\bing \f\bde\b t\f cha\fs. C\fnfusi\fn in the ea\bly m\fments can g\beatly hinde\b y\fu\b ability t\f dete\bmine just what y\fu’\be fac - ing. Resp\fnding units and agencies may add t\f the c\fnfusi\fn if y\fu d\f n\ft manage thei\b \besp\fnse. A c\bitical incident c\fmp\besses and accele\bates all \ff y\fu\b \f\bde\b, plan - ning, and decisi\fn-making p\b\fcesses, especially when y\fu a\be \fpe\bating in a dange\b\fus envi\b\fnment. Te th\beat can c\fme f\b\fm a gas cl\fud \f\b by gunf\be.

Othe\bs, such as the su\bviv\f\bs \ff a bus \f\b plane c\bash, may be in imminent dange\b. Y\fu d\fn’t have the luxu\by \ff c\fnducting a meeting with \fthe\b supe\b - vis\f\bs t\f discuss st\bategies—y\fu must take acti\fn. Failu\be t\f act may lead the incident t\f accele\bate \fut \ff c\fnt\b\fl. When y\fu \besp\fnd, y\fu must have a plan . Y\fu can’t \bely \fn y\fu\b ability t\f make it up as y\fu g\f al\fng. And as we p\finted \fut p\bevi\fusly, that plan must have been tested th\b\fugh t\baining.

Initial Objectives and Strategies Y\fu\b initial g\fals a\be: T\f limit the g\b\fwth \ff the incident, Ensu\be the safety \ff b\fth civilians and \besp\fnde\bs, and Stabilize the scene. Y\fu have t\f take acti\fn t\f make su\be the situati\fn d\fesn’t get w\f\bse bef\f\be y\fu can m\fve t\fwa\bd \bes\fluti\fn. Remembe\b, the less time an incident has t\f devel\fp in the c\bisis phase, the g\beate\b a\be y\fu\b \fpp\f\btunities t\f stabilize it.

H\fw d\f y\fu achieve this? A c\bitical f\bst step is t\f ad\fpt a tactical c\fm - mand p\besence at the scene. Y\fu must assume c\fmmand and ann\funce it \fve\b the available c\fmmunicati\fn channel. (Tis simple p\bactice has l\fng been used by the f\be se\bvice, but has n\ft been emb\baced by law enf\f\bcement.

A sh\f\bt \badi\f c\fmmunicati\fn establishing c\fmmand cla\bifes \fn-scene auth\f\bity f\f\b the dispatche\b, y\fu\b \besp\fnding units, and \fthe\b mutual aid \bes\fu\bces di\bected t\f assist at the scene.) In the pa\blance \ff the Incident C\fmmand System (ICS), y\fu a\be the Incident C\fmmande\b (IC). Te IC c\fllects the best available inf\f\bmati\fn and makes necessa\by decisi\fns. Acting as an IC in the c\bisis phase \ff an incident \bequi\bes a dife\bent management style f\b\fm what y\fu p\b\fbably use day-t\f- day. Tis is \befe\b\bed t\f as the dife\bence between “tactical” and “t\baditi\fnal” leade\bship styles. B\biefy, a tactical leade\b must be aut\fc\batic. Y\fu issue immediate and specifc \f\bde\bs. Be awa\be that in a c\bisis, aut\fc\batic leade\bship \ba\bely c\beates \besentment. Rathe\b, the \beve\bse is t\bue: Sub\f\bdinates and civilians faced with a c\bisis situati\fn \bely \fn the di\becti\fn \fnly a c\fnfdent IC can p\b\fvide. If y\fu act with c\fnfdence and decisiveness, y\fu\b sub\f\bdinates will t\f\f. 28 Critical Inci\fent Management Te f\bst-\besp\fnding supe\bvis\f\b \f\b scene c\fmmande\b takes acti\fn t\f stabilize the situati\fn and t\f p\bese\bve life and p\b\fpe\bty. Because m\fst c\biti - cal incidents sha\be c\fmm\fn cha\bacte\bistics, it f\fll\fws that y\fu can use a set \ff c\fmm\fn \besp\fnses f\f\b b\binging th\fse incidents unde\b c\fnt\b\fl. Tese a\be kn\fwn as the Seven C\bitical Tasks ™ . Te tasks a\be:

Establish c\fnt\b\fl and c\fmmunicati\fns. Identify the “h\ft z\fne.” Establish the inne\b pe\bimete\b. Establish the \fute\b pe\bimete\b. Establish the c\fmmand p\fst. Establish a staging a\bea. Identify and \bequest additi\fnal \bes\fu\bces.

N\ftice that the tasks a\be n\ft numbe\bed. Y\fu can pe\bf\f\bm them in what - eve\b \f\bde\b is app\b\fp\biate f\f\b y\fu\b incident. Rega\bdless \ff the \f\bde\b, these steps \bep\besent y\fu\b game plan f\f\b managing the c\bisis phase \ff any type \ff c\bitical incident. We will c\fve\b these c\bucial tasks in detail in Chapte\b 5. Let’s \becap the functi\fns \ff a f\bst-\besp\fnding supe\bvis\f\b in the c\bisis phase:

Stabilize and limit the g\b\fwth \ff the incident. Ensu\be the safety \ff citizens and \besp\fnde\bs. Take acti\fn t\f gain c\fnt\b\fl \ff the scene, including p\bepa\bing the scene f\f\b the ent\by \ff specialists (SWAT, b\fmb tech, HazMat, f\be, u\bban sea\bch and \bescue, and s\f \fn). Outc\fmes S\f what can happen at the c\fnclusi\fn \ff the c\bisis phase? As y\fu might expect, events can g\f a c\fuple \ff dife\bent ways. Te incident may \bes\flve itself at this stage. If y\fu\b gunman su\b\bende\bs, y\fu w\fuld p\b\fceed t\f the \bec\fve\by and mitigati\fn stage \ff incident management. Tis may happen, but it is not a primary goal f\f\b the c\bisis stage. Not seeking immediate \bes\fluti\fn is a maj\f\b depa\btu\be f\b\fm t\baditi\fnal incident \besp\fnse t\baining. Tis is a key dife\bence between the app\b\fach \futlined in this b\f\fk and t\baditi\fnal meth\fd\fl\fgies. In the past, we have been taught t\f g\f in and \bes\flve a situati\fn as quickly as p\fssible. Yea\bs \ff ha\bd expe\bience have taught us that y\fu\b primary goals need t\f be: Limiting incident g\b\fwth Stabilizing the scene Ensu\bing the safety \ff \besp\fnde\bs and citizens Stages, Phases, an\f Strategies 29 Ea\bly stabilizati\fn, \bathe\b than \bes\fluti\fn, is a difcult c\fncept f\f\b lay - pe\fple t\f g\basp. In \fu\b \fpini\fn, the \besp\fnse t\f the C\flumbine High Sch\f\fl t\bagedy in 1999 was unfai\bly c\biticized by n\fn\besp\fnde\bs f\f\b this ve\by \beas\fn.

On-scene supe\bvis\f\bs in that case acted with \best\baint and f\fcused \fn inci - dent c\fnt\b\fl, stabilizati\fn, and intelligence gathe\bing in the c\bisis phase. If \besp\fnding agencies had acted with\fut inf\f\bmati\fn and with\fut c\fnt\b\fl \ff the scene, that event c\fuld have been much, much w\f\bse. Y\fu must bewa\be \ff the “tunnel visi\fn” that can lead y\fu t\f f\fcus \fn \bes\fluti\fn in the c\bisis phase. Y\fu may be p\b\fv\fked t\f act impetu\fusly and with\fut inf\f\bmati\fn. Tis f\fcus can all\fw a situati\fn t\f escalate \fut \ff c\fn - t\b\fl. Y\fu must stabilize the scene f\bst. It is ext\bemely unlikely y\fu\b incident will be \bes\flved in the c\bisis phase. But even if the incident is n\ft \bes\flved, y\fu sh\fuld at least have acc\fmplished the th\bee g\fals \futlined in this secti\fn. F\f\b example, y\fu might still have a gunman ba\b\bicaded in the h\fuse, but y\fu have pe\bimete\bs established and have taken \fthe\b steps that all\fw y\fu t\f p\b\fg\bess t\f the next phase—scene management.

Scene Management Phase Back at the \fntersect\fon, \bou’ve accompl\fshed the Seven Cr\ft\fcal Tasks™ and sta - b\fl\fzed the scene. The hardest dec\fs\fon \bou had to make was to leave the ch\fldren \fn the bus for an extended per\fod of t\fme. Based on the placard on the truck, \bou determ\fned that the u\fd leak\fng from the tanker was acetone. You have evacuated all houses and bus\fnesses w\fth\fn two blocks of the \fntersect\fon. Your command post \fs \fn place, and \bou are coord\fnat\fng w\fth EMS to remove the wounded publ\fc and responders. F\fre serv\fces and HazMat have begun to conta\fn the sp\fll. Concerned parents are arr\fv\fng at the outer per\fmeter and clogg\fng \bour commun\fcat\fons center w\fth \fnqu\fr\fes about the\fr ch\fldren’s welfare. Now what do \bou do?

Once y\fu’ve stabilized the situati\fn but dete\bmined that the th\beat will c\fntinue f\f\b s\fme time, y\fu’ve ente\bed the scene management phase. Tis phase can last anywhe\be f\b\fm h\fu\bs t\f seve\bal days depending \fn the natu\be and seve\bity \ff the incident. Te\be is still a p\ftential f\f\b dange\b t\f the public and \besp\fnde\bs, but the emphasis shifs t\f inc\beased management. Y\fu a\be, f\f\b example, g\fing t\f have c\b\fwds t\f manage—m\f\be spectat\f\bs will gathe\b and eme\bgency \besp\fnde\bs will c\fntinue t\f \b\fll up. Te media will ce\btainly a\b\bive du\bing this phase.

Initial Objectives and Strategies Tis is whe\be y\fu shif gea\bs f\b\fm stabilizati\fn st\bategies t\f an extended and p\b\factive management m\fde that will all\fw y\fu t\f gain c\fnt\b\fl \ff the situati\fn. 30 Critical Inci\fent Management Y\fu may have al\beady begun the task \ff establishing a c\fmmand p\fst in the c\bisis phase, but scene management cann\ft take place with\fut a safe l\fcati\fn f\b\fm which t\f c\f\f\bdinate y\fu\b \besp\fnse. As y\fu will lea\bn when we get int\f the Seven C\bitical Tasks ™ in Chapte\b 5, the c\fmmand p\fst sh\fuld be between the inne\b and \fute\b pe\bimete\bs, in \fthe\b w\f\bds, \futside the h\ft z\fne but in a c\fnt\b\flled a\bea well away f\b\fm c\b\fwds. It is n\ft necessa\by f\f\b the c\fmmand p\fst t\f have an actual view \ff the incident scene. In fact, being that cl\fse can be b\fth dange\b\fus and a dist\bac - ti\fn f\b\fm the la\bge\b issues y\fu must add\bess, such as c\f\f\bdinating inc\fming \bes\fu\bces. As the Incident C\fmmande\b, \fnce y\fu establish y\fu\b c\fmmand p\fst, stay there . Tat way eve\by\fne kn\fws whe\be t\f fnd y\fu. It is p\fssible that auth\f\bity may shif at this p\fint if a highe\b-\banking \ff - ce\b \besp\fnds t\f the scene. If y\fu have \beceived a “t\baditi\fnal” ICS \f\bientati\fn, y\fu p\b\fbably lea\bned that the c\fmmand hand-\ff must be handled in a face- t\f-face b\biefng. Tis w\f\bks f\f\b the f\be se\bvice because \ff its integ\bal team \besp\fnse st\bategy, which always places a team leade\b \fn-scene f\b\fm the sta\bt. Law enf\f\bcement is dife\bent. Ofce\bs, m\f\be \ffen than n\ft, \besp\fnd al\fne and d\fn’t have the beneft \ff a supe\bvis\f\b \fn-scene f\b\fm its incep - ti\fn. S\f it’s imp\f\btant t\f keep in mind that a supe\bvis\f\b en \b\fute can assume auth\f\bity \fve\b an incident. We’ve had students tell us they can acc\fmplish seve\bal tasks f\b\fm thei\b vehicles while still minutes f\b\fm the scene. Tey a\be thinking ab\fut thei\b game plan, \bequesting supp\f\bt, and \belaying c\fmmands t\f the \ffce\bs cu\b\bently \fn l\fcati\fn. Tat takes us t\f ICS , the \fthe\b p\bima\by cha\bacte\bistic \ff the scene man - agement phase. At this p\fint in the incident, y\fu have m\f\be \bes\fu\bces and a new set \ff p\b\fblems t\f handle. ICS is c\bitical f\f\b c\beating a fexible c\fmmand st\buctu\be t\f adapt t\f these issues as they a\bise. Y\fu\b p\bima\by g\fal in the scene management stage is the establishment \ff an \f\bganized decisi\fn-making team. In the language \ff the ICS, this may be a unifed c\fmmand c\fnsisting \ff specialists and \bep\besentatives f\b\fm each \besp\fnding agency with ju\bisdicti\fnal \besp\fnsibility f\f\b the incident. Tis is whe\be y\fu let the men and w\fmen with h\fses handle the h\ft stuf and th\fse with the st\betche\bs handle the inju\bed. And by all means, let the \besp\fnde\bs in the “Level A” suits handle the gl\fwing stuf ! In \fthe\b w\f\bds, depl\fy y\fu\b specialists and let them d\f thei\b j\fbs. D\fn’t mic\b\fmanage; all\fw the specialists t\f devel\fp thei\b plans. Remembe\b, fnal app\b\fval \ff all \fpe\bati\fnal plans is y\fu\b \besp\fnsibility as Incident C\fmmande\b. Y\fu\b c\fmmand is g\b\fwing, and y\fu cann\ft make eve\by deci - si\fn \f\b be eve\bywhe\be at \fnce. D\fn’t t\by. Tis phase \bequi\bes that y\fu d\b\fp the aut\fc\batic leade\bship style y\fu used in the c\bisis phase. It w\fuld be c\funte\bp\b\fductive. Du\bing scene manage - ment, y\fu will be w\f\bking with m\f\be depa\btments and specialists and need Stages, Phases, an\f Strategies 3\b t\f \beve\bt t\f the c\fllab\f\bative, emp\fwe\bing management style y\fu p\b\fbably use day-t\f-day. ICS c\fnsists \ff seve\bal functi\fnal a\beas such as \fpe\bati\fns, planning, investigati\fn and intelligence, l\fgistics, fnance, and s\f \fn. We will g\f int\f m\f\be detail late\b, but the beauty \ff ICS is y\fu need implement the functi\fns \fnly that apply t\f managing your scene. D\f y\fu need a Public Inf\f\bmati\fn Ofce\b t\f handle the media? If the answe\b is yes, app\fint \fne (d\fn’t d\f it y\fu\bself!). If n\ft, d\fn’t w\f\b\by ab\fut that functi\fn. It’s a “t\f\flb\fx” app\b\fach t\f incident management. Select the t\f\fls y\fu need t\f acc\fmplish the task at hand. Y\fu need t\f be fexible in y\fu\b thinking he\be. Y\fu will be c\fnstantly \beevaluating the scene and integ\bating new ICS functi\fns as necessa\by: If y\fu fnd y\fu\bself managing a maj\f\b incident, \fne \ff y\fu\b f\bst c\fn - side\bati\fns sh\fuld be app\fintment \ff a Safety Ofce\b. Y\fu may need t\f app\fint a Public Inf\f\bmati\fn Ofce\b t\f handle the media. T\bust us \fn this \fne. Y\fu will be \bequi\bed t\f keep a l\fg \ff the events and decisi\fns as they \fccu\b. Tis is c\bitical f\f\b the evaluati\fn that must f\fll\fw all c\bitical incident \besp\fnses. Te\be may be special c\fnside\bati\fns. F\f\b example, if child\ben a\be inv\flved, y\fu a\be g\fing t\f need a liais\fn t\f w\f\bk with the c\fnce\bned pa\bents wh\f will th\beaten t\f inundate and \fve\bwhelm y\fu\b c\fmmu - nicati\fns cente\b and/\f\b c\fmmand p\fst.

As the event unf\flds, y\fu\b c\fmmunicati\fns \bequi\bements may change. Make su\be all \ff y\fu\b pe\fple have the \bes\fu\bces they need t\f \beceive and act \fn \f\bde\bs as y\fu issue them. If p\fssible, establish dedicated f\bequencies f\f\b y\fu\b agencies’ \besp\fnde\bs and kn\fw the f\bequencies used by \fthe\b agencies.

Y\fu may need t\f pull pe\fple \fut in a hu\b\by; y\fu d\fn’t want t\f leave any\fne behind because they didn’t get the message. Te\be is \fne m\f\be ICS te\bm we need t\f int\b\fduce he\be. Any acti\fns y\fu take at the scene management phase must be pa\bt \ff y\fu\b \fve\ball Incident Action Plan (IAP) . Y\fu\b IAP will c\fve\b an \fpe\bati\fnal pe\bi\fd and sh\fuld include b\fth the tactics and the l\fng-\bange st\bategies y\fu will use t\f b\bing the incident unde\b c\fnt\b\fl. F\f\b example, if y\fu\b p\bima\by c\fnside\bati\fn is \bem\fving ba\b\bicaded gunmen f\b\fm a sch\f\fl, y\fu\b IAP must include details ab\fut the g\fal and the techniques y\fu a\be g\fing t\f use t\f achieve it (i.e., wait - ing them \fut, neg\ftiating, \f\b pe\bf\f\bming an assault). Y\fu devel\fp the IAP in c\fnjuncti\fn with the \fthe\b membe\bs \ff y\fu\b uni - fed c\fmmand. Tis app\b\fach ensu\bes that the IAP meets the \bequi\bements \ff all pa\bticipating agencies and/\f\b disciplines. Make su\be y\fu \beceive input and analysis \ff the IAP f\b\fm all main ICS functi\fns. 32 Critical Inci\fent Management Outc\fmes M\fst incidents can be \bes\flved at the scene management phase. In this case, y\fu w\fuld p\b\fceed t\f the \bec\fve\by and mitigati\fn stage \ff incident manage - ment. But, \bes\flved \f\b n\ft, at the c\fnclusi\fn \ff the scene management phase y\fu sh\fuld at least have: O\bganized a decisi\fn-making team using ICS Devel\fped an Incident Acti\fn Plan Established a unifed c\fmmand st\buctu\be (if \bequi\bed) Te\be ce\btainly a\be cases in which a situati\fn can n\f l\fnge\b be dealt with efectively by the \fn-scene c\fmmand p\fst. Once the af\f\bementi\fned ele - ments a\be in place, an incident can m\f\be easily mig\bate t\f the next level \ff management: the executive management phase.

Exec\ftive Management Phase The ch\fldren are out, but techn\fc\fans have been unable to control the release of the hazardous mater\fal. HazMat responders determ\fne that a larger area must be evacuated. The hot zone now \fncludes a nurs\fng home and the school to wh\fch the bus was headed.

In add\ft\fon to res\fdents, \bou must now safel\b move 100 sen\fors and 250 elemen - tar\b students. Your evacuat\fon area has spread \fnto two other jur\fsd\fct\fons. Local and state of c\fals as well as representat\fves from the local school d\fstr\fct are respond\fng to \bour command post. The large number of evacuees and the areas \fnvolved force \bou to recogn\fze that \bou can no longer effect\fvel\b manage the \fnc\fdent from the on-scene command post. So how do \bou handle th\fs escalat\fon?

When the size, sc\fpe, and se\bi\fusness \ff an event exceed the capabili - ties \ff \fn-scene management, y\fu\b incident has p\b\fg\bessed t\f the executive management phase. Tis phase can last f\b\fm seve\bal h\fu\bs t\f seve\bal weeks \f\b m\f\be. Tese events a\be usually maj\f\b incidents such as ea\bthquakes, ai\bline c\bashes, la\bge-scale HazMat incidents, and civil distu\bbances. Remembe\b that all c\bitical incidents will m\fve th\b\fugh the c\bisis phase. M\fst will make it t\f the scene management phase. Y\fu t\bansiti\fn t\f the executive manage - ment phase when the size, sc\fpe, and se\bi\fusness \ff a maj\f\b event \bequi\bes a supp\f\bt system bey\fnd the sc\fpe \ff the scene c\fmmand and hence the activati\fn \ff an Eme\bgency Ope\bati\fns Cente\b (EOC). Because this chapte\b f\fcuses \fn initial \besp\fnse and scene management, \fu\b discussi\fn \ff the executive management phase will be b\bief. We will c\fve\b b\fth the EOC and the Executive P\flicy G\b\fup in detail in Chapte\bs 9 Stages, Phases, an\f Strategies 33 and 10. As an incident supe\bvis\f\b, y\fu sh\fuld simply be awa\be that an addi - ti\fnal level \ff \besp\fnse is available when the c\fmmunity impact \ff an inci - dent exceeds the ability \ff scene \bes\fu\bces t\f manage. Y\fu\b j\fb is t\f \bes\flve the incident; \fthe\bs will manage the c\fnsequences and impact \ff that inci - dent \fn the \f\bganizati\fn \f\b c\fmmunity.

Initial Objectives and Strategies Te p\bima\by \fbjective \ff the executive management phase is the establish - ment \ff the EOC and an Executive P\flicy G\b\fup. Initiating an EOC \bep\be - sents a full expansi\fn \ff the Incident C\fmmand System. An EOC is gene\bally set up at a p\bedesignated site that has been equipped and supplied f\f\b this pu\bp\fse. As y\fu will see late\b in Chapte\bs 9 and 10, the EOC can va\by f\b\fm a highly s\fphisticated dedicated space f\fund in la\bge cities, c\funties, and states t\f a sha\bed multipu\bp\fse facility in smalle\b g\fve\bnmental agencies and \fthe\b n\fng\fve\bnmental \f\bganizati\fns. As the Incident C\fmmande\b at the scene, y\fu sh\fuld have input int\f the decisi\fn t\f escalate a \besp\fnse t\f the executive management phase. It is y\fu\b expe\bience and f\bsthand kn\fwledge \ff c\fnditi\fns \fn the g\b\fund that tell y\fu that this incident is \ff sufcient size, sc\fpe, and se\bi\fusness t\f dis\bupt the n\f\bmal \fpe\bati\fns \ff the c\fmmunity, \f\bganizati\fn, \f\b instituti\fn, and y\fu\b \bec\fmmendati\fn t\f activate the EOC is imp\f\btant. It is c\bitical that y\fu \bealize that as Incident C\fmmande\b, y\fu a\be still in cha\bge \ff incident \bes\fluti\fn. Te EOC missi\fn f\fcus is \fn “c\fntinuity \ff \fpe\bati\fns, c\fmmunity impact and supp\f\bt \ff the scene in te\bms \ff maj\f\b l\fgistical needs,” n\ft \bes\fluti\fn \ff the scene. When y\fu need additi\fnal feld \bes\fu\bces bey\fnd y\fu\b n\f\bmal \beach, \bequest that the EOC p\b\fvide th\fse f\f\b y\fu. Te EOC is stafed by executives bey\fnd y\fu\b pay g\bade with c\fntacts at state and nati\fnal level; let them assist and keep them busy. Keep the EOC h\fnest. If it appea\bs decisi\fns a\be being made that d\f n\ft c\f\b\belate with y\fu\b feld \fbse\bvati\fns, \f\b y\fu sta\bt t\f feel mic\b\fmanaged, let them kn\fw. But be awa\be that the EOC \fpe\bates with a f\fcus \fn the “big pic - tu\be”—\futside the \fute\b pe\bimete\b. It may well be that decisi\fns that appea\b g\b\fundless t\f y\fu may actually be s\fund. D\fn’t be shy ab\fut asking f\f\b the l\fgic behind the di\bectives and/\f\b \bequests that y\fu \beceive. Y\fu a\be a c\fm - mande\b and have a \bight t\f be fully inf\f\bmed.

Outc\fmes Te executive management phase p\b\fvides a natu\bal t\bansiti\fn t\f the \bec\fv - e\by and mitigati\fn stage. Once y\fu have \bes\flved the initial event, the EOC will be taking \fve\b the t\bansiti\fn t\f n\f\bmal \fpe\bati\fns and \fpe\bating l\fng afe\b y\fu a\be h\fme with y\fu\b family. 34 Critical Inci\fent Management Recovery and Mitigation Stage As the vapor cloud d\fss\fpated and HazMat techs were able to conta\fn l\fqu\fds and dra\fn the tanker, \bou ma\fnta\fned \bour per\fmeters. You made sure that all casualt\fes were handled. W\fth the threat controlled, \bou beg\fn demob\fl\fz\fng resources and return\fng evacuees. Then \bou beg\fn the assessment process. Work w\fth other departments to rev\few \bour response. Check \bour t\fmel\fne and log to make sure \bou have all the \fnformat\fon \bou’re go\fng to need to face the \fnqu\fr\fes that \fnev\ftabl\b follow an\b cr\ft\fcal \fnc\fdent. Can \bou document the \fnformat\fon upon wh\fch \bou based \bour var\fous dec\f - s\fons? Can \bou show that \bou acted reasonabl\b? And don’t forget about the well-be\fng of \bour people. Th\fs was a traumat\fc event. Are \bou prepared to respond to the\fr emot\fonal needs? Should \bou pa\b spec\fal attent\fon to the rst-respond\fng of cer that \bou ordered awa\b from the scene and who had to leave the ch\fldren on the bus?

Tese a\be just a few \ff the ha\bd questi\fns that will need t\f be answe\bed. Y\fu’\be still unde\b p\bessu\be, but the natu\be \ff y\fu\b st\bess shifs f\b\fm incident c\bisis t\f the mic\b\fsc\fpe \ff hindsight \beview. Will y\fu be p\bepa\bed f\f\b it? Once the th\beat has been \bes\flved, eve\byb\fdy gets t\f g\f h\fme, \bight? Well, eventu - ally. Te \bec\fve\by and mitigati\fn f\bequently gets less attenti\fn than it me\bits.

While the EOC will handle much \ff the \bec\fve\by, many c\bucial tasks may still need t\f be pe\bf\f\bmed by the IC afe\b an incident has been c\fncluded. Recovery and miti\fation lasts as l\fng as it lasts. It can take f\b\fm a few h\fu\bs, t\f seve\bal weeks, m\fnths, \f\b in the case \ff maj\f\b disaste\bs even yea\bs. Te p\bima\by cha\bacte\bistic is the \best\f\bati\fn \ff \f\bde\b and the \betu\bn t\f n\f\bmal \fpe\bati\fns f\f\b the public and all \besp\fnding agencies.

Dem\fbilizing an extensive \besp\fnse can take time. As a \besp\fnsible IC y\fu can’t have pe\fple g\fing back in se\bvice by simply d\biving away f\b\fm the scene \ff a c\bitical incident.

Objectives and Strategies Y\fu\b f\bst task du\bing te\bminati\fn is t\f c\fntinue t\f ensu\be scene integ\bity.

M\fst scenes \bequi\be cleanup and/\f\b c\fntinued investigati\fn. As f\bst \besp\fnd - e\bs leave, new pe\bs\fnnel, such as f\be ma\bshals \f\b evidence techs, may need t\f pe\bf\f\bm duties at the scene. Tis cann\ft be st\bessed en\fugh. All t\f\f \ffen pe\bimete\bs c\fllapse imme - diately f\fll\fwing the \bes\fluti\fn \ff an incident. Afe\b a gunman has been app\behended, f\f\b example, \ffce\bs w\f\bking c\b\fwd c\fnt\b\fl may \bush int\f the h\ft z\fne t\f \ffe\b supp\f\bt. Tis is when we fnd the media \bight in the middle \ff a scene inte\bviewing t\baumatized victims and p\fssibly dest\b\fying evidence. Give specifc \f\bde\bs t\f maintain pe\bimete\bs! Y\fu need a plan f\f\b \besuming n\f\bmal \fpe\bati\fns. Tat includes acc\funt - ing f\f\b all pe\bs\fnnel, \bep\f\bting inju\bies and damage, and \beassigning Stages, Phases, an\f Strategies 35 \besp\fnde\bs t\f n\f\bmal duties. Take y\fu\b time. Y\fu n\fw have the luxu\by \ff c\fnside\bed acti\fn. Y\fu may have had the public evacuated f\b\fm the h\ft z\fne. P\b\fvide f\f\b thei\b \f\bde\bly \betu\bn t\f h\fmes, sch\f\fls, and businesses. Tis must be acc\fm - plished in a managed fashi\fn. F\f\b example, bef\f\be all\fwing \besidents t\f \be\fccupy evacuated h\fmes in ce\btain HazMat incidents, we must make su\be p\fckets \ff gas have n\ft bec\fme t\bapped in the h\fmes. H\fpefully y\fu haven’t \beleased all \ff y\fu\b f\be \f\b HazMat units with the app\b\fp\biate detec - ti\fn equipment! And n\ft least \ff all: H\fw a\be y\fu\b pe\fple \besp\fnding t\f the incident? C\bitical incident st\bess can unde\bmine l\fng-te\bm health and \fpe\bati\fnal efciency. Make su\be \besp\fnde\bs get the help they need t\f deal with excep - ti\fnally t\baumatic events. Depending \fn the seve\bity \ff the incident, st\bess deb\biefngs may be \bequi\bed f\f\b victims, bystande\bs, and \besp\fnde\bs. Y\fu\b p\bima\by duty is t\f y\fu\b pe\fple, but c\f\f\bdinate with \fthe\b agencies t\f make su\be all \besp\fnde\bs have access t\f the help and supp\f\bt they \bequi\be.

H\fw \bid We \b\f?

Pe\bhaps the m\fst imp\f\btant task du\bing the te\bminati\fn phase is y\fu\b assess - ment \ff y\fu\b \besp\fnse. Te\be a\be th\bee questi\fns y\fu sh\fuld always ask: What happened? What was \fu\b \besp\fnse? What w\fuld we d\f dife\bently next time?

Y\fu\b \bep\f\bt must clea\bly d\fcument the events that \fccu\b\bed and the acti\fns y\fu t\f\fk. Te l\fg y\fu initiate f\b\fm the beginning \ff y\fu\b \besp\fnse will be c\bitical f\f\b y\fu\b \beview \ff the incident management, and any exte\b - nal p\b\ffessi\fnal \f\b legal \beview that may be \f\bde\bed. Y\fu will not be able t\f \bec\fnst\buct events f\b\fm mem\f\by. A \beview \ff y\fu\b \besp\fnse must be c\fmpletely h\fnest. We\be y\fu\b acti\fns the best \fpti\fns? Did y\fu clea\bly c\fmmunicate y\fu\b \f\bde\bs t\f sub\f\bdinates?

Did y\fu fai\bly weigh \fbse\bvati\fns and suggesti\fns f\b\fm sub\f\bdinates \f\b c\f- c\fmmande\bs in y\fu\b unifed c\fmmand? All c\bitical incident evaluati\fns b\bing up the same issue: Had we been awa\be \ff ce\btain facts at the time, we might have made dife\bent decisi\fns. It’s the hindsight efect. But m\f\be \ffen than n\ft, based \fn the inf\f\bmati\fn we had at the time, we made what we believed t\f be c\f\b\bect decisi\fns. We must bea\b in mind that even when an incident did n\ft g\f as planned, these deci - si\fns we\be not mistakes. Tey we\be simply decisi\fns we made, based \fn the inf\f\bmati\fn we had at the time. 36 Critical Inci\fent Management D\fn’t be t\f\f ha\bd \fn y\fu\bself. Remembe\b that the\be a\be many fact\f\bs that a\be \fut \ff \fu\b c\fnt\b\fl. Did y\fu f\fcus \fn th\fse y\fu could c\fnt\b\fl? Make ca\beful n\fte \ff the impediments t\f y\fu\b \besp\fnse. We all face the same gen - e\bal issues. Did y\fu\b \badi\fs functi\fn p\b\fpe\bly? Was c\b\fwd c\fnt\b\fl efective?

Did y\fu enc\funte\b p\flitical \fpp\fsiti\fn t\f y\fu\b c\fmmand decisi\fns? And lastly, y\fu a\be n\ft al\fne in this analysis. Y\fu must assess the ef\f\bts and decisi\fns \ff eve\by\fne in y\fu\b c\fmmand. When deb\biefng \besp\fnde\bs, pe\bhaps the m\fst c\fnf\b\fntati\fnal questi\fn y\fu can ask is “What did y\fu d\f w\b\fng?” Tis immediately puts the \besp\fnde\b \fn the defensive. We suggest y\fu ask “What w\fuld y\fu d\f dife\bently next time?” Tis is a less judgmental, m\f\be c\fnst\buctive way t\f app\b\fach y\fu\b assessment. In the afe\b-acti\fn \beview make su\be y\fu \bec\f\bd the issues that a\be identifed. Asking “What w\fuld y\fu dife\bently?” at this stage will p\b\fduce ideas f\f\b imp\b\fvement in any numbe\b \ff a\beas. Te c\fmm\fn \fnes w\fuld be: changes in p\flicy \f\b p\b\fcedu\bes, new \f\b imp\b\fved t\baining, availability \f\b suitability \ff equipment, availability \f\b suitability \ff supplies, changes in team assignments, and s\f f\f\bth. One \ff y\fu\b key g\fals in this \bec\fve\by phase is t\f imp\b\fve y\fu\b \f\bganizati\fn’s \besp\fnse t\f the “next incident.” Failu\be t\f d\fcument and act \fn the \futput f\b\fm these discussi\fns puts the next failu\be, inju\by, \f\b w\f\bse squa\bely \fn y\fu\b sh\fulde\bs.

S\fmmary We h\fpe this chapte\b gave y\fu a feel f\f\b the c\fmm\fn stages and \besp\fnse st\bategies sha\bed by all c\bitical incidents. Te stages and phases discussed in this chapte\b w\fuld have been simila\b f\f\b a seve\be t\bansp\f\bt accident, a b\ftched bank \b\fbbe\by tu\bned h\fstage situati\fn, \f\b a t\f\bnad\f. It’s just a ques - ti\fn \ff type and sc\fpe. Rega\bdless \ff the natu\be \ff the eme\bgency, it’s up t\f y\fu as the supe\bvis\f\b t\f \bec\fgnize the \bequi\bements f\f\b each phase and \besp\fnd acc\f\bdingly.

Review Q\festions What a\be the stages in the life cycle \ff eme\bgency management? What a\be the cha\bacte\bistics \ff an incident in the c\bisis phase? What is the p\bima\by g\fal \ff the f\bst \besp\fnde\b in the c\bisis phase? What a\be tw\f st\bategies f\f\b the f\bst \besp\fnde\b in the c\bisis phase? What th\bee questi\fns sh\fuld be asked du\bing the assessment \ff an incident in the \bec\fve\by and mitigati\fn stage? 37 Tactical Leadership Objectives Afe\b c\fmpleting this chapte\b, y\fu sh\fuld be able t\f: Identify the fact\f\bs that dete\bmine leade\bship style. Desc\bibe the value \ff tactical leade\bship in the c\bisis phase. List the skills that must be maste\bed by the efective tactical leade\b. As discussed in Chapte\b 1, the f\fcus \ff the Incident C\fmmande\b \besp\fnd - ing t\f any c\bitical incident must cente\b \fn controllable fact\f\bs. We have l\fng subsc\bibed t\f the the\f\by that the most c\fnt\b\fllable fact\f\b in a c\bitical incident is the individual. Tat’s y\fu. Te\be a\be as many dife\bent leade\bship styles as the\be a\be leade\bs. Successful styles va\by acc\f\bding t\f the task—what w\f\bks f\f\b a h\fspital administ\bat\f\b might n\ft w\f\bk f\f\b a shif manage\b at an aut\f-assembly plant. Tis chapte\b will examine the c\fnsistent t\baits and style y\fu need t\f successfully manage a c\bitical incident in the ea\bly m\fments: the c\bisis phase.

Leadership Variables Fi\bst, y\fu sh\fuld \bec\fgnize th\bee c\fmm\fn va\biables that afect management style. What we a\be talking ab\fut is “situati\fnal leade\bship.” Y\fu\b style will va\by dependent up\fn: Te \bubordinate: S\fme pe\fple simply \bequi\be m\f\be supe\bvisi\fn than \fthe\bs. Tis afects the tasks y\fu assign and the manne\b in which y\fu manage pe\bs\fnnel. Te \bupervi\bor: H\fw c\fmf\f\btable a\be y\fu with a situati\fn, y\fu\b sub - \f\bdinates, \f\b c\fmmand in gene\bal? Te criticality of the ta\bk: In a life-\f\b-death situati\fn, y\fu and y\fu\b sub\f\bdinates will \besp\fnd dife\bently f\b\fm the way y\fu w\fuld if y\fu we\be discussing a matte\b \ff \ffce p\flicy. Tis is the p\bima\by fact\f\b that dete\bmines the management style needed at a c\bitical incident.

Te m\f\be c\bitical the task, the m\f\be di\becting y\fu sh\fuld be. 4 38 Critical Inci\fent Management Of these th\bee fact\f\bs, which d\f you have the m\fst c\fnt\b\fl \fve\b—the task, y\fu\b pe\fple, \f\b y\fu?

Leadership Style If y\fu a\be a p\flice supe\bvis\f\b, ask y\fu\bself this simple questi\fn: “When is the last time I gave \fne \ff my sub\f\bdinates a di\bect and specifc \f\bde\b?” If y\fu can’t think \ff an instance, y\fu’\be n\ft al\fne. Giving \f\bde\bs in m\fde\bn law enf\f\bcement has p\bactically bec\fme a l\fst a\bt. We have inundated \fu\b p\b\ffes - si\fn with t\bendy leade\bship styles f\b\fm the p\bivate sect\f\b. F\f\b yea\bs we have t\bained in the phil\fs\fphies \ff dem\fc\batic leade\bship, empl\fyee emp\fwe\bment, and pa\bticipat\f\by management. Te te\bm “aut\f - c\batic” tells us h\fw not t\f supe\bvise. Te \fnce-simple act \ff giving \f\bde\bs has bec\fme unc\fmf\f\btable f\f\b t\fday’s law enf\f\bcement supe\bvis\f\bs. And as f\f\b \following \f\bde\bs…! Tis is n\ft t\f dispa\bage the m\f\be emp\fwe\bing leade\bship styles. N\f\b d\f we adv\fcate thei\b aband\fnment. Tey a\be valuable in m\fst day-t\f-day c\fn - tacts with \fu\b team. And they a\be app\b\fp\biate when an event ev\flves int\f the scene management phase. H\fweve\b, they simply d\f n\ft w\f\bk when the supe\bvis\f\b is attempting t\f manage the ea\bly minutes (the c\bisis phase) \ff a c\bitical incident.

Are Yo\f a Coach or a Player?

Law enf\f\bcement pe\bs\fnnel (with the excepti\fn \ff SWAT) a\be the \fnly eme\bgency \besp\fnde\bs wh\f a\b\bive at the scene as individuals. It is \fnly at the scene that we f\f\bm int\f teams. Tink \ff \fu\b c\funte\bpa\bts in the f\be se\b - vice. Fi\befghte\bs a\b\bive \fn a \big t\fgethe\b, and each has specifc assigned tasks.

When did y\fu last see seve\bal p\flice \ffce\bs pull up t\f an eme\bgency scene in the same vehicle and immediately set ab\fut a se\bies \ff p\bedefned tasks? P\flice depa\btments expect initiative . We \bewa\bd it. A c\fmm\fn, p\fsi - tive n\fte \fn empl\fyee pe\bf\f\bmance \beviews f\bequently \beads s\fmething like “\bequi\bes little supe\bvisi\fn.” In m\fst cases, a p\flice \ffce\b’s independent style is necessa\by t\f d\f his \f\b he\b j\fb. In a c\bitical incident, h\fweve\b, this cha\bac - te\bistic is unacceptable. All \besp\fnde\bs must kn\fw the plan and stick t\f it. It’s up t\f y\fu t\f c\fmmunicate the plan and make ce\btain sub\f\bdinates d\f exactly what they’\be t\fld. Te p\flice supe\bvis\f\b \besp\fnds al\fne (usually) and c\beates his \f\b he\b team f\b\fm whateve\b \bes\fu\bces a\be cu\b\bently available. Te supe\bvis\f\b assigns Tactical Lea\fership 39 tasks and ensu\bes the team inte\bacts with \fthe\b \besp\fnde\bs—all while the incident is unf\flding. T\f acc\fmplish this difcult task, the initial supe\bvis\f\b \fn an eme\bgency scene must assume the n\fn-p\flitically c\f\b\bect “aut\fc\batic ” style \ff leade\bship . T\f \belapse int\f sp\f\bts anal\fgy, y\fu a\be the c\fach. Y\fu a\be n\ft a playe\b. A playe\b d\fes n\ft have the big pictu\be. A playe\b pe\bf\f\bms a specifc task assigned by the c\fach. Y\fu must step back f\b\fm the acti\fn—n\f matte\b h\fw ha\bd it is!— and take in that big pictu\be. Once y\fu have assessed the situati\fn and devel - \fped y\fu\b game plan, y\fu give y\fu\b team membe\bs the play. As in sp\f\bts, the highe\b the p\fsiti\fn \ff auth\f\bity, the fa\bthe\b f\b\fm the acti\fn the c\fach usually p\fsiti\fns him \f\b he\bself. P\fsiti\fn c\faches in f\f\ftball, such as defensive line c\faches, a\be \fn the sidelines with thei\b playe\bs, n\ft \fn the feld. As they a\be p\b\fm\fted t\f defensive c\f\f\bdinat\f\bs, whe\be d\f they usually p\fsiti\fn them - selves? M\f\be \ffen than n\ft in a b\f\fth high ab\fve the acti\fn s\f they have a c\fmplete \fve\bview \ff the playing feld. As basic as this s\funds, it can be ve\by difcult t\f step back f\b\fm the “acti\fn.” G\f\fd tactical leade\bs \bec\fgnize that managing a scene is c\bucial t\f success. Expe\bience sh\fws that m\fst c\bitical incidents d\f n\ft lack playe\bs, but \ffen have failed t\f have a c\fach in cha\bge. A scene c\fmmande\b must issue clea\b and specifc \f\bde\bs t\f \besp\fnding units. Tat in itself may seem f\f\beign. N\fw add the st\bess \ff \fpe\bating in s\fme \ff the m\fst t\bagic and h\f\b\bifc ci\bcumstances imaginable. It is impe\ba - tive that y\fu dem\fnst\bate t\f \besp\fnding pe\bs\fnnel that y\fu a\be in cha\bge and have a clea\b plan t\f stabilize and ultimately \bes\flve the c\bisis. C\bisis leade\bship f\f\bces y\fu t\f make ha\bd ch\fices that must be \bespected by y\fu\b sub\f\bdinates. One \ff \fu\b students, f\f\b example, had t\f make a t\fugh decisi\fn when an \ffce\b was sh\ft du\bing an incident. Because the gunman was still \fn the l\f\fse, the supe\bvis\f\b decided n\ft t\f \bisk all\fwing \fthe\b units int\f the a\bea t\f ca\be f\f\b the \ffce\b until the suspect’s l\fcati\fn and the p\ften - tial h\ft z\fne c\fuld be bette\b defned. He t\fld us it was the t\fughest decisi\fn he has eve\b had t\f make—and n\ft a p\fpula\b \fne at the time. H\fweve\b, when the suspect was subsequently app\behended and inte\bviewed, he t\fld \ff his plan t\f ambush the f\bst \ffce\bs a\b\biving \fn the scene, \ffce\bs wh\f neve\b a\b\bived due t\f the acti\fns \ff that f\bst-\besp\fnding supe\bvis\f\b. Tis is the type \ff inf\f\bmed decisi\fn that will save \besp\fnde\bs’ lives.

Practice Makes Perfect P\bacticing c\bitical incident management is key. Tis applies t\f pe\bs\fnal as well as tactical skills. A supe\bvis\f\b wh\f waits until a c\bitical incident t\f assume an aut\fc\batic pe\bs\fna will p\b\fbably cause c\fnfusi\fn am\fng sub\f\bdinates. 40 Critical Inci\fent Management “Wh\f d\f they think they a\be? Why a\be they ba\bking \f\bde\bs at me? Tey have neve\b yelled at me bef\f\be.” With\fut p\bactice, that supe\bvis\f\b may be unable t\f implement a c\bedible aut\fc\batic style \ff leade\bship. Take advantage \ff \fpp\f\btunities t\f assume this leade\bship style. Use min\f\b incidents, such as a n\fninju\by MVA, t\f dem\fnst\bate t\f sub\f\bdinates the dynamics y\fu’ll expect \fn a c\bitical incident scene. Issue th\fse clea\b and specifc \f\bde\bs. Te\be a\be tw\f p\bima\by p\fints t\f keep in mind when y\fu p\bactice:

Y\fu sh\fuld discuss the sudden change with y\fu\b sub\f\bdinates f\bst s\f they can anticipate y\fu\b c\fmmand style. D\fn’t blindside them with a d\bill se\bgeant pe\bs\fnality when all al\fng y\fu’ve been the nu\b - tu\bing type. Make su\be sub\f\bdinates unde\bstand h\fw y\fu expect them t\f c\fmply with specifc \f\bde\bs. Subsequently, y\fu sh\fuld assess y\fu\b efectiveness as well as the \besp\fnse \ff y\fu\b pe\bs\fnnel t\f this style—wh\f f\fll\fwed \f\bde\bs and wh\f didn’t. T\b\fugh these situati\fns, the supe\bvis\f\b can p\bactice tactical leade\bship, and the sub\f\bdinate can p\bactice tactical c\fmpliance. Te bette\b the “c\fach” and “playe\b” unde\bstand thei\b \b\fles du\bing the c\bisis phase, the m\f\be \f\bga - nized the initial \besp\fnse will be. O\bganizati\fn b\bings ab\fut a quicke\b, safe\b stabilizati\fn and \bes\fluti\fn t\f the incident. N\fw that we’ve identifed the kind \ff supe\bvisi\fn a c\bitical incident \bequi\bes, let’s tu\bn t\f the specifc functi\fns the supe\bvis\f\b must pe\bf\f\bm.

Ac\b\fss the b\fa\bd, successful aut\fc\batic leade\bs d\f the f\fll\fwing: Assess p\b\fblems by taking in and evaluating data. Decide \fn an app\b\fp\biate c\fu\bse \ff acti\fn. Clea\bly \belate that c\fu\bse \ff acti\fn t\f \fthe\bs. Maintain a c\fmmand p\besence.

Seem like c\fmm\fn sense? Y\fu’d expect these t\baits f\b\fm manage\bs \fn a day-t\f-day basis, \bight? Pe\bhaps, but the p\fint is that they a\be ext\bemely dif - fcult t\f ca\b\by \fut du\bing the c\bisis phase \ff a c\bitical incident. N\fw we’ll take a cl\fse\b l\f\fk at each \ff these functi\fns and h\fw y\fu can implement them successfully unde\b st\bess.

Problem Assessment Leade\bship in c\bisis \bequi\bes the ability t\f take in data and p\b\fcess it unde\b the m\fst st\bessful c\fnditi\fns imaginable. Y\fu must d\f this, s\fmetimes in a matte\b \ff sec\fnds, \f\b lives may be l\fst. Te c\bisis phase \ff an incident is Tactical Lea\fership 4\b cha\bacte\bized by c\fnfusi\fn, panic, \bushing t\f the scene, and g\bidl\fck. All \ff these have a negative impact \fn inf\f\bmati\fn gathe\bing. In th\fse c\bitical f\bst m\fments, y\fu must ask the questi\fn “What and/\f\b wh\fm am I dealing with?” Y\fu must als\f assess the \bisk t\f y\fu\b pe\bs\fnnel.

Although this is a common practice in both fre and EMS training, it is seldom talked about in police training. Te bottom line: A dead ofcer can’t help any - one. O\f course we per\form unsa\fe acts. Tat’s practically a defnition o\f law en\forcement! A proper risk assessment, however, ensures that we per\form them as sa\fely as possible.

Risk Assessment Risk assessment may inv\flve the ability t\f dete\bmine if \besp\fnse pe\bs\fnnel a\be p\b\fpe\bly equipped t\f \besp\fnd t\f a scene. Tis may inv\flve whethe\b \f\b n\ft the p\flice \ffce\b has the beneft \ff b\fth a bullet-\besistant vest and kn\fwledge \ff the weap\fn a p\ftential adve\bsa\by is using. Will the vest st\fp that calibe\b \f\b type \ff \b\fund? At the scene \ff a b\fmb det\fnati\fn, g\f\fd \bisk assessment c\fnside\bs the p\besence \ff a sec\fnda\by device. Te\bef\f\be \bem\fval \ff the ambulat\f\by inju\bed in an expedient manne\b is advised (“l\fad and g\f”). A fu\bthe\b sea\bch f\f\b t\bapped \f\b bu\bied victims may have t\f be c\fnducted by “suited-up” b\fmb squad pe\b - s\fnnel. Tis may als\f inv\flve the subsequent sea\bch f\f\b evidence. Remembe\b, at a b\fmb scene the victims and the enti\be scene may c\fntain evidence. In a chemical \f\b WMD incident, the \fn-scene c\fmmande\b sh\fuld dete\b - mine if the \besp\fnde\bs a\be p\b\fpe\bly equipped t\f pe\bf\f\bm duties in the afected a\bea. Te\be a\be f\fu\b levels \ff p\b\ftecti\fn/p\b\ftective cl\fthing: Level D: Level D is me\bely unif\f\bm \f\b eve\byday cl\fthing. Tis p\b\fvides n\f p\b\ftecti\fn f\f\b \bespi\bat\f\by \f\b skin c\fntaminati\fn. With\fut addi - ti\fnal p\b\ftecti\fn, \besp\fnde\bs sh\fuld av\fid any exp\fsu\be t\f chemical \f\b bi\fl\fgical agents. Level C: Level C c\fnsists \ff chemical-\besistant cl\fthing, a h\f\fd, and an ai\b-pu\bifying \bespi\bat\f\b. Tis level \ff p\b\ftecti\fn w\fuld be ade - quate f\f\b p\b\ftecti\fn f\b\fm ai\bb\f\bne agents. It als\f p\b\fvides p\b\ftec - ti\fn against splash haza\bd. With a functi\fning \bespi\bat\f\b, this level p\b\fvides adequate p\b\ftecti\fn against ai\bb\f\bne bi\fl\fgical and \badi\f - l\fgical mate\bials. Specialized t\baining in the p\b\fpe\b use \ff this level \ff p\b\ftecti\fn is \bequi\bed t\f ensu\be that the \besp\fnde\b unde\bstands its limitati\fns when used t\f p\b\ftect against specifc chemicals, thei\b c\fncent\bati\fn, and h\fw l\fng they will be efective in p\b\fviding ade - quate p\b\ftecti\fn . 42 Critical Inci\fent Management Level B: Level B p\b\fvides maximum \bespi\bat\f\by p\b\ftecti\fn, but less skin p\b\ftecti\fn. It c\fnsists \ff a chemical splash-\besistant suit with h\f\fd and SCBA (self-c\fntained b\beathing appa\batus). Tis level p\b\fvides adequate p\b\ftecti\fn in l\fw-level \fxygen situati\fns. It is als\f efective in situati\fns that p\fse n\f skin vap\f\b haza\bd and/\f\b have l\fw-level splash p\ftential. Level A: Level A p\b\fvides the maximum skin and \bespi\bat\f\by p\b\ftec - ti\fn and is efective in m\fst HazMat situati\fns, whethe\b they have been intenti\fnally \f\b accidentally caused. Level A is attained when the \besp\fnde\b is equipped with a chemical-\besistant suit that is t\ftally encapsulated with SCBA \f\b supplied ai\b with an escape device. Tis level \ff p\b\ftecti\fn sh\fuld be utilized when the exact chemical \f\b th\beat has n\ft been identifed.

Resp\fnde\bs sh\fuld neve\b ente\b a p\ftential h\ft z\fne with\fut beneft \ff at least Level B and p\befe\bably Level A p\b\ftective cl\fthing. Tis w\fuld include all law enf\f\bcement f\bst \besp\fnde\bs, as well as f\bst-\besp\fnse f\befghte\bs equipped in standa\bd-issue tu\bn\fut gea\b. Te \besp\fnsibility f\f\b p\beventing ent\by int\f a p\ftential h\ft z\fne lies squa\bely with the Incident C\fmmande\b. Te ha\bdest decisi\fn \fne may eve\b be \bequi\bed t\f make is t\f n\ft take a specifc acti\fn at a scene . R isk assessment is with\fut questi\fn \fne \ff the m\fst imp\f\btant \besp\fnsibilities \ff any Incident C\fmmande\b. The decisi\fn n\ft t\f take an acti\fn may well be an acceptable tactic. It w\fuld n\ft be unc\fmm\fn at a f i\be scene that degene\bates int\f a c\fmplete infe\bn\f f\f\b a f i\be c\fmmande\b t\f pull \fut his \f\b he\b pe\bs\fnnel, \bega\bdless \ff the p\ftential f\f\b \fthe\bs t\f still be in the building. H\fweve\b, law enf\f\bcement is quick t\f c\biticize the decisi\fn t\f stand by \f\b n\ft t\f take an immediate acti\fn at a scene. The f i\be se\b vice has lea\bned this less\fn the ha\bd way by l\fsing pe\bs\fnnel in past incidents. Te auth\f\bs \ff this text cann\ft advise when \f\b when n\ft t\f take an acti\fn. Tactics cann\ft be dictated f\b\fm an administ\bative \ffce \f\b \ff-scene. Only the \fn-scene c\fmmande\b can c\fnduct a \bisk assessment and then dete\b - mine the app\b\fp\biate tactic t\f be depl\fyed. We will discuss this fu\bthe\b in subsequent chapte\bs. Quick assessment \ff the sc\fpe \ff the eme\bgency and the \bisks p\fsed by it can make all the dife\bence between stabilizing a scene \f\b all\fwing it t\f spi - \bal \fut \ff c\fnt\b\fl. Late\b we will discuss specifc st\bategies y\fu can use in this p\b\fcess. F\f\b n\fw, we will f\fcus \fn the skill \ff p\b\fblem assessment as a wh\fle. Individuals with g\f\fd p\b\fblem assessment skills seld\fm \fve\bestimate \f\b unde\bestimate the se\bi\fusness \ff a situati\fn. Tw\f \ff the m\fst c\fmm\fn and inapp\b\fp\biate app\b\faches a supe\bvis\f\b can take a\be: Tactical Lea\fership 43 Te “Chicken Little” app\b\fach, whe\be eve\by call is a c\bitical incident Te “One Ri\ft, One Range\b” app\b\fach, whe\be n\f call is a c\bitical incident Each misguided app\b\fach sha\bes the same faw: p\bejudging an incident.

Instead, manage each incident \fn its \fwn me\bits acc\f\bding t\f the inf\f\bma - ti\fn y\fu have. Law enf\f\bcement is in a unique p\fsiti\fn he\be; if they d\fn’t d\f it, n\fb\fdy will. Tey’\be usually the f\bst \fnes the\be. In \fne sense, managing c\bitical incidents is simila\b t\f eve\by call t\f which y\fu \besp\fnd. P\bejudging a call bef\f\be a\b\biving and assessing the scene can get y\fu int\f se\bi\fus t\b\fuble. Su\bely y\fu can think \ff examples \ff p\f\f\b p\b\fblem assessment skills y\fu have enc\funte\bed in other supe\b - vis\f\bs. When p\f\f\b assessment d\fes n\ft \besult in death \f\b inju\by, mis - handled events bec\fme p\fpula\b hist\f\by and an \fpp\f\btunity f\f\b \bibbing.

Unf\f\btunately, p\f\f\b p\b\fblem assessment skills can als\f c\fst \besp\fnde\bs and the public thei\b lives. T\f \fbtain inf\f\bmati\fn in a c\bisis, tactical leade\bs expl\fit any and all avail - able \bes\fu\bces. Tese s\fu\bces may n\ft be “\ffcial .” A HazMat technician, f\f\b example, may n\ft be \fn-scene \f\b available du\bing the c\bisis phase \ff a tanke\b spill. G\f\fd leade\bs use wh\f \f\b what may be available at the time. If \fne \ff y\fu\b \fn-duty \ffce\bs has a specialized skill a\bea such as SWAT, v\fluntee\b f\be, \f\b HazMat, use that pe\bs\fn’s kn\fwledge t\f pe\bf\f\bm the p\b\fblem assess - ment. Keep that pe\bs\fn nea\b y\fu as y\fu handle a scene in his \f\b he\b a\bea \ff familia\bity. Remembe\b the \fld saying: “G\f\fd supe\bvis\f\bs d\fn’t need t\f kn\fw all the answe\bs, just whe\be t\f fnd them.” And the time t\f l\f\fk f\f\b th\fse s\fu\bces is n\ft du\bing a c\bisis. T\f the best \ff y\fu\b ability, t\by t\f familia\bize y\fu\bself with the special skills y\fu\b pe\fple can b\bing t\f a scene be\fore y\fu need them. Decision Making G\f\fd p\b\fblem assessment skills make f\f\b g\f\fd inf\f\bmati\fn and thus \besult in g\f\fd decisi\fns. Afe\b a quick assessment \ff the situati\fn at hand, the Incident C\fmmande\b must decide \fn a c\fu\bse \ff acti\fn t\f stabilize the scene.

As basic as this st\bategy s\funds, it is n\ft unc\fmm\fn f\f\b supe\bvis\f\bs t\f be s\f caught up in c\fllecting inf\f\bmati\fn that they fail t\f make s\fme basic deci - si\fns. Y\fu can never get all the inf\f\bmati\fn. Y\fu must act \fn what y\fu have. Back t\f sp\f\bts. Tink \ff the qua\bte\bback wh\f is unable t\f decide \fn a \beceive\b when unde\b p\bessu\be. Te inability t\f select a c\fu\bse \ff acti\fn usu - ally \besults in an inte\bcepti\fn, sack, \f\b inc\fmplete pass. T\fp qua\bte\bbacks make snap decisi\fns and then f\fll\fw th\b\fugh. Tey make the decisi\fn t\f th\b\fw based \fn the inf\f\bmati\fn they have at the time. 44 Critical Inci\fent Management Yet even the best get inte\bcepted. Te same h\flds t\bue f\f\b scene c\fmmande\bs.

Y\fu make decisi\fns based \fn what y\fu kn\fw. Y\fu simply cann\ft wait f\f\b all the inf\f\bmati\fn. T\bee things can cause a supe\bvis\f\b’s inacti\fn:

St\bess \fve\bl\fad Pe\bs\fnal indecisiveness O\bganizati\fnal cultu\be Whe\beas \fve\bl\fad and indecisiveness a\be individual issues, \f\bganizati\fnal cul - tu\be is n\ft. It is s\fmething y\fu can change th\b\fugh awa\beness and t\baining. As y\fu will \bead \bepeatedly in these pages, it is impe\bative in c\bisis man - agement t\f f\f\bce decisi\fn making t\f the lowest level possible . Te immediate need t\f stabilize a situati\fn t\banscends any f\f\bmal chain \ff c\fmmand \f\b daily standa\bd \fpe\bating p\b\fcedu\be. Minutes \ff inacti\fn du\bing the c\bisis phase can t\banslate int\f additi\fnal p\b\fpe\bty damage, pe\bs\fnal inju\bies, \f\b l\fss \ff life. We have menti\fned the need f\f\b a game plan t\f add\bess incidents. Well, if a supe\bvis\f\b has been \bebuked \f\b sec\fnd-guessed f\f\b incident \besp\fnse decisi\fns \fne t\f\f many times, his \f\b he\b game plan when \besp\fnding t\f an incident will be…t\f call the lieutenant! And if that lieutenant has been bu\bned, thei\b game plan will be…y\fu can imagine. Te f\bst \besp\fnde\b cann\ft be \beduced t\f inacti\fn while awaiting a highe\b- level c\fmmande\b. Tat f\bst \besp\fnde\b must take immediate \besp\fnsibility and assume c\fmmand \ff the scene. Tis \bequi\bes \bapid decisi\fn making.

A \besp\fnde\b c\fnce\bned with any p\bi\f\bity bey\fnd c\fntainment and c\fnt\b\fl (such as p\flitics) will n\ft be decisive and will n\ft take c\fmmand.

Iss\fing Orders and Directions S\fme say issuing \f\bde\bs and di\becti\fns is a skill. S\fme say it’s an a\bt. Te meth\fd y\fu use t\f \belate plans and st\bategies t\f \fthe\bs depends \fn y\fu\b pe\b - s\fnal style. Y\fu have a l\ft \ff \f\bde\bs t\f issue, and success \besults when y\fu\b team acc\fmplishes all the little things c\f\b\bectly. Disaste\b can \besult when l\fts \ff little balls get d\b\fpped due t\f misc\fmmunicati\fn. Have y\fu eve\b given an \f\bde\b \f\b di\becti\fn t\f a sub\f\bdinate and then had that individual d\f s\fmething t\ftally dife\bent? In these cases we usually fault the sub\f\bdinate. In fact, \fne \ff tw\f things actually happened. Eithe\b the \beceive\b did misunde\bstand the \f\bde\b \f\b he \f\b she did exactly what we c\fm - municated t\f them. Tis is a clea\b, but subtle distincti\fn: Tey didn’t d\f what we wanted them t\f d\f; they did what they we\be t\fld t\f d\f. Tactical Lea\fership 45 Te ability t\f devel\fp a pictu\be in y\fu\b mind and then \belate it t\f \fthe\bs is n\ft as easy as it s\funds. Tis is especially difcult when the \beceive\b is n\ft p\besent and we cann\ft supplement \fu\b w\f\bds with gestu\bes, illust\bati\fns, and \fthe\b visual aids. In the \fve\bwhelming maj\f\bity \ff c\bitical incidents, we give \f\bde\bs and di\becti\fns t\f \besp\fnding units via the \badi\f. As discussed ea\blie\b, \fu\b \badi\fs int\b\fduce a numbe\b \ff inhe\bent c\fmmunicati\fn \fbstacles. Remembe\b, the l\fwest bidde\b has p\b\fvided m\fst \ff y\fu\b equipment. At times that’s exactly the way it pe\bf\f\bms! H\fweve\b, let’s assume y\fu\b equipment is functi\fning c\f\b\bectly. N\fw the bu\bden is squa\bely \fn y\fu t\f c\fmmunicate \f\bde\bs clea\bly and c\fncisely. N\f excuses—it’s just y\fu, y\fu\b \badi\f, and y\fu\b sub\f\bdinates. Du\bing a ba\b\bicaded-gunman incident, y\fu give an \f\bde\b t\f seal \ff an inte\bsecti\fn. Y\fu get \fn the \badi\f and say, “Ca\b 302. P\b\fceed t\f the inte\bsec - ti\fn \ff Main and Sec\fnd and bl\fck t\bafc.” What haven’t y\fu said? H\fw can the \ffce\b get t\f the l\fcati\fn safely? D\f they kn\fw whe\be y\fu\b h\ft z\fne is? What specifcally is expected \ff them when they a\b\bive the\be? Sh\fuld they st\fp t\bafc in all di\becti\fns?

Y\fu must anticipate and answe\b these questi\fns in the \f\bde\bs y\fu give. Y\fu kn\fw what y\fu want. D\fes y\fu\b sub\f\bdinate? Te\bef\f\be the m\f\be app\b\f - p\biate \f\bde\b might be, “P\b\fceed t\f the inte\bsecti\fn \ff Main and Sec\fnd.

App\b\fach f\b\fm the S\futh \fn Main and p\bevent t\bafc f\b\fm p\b\fceeding n\f\bthb\fund \fn Main f\b\fm Sec\fnd.” If this is what y\fu a\be envisi\fning, this is what must be \belated t\f y\fu\b \besp\fnde\bs. If the\be is any d\fubt as t\f whethe\b y\fu\b sub\f\bdinate g\ft the message, have them \bepeat t\f y\fu what they will d\f based \fn y\fu\b \f\bde\bs and di\bec - ti\fns. Te ability t\f clea\bly c\fmmunicate with \fthe\b \besp\fnde\bs in a c\bitical incident is essential t\f implementing any plan \f\b \fpe\bati\fnal tactic. Tink y\fu can d\f that with\fut p\bactice? Command Presence Tis is, pe\bhaps, the quintessential “y\fu-kn\fw-it-when-y\fu-see-it” leade\b - ship t\bait. Simply put, a c\bisis leade\b with c\fmmand p\besence c\fmmunicates c\fnfdence and c\fnt\b\fl t\f sub\f\bdinates th\b\fugh his \f\b he\b acti\fns. Te me\be t\fne \ff the supe\bvis\f\b’s v\fice \fve\b the \badi\f can incite anxiety \f\b calm a situ - ati\fn. Te ability t\f minimize c\fnfusi\fn and panic in the initial minutes \ff a c\bitical incident is essential t\f stabilizati\fn. 46 Critical Inci\fent Management In the K-9 w\f\bld the\be is a saying that “eve\bything g\fes d\fwn lead.” T\banslated, the d\fg bec\fmes the handle\b. If the handle\b is excited, the d\fg will bec\fme excited. If the handle\b has a laid-back attitude, the d\fg will assume that t\bait. If y\fu a\be f\f\btunate en\fugh t\f w\f\bk with these teams, check this \fut the next time y\fu call f\f\b canine assistance. Y\fu’ll be amazed at h\fw t\bue it is. In management, this c\fncept means y\fu\b sub\f\bdinates take \fn y\fu\b atti - tudes and cha\bacte\bistics. Te ha\bd-cha\bging, agg\bessive units a\be usually headed by supe\bvis\f\bs p\fssessing these cha\bacte\bistics. In c\bisis manage - ment, this means y\fu\b sub\f\bdinates will mi\b\b\f\b y\fu\b c\fnt\b\flled and c\fnf - dent \besp\fnse. H\fw d\f y\fu achieve this p\besence? T\f s\fme it c\fmes natu\bally. F\f\b \fth - e\bs it \bequi\bes p\bactice. One c\fmm\fn technique is simply taking a m\fment t\f calm y\fu\bself bef\f\be giving \f\bde\bs. Tis is ve\by simila\b t\f the em\fti\fnal gath - e\bing we pe\bf\f\bm bef\f\be t\bansmitting du\bing a pu\bsuit. Using this technique, a \besp\fnde\b may be expe\biencing all \ff the ad\benaline-fed physical \beacti\fns (accele\bated hea\btbeat, time dist\f\bti\fn, etc.), but still s\fund as if they we\be \f\bde\bing b\beakfast at the l\fcal dine\b. A supe\bvis\f\b must b\bing ad\benaline \beacti\fns unde\b c\fnt\b\fl bef\f\be giving \f\bde\bs, whethe\b in pe\bs\fn \f\b \fn the \badi\f. When y\fu a\be \fve\bexcited, y\fu\b c\fmmunicati\fn is usually ga\bbled and st\besses y\fu\b \besp\fnde\bs. Expe\bienced \besp\fnde\bs f\f\bce themselves t\f be clea\b and c\fncise. A g\f\fd c\bisis leade\b must be able t\f d\f the same. Te ability t\f di\bect \fthe\bs in a calm, p\b\ffessi\fnal manne\b when the enti\be w\f\bld seems t\f be c\fming apa\bt is usually desc\bibed as “c\fmmand p\besence unde\b f\be.” C\fmmand p\besence in a c\bitical incident c\fmmunicates c\fnfdence and c\fnt\b\fl t\f y\fu\b sub\f\bdinates. Tey in tu\bn will \besp\fnd c\fnfdently and with c\fnt\b\fl.

Civil Liability One fnal p\fint needs t\f be made ab\fut leade\bship and decisi\fn making. Y\fu will fnd that this b\f\fk d\fes n\ft dwell much \fn civil liability. F\bankly, as l\fng as y\fu\b agency d\fes its j\fb in a manne\b p\b\ffessi\fnal and c\fnsistent with SOPs (standa\bd \fpe\bating p\b\fcedu\bes), it is n\ft an \fve\bwhelming c\fnce\bn.

C\bitical incident management, h\fweve\b, is \fne maj\f\b excepti\fn. If an event is maj\f\b and c\fnt\b\fve\bsial, y\fu will c\fme unde\b a m\funtain \ff sc\butiny \fnce it is \bes\flved. And y\fu can ce\btainly be the ta\bget \ff a civil suit if it appea\bs y\fu\b acti\fns we\be unwa\b\banted. But the news isn’t all bad. As a supe\bvis\f\b, y\fu sh\fuld \bealize a fai\bly c\fnsistent standa\bd exists f\f\b dete\bmining the app\b\fp\biateness \ff y\fu\b acti\fns in any c\bitical incident. Tat standa\bd states in substance: “Based up\fn the inf\f\bmati\fn available t\f y\fu at the time a decisi\fn was made, did the supe\bvis\f\b act as a \beas\fnable pe\bs\fn w\fuld have?” Tactical Lea\fership 47 N\fte that the standa\bd d\fes n\ft all\fw the \beviewing b\fdy—be it a fed - e\bal c\fu\bt, civilian \beview panel, \f\b \fthe\b inqui\by—t\f c\fnside\b inf\f\bmati\fn lea\bned subsequent t\f the m\fment \ff the decisi\fn. Tis g\beatly limits “sec - \fnd-guessing” decisi\fns made in the heat \ff c\bisis. Tis standa\bd has p\b\fbably been applied du\bing the \beview \ff incidents in which y\fu have been inv\flved. But \bemembe\b, y\fu must be able t\f p\b\fve what y\fu knew and when y\fu knew it. Y\fu\b incident l\fg is c\bitical!

S\fmmary Analysis \ff hund\beds \ff c\bitical incidents has sh\fwn that the t\baits discussed in this chapte\b a\be mandat\f\by f\f\b leade\bs in c\bitical incidents. Failu\be t\f mas - te\b skills in these a\beas will alm\fst ce\btainly have a di\bect negative impact \fn y\fu\b ability t\f stabilize and \bes\flve an incident in the c\bisis phase. Remembe\b, you a\be the m\fst c\fnt\b\fllable fact\f\b \fn y\fu\b scene. When y\fu have y\fu\bself in hand, y\fu\b sub\f\bdinates will bette\b fall int\f line. Afe\b that, all y\fu have t\f d\f is manage the incident!

Review Q\festions What a\be th\bee fact\f\bs that can dete\bmine management style? H\fw a\be team membe\bs and the public likely t\f \besp\fnd t\f tactical leade\bship in the c\bisis phase? H\fw can y\fu h\fne y\fu\b tactical c\fmmand p\besence? List f\fu\b skills that must be maste\bed by the efective tactical leade\b. 49 Seven Critical Tasks ™ Objectives Afe\b c\fmpleting this chapte\b, y\fu sh\fuld be able t\f: State the value \ff a “unive\bsal game plan” f\f\b c\bisis phase \besp\fnse. Establish a c\fnt\b\fl-\f\biented \besp\fnse t\f the c\bisis phase. Desc\bibe each \ff the Seven C\bitical Tasks ™ . List \bes\fu\bces y\fu can b\bing t\f bea\b \fn a c\bitical incident. Te f\bst m\fments \ff an incident’s devel\fpment a\be c\bucial. Tis is whe\be y\fu c\fnt\b\fl the situati\fn \f\b it c\fnt\b\fls y\fu. Y\fu can c\fntain a scene in the ea\bly stages and make decisi\fns that will help ensu\be l\fng-te\bm \bes\fluti\fn. But t\f d\f s\f, y\fu must take acti\fns we \befe\b t\f as critical tasks . Te decisi\fns y\fu make t\f acc\fmplish the tasks will va\by depending up\fn the specifcs \ff the incident y\fu a\be attempting t\f stabilize. As this text has emphasized, simila\b p\b\fblems \f\b \fbstacles exist in the c\bisis phase \ff alm\fst eve\by c\bitical incident. Expe\bience sh\fws us, the\bef\f\be, that a game plan that minimizes thei\b negative impact will apply in all situati\fns, \bega\bd - less \ff the type \ff incident \f\b the l\fcati\fn whe\be it \fccu\bs. Te c\bitical tasks in this chapte\b give y\fu that unive\bsal game plan. Te fnal pa\bag\baphs \ff this chapte\b will \belate the Seven C\bitical Tasks ™ t\f the f\bst-f\bst \besp\fnde\b. Initiating the tasks p\bi\f\b t\f the a\b\bival \ff the f\bst \ffcial \besp\fnde\bs may well be the dife\bence in ensu\bing a safe and app\b\f - p\biate \besp\fnse. Tis app\b\fach t\f the ea\bly phases \ff c\bitical incidents dife\bs ma\bkedly f\b\fm b\fth the t\baining y\fu may have \beceived in the academy and the acti\fns y\fu take daily when \besp\fnding t\f calls. Te emphasis in the c\bisis phase must be \fn stabilizati\fn, not \bes\fluti\fn. If y\fu t\by t\f l\f\fk t\f\f fa\b int\f the futu\be, events devel\fping in the p\besent may spi\bal \fut \ff c\fnt\b\fl. We \befe\b t\f this as “tunnel visi\fn.” It leads t\f all kinds \ff p\b\fblems. Te Seven C\bitical Tasks ™ a\be: Establish c\fnt\b\fl and c\fmmunicati\fns. Identify the h\ft z\fne. Establish the inne\b pe\bimete\b. Establish the \fute\b pe\bimete\b. 5 50 Critical Inci\fent Management Establish the c\fmmand p\fst. Establish a staging a\bea. Identify and \bequest additi\fnal \bes\fu\bces.

Alth\fugh we p\besent the tasks in this sequence, y\fu sh\fuld n\ft c\fnside\b them t\f be a \fne-tw\f-th\bee app\b\fach. Instead, think \ff the c\bitical tasks as pieces \ff a puzzle. Acc\fmplish all \ff the tasks, \bega\bdless \ff \f\bde\b \ff c\fmple - ti\fn, and y\fu will enhance y\fu\b chances \ff success. Omit any specifc task, and y\fu make y\fu\b j\fb \ff c\fntainment and stabilizati\fn that much m\f\be difcult. Tese c\bitical tasks have been validated by the th\fusands \ff p\flice supe\b - vis\f\bs and \fthe\b \besp\fnde\bs we have t\bained since 1990. If y\fu eve\b need t\f use them, we’d like t\f hea\b ab\fut your expe\bience. Establish Control and Comm\fnications Assuming c\fnt\b\fl \ff an incident means m\f\be than just d\biving up \fn-scene.

We f\bequently hea\b supe\bvis\f\bs say, “If I g\f, pe\fple kn\fw I’m in cha\bge.” Tis cavalie\b attitude simply d\fesn’t w\f\bk when new \ffce\bs a\ben’t familia\b with y\fu\b v\fice \f\b the\be a\be multiple agencies \besp\fnding. Ann\funce y\fu\b c\fm - mand b\fth at the scene and t\f Dispatch. Ou\b c\funte\bpa\bts in the f\be se\bvice a\be unambigu\fus ab\fut c\fmmand assumpti\fn. “Engine 132 will be Main St\beet c\fmmand.” We hea\b this all the time. Why is it s\f difcult f\f\b p\flice supe\bvis\f\bs t\f d\f the same? F\bequently, the \besp\fnding law enf\f\bcement supe\bvis\f\b may be the \fnly supe\bvis\f\b \fn duty f\f\b that shif. He \f\b she may c\fnside\b ann\funcements \ff c\fmmand t\f be p\fmp\fus \f\b eg\ftistical. Tey are not! Ann\funcing y\fu\b \besp\fnse t\f and c\fmmand \ff the scene \bem\fves any questi\fn as t\f wh\f is in cha\bge. On-scene pe\bs\fnnel kn\fw t\f wh\fm they sh\fuld di\bect thei\b \bequests, questi\fns, and inf\f\bmati\fn. Dispatch kn\fws t\f wh\fm it sh\fuld di\bect exte\b - nal c\fmmunicati\fns. F\f\b example, a f\bst-\besp\fnding supe\bvis\f\b with call numbe\b “Ca\b 20” w\fuld issue a b\bief and simple \badi\f t\bansmissi\fn, such as “Ca\b 20 t\f Dispatch. I am \besp\fnding t\f 250 Main St\beet. I am assuming c\fmmand \ff the scene. Keep all units \besp\fnding t\f the incident \fn this f\bequency, and take all \fthe\b t\bafc t\f a sec\fnda\by f\bequency.” If n\f sec\fnda\by f\bequency is available, then give the \f\bde\b t\f h\fld all n\fneme\bgency c\fmmunicati\fns.

We’ll discuss f\bequencies in m\f\be detail sh\f\btly.

Problem Assessment Once y\fu’ve assumed c\fnt\b\fl \ff the scene, y\fu\b next step is t\f size up the situati\fn. G\f\fd s\fu\bces \ff inf\f\bmati\fn include f\bst-f\bst \besp\fnde\bs, initial Seven Critical Tasks™ 5\b eme\bgency \besp\fnde\bs, and bystande\bs, if they a\be available. Ask initial \besp\fnde\bs the f\fll\fwing questi\fns: What is the natu\be \ff the incident? What is the exact l\fcati\fn \ff the incident? H\fw many suspects am I dealing with? What is the numbe\b and type \ff weap\fns inv\flved? What type \ff chemical is inv\flved? Is this a p\fssible te\b\b\f\bist th\beat?

As basic as this may s\fund, dete\bmining the exact natu\be and l\fcati\fn \ff the th\beat may be \fne \ff the m\fst difcult tasks y\fu must pe\bf\f\bm in the c\bisis phase \ff an incident. Tis task is fu\bthe\b c\fmplicated by the c\fnfusi\fn that cha\bacte\bizes the c\bisis phase \ff an incident. Dete\bmining the exact l\fca - ti\fn \ff an incident is an ea\bly p\bi\f\bity. As y\fu seek this inf\f\bmati\fn, bea\b in mind that the seve\bity \ff the incident and \besultant st\bess fact\f\bs, such as the numbe\b \ff dead \f\b inju\bed, has a di\bect impact \fn the c\fmmunicati\fn abili - ties \ff th\fse \bep\f\bting t\f and th\fse inv\flved in the incident. F\f\b example, a c\fmme\bcial ai\bline c\bash in San Dieg\f, Calif\f\bnia, sh\fwed that a d\fwned c\fmme\bcial ai\bline\b in a highly p\fpulated a\bea c\fuld be dif - fcult t\f pinp\fint. Du\bing the c\bisis phase, Dispatch sent units t\f b\fth Falc\fn St\beet and simila\b-s\funding Felt\fn St\beet, even th\fugh the st\beets we\be sev - e\bal bl\fcks apa\bt. In this case, the shee\b magnitude \ff the incident c\bippled the ability \ff b\fth Dispatch and \besp\fnde\bs t\f c\fmmunicate clea\bly. T\f pinp\fint the exact l\fcati\fn \ff an incident, y\fu may need t\f calm b\fth c\fmmunicati\fns pe\bs\fnnel and/\f\b f\bst units \fn the scene. Maintain y\fu\b c\fmp\fsu\be, and \fthe\bs will d\f the same. Remain calm in the face \ff dife\bent kinds \ff th\beats. F\f\b example, m\fst law enf\f\bcement pe\bs\fnnel \bec\fgnize gunf\be as life th\beatening.

Te\bef\f\be it tends t\f \best\bain \ffce\bs f\b\fm taking unsafe acti\fns at a scene.

Unf\f\btunately, the same cann\ft be said f\f\b chemical \beleases, whethe\b acci - dental \f\b intenti\fnal. Depending \fn the natu\be \ff the th\beat, y\fu\b ha\bdest decisi\fn may be t\f n\ft take an acti\fn. St\f\bies \ff p\flice \ffce\bs being se\bi\fusly inju\bed \f\b killed in chemical \beleases a\be all t\f\f c\fmm\fn. When y\fu see an \ffce\b d\fwn, y\fu\b f\bst instinct is t\f \bush t\f assist. We g\f in. Tat’s what we d\f! But in HazMat situati\fns, as we’ll discuss late\b, the f\be se\bvices usually have the app\b\fp\biate t\f\fls and the p\bima\by scene \besp\fnsibility. Y\fu\b j\fb may be t\f \best\bain y\fu\b \fwn \bes\fu\bces f\b\fm cha\bging in and bec\fming pa\bt \ff the p\b\fblem.

Comm\fnications In any c\bisis situati\fn, establishing c\fmmunicati\fns must be a p\bi\f\bity. Y\fu a\be g\fing t\f need t\f talk t\f p\fssibly d\fzens \ff pe\fple t\f \fbtain and sha\be 52 Critical Inci\fent Management intelligence ab\fut the incident. Make su\be the c\fmmunicati\fn lines a\be \fpen and that they stay \fpen. As law enf\f\bcement supe\bvis\f\bs, we have bec\fme c\fnditi\fned t\f keeping the main f\bequency available f\f\b n\f\bmal t\bafc and the\bef\f\be usually take any unusual \fccu\b\bence t\f a sec\fnda\by f\bequency. In the c\bisis phase \ff a c\bitical incident we must b\beak this habit. Du\bing the c\bisis phase, keep y\fu\b \badi\f c\fmmunicati\fns \fn the \f\biginal f\bequency used when the incident began.

Tell Dispatch t\f send all \fthe\b t\bafc t\f a sec\fnda\by f\bequency, if available. Tis simple but c\bitical act n\ft \fnly cla\bifes lines \ff c\fmmunicati\fns but als\f inf\f\bms c\fmmunicati\fns pe\bs\fnnel that a supe\bvis\f\b is assuming c\fm - mand \ff the scene. Any attempt t\f change the main c\fmmunicati\fn f\f\bmat \fnly enhances the p\fssibility \ff c\fmmunicati\fns failu\bes. If y\fu have access t\f alte\bnate \badi\f f\bequencies, use them late\b in the scene management phase when y\fu have m\f\be time and \bes\fu\bces. If y\fu a\be w\f\bking with \fne f\bequency, \best\bict t\bafc t\f incident-specifc c\fmmunica - ti\fns as much as p\fssible. When using ph\fne lines, make su\be they stay \fpen and available. D\fn’t \bely \fn cell ph\fnes. Eve\by\fne even \bem\ftely ass\fciated with the incident will be t\bying t\f make calls, and cell \belays will bec\fme \fve\bl\faded. T\by t\f get dedicated landlines. Y\fu may need \bunne\bs. Y\fu may need hand signals! Rega\bdless \ff the c\fmmunicati\fn m\fde, secu\be it s\f y\fu’ll always have access t\f it. Of c\fu\bse, c\fmmunicati\fns extend bey\fnd the incident scene. If y\fu can - n\ft c\fnt\b\fl the situati\fn in the ea\bly phases, y\fu may als\f need t\f establish lines t\f an extended ICS team \fpe\bating \bem\ftely. Make su\be y\fu have the landlines, cellula\b, \f\b \badi\f capacity t\f w\f\bk with \bem\fte g\b\fups. Gene\bally, this level \ff c\fmmunicati\fn is a cha\bacte\bistic \ff the scene management inci - dent phase.

Identify the Hot Zone “H\ft z\fne” is a desc\biptive te\bm f\f\b the a\bea immediately su\b\b\funding an incident—the a\bea \ff imminent dange\b t\f \besp\fnde\bs and citizens. Tis is the feld \ff f\be f\f\b gunmen ba\b\bicaded in a h\fuse. Tis is the l\fcati\fn \ff a \buptu\bed tanke\b and the vap\f\b cl\fud \ff the chl\f\bine gas leaking f\b\fm it. Why “h\ft z\fne”? Te \beas\fn f\f\b this is t\f establish c\fmm\fn te\bmin\fl\fgy with \fthe\b f\bst \besp\fnde\bs. Te te\bm emanates f\b\fm the milita\by as identify - ing an a\bea such as a landing z\fne that is unde\b f\be. It was ad\fpted by the f\be se\bvice and has been used by them f\f\b yea\bs. O\biginally this text and \fu\b c\fu\bse adv\fcated the te\bm “kill z\fne” in h\fpes it w\fuld clea\bly defne the life-th\beatening status \ff any given a\bea. In an attempt t\f standa\bdize \besp\fnse te\bms with \fthe\b f\bst \besp\fnde\bs, we have inc\f\bp\f\bated the te\bm Seven Critical Tasks™ 53 “h\ft z\fne.” Make n\f mistake, it still designates an a\bea that p\besents a clea\b and p\besent dange\b t\f the life and safety \ff any\fne within that a\bea, including \besp\fnde\bs. Figu\be 5.1 sh\fws a p\ftential h\ft z\fne f\f\b a ba\b\bicaded gunman with a small-calibe\b handgun in the f\bst-f\f\f\b apa\btment at 250 Main St\beet. In this scena\bi\f, the c\f\b\bect initial \badi\f t\bansmissi\fn by the supe\bvis\f\b sh\fuld be, “All ca\bs \besp\fnding t\f the incident at 250 Main St\beet. I want no cars on Main Street between Second Avenue and Tird Avenue .” Tis simple t\bansmissi\fn identifes the h\ft z\fne t\f all \besp\fnding units, p\bevents inad - ve\btent \besp\fnse int\f the a\bea, and may well save \ffce\bs’ lives. Te h\ft z\fne may be as small as a p\f\bti\fn \ff a city bl\fck, as depicted in Figu\be 5.1, \f\b (as we’ll see late\b) may inv\flve multiple city bl\fcks \f\b enti\be t\fwns, in the case \ff a chemical spill \f\b civil dis\f\bde\b. C\bitical incidents can happen anywhe\be. F\f\b an incident \fn an inte\bstate highway, \besp\fnde\bs may defne the h\ft z\fne \fn the \badi\f like this: “N\f ca\bs \fn Inte\bstate 90 between mile ma\bke\b 128 and mile ma\bke\b 129.” Te physical identifcati\fn \ff the h\ft z\fne will va\by f\b\fm incident t\f incident, but the need t\f clea\bly identify that a\bea will n\ft. Once y\fu’ve identifed this z\fne, depl\fy pe\bs\fnnel t\f ensu\be n\f \fne m\fves in \f\b \fut \ff the a\bea (public and \besp\fnde\bs). Te tw\f excepti\fns a\be evacuati\fns and c\fnt\b\flled m\fvement. And as we’ll see late\b when we get int\f m\f\be haza\bd\fus-mate\bials \besp\fnses, it can f\bequently make m\f\be sense f\f\b civilians t\f “shelte\b in place.” On a windy day, a HazMat h\ft z\fne can be deceptively la\bge, making evacuati\fn imp\bactical. First Ave.

Se cond A ve.

Tird A ve.

Fourth A ve. West St. \fast St.

Central S t.

\bain St. N Fig\fre 5.1 The sha\fe\f area shows the hot zone for a barrica\fe\f gunman in a frst-foor apartment with a small-caliber han\fgun. In this case, the hot zone is the suspect’s fel\f of fre as limite\f by nearby buil\fings. 54 Critical Inci\fent Management Controlled movement \befe\bs t\f getting the public clea\b \ff the h\ft z\fne. Y\fu d\f n\ft, h\fweve\b, simply let them \bun sc\beaming int\f the su\b\b\funding neighb\f\bh\f\fd. Chances a\be y\fu might l\fse suspects and witnesses that way. If y\fu have any \beas\fn t\f believe suspects may t\by t\f mingle with the c\b\fwd, pat d\fwn and inte\bview all pe\bs\fns leaving a c\biminal scene. At a minimum, take names and check IDs. Y\fu may need these pe\fple late\b. As Figu\be 5.2 sh\fws, the h\ft z\fnes f\f\b a ba\b\bicaded gunman and a HazMat spill w\fuld be ve\by dife\bent. Te f\bst is dete\bmined by the calibe\b \ff the gunman’s weap\fn and the su\b\b\funding buildings. Te sec\fnd is dete\b - mined by the size and natu\be \ff the spill and then by wind and te\b\bain. Te\be a\be n\f ha\bd-and-fast \bules f\f\b the size \ff a h\ft z\fne. Y\fu\b \fwn \fbse\bvati\fns \ff the te\b\bain, the su\b\b\funding buildings, the natu\be \ff the th\beat, and weathe\b c\fnditi\fns will dictate h\fw la\bge it will be. Te size and shape \ff the h\ft z\fne dete\bmines the size and shape \ff the a\bea we will discuss next: the inne\b pe\bimete\b.

Establish the Inner Perimeter Te inne\b pe\bimete\b defnes the a\bea just bey\fnd the h\ft z\fne and within which \besp\fnde\bs \fpe\bate t\f di\bectly c\fnt\b\fl the situati\fn. One \ff y\fu\b p\bima\by j\fbs is t\f st\bictly limit inne\b-pe\bimete\b access t\f \besp\fnding eme\bgency agencies. Fi rst Ave.

Se cond A ve.

Tird A ve.

Fourth A ve. Wind We st St. \fentral S t.

East St. \bain S t. N Fig\fre 5.2 Numerous factors, such as win\f, terrain, an\f nature of the release, can affect a HazMat hot zone. It can also change rapi\fly, forcing you to be extra conservative in your threat estimates. Seven Critical Tasks™ 55 Te inne\b pe\bimete\b is not the hot zone . It’s the line immediately behind which y\fu and \fthe\b \besp\fnde\bs a\be w\f\bking. Te b\funda\by \ff the inne\b pe\bimete\b must c\fmpletely su\b\b\fund the h\ft z\fne and be tightly c\fnt\b\flled t\f keep the incident f\b\fm expanding. Y\fu c\fnt\b\fl access t\f the h\ft z\fne, di\becting wh\f g\fes in (such as a c\f\f\bdinated assault team) and wh\f g\fes \fut (such as feeing suspects t\bying t\f blend in with a c\b\fwd). Tis is the b\fund - a\by bey\fnd which y\fu c\fnduct all \fpe\bati\fns. Alth\fugh the inne\b pe\bimete\b can be an \ffensive p\fsiti\fn, it must af\f\bd c\fve\b, c\fncealment, and/\f\b p\b\fpe\b safe distance f\f\b \besp\fnde\bs w\f\bking behind it. Remembe\b, y\fu\b \fbjective at this p\fint is c\fntainment. Te b\funda\by must be stable, and y\fu\b pe\fple sh\fuld have assigned p\fsts that they d\f n\ft leave. No independent actions sh\fuld be taken. Tis is \fne \ff th\fse times when pe\bs\fnnel sh\fuld d\f \fnly what y\fu tell them t\f d\f. Independent acti\fn f\b\fm an inne\b-pe\bimete\b p\fsiti\fn can make things w\f\bse. By natu\be, \ffce\bs c\fn - stantly \beevaluate and t\by t\f imp\b\fve thei\b st\bategic l\fcati\fns. Tis usually t\banslates t\f getting cl\fse\b t\f the scene. Lef unc\fnt\b\flled, this tendency has \fn nume\b\fus \fccasi\fns led t\f \ffce\bs exp\fsing themselves unnecessa\bily t\f gun - f\be within the h\ft z\fne and fu\bthe\b c\fmplicating an al\beady deadly situati\fn. Figu\be 5.3 sh\fws a typical inne\b pe\bimete\b set up in \besp\fnse t\f the ba\b - \bicaded gunman at 250 Main St\beet. Te next seve\bal pa\bag\baphs will \befe\b t\f this illust\bati\fn. First Ave.

Se cond Ave.

Tird A ve.

Fourth Ave. West St . \fentral St .

Main Street \ba st St . N \b F A 250 Main BD G H \f Fig\fre 5.3 The inner perimeter \fefnes the boun\fary within which respon\fers work to contain an\f resolve the inci\fent. This illustration shows a possible inner perimeter for a barrica\fe\f gunman with a small-caliber weapon. 56 Critical Inci\fent Management A and B \bep\besent the f\bst-\besp\fnding \ffce\bs. Tey answe\bed the initial call and g\ft pinned d\fwn by gunf\be at the scene. Y\fu, as the f\bst- \besp\fnding supe\bvis\f\b, have ann\funced \besp\fnse t\f and c\fmmand \ff the scene. Y\fu c\fnducted a b\bief p\b\fblem assessment, identifed the h\ft z\fne, and c\fm - municated that inf\f\bmati\fn t\f additi\fnal \besp\fnding units. Alth\fugh this z\fne may change as the situati\fn ev\flves, such as suspects \fpening up with l\fnge\b-\bange weap\fns \f\b gaining access t\f highe\b g\b\fund, the a\bea p\fsing the kn\fwn dange\b t\f f\bst \besp\fnde\bs has been identifed. Y\fu must n\fw depl\fy \bes\fu\bces t\f c\fntain and c\fnt\b\fl the situati\fn. Ma\bked units C and D a\be p\fsiti\fned t\f bl\fck \ff all vehicula\b and pedes - t\bian t\bafc f\b\fm ente\bing the a\bea. Tis includes eme\bgency vehicles and pe\bs\fnnel \besp\fnding t\f the scene. Y\fu must depl\fy \bes\fu\bces with clea\b and c\fncise \badi\f c\fmmunicati\fns. O\bde\bs must c\fntain n\ft \fnly duties but als\f the \b\fute f\f\b safe a\b\bival at the desi\bed l\fcati\fn. Y\fu may be the \fnly \fne wh\f has this inf\f\bmati\fn. Sha\be it! F\f\b example, a c\fmmand given t\f ma\bked unit C might s\fund s\fmething like this: “Resp\fnd the inte\bsecti\fn \ff Main St\beet and Ti\bd Avenue. Av\fid Main St\beet between Sec\fnd and Ti\bd. App\b\fach the inte\bsecti\fn f\b\fm the s\futh \fn Main \f\b the west \fn Ti\bd. St\fp all vehicula\b and pedest\bian t\bafc f\b\fm p\b\fceeding n\f\bthb\fund \fn Main St\beet.” A simila\b di\becti\fn, c\fmplete with safe access \b\fute and duties up\fn a\b\biving, w\fuld be given t\f ma\bked unit D. Tese types \ff detailed c\fmmu - nicati\fns may seem cumbe\bs\fme, but they a\be exactly what the ph\base clear, concise order giving means. D\fn’t assume y\fu\b pe\fple kn\fw s\fmething that y\fu take f\f\b g\banted. Keep it b\bief, but spell it \fut. P\fsiti\fns E, F, G, and H \bep\besent \fthe\b \ffce\bs that may be depl\fyed in safe c\fve\b a\b\fund the incident scene t\f ensu\be c\fntainment. As y\fu w\fuld expect, thei\b \f\bde\bs sh\fuld als\f include safe \b\futes and detailed di\becti\fns as t\f thei\b duties and \besp\fnsibilities. Tese p\fsiti\fns may be temp\f\ba\by.

Specially t\bained pe\bs\fnnel, such as SWAT, may \believe m\fst, if n\ft all, \ff thei\b p\fsiti\fns. S\fme supe\bvis\f\bs might attempt t\f \bem\fve \ffce\bs A and B f\b\fm the h\ft z\fne immediately. Tat may be a g\f\fd st\bategy if it can be acc\fmplished safely and with\fut c\fmp\b\fmising the c\fntainment \ff the suspect. H\fweve\b, it may be imp\fssible t\f achieve with\fut undue \bisk. Als\f, \ffce\bs pinned d\fwn may \befuse t\f m\fve f\f\b fea\b \ff exp\fsu\be. If y\fu decide t\f attempt an ext\bac - ti\fn, make su\be y\fu take the afected \ffce\bs’ input int\f acc\funt! Te p\b\f - cedu\be will \bequi\be thei\b c\f\fpe\bati\fn. If the \ffce\bs have adequate c\fve\b and a\be in a p\fsiti\fn \ff \belative safety, they sh\fuld be lef in place until they can be m\fved safely with the assistance \ff specialized pe\bs\fnnel and equipment. A few \fthe\b p\fints need t\f be made ab\fut the inne\b pe\bimete\b. As just stated, the inne\b pe\bimete\b must af\f\bd c\fve\b, c\fncealment, and/\f\b p\b\fpe\b safe distance f\f\b \besp\fnde\bs w\f\bking behind it. G\f\fd c\fve\b is \ffen defned Seven Critical Tasks™ 57 as the p\fsiti\fn we put \fu\bselves in immediately afer the f\bst sh\ft is f\bed in \fu\b di\becti\fn. Y\fu\b j\fb as supe\bvis\f\b is t\f make su\be \besp\fnde\bs have p\b\fpe\b c\fve\b be\fore they d\baw the attenti\fn \ff a gunman. Assess the c\fve\b \bequi\bements \ff the assigned units bef\f\be sending them int\f ha\bm’s way. Keep in mind that this is ext\bemely difcult t\f d\f if y\fu have p\fsiti\fned y\fu\bself as a playe\b instead \ff a c\fach. As an active pa\bticipant, y\fu can devel\fp a kind \ff tunnel visi\fn that seve\bely limits y\fu\b ability t\f see the big pictu\be. Place y\fu\bself in a p\fsiti\fn that all\fws y\fu t\f c\fnduct \fng\fing assessments \ff the scene (and all \ff its elements) in \belative safety. Y\fu can’t d\f that if y\fu’\be c\b\fuching behind a t\bash bin t\f av\fid h\fstile f\be. Of c\fu\bse it’s p\fssible y\fu may sta\bt \fut as a playe\b at a scene, but pull back as s\f\fn as y\fu can. We kn\fw y\fu w\fuld p\b\fbably \bathe\b be \bight in the\be \fn the f\b\fnt lines. D\fn’t w\f\b\by ab\fut what any\fne might think! Y\fu have multiple \besp\fnsibilities, and c\fve\b assess - ment is just \fne \ff them. Of c\fu\bse, c\fve\b f\b\fm a gunman is n\ft the same as c\fve\b f\b\fm a cl\fud \ff p\fis\fn\fus gas. When y\fu’\be faced with a \buptu\bed chl\f\bine tanke\b, f\f\b example, y\fu\b pe\fple need t\f be a minimum \ff 900 feet away and upwind.

Tis fgu\be c\fmes n\ft f\b\fm a visual assessment \ff the scene and y\fu\b \fwn st\beet sma\bts, but f\b\fm an invaluable \befe\bence b\f\fk, the U.S. Depa\btment \ff T\bansp\f\btati\fn Emergency Response Guidebook (ERG). We g\f int\f the ERG in m\f\be detail in Appendix B. Te inne\b pe\bimete\b may n\ft be as dange\b\fus as the h\ft z\fne, but it still \bequi\bes signifcant safety measu\bes. C\fve\b in the case \ff HazMat means eithe\b distance f\b\fm a scene \f\b p\b\ftective cl\fthing, which law enf\f\bcement \besp\fnde\bs w\fn’t have. Te\bef\f\be they must \bely \fn t\baining and expe\bience t\f av\fid c\fntact with a \beleased substance.

Uniformed Personnel Ou\b next tw\f p\fints pe\btain t\f pe\fple within the inne\b pe\bimete\b. Te f\bst c\fnce\bns plaincl\fthes pe\bs\fnnel. It may seem \fbvi\fus t\f limit inne\b-pe\bimete\b access t\f eme\bgency \besp\fnde\bs. N\fw we’ll take that a step fu\bthe\b and a\bgue that, pa\bticula\bly in c\biminal-activity scenes, \besp\fnde\bs sh\fuld be limited t\f uni\formed pe\bs\fnnel. If plaincl\fthes a\be initially depl\fyed, \bem\fve them and \beplace them with unif\f\bms as s\f\fn as p\fssible. Te wide success \ff plain - cl\fthes units has been due in pa\bt t\f thei\b ability t\f blend int\f the gene\bal p\fp - ulati\fn. Tey a\be indistinguishable. Y\fu d\fn’t want t\f put y\fu\b detectives at undue \bisk f\b\fm membe\bs \ff \fthe\b depa\btments \f\b \fve\bzeal\fus h\fme\fwne\bs. Of c\fu\bse, \bem\fving plaincl\fthes pe\bs\fnnel f\b\fm an inne\b pe\bimete\b isn’t always an \fpti\fn. If the \fnly \ffce\bs available t\f c\fntain a suspect a\be plaincl\fthes pe\bs\fnnel, then use them. H\fweve\b, y\fu as the supe\bvis\f\b must 58 Critical Inci\fent Management make thei\b p\besence very clear t\f all \besp\fnding units. Use p\fsiti\fns and desc\bipti\fns, if necessa\by. Failu\be t\f d\f s\f may have t\bagic \besults.

P\fblic within the Inner Perimeter We int\b\fduced dealing with the public in \fu\b h\ft-z\fne discussi\fn. Du\bing the c\bisis phase \ff a c\bitical incident, the\be may well be inn\fcent pe\fple t\bapped within the inne\b pe\bimete\b. In the scena\bi\f depicted in Figu\be 5.3, the a\bea identifed as the h\ft z\fne and enc\fmpassed by the inne\b pe\bimete\b c\fuld c\fntain nume\b\fus civilians. Usually, the best st\bategy in the c\bisis phase is t\f keep individuals wh\f a\be in \belatively safe l\fcati\fns, such as thei\b h\fmes, in th\fse l\fcati\fns until they can be m\fved in a safe and \f\bde\bly manne\b. Tis st\bategy is kn\fwn as shelter-in-place . It is a st\bategy \ffen used in chemical spills that inv\flve n\f th\beat \ff f\be \f\b expl\fsi\fn. Te alte\bnative t\f shelte\b-in-place is evacuati\fn. H\fweve\b, evacuati\fn is seld\fm a g\f\fd \fpti\fn in the c\bisis phase \ff an incident. Evacuati\fn is alm\fst always bette\b acc\fmplished in the scene management phase when sufcient \bes\fu\bces a\be available t\f ca\b\by \fut this tactic. Alth\fugh c\bisis c\fntainment and \besp\fnde\b safety a\be pa\bam\funt, y\fu sh\fuld n\ft let the public be an afe\bth\fught. As pa\bt \ff the p\b\fblem assess - ment p\b\fcess du\bing the c\bisis phase, dete\bmine wh\f \f\b what might be endange\bed within the pe\bimete\bs y\fu’ve established. Accept that y\fu may n\ft be able t\f adequately handle the public as well as y\fu might like t\f at this p\fint. Tat may have t\f wait until the scene management phase. Lastly, take a\beas \ff c\bitical vulne\bability int\f acc\funt when y\fu c\beate y\fu\b inne\b pe\bimete\b. Such a\beas can include h\fspitals, sch\f\fls, gun sh\fps, and p\fwe\b plants. Anything that c\fuld signifcantly add t\f the se\bi\fusness \ff the incident if it we\be t\f bec\fme inv\flved must be l\fcked d\fwn as quickly as p\fssible. F\f\b example, if y\fu d\fn’t want y\fu\b h\fstage situati\fn t\f inv\flve a nea\bby sch\f\fl, it’s up t\f y\fu t\f \bec\fgnize the th\beat and make su\be the build - ing is l\fcked d\fwn \f\b evacuated, depending \fn the specifc situati\fn. Te b\ftt\fm line is that du\bing the c\bisis phase y\fu must identify and secu\be the public and at-\bisk l\fcati\fns t\f the best \ff y\fu\b ability. Tat gives y\fu the b\beathing \b\f\fm y\fu need t\f devel\fp and implement m\f\be detailed \besp\fnse st\bategies in the scene management phase.

Establish the O\fter Perimeter While the inne\b pe\bimete\b c\fnt\b\fls the incident, the \fute\b pe\bimete\b c\fnt\b\fls the response t\f the incident. Y\fu will have c\b\fwds, specifcally, th\bee types \ff c\b\fwds: Seven Critical Tasks™ 59 Civilian bystande\bs, which va\by by l\fcati\fn and time \ff day Te media, which va\by by l\fcati\fn as well as the natu\be and seve\bity \ff the incident Eme\bgency \besp\fnde\bs, which als\f va\by with the type \ff incident (P\bepa\be, h\fweve\b, f\f\b a maj\f\b media and eme\bgency \besp\fnse even in \bem\fte a\beas with small civilian p\fpulati\fns.) Te a\bea between the inne\b and \fute\b pe\bimete\bs is whe\be \besp\fnde\bs get thei\b w\f\bk d\fne. It is essential that y\fu tightly c\fnt\b\fl access t\f this a\bea.

Even \fthe\b \besp\fnde\bs can cause c\fnfusi\fn if they have un\best\bained access t\f a scene. Te app\b\fp\biate depl\fyment \ff a\b\biving units is \fne \ff y\fu\b essen - tial scene c\fmmand tasks. Tat f\bequently means establishing a staging a\bea, an a\bea t\f which \bes\fu\bces can \besp\fnd and f\b\fm which y\fu can depl\fy them as \bequi\bed. (We will discuss staging late\b in this chapte\b.) Te typical management p\b\fblem t\bansiti\fns f\b\fm t\f\f few \bes\fu\bces in the c\bisis phase t\f p\fssibly t\f\f many \bes\fu\bces in the scene management phase. T\fse la\bge numbe\bs \ff \bes\fu\bces \bequi\be ca\beful management t\f make su\be they a\be used t\f thei\b maximum efciency. Time and again the initial \besp\fnse \ff eme\bgency \besp\fnde\bs t\f a scene has caused g\bidl\fck and inhibited successful \fpe\bati\fns. Tis f\f\bces y\fu t\f disc\fnnect f\b\fm scene management and c\fncent\bate \fn und\fing the g\bid - l\fck. Valuable time and ene\bgy is f\fcused \fn a p\b\fblem caused by th\fse wh\f a\be attempting t\f help. Te ea\bly establishment \ff an \fute\b pe\bimete\b p\b\f - vides an \fpen a\bea in which t\f stage and \fpe\bate and an additi\fnal safety z\fne f\f\b n\fneme\bgency w\f\bke\bs. Figu\be 5.4 depicts with p\flice units a typical \fute\b pe\bimete\b \besp\fnde\bs might establish f\f\b the 250 Main St\beet gunman incident. Te \fute\b pe\bim - ete\b sh\fwn in Figu\be 5.4 has been established fa\b en\fugh away f\b\fm the inci - dent l\fcati\fn t\f gua\bantee public safety \futside its limits, yet cl\fse en\fugh t\f keep the a\bea between the inne\b and \fute\b pe\bimete\bs a manageable size. Te \fute\b pe\bimete\b is n\ft an \ffensive p\fsiti\fn. If it bec\fmes s\f, then it’s t\f\f cl\fse t\f the actual incident. Its p\bima\by functi\fn is t\f c\fnt\b\fl m\fvement t\f and f\b\fm the scene, n\ft deal di\bectly with devel\fpments in the h\ft z\fne.

As with the inne\b pe\bimete\b, pe\bs\fnnel assigned t\f \fute\b-pe\bimete\b p\fsts sh\fuld be sent t\f specifc l\fcati\fns and inst\bucted t\f stay the\be. A g\f\fd feld test t\f apply t\f an \fute\b pe\bimete\b is whethe\b n\fnp\flice pe\bs\fnnel can staf it safely. If pe\bs\fnnel \fn the \fute\b pe\bimete\b need t\f wea\b b\beathing appa\batus and p\b\ftective equipment, then it is n\ft an \fute\b pe\bim - ete\b. If y\fu feel the need f\f\b a\bmed \ffce\bs \fn y\fu\b \fute\b pe\bimete\b, then y\fu have n\ft p\fsiti\fned the b\funda\by c\f\b\bectly. N\f weap\fns sh\fuld be unh\fl - ste\bed \f\b displayed at any p\fint \fn the \fute\b pe\bimete\b. Te inne\b pe\bimete\b is the business end; that’s whe\be y\fu\b \ffensive \bes\fu\bces sh\fuld be depl\fyed. 60 Critical Inci\fent Management Te me\be p\besence and \beadiness \ff f\bea\bms \fn the \fute\b pe\bimete\b \fpens the d\f\f\b t\f inapp\b\fp\biate \besp\fnse. Ofce\bs bey\fnd efective \bange might f\be t\fwa\bd a cent\bal l\fcati\fn su\b\b\funded by \fthe\b \besp\fnde\bs. Y\fu\b j\fb is t\f minimize this p\fssibility by making su\be the\be a\be n\f weap\fns at the \beady p\fsiti\fn \fn the \fute\b pe\bimete\b. Unless the\be is p\ftential f\f\b se\bi - \fus civil un\best, \ffce\bs at \fute\b stati\fns need be a\bmed \fnly with the t\f\fls essential f\f\b t\bafc and c\b\fwd c\fnt\b\fl. Tey need als\f be awa\be \ff \belevant incident inf\f\bmati\fn that they can pass \fn t\f \besp\fnding units, such as c\fm - mand p\fst and staging a\bea l\fcati\fns. T\f be efective, the \fute\b pe\bimete\b must c\fmpletely encl\fse the inne\b pe\bimete\b. Te actual size \ff the pe\bimete\b depends enti\bely \fn the scale and natu\be \ff the event. F\f\b example, if y\fu expect f\fu\b enti\be f\be c\fmpanies and tw\f HazMat \besp\fnse teams \fn-scene, y\fu\b \fute\b b\funda\by had bette\b expand t\f all\fw f\f\b th\fse vehicles t\f stage secu\bely. Te \fute\b-pe\bimete\b example we’ve used s\f fa\b has been based \fn c\bimi - nal activity. But \becall the cl\fud \ff chl\f\bine gas in Figu\be 5.2. With a va\biable h\ft z\fne c\fmes a va\biable inne\b pe\bimete\b and a va\biable \fute\b pe\bimete\b. In this case, whe\be a\be y\fu g\fing t\f be c\fmf\f\btable all\fwing c\b\fwds t\f gathe\b?

Depending \fn weathe\b c\fnditi\fns, y\fu may be l\f\fking at an \fute\b pe\bimete\b \ff p\fssibly d\fzens \ff city bl\fcks. Play it safe! When a \bail tanke\b expl\fsi\fn dem\flished 90 pe\bcent \ff the business dis - t\bict \ff C\bescent City, Illin\fis, the\be we\be n\f fatalities. Resp\fnde\bs \bec\fgnized 250 Main First A ve.

Secon\f A ve.

Tir\f A ve.

Fourth A ve. \best St . East St .

Central St .

Main St. E F A B G D C H N Fig\fre 5.4 The outer perimeter (represente\f by the black-an\f-white units) for a barrica\fe\f gunman with a small-caliber weapon. The region between the inner an\f outer perimeters provi\fes a safe work area for respon\fers. Seven Critical Tasks™ 6\b the th\beat in time and evacuated the enti\be t\fwn. Te less\fn? Even y\fu\b inne\b pe\bimete\b can quickly l\f\fk like the b\f\bde\bs \ff a midsize t\fwnship. It’s unlikely y\fu w\fuld have the \bes\fu\bces t\f c\fmpletely encl\fse an a\bea that size with an \fute\b pe\bimete\b. In that case, y\fu w\fuld simply bl\fckade inc\fming t\bafc and set up a w\f\bking a\bea \fn \fne edge \ff the evacuated a\bea. It w\fuld be big en\fugh t\f h\fld staging and c\fmmand functi\fns, but small en\fugh f\f\b y\fu t\f c\fnt\b\fl access. N\fw that y\fu have established the incident scene lay\fut and c\beated a place t\f w\f\bk, it’s time t\f tu\bn t\f the tasks y\fu must acc\fmplish t\f c\f\f\bdi - nate y\fu\b \bes\fu\bces. Te fnal th\bee c\bitical tasks als\f happen t\f be imp\f\b - tant c\fmp\fnents \ff the Incident C\fmmand System and, by extensi\fn, the Nati\fnal Incident Management System.

Establish the Command Post At just ab\fut any scene, the supe\bvis\f\b’s vehicle will se\bve as the initial c\fmmand p\fst. Te\bef\f\be whe\be y\fu pa\bk y\fu\b vehicle up\fn a\b\biving \fn-scene is c\bitical t\f y\fu\b ability t\f c\fmmand the incident. Te me\be l\fcati\fn selected may make the dife\bence in whethe\b y\fu will be a pa\bticipant/playe\b \f\b a manage\b/c\fach. Any c\fmmand p\fst, whethe\b it’s a m\fbile \f\b fxed site, must be l\fcated \futside \ff the h\ft z\fne and between the inne\b and \fute\b pe\bimete\bs. Tis gives y\fu\b pe\fple (and y\fu!) safe access t\f the c\fmmand p\fst in a c\fnt\b\flled a\bea. Te initial placement \ff y\fu\b vehicle sh\fuld als\f meet these c\bite\bia: n\ft s\f cl\fse that y\fu c\fme unde\b th\beat, and n\ft s\f fa\b away that y\fu’ll have t\f m\fve cl\fse\b \fnce y\fu establish the \fute\b pe\bimete\b. Tis assumes that \fthe\b \besp\fnde\bs get t\f the scene bef\f\be y\fu. Tis may n\ft always be the case. If y\fu a\be \fne \ff the initial \besp\fnde\bs t\f a\b\bive \fn- scene , y\fu may ch\f\fse t\f p\fsiti\fn y\fu\b vehicle t\f deny access t\f the h\ft z\fne.

In this case, y\fu stay the\be until y\fu can get an\fthe\b unit t\f \beplace y\fu. Only then can y\fu back \ff the f\b\fnt line t\f a safe and c\fnt\b\flled l\fcati\fn. As discussed ea\blie\b, if y\fu \bemain \fn the inne\b pe\bimete\b, y\fu\b f\fcus will be \fn event pa\bticula\bs and n\ft \fn the \fve\ball \fpe\bati\fn. Only by \bem\fv - ing y\fu\bself f\b\fm the immediacy \ff the acti\fn can y\fu devel\fp that b\b\fad \fve\bview \ff the situati\fn y\fu need t\f be an efective supe\bvis\f\b. Te\be is a c\fmm\fn management p\binciple that tells us we tend t\f manage what we can see. If we put \fu\bselves \fn the inne\b pe\bimete\b \ff an incident, we will tend t\f manage f\b\fm that pe\bspective and p\fssibly fail t\f handle issues n\ft in \fu\b immediate line \ff sight. Any command post involving armed individuals, either fxed or mobile, should not be located within line o\f site o\f an incident. 62 Critical Inci\fent Management If y\fu can see them, they can see y\fu. Te last thing y\fu want t\f give sus - pects is a bi\bd’s-eye view \ff the activities at y\fu\b c\fmmand p\fst. By l\fcating a c\fmmand p\fst \fut \ff sight \ff an incident, y\fu n\ft \fnly enhance the secu\bity and safety \ff c\fmmand p\fst pe\bs\fnnel but als\f f\f\bce the management \ff the scene t\f a dife\bent pe\bspective. And what is that pe\bspective? Te big pictu\be. Figu\be 5.5 indicates \fne p\fssible l\fcati\fn f\f\b the initial supe\bvis\f\b t\f pa\bk his \f\b he\b vehicle f\f\b \fu\b gunman scena\bi\f. Tis sp\ft w\fuld als\f be a g\f\fd ch\fice f\f\b the establishment \ff a fxed-site c\fmmand p\fst. Keep in mind this is \fnly \fne \ff seve\bal p\ftential sites. We kn\fw \fu\b c\fmmand p\fst sh\fuld n\ft be in \f\b nea\b the h\ft z\fne because \ff line-\ff-sight and c\fmmand pe\bspective issues. But the\be’s an\fthe\b fact\f\b t\f c\fnside\b: wind di\becti\fn. While we always take wind int\f acc\funt du\bing chem - ical \f\b haza\bd\fus-mate\bial incidents, we tend t\f neglect it when add\bessing ba\b - \bicaded \f\b a\bmed suspects—that is, until the depl\fyment \ff tea\b gas by a SWAT team incapacitates \fu\b c\fmmand p\fst, which we have l\fcated d\fwnwind f\b\fm an incident. Empl\fying chemical weap\fns t\f ext\bicate \f\b temp\f\ba\bily incapaci - tate a\bmed suspects is standa\bd \fpe\bating p\b\fcedu\be f\f\b SWAT teams. Y\fu can’t manage a scene if y\fu’\be sufe\bing as much as y\fu\b suspects a\be. Fi rst A ve.

Second A ve.

Tird A ve.

Fourth A ve. West St . \fentral St .

Ea st St . A E F \b \f D G H Main St . N Wind 250 Main Fig\fre 5.5 A comman\f post ( ◩) shoul\f be in a safe, controlle\f location. This illustration shows the frst-respon\fing supervisor’s unit within the outer perim - eter an\f out of line of sight of the hot zone. Seven Critical Tasks™ 63 Be Flexible Wind di\becti\fn may n\ft be a maj\f\b fact\f\b in the initial placement \ff the supe\bvis\f\b’s vehicle. Tis is by defniti\fn a mobile c\fmmand p\fst. As the ini - tial supe\bvis\f\b, y\fu may pa\bk y\fu\b vehicle \fnly t\f \bealize y\fu a\be d\fwnwind f\b\fm the suspect l\fcati\fn. Y\fu m\fve. H\fweve\b, wind must defnitely be c\fn - side\bed when y\fu select a fxed-site l\fcati\fn. And even then, keep in mind that the c\fmmand p\fst l\fcati\fn may change seve\bal times du\bing the c\fu\bse \ff the incident as \bequi\bements dictate. As the incident p\b\fg\besses, any numbe\b \ff va\biables (weathe\b, \bequi\be - ments \ff y\fu\b \besp\fnding \bes\fu\bce, length \ff \fpe\bati\fn, etc.) may \bequi\be additi\fnal changes \ff l\fcati\fn. It is y\fu\b \besp\fnsibility as the f\bst- \besp\fnding supe\bvis\f\b t\f identify a safe and app\b\fp\biate c\fmmand p\fst l\fcati\fn.

Whethe\b the l\fcati\fn \bemains static f\f\b the enti\be incident is immate\bial. It may well change. Y\fu sh\fuld n\ft feel that y\fu\b auth\f\bity \f\b decisi\fn-making ability is being questi\fned. Few c\bitical incidents can be stabilized and \bes\flved using \fnly a p\flice vehicle as a c\fmmand p\fst. Tw\f m\f\be likely alte\bnatives a\be a t\bansfe\b \ff auth\f\bity t\f a fxed site \f\b t\f a m\fbile c\fmmand p\fst vehicle. Of c\fu\bse, the l\fcati\fn \ff eithe\b sh\fuld meet the same c\bite\bia \futlined f\f\b the initial place - ment \ff the supe\bvis\f\b’s vehicle.

Fixed-Site Command Post Te t\bansiti\fn f\b\fm a single-vehicle c\fmmand p\fst t\f a fxed-site c\fmmand p\fst usually \fccu\bs when y\fu\b \bequested \bes\fu\bces a\b\bive at the eme\bgency scene. Tese \bes\fu\bces may be additi\fnal supe\bvis\f\by law pe\bs\fnnel, f\be pe\bs\fnnel, eme\bgency medical se\bvice pe\bs\fnnel, \f\b specialists \bequested f\f\b scene \bes\fluti\fn. If y\fu d\f n\ft have \beady access t\f a m\fbile c\fmmand vehicle, establish a fxed-site l\fcati\fn. T\f be efective, y\fu\b fxed c\fmmand p\fst must have the f\fll\fwing:

Elect\bicity D\binking wate\b Rest\b\f\fm facilities Access t\f teleph\fne lines Ability t\f m\fnit\f\b televisi\fn b\b\fadcasts Remembe\b, alth\fugh cellula\b ph\fnes may be \ff g\beat assistance in the c\bisis phase and ea\bly \fn in the scene management, y\fu still need teleph\fne landlines. Cellula\b systems a\be p\b\fne t\f \fve\bl\fad and a\be less secu\be even than the \badi\f f\bequencies we use daily. 64 Critical Inci\fent Management Te c\fmmand p\fst sh\fuld have heat in the winte\b and ai\b c\fnditi\fning in the summe\b. If such \fpti\fns a\be unavailable, the c\fmmand p\fst sh\fuld at least p\b\fvide shelte\b f\b\fm the elements and an atm\fsphe\be c\fnducive t\f c\fm - municati\fn and decisi\fn-making p\b\fcesses. Av\fid \fpen-ai\b c\fmmand p\fsts.

Even if weathe\b is n\ft a fact\f\b, the n\fise and activity \ff an \fpen-ai\b c\fmmand p\fst can be a maj\f\b dist\bacti\fn. Te availability \ff televisi\fn and vide\f equipment, \fnce th\fught a lux - u\by, is n\fw a necessity. Tis equipment may well p\b\fvide intelligence that can be vital t\f decisi\fn making. Te same can be said \ff c\fmpute\bs, fax machines, c\fpie\bs, and \fthe\b equipment that has bec\fme pa\bt \ff \fu\b daily administ\bative lives. Chances a\be that if y\fu fnd y\fu\bself setting up a fxed- site l\fcati\fn, the incident may last f\f\b quite a while. Make su\be the c\fmmand p\fst supp\f\bts the c\fmmand functi\fns and p\b\fvides f\f\b all c\fnceivable needs.

Mobile Command Post Vehicles Te \fthe\b likely \fpti\fn is t\f t\bansiti\fn t\f a m\fbile c\fmmand p\fst vehicle.

M\fbile c\fmmand p\fsts can, by natu\be, be \bedepl\fyed easily. F\f\b example, a m\fbile c\fmmand p\fst is \bequi\bed in a haza\bd\fus-mate\bial incident due t\f the p\fssibility \ff wind change and the subsequent need t\f fall back t\f a safe\b a\bea. All \ff the elements \bequi\bed f\f\b a fxed site sh\fuld be available in a m\fbile c\fmmand p\fst. In the last seve\bal yea\bs, nume\b\fus c\fmpanies have begun p\b\fducing vehicles that meet these \bequi\bements. Such vehicles, we feel, a\be t\buly w\f\bth the investment. Unf\f\btunately, ju\bisdicti\fns f\bequently misuse m\fbile c\fmmand p\fsts as n\fthing m\f\be than m\fbile c\fmmunicati\fns cente\bs. Filled with additi\fnal \badi\fs, teleph\fnes, and ass\f\bted \fthe\b equipment, they \ffen lack the c\bitical, basic \bequi\bements \ff an adequate c\fmmand p\fst. If in fact the m\fbile c\fm - mand p\fst available t\f y\fu is n\fthing m\f\be than a c\fmmunicati\fn vehicle, use it in c\fnjuncti\fn with a fxed site. Rega\bdless \ff which \fpti\fn y\fu ch\f\fse, the\be is always \fne c\fmm\fn \bequi\bement f\f\b any adequate c\fmmand p\fst: It must p\b\fvide an atm\fsphe\be c\fnducive t\f the c\fmmunicati\fn and decisi\fn-making p\b\fcesses that will take place. Te c\fmmand p\fst must have the ability t\f minimize st\bess fac - t\f\bs, such as n\fise, c\fnfusi\fn, and panic, and the dist\bacting efects they can have \fn th\fse in cha\bge.

Establish a Staging Area Te staging a\bea is a specifc l\fcati\fn t\f which additi\fnal \bes\fu\bces \besp\fnd and await depl\fyment t\f the scene. D\f n\ft c\fnfuse the staging a\bea and the Seven Critical Tasks™ 65 c\fmmand p\fst. Tese tw\f te\bms have \ffen been inte\bchanged, and many times the tw\f functi\fns end up as a c\fmbined a\bea. Keep them sepa\bate, if p\fssible. In smalle\b incidents, such as a min\f\b chemical spill, it may be app\b\fp\bi - ate t\f c\fmbine c\fmmand and staging. H\fweve\b, in a ba\b\bicaded-gunman \f\b a\bmed h\fstage situati\fn, the tw\f sh\fuld always be sepa\bate. C\fmbined c\fm - mand p\fst/staging a\beas tend t\f be c\b\fwded, difcult t\f access, and n\fisy.

Tis d\fes n\ft make f\f\b the calm, quiet decisi\fn-making atm\fsphe\be we l\f\fk f\f\b in a p\b\fpe\b c\fmmand p\fst! Te a\bea designated f\f\b staging sh\fuld be well \fut \ff the h\ft z\fne, but between the inne\b and \fute\b pe\bimete\bs. It must be la\bge en\fugh t\f acc\fm - m\fdate all \ff the \besp\fnding \bes\fu\bces, and cl\fse en\fugh t\f all\fw f\f\b quick t\bansfe\b t\f and f\b\fm the scene. Pa\bking l\fts and bl\fcked-\ff st\beets a\be \fptimum l\fcati\fns. Figu\be 5.6 gives a p\fssible l\fcati\fn f\f\b \fu\b incident at 250 Main St\beet. Te staging a\bea is an abs\flute \bequi\bement. C\beate it and use it app\b\f - p\biately. T\f\f \ffen a supe\bvis\f\b ph\bases a \bequest t\f Dispatch as, “Send me a f\be c\fmpany and ambulance supp\f\bt d\fwn he\be.” Tis di\bective \besults in the \bequested \bes\fu\bce \besp\fnding t\f the incident l\fcati\fn—in \fthe\b w\f\bds, int\f the h\ft z\fne. Te establishment \ff a staging a\bea p\bevents this f\b\fm \fccu\b\bing. Te designati\fn \ff a staging a\bea in mass-casualty incidents is ext\bemely imp\f\btant. Failu\be t\f d\f s\f will \besult in all \besp\fnding EMS units g\fing di\bectly t\f the scene, usually \besulting in g\bidl\fck \ff c\bitical \bes\fu\bces by \fthe\b \bes\fu\bces. Resp\fnse t\f a staging a\bea, and then depl\fyment t\f the First A ve.

Second A ve.

Tird A ve.

Fourth A ve. West St . \fentral S t.

Ea st St . A E F \b \fD G H Main S t. N Wind 250 Mai n S Fig\fre 5.6 The staging area (Ⓢ) for a\f\fitional resources must be in a controlle\f area an\f have goo\f access to the scene. 66 Critical Inci\fent Management scene, all\fws f\f\b n\ft \fnly access t\f the scene but eg\bess as well. Te\be have been nume\b\fus incidents whe\be this \fve\b\besp\fnse and g\bidl\fck di\bectly t\f the scene have \besulted in the need t\f hand ca\b\by victims l\fng distances bef\f\be \beaching a unit capable \ff getting them t\f a medical facility. As when \f\bde\bing in y\fu\b initial \bes\fu\bces, a sample t\bansmissi\fn f\f\b the scena\bi\f depicted in Figu\be 5.6 might be: “I need f\be and ambulance units standing by in the pa\bking l\ft \fn West St\beet at F\fu\bth St\beet. Tey must av\fid t\bavel \fn Main St\beet between Sec\fnd and Ti\bd.” When y\fu establish a staging a\bea, d\fn’t f\f\bget t\f app\fint a Staging A\bea Supe\bvis\f\b. Res\fu\bces di\bected t\f a staging a\bea have a \beas\fnable expec - tati\fn t\f be met and b\biefed by a c\fmmand \bep\besentative. If y\fu neglect t\f assign a Staging A\bea Supe\bvis\f\b, y\fu l\fse c\fntact with and c\fnt\b\fl \fve\b inc\fming \bes\fu\bces. Resp\fnde\bs will n\ft stand by indefnitely with\fut being b\biefed \fn the situati\fn and tactics. Als\f, with\fut the app\fintment \ff a Staging A\bea Supe\bvis\f\b, the Incident C\fmmande\b has a ha\bde\b time fnding \fut that \bequested \bes\fu\bces have a\b\bived and a\be available f\f\b depl\fyment.

Identify and Req\fest Additional Reso\frces Ou\b fnal c\bitical task is the identifcati\fn \ff and call f\f\b additi\fnal \bes\fu\bces.

Alth\fugh we t\beat it he\be at the end, keep in mind this d\fesn’t necessa\bily mean it is the last task pe\bf\f\bmed. Y\fu may dete\bmine the need f\f\b a SWAT \f\b HazMat team \besp\fnse in the ea\bly m\fments \ff a c\bitical incident. If s\f, make the call immediately. Res\fu\bces take time t\f m\fbilize and a\b\bive at the scene. Te\bef\f\be the s\f\fne\b y\fu identify and \bequest them, the s\f\fne\b they will be \beady f\f\b depl\fyment. If the initial \besp\fnding supe\bvis\f\b is n\ft \ff a \bank \f\b p\fsiti\fn capable \ff auth\f\bizing the m\fbilizati\fn, then s\fme\fne \ff that \bank sh\fuld be n\ftifed as s\f\fn as p\fssible s\f he \f\b she can auth\f\bize the \bequests. Res\fu\bces available within the law enf\f\bcement discipline include specialty teams with t\baining and expe\btise in specifed a\beas \ff p\flice \besp\fnse, such as: SWAT teams H\fstage neg\ftiat\f\bs B\fmb squads Identify and \bequest additi\fnal \bes\fu\bces p\b\factively. D\f n\ft simply \bequest what y\fu kn\fw y\fu al\beady need—b\bainst\f\bm t\f p\bedict what might be needed. Te f\fll\fwing secti\fns include s\fme examples and issues pa\bticu - la\b t\f n\fnp\flice \bes\fu\bces that y\fu may activate f\f\b a c\bitical incident. Seven Critical Tasks™ 67 Emergency Medical Services (EMS) A c\bucial pa\bt \ff y\fu\b j\fb is anticipating and \bequesting EMS supp\f\bt, whethe\b it is public \f\b p\bivate, p\b\ffessi\fnal \f\b v\fluntee\b. Waiting until s\fme - \fne is inju\bed at a scene is t\f\f late. Su\bp\bisingly, time and again eme\bgency \besp\fnde\bs fail t\f p\b\factively \f\bde\b these \bes\fu\bces t\f stand by. Tis is espe - cially t\bue whe\be the agency may be cha\bged f\f\b the stand-by se\bvice. Te \besult may be a b\fmb squad m\fving a suspici\fus device with\fut a medical team \fn-scene. We think it’s p\b\fbably w\f\bth a few d\flla\bs t\f save the life \ff \fne \f\b m\f\be \ff y\fu\b b\fmb techs. C\bitical incidents by thei\b ve\by natu\be p\fse a th\beat t\f the gene\bal public and t\f the eme\bgency \besp\fnde\bs. Request EMS t\f stand by at the staging a\bea f\f\b eve\by c\bitical incident \bega\bdless \ff initial need.

The Fire Service Alth\fugh y\fu a\be su\bely quick t\f \bec\fgnize the need f\f\b f\be \besp\fnse at a scene inv\flving fames \f\b haza\bd\fus mate\bial, y\fu may \fve\bl\f\fk that need in what a\be gene\bally c\fnside\bed “p\flice scenes.” Incidents inv\flving ba\b\bicaded gun - men, a\bmed h\fstage scenes, and high-\bisk wa\b\bant executi\fns a\be s\fme exam - ples \ff scenes whe\be f\be \bes\fu\bces may n\ft be \b\futinely \bequested t\f stand by. Again, think p\b\factively. M\fst \ff the p\flice scenes desc\bibed p\bevi - \fusly will be \bes\flved with the depl\fyment \ff a SWAT team. Specialized teams b\bing specialized equipment such as tea\b gas, “fash bang” dive\bsi\fn - a\by devices, and/\f\b expl\fsive ent\by devices. Any \f\b all \ff these gadgets a\be capable \ff sta\bting f\bes, \bega\bdless \ff whateve\b n\fnfammable cha\bacte\bistics they may claim. If y\fu kn\fw that \fne \f\b m\f\be \ff these tactics a\be being c\fn - side\bed, have a f\be c\fmpany standing by in the staging a\bea. Additi\fnally, f\be c\fmpanies b\bing t\f\fls and equipment law enf\f\bcement \ffce\bs d\f n\ft n\f\bmally have available in thei\b p\flice vehicles. Ladde\bs, sup - plemental lighting, SCBA, \b\fpes, p\by ba\bs, axes, and ta\bpaulins a\be just a few \ff the items that may p\b\fve exceedingly useful.

The Media Te\be is \fne \bes\fu\bce that \besp\fnds t\f the scene whethe\b we \bequest it \f\b n\ft—the media. Of c\fu\bse m\fst supe\bvis\f\bs d\fn’t exactly see j\fu\bnalists as an asset. But think ab\fut it: T\fday’s media can establish instantane\fus c\fm - municati\fn with \fu\b ju\bisdicti\fns. Tey can p\b\fvide the public with di\bec - ti\fns and inst\bucti\fns \bega\bding y\fu\b incident. Just a few examples include a\beas t\f av\fid, \bec\fmmended evacuati\fn a\beas, and public \befuge l\fcati\fns. 68 Critical Inci\fent Management D\fn’t think \ff \bep\f\bte\bs and ph\ft\fg\baphe\bs as adve\bsa\bies. Tat stale \fld p\bejudice simply f\f\bces them t\f fnd whateve\b st\f\by they can. Tey will get thei\b st\f\by, with \f\b with\fut y\fu\b input. Why n\ft give them the st\f\by y\fu want them t\f have, the actual st\f\by? H\fpefully y\fu have a well-equipped c\fmmand p\fst that will all\fw y\fu t\f m\fnit\f\b what the media is \bep\f\bting ab\fut y\fu\b event. If y\fu w\f\bk with them c\f\b\bectly, the media can be invalu - able f\f\b c\fnt\b\flling \bum\f\b that can infame y\fu\b situati\fn. F\f\b pu\bp\fses \ff the c\bitical tasks, the main \besp\fnsibility f\f\b the f\bst- \besp\fnding supe\bvis\f\b is t\f di\bect all media \bep\besentatives t\f the staging a\bea. Situating the media the\be has seve\bal excellent advantages. N\fte this is within y\fu\b \fute\b pe\bimete\b. It may seem self-evident, but keeping the media in a c\fnt\b\flled a\bea gives y\fu at least s\fme ability t\f manage that media. Maintaining the media in the staging a\bea gives y\fu\b Public Inf\f\bmati\fn Ofce\b (an ICS functi\fn that will be c\fve\bed in Chapte\b 6) a g\f\fd l\fcati\fn f\f\b c\fnducting timely, pe\bi\fdic news b\biefngs. Rep\f\bte\bs like t\f be whe\be the decisi\fn make\bs a\be. But y\fu d\fn’t want them at y\fu\b c\fmmand p\fst. Te staging a\bea p\b\fvides a g\f\fd backd\b\fp f\f\b \fn-came\ba talent. Tey a\be safe yet they will n\ft feel is\flated f\b\fm events. In gene\bal, the media has the same \bight \ff access as the gene\bal pub - lic. G\banting the media staging a\bea access gives them a p\bivileged vantage p\fint f\b\fm which t\f b\b\fadcast. Use this p\bivilege t\f ensu\be thei\b c\f\fpe\bati\fn. If a ce\btain c\bew fails t\f c\fmply with \beas\fn - able \bequests f\b\fm c\fmmande\bs \f\b fails t\f c\fnt\b\fl thei\b pe\bs\fnnel, \best\bict that c\bew t\f bey\fnd the \fute\b pe\bimete\b. Tey will n\f l\fnge\b have access t\f y\fu\b b\biefngs and will the\bef\f\be be at a pa\bticula\b disadvantage in t\bying t\f c\fve\b y\fu\b incident.

We walk a fne line between p\bess access and scene secu\bity. Neve\b all\fw live televisi\fn b\b\fadcasting f\b\fm the h\ft z\fne \ff any type \ff \fng\fing c\biminal activity. Such \bep\f\bts may endange\b the lives \ff citizens and/\f\b \ffce\bs inv\flved in the incident. F\f\b example, a “live eye” helic\fpte\b cam - e\ba b\b\fadcasting depl\fyment p\fsiti\fns, a\b\bival \ff additi\fnal \bes\fu\bces, and \f\b \fthe\b st\bategic inf\f\bmati\fn p\fses a defnite and di\bect th\beat t\f b\fth \ffce\bs inv\flved and citizens. One t\bagic example \fccu\b\bed du\bing the c\fv - e\bage \ff a h\fstage incident in Be\bkeley, Calif\f\bnia. Te suspect saw live b\b\fadcasts \ff SWAT teams depl\fying against his l\fcati\fn and began t\f sh\f\ft his h\fstages. At C\flumbine High Sch\f\fl, nume\b\fus students in the sch\f\fl \bep\f\bted hiding in class\b\f\fms and watching the p\flice \besp\fnse \futside \ff the sch\f\fl \fn televisi\fn sets in the class\b\f\fm. Te\be is n\f evidence the suspects did the Seven Critical Tasks™ 69 same, as they we\be neve\b deb\biefed, but the dange\b t\f \besp\fnde\bs is \fbvi\fus when such \beal-time b\b\fadcasts a\be pe\bmitted. As a side n\fte, m\fst b\fmb squads p\befe\b n\ft t\f be ph\ft\fg\baphed while add\bessing a p\ftential device. Te equipment and st\bategies thus sh\fwn may aid a p\ftential b\fmbe\b t\f defeat thei\b ef\f\bts the next time. Te “live eye” ban is a basic g\b\fund \bule \ff c\bitical incident management that y\fu\b depa\btment sh\fuld discuss with media \bep\besentatives in y\fu\b a\bea bef\f\be a c\bitical incident \fccu\bs. Te heat \ff an incident is n\ft the time t\f t\by and establish g\b\fund \bules f\f\b a g\f\fd \belati\fnship. Tis is s\fmething y\fu must w\f\bk t\fwa\bd l\fng bef\f\be an incident a\bises.

Utility Companies P\fwe\b c\fmpanies (gas and elect\bic), teleph\fne, televisi\fn, wate\b, and sewe\b a\be all examples \ff utility c\fmpanies y\fu may call \fn t\f assist in \bes\fluti\fn a c\bitical incident. Let’s examine a few situati\fns in which thei\b se\bvices might be \bequi\bed: Power Companie\b: Whe\be a th\beat \ff f\be \f\b expl\fsi\fn exists, the need t\f te\bminate elect\bic \f\b gas se\bvice is \beadily appa\bent. S\fme supe\bvis\f\bs believe te\bminating p\fwe\b t\f ba\b\bicaded \f\b a\bmed h\fs - tage scenes is als\f standa\bd \fpe\bating p\b\fcedu\be. Tis is n\ft always the case. SWAT teams \ffen p\befe\b the p\fwe\b lef \fn, especially at night. P\fwe\b may als\f be a ba\bgaining chip f\f\b neg\ftiat\f\bs. Te\bef\f\be alth\fugh y\fu might call p\fwe\b auth\f\bities t\f the staging a\bea, d\fn’t make the decisi\fn t\f te\bminate p\fwe\b t\f a scene with\fut c\fnsulting the \besp\fnding specialist. Telephone Company: N\ftify the l\fcal ph\fne ca\b\bie\b, especially in h\fstage situati\fns, as quickly as p\fssible. Te ability t\f limit the inc\fming and \futg\fing calls t\f a specifc ph\fne is c\bucial.

Unf\f\btunately, t\f c\fnt\b\fl cell ph\fne calls we must have the specifc numbe\b assigned t\f a ph\fne. Cable/Satellite Televi\bion: Te p\fpula\bity \ff n\fnb\b\fadcast televi - si\fn gives us an additi\fnal \fpti\fn in c\bitical incident management.

Hist\f\bically, \fne \ff the \beas\fns given f\f\b cutting p\fwe\b t\f a l\fcati\fn was t\f limit a suspect’s ability t\f m\fnit\f\b televisi\fn \bep\f\bts \ff the incident. Many \flde\b-m\fdel televisi\fns a\be n\ft capable \ff \beceiving a clea\b signal with\fut beneft \ff a cable c\fnnecti\fn \f\b exte\bnal satellite dish. A single call t\f the se\bvice p\b\fvide\b can \besult in te\bminati\fn.

P\b\fvide\bs f\bequently can d\f this \bight f\b\fm the b\b\fadcast l\fcati\fn and might n\ft need t\f c\fme \fn-scene. 70 Critical Inci\fent Management Tese st\bategies a\be just a few \ff the many p\fssibilities. Only the inn\fva - tive thinking \ff the c\bisis manage\b limits the se\bvices utility c\fmpanies can p\b\fvide. Identify these \bes\fu\bces as y\fu begin t\f stabilize the c\bisis phase.

Tei\b \besp\fnse time will va\by f\b\fm l\fcati\fn t\f l\fcati\fn.

Official Reso\frces vers\fs Realistic Reso\frces M\fst \ff the \bes\fu\bces discussed t\f this p\fint have been ofcial \bes\fu\bces. Tey a\be usually listed in \bes\fu\bce manuals. Te devel\fpment and imple - mentati\fn \ff a quality \bes\fu\bce manual is defnitely w\f\bthwhile. But c\beat - ing the manual is \fnly the f\bst step. Keeping it up t\f date and accu\bate is an \fng\fing \besp\fnsibility. If y\fu\b agency has such a d\fcument, d\f tw\f things: Take it \fut and ve\bify whethe\b it has been updated \becently. If n\ft, call the numbe\bs and check the names \ff the \ffcials listed. Y\fu may be su\bp\bised t\f fnd h\fw inaccu\bate y\fu\b inf\f\bmati\fn is! Check \fn actual \besp\fnse times. Su\be, a \bes\fu\bce may be listed, but h\fw much g\f\fd is it g\fing t\f d\f y\fu if it can’t get t\f y\fu\b scene f\f\b eight h\fu\bs? Te availability (\f\b n\fnavailability) \ff a \bes\fu\bce has a di\bect impact \fn y\fu\b st\bategy planning.

Realistic \bes\fu\bces a\be th\fse that a\be available in y\fu\b ju\bisdicti\fn when y\fu need them. Tese can be \ffcial \f\b un\ffcial. Resp\fnde\bs w\f\bk - ing in \bu\bal \f\b is\flated a\beas tend t\f be skilled at utilizing un\ffcial \bealistic \bes\fu\bces. Tese \besp\fnde\bs lea\bn t\f imp\b\fvise simply because they d\fn’t have the \bes\fu\bces available t\f u\bban \besp\fnde\bs. C\fnve\bsely, u\bban \ffce\bs f\be - quently lack this skill because specialized backup is usually just a call away. Ask y\fu\bself this questi\fn: “Y\fu a\be \besp\fnding t\f an in-p\b\fg\bess c\bime scene whe\be an \ffce\b has been w\funded and ext\bacti\fn is impe\bative f\f\b su\bvival. What c\fuld y\fu use as a c\fve\b vehicle t\f \bescue the victim?” If this questi\fn is n\ft add\bessed in the calm \ff p\beincident planning, s\fme\fne in the em\fti\fn and c\fnfusi\fn \ff a c\bisis will p\b\fbably t\by t\f make the \bescue with\fut p\b\fpe\b equipment \f\b c\fve\b vehicle. An \ffcial \bes\fu\bce manual may list a state Nati\fnal Gua\bd a\bm\f\bed vehicle y\fu c\fuld activate th\b\fugh \ffcial channels. Tis p\b\fcess will p\b\fb - ably be time c\fnsuming in the best \ff c\fnditi\fns. If y\fu\b incident \fccu\bs \fn New Yea\b’s Eve, it may be imp\fssible. Te a\bm\f\bed vehicle bec\fmes a n\fn - \bes\fu\bce f\f\b y\fu\b incident. On the \fthe\b hand, y\fu\b ju\bisdicti\fn may c\fntain a p\bivate a\bm\f\bed ca\b c\fmpany. If s\f, be\fore a crisis , c\fntact the manage\b and fnd \fut h\fw y\fu might be able t\f activate \fne \ff thei\b a\bm\f\bed ca\bs in the event \ff an inci - dent. (Y\fu’ll als\f want t\f make su\be it t\buly is a\bm\f\bed!) Get h\fme and/\f\b page\b numbe\bs f\f\b the pe\bs\fn with the keys. A little planning \fn y\fu\b pa\bt Seven Critical Tasks™ 7\b may make available a realistic \bes\fu\bce that can make the dife\bence between life and death. Te m\f\be we plan in advance, the less we will have t\f \bely \fn \beactive, spu\b-\ff-the-m\fment decisi\fns when managing a c\bitical incident.

The Seven Critical Tasks ™ and the First-First Responder Alth\fugh the Seven C\bitical Tasks ™ a\be clea\bly designed f\f\b implementa - ti\fn by t\bained eme\bgency \besp\fnde\bs, the f\bst-f\bst \besp\fnde\b, as p\bevi\fusly desc\bibed in this text, may be in the best p\fsiti\fn t\f initiate them p\bi\f\b t\f the a\b\bival \ff the f\bst \besp\fnding units. Alth\fugh establishing an \fute\b pe\bim - ete\b m\fst likely w\fn’t \fccu\b in the f\bst few minutes \ff an incident, seve\bal \ff the c\bitical tasks sh\fuld be acc\fmplished as s\f\fn as p\fssible. If the f\bst-f\bst \besp\fnde\b is the pe\bs\fn calling 911, \f\b an\fthe\b eme\bgency numbe\b \bequesting help, the\be a\be seve\bal tasks that sh\fuld be initiated. By giving thei\b name and exact l\fcati\fn, they have established themselves as the pe\bs\fn with kn\fwledge \fn-scene, \f\b the Incident C\fmmande\b. Tei\b exact l\fcati\fn designates the initial c\fmmand p\fst. F\fll\fwing the c\bite\bia estab - lished ea\blie\b in this chapte\b, it sh\fuld be \fut \ff the h\ft z\fne and accessible by \fthe\bs. A simple di\becti\fn such as “Tell \besp\fnding \ffce\bs t\f av\fid the s\futh side \ff the building” \f\b “Tell \besp\fnde\bs n\ft t\f ente\b the thi\bd f\f\f\b \ff the building as that is whe\be the chemical spill has \fccu\b\bed and the\be a\be st\b\fng fumes the\be” may be used t\f designate the h\ft z\fne t\f \besp\fnde\bs. By initiat - ing these tw\f tasks, the \besp\fnde\bs n\fw kn\fw whe\be t\f fnd the pe\bs\fn with the m\fst inf\f\bmati\fn and what a\beas p\fse the g\beatest dange\b t\f them. P\fsiti\fning students, \fthe\b teache\bs, \f\b c\fw\f\bke\bs t\f p\bevent access t\f the h\ft z\fne is als\f an acti\fn that may be taken in the f\bst few minutes \ff an incident. When a gunman was \fn a \bampage at Daws\fn C\fllege, in M\fnt\beal, Canada, an una\bmed campus secu\bity \ffce\b was c\bedited with saving lives by p\fsiti\fning himself t\f p\bevent students and faculty f\b\fm accessing a hall - way that led t\f the gunman’s l\fcati\fn.

Active Shooter In this secti\fn, we will add\bess facing an active-sh\f\fte\b situati\fn f\b\fm tw\f pe\bspectives—f\bst, as a f\bst (law enf\f\bcement) \besp\fnde\b, and then as an individual faced with the p\besence \ff an active sh\f\fte\b in his \f\b he\b w\f\bk - place, sch\f\fl, \f\b \fthe\b envi\b\fnment. T\f d\f this y\fu need t\f be able t\f distin - guish between a “h\fstage” situati\fn and an “active-sh\f\fte\b” situati\fn. In a h\fstage situati\fn, the\be may \f\b may n\ft have been sh\fts f\bed, but y\fu have been made awa\be that s\fme\fne with a gun is in y\fu\b a\bea. A 72 Critical Inci\fent Management h\fstage take\b will take c\fnt\b\fl \ff \fne \f\b m\f\be pe\bs\fns by f\f\bce and then make demands \ff \fthe\b pe\fple t\f achieve a g\fal. Tat g\fal can va\by: assis - tance with an escape, demands f\f\b m\fney, publicity f\f\b a p\flitical statement, pe\bs\fnal attenti\fn, and/\f\b d\fzens \ff \fthe\b \beas\fns. Te key c\bite\bi\fn he\be is that the\be is n\f cu\b\bent evidence \ff an \fng\fing taking \ff lives. In an active-sh\f\fte\b situati\fn, the\be is a c\fntinuance \ff gunf\be in a\beas whe\be y\fu kn\fw pe\fple a\be \f\b sh\fuld be. Y\fu\b initial assessment needs t\f be that lives, y\fu\bs and \fthe\bs, a\be in imminent dange\b, and y\fu must take acti\fn. Te questi\fn is, what acti\fn sh\fuld y\fu take? As a p\ftential f\bst-f\bst \besp\fnde\b, y\fu may have been t\bained t\f stabilize and is\flate th\beats th\b\fugh setting up pe\bimete\bs, calling f\f\b \fthe\b \bes\fu\bces, and s\f \fn. Tis st\bategy applies t\f alm\fst all situati\fns and types \ff eme\b - gency events. In an active-sh\f\fte\b situati\fn, y\fu will \betu\bn t\f this st\bategy afe\b y\fu assess y\fu\b \fpti\fns and take s\fme initial acti\fns t\f p\b\ftect lives, including y\fu\b \fwn. If y\fu have studied these situati\fns, y\fu kn\fw that they typically last a ve\by sh\f\bt time. M\fst a\be \fve\b in 20 minutes \f\b less. Tis tells y\fu that quick and decisive acti\fn must be taken. Active sh\f\fte\bs d\f n\ft seem t\f be c\fnce\bned with escape like many h\fs - tage take\bs. Tey a\be bent \fn dest\bucti\fn and, while they may have s\fme f\fcused ta\bgets, will \band\fmly kill \f\b w\fund any\fne in thei\b path. Te m\fst c\fmm\fn \futc\fme f\f\b these events is suicide by thei\b \fwn hand \f\b “suicide by c\fp.” In the afe\bmath \ff the sch\f\fl sh\f\ftings at C\flumbine, p\flice depa\bt - ments ac\b\fss the c\funt\by began t\f access thei\b \besp\fnse t\f these t\bagic events even t\f the p\fint \ff h\flding nati\fnal symp\fsiums \fn \besp\fnse and t\baining \fpti\fns. F\b\fm a law enf\f\bcement standp\fint, the \besp\fnse has shifed in m\fst ju\bisdicti\fns f\b\fm a “secu\be the scene and call up the SWAT team” app\b\fach t\f an \f\bganized f\fu\b-pe\bs\fn “active-sh\f\fte\b \besp\fnse team” app\b\fach using the f\bst \ffce\bs that a\b\bive \fn scene. While the t\baining, supe\bvisi\fn, equip - ment, and tactics may va\by, the missi\fn is f\fcused \fn m\fving t\fwa\bd the s\fund \ff the sh\fts and eliminating the th\beat. Alth\fugh it may be appa\b - ent, immediate acti\fn must be taken; selecting the p\b\fpe\b acti\fn is c\bitically imp\f\btant. Te decisi\fn t\f empl\fy this tactic sh\fuld n\ft be taken lightly. If y\fu\b depa\btment has p\b\fpe\bly t\bained and equipped \ffce\bs in active-sh\f\fte\b \besp\fnse, then depl\fyment may be the exact tactic \bequi\bed. H\fweve\b, when it c\fmes t\f tactics, each situati\fn \bequi\bes an assessment and tactic selecti\fn that fts the scene. Tactics cann\ft be dictated f\b\fm an administ\bative \ffce. As we have adv\fcated th\b\fugh\fut this text, we believe the f\bst-\besp\fnding supe\bvis\f\b is the individual in the best p\fsiti\fn t\f dete\b - mine the specifc tactic t\f be utilized in any situati\fn. Te f\fll\fwing will cla\bify \fu\b p\fsiti\fn \fn p\b\fpe\b t\baining, equipment, and depl\fyment: Seven Critical Tasks™ 73 Proper trainin\f: Te p\b\fpe\b t\baining \ff active-sh\f\fte\b tactics sh\fuld include class\b\f\fm inst\bucti\fn and simulati\fn exe\bcises. Te use \ff “simuniti\fns” and \b\fle-play exe\bcises is c\bitically imp\f\btant.

T\f ensu\be \ffce\b p\b\ffciency with these tactics, f\fll\fw-up t\bain - ing sh\fuld \fccu\b. As with any skills, t\baining the ability t\f actually pe\bf\f\bm a physical task may diminish if it isn’t \beinf\f\bced th\b\fugh f\fll\fw-up t\baining. Proper equipment: Specialized equipment f\f\b active-sh\f\fte\b \besp\fnse va\bies g\beatly f\b\fm depa\btment t\f depa\btment. S\fme depa\btments have pu\bchased items such as pat\b\fl \bifes, p\b\ftective vests with g\beate\b ballistic-st\fpping capabilities than the pe\bs\fnal vests that \ffce\bs a\be issued, Kevla\b helmets, and the like. H\fweve\b, depa\btments whe\be vests a\be n\ft mandat\f\by a\be als\f t\baining this tactic. Te\bef\f\be the p\fssibility exists that the f\bst f\fu\b \ffce\bs \fn a scene may attempt this tactic with n\fne \ff the \ffce\bs having beneft \ff a bullet-\besistant vest \f\b \fthe\b c\bitical equipment. Proper deployment: Clea\b guidelines need t\f be established f\f\b the p\b\fpe\b depl\fyment \ff active-sh\f\fte\b \besp\fnse. Tw\f situati\fns whe\be this w\fuld n\ft be utilized a\be h\fstage situati\fns and ba\b\bicaded- sh\f\fte\b situati\fns. H\fweve\b, we have \fbse\bved that \ffce\bs in t\baining c\fntinue the tactic even when an active-sh\f\fte\b scena\bi\f t\bansiti\fns t\f \fne \ff the p\b\fhibited situati\fns. A clea\b unde\bstanding \ff when t\f use the tactic is pa\bam\funt t\f p\b\fpe\b depl\fyment \ff this st\bategy.

Any \ffce\b wh\f has expe\bienced walk-th\b\fugh t\baining will als\f \belate that in the \fve\bwhelming maj\f\bity \ff t\baining situati\fns at least \fne mem - be\b \ff the team w\fuld have bec\fme a victim. Tis \ffen bec\fmes the s\fu\bce \ff p\fstt\baining hum\f\b. Te auth\f\bs \ff this text have \fbse\bved f\bsthand the efect that an \ffce\b being sh\ft has \fn his \f\b he\b c\fw\f\bke\bs. N\ft \fnly f\b\fm an \ffce\b safety viewp\fint but als\f f\b\fm a pu\be management standp\fint, we must take eve\by p\becauti\fn t\f p\bevent this f\b\fm \fccu\b\bing. A less\fn lea\bned f\b\fm \fu\b b\b\fthe\b and siste\b \besp\fnde\bs in the eme\bgency medical se\bvice and the f\be se\bvice is a simple \fne: A dead \besp\fnde\b helps n\f \fne. T\f th\fse wh\f state it is \fu\b j\fb t\f d\f dange\b\fus things, we t\ftally ag\bee. It is als\f \fu\b \besp\fnsibility t\f \fu\b \ffce\bs t\f d\f dange\b\fus things as safely as p\fssible. A dead c\fp helps n\f \fne! When the HR Di\bect\f\b in \fu\b scena\bi\f \betu\bned t\f the \ffce, he f\fund himself c\fnf\b\fnted with an active-sh\f\fte\b event. He knew f\b\fm \becent t\bain - ing that distinguishing between an active-sh\f\fte\b situati\fn and the m\f\be c\fmm\fn h\fstage situati\fn was a c\bitical f\bst step. Sh\fuld y\fu eve\b fnd y\fu\b - self in the HR Di\bect\f\b’s sh\fes, it will be c\bitically imp\f\btant f\f\b y\fu t\f assess 74 Critical Inci\fent Management what is g\fing \fn ve\by quickly. Even th\fugh pe\fple feel that being inv\flved in a situati\fn like this is “s\fmething that happens t\f \fthe\b pe\fple,” we st\b\fngly advise y\fu t\f set up t\baining f\f\b y\fu\bself and \fthe\bs in the \f\bganizati\fn. We have menti\fned “mental p\bepa\bati\fn” and have asked y\fu t\f imagine what y\fu w\fuld d\f in the situati\fns we have p\besented th\b\fugh\fut this b\f\fk. Te sec\bet t\f p\b\fpe\b mental p\bepa\bati\fn is having the c\f\b\bect inf\f\bmati\fn and st\bategies p\besented in a p\fwe\bful way s\f that y\fu and \fthe\bs can inte\bnally \behea\bse y\fu\b \besp\fnse. S\fme will panic \f\b f\beeze up, especially if they have neve\b anticipated being in such a situati\fn. But th\fse wh\f have been t\bained will \besp\fnd quickly and with pu\bp\fse. One \ff the \fpti\fns y\fu might c\fnside\b t\f t\bain individuals in y\fu\b \f\bga - nizati\fn c\fmes f\b\fm the Cente\b f\f\b Pe\bs\fnal P\b\ftecti\fn & Safety. Tey have an excellent CD-based p\b\fg\bam entitled “Sh\fts Fi\bed,” which is c\fmplete with less\fn plans and student mate\bials. Hist\f\bically, we have been ve\by skeptical \ff p\b\fg\bams and “expe\bts” that always seem t\f p\fp up afe\b inci - dents like C\flumbine and/\f\b the sh\f\ftings at Vi\bginia Tech. Is it useful \f\b just \fpp\f\btunistic? What a\be the c\bedentials \ff the auth\f\bs and devel\fpe\bs?

When int\b\fduced t\f this p\b\fg\bam, we expected a hist\f\bical \becap \ff events with \fld vide\f feeds sh\fwing sh\f\fting scenes flled with inn\fcent victims.

Instead, this p\b\fg\bam delive\bs a p\besc\biptive st\bategy that individuals can apply whethe\b they a\be at w\f\bk, dinne\b, \f\b the mall sh\fuld an active-sh\f\fte\b situati\fn p\besent itself. Te “Sh\fts Fi\bed” p\b\fg\bam enc\fu\bages individuals t\f ad\fpt a “su\bvival mind-set,” t\f use thei\b intuitive skills, and t\f t\bust that “gut” feeling \f\b what they call “kn\fwing with\fut kn\fwing why.” P\flice \ffce\bs will tell y\fu that \fne \ff the m\fst f\bust\bating pa\bts \ff thei\b j\fb happens when pe\fple wh\f we\be suspici\fus \ff a pe\bs\fn \f\b an event fail t\f call because they didn’t want t\f b\fthe\b any\fne. If y\fu think a pe\bs\fn is \fut \ff place \f\b acting st\bangely, y\fu need t\f act \fn that feeling. If y\fu think th\fse s\funds might be gunsh\fts, then act as if they we\be. Individuals wh\f have p\bepa\bed mentally act , while \fthe\bs a\be l\fst in denial \f\b fea\b. Te “Sh\fts Fi\bed” p\b\fg\bam uses a mnem\fnic cente\bed \fn the w\f\bd “\fut ,” which aids in \becall: Fi\fure Out: Is what I’m hea\bing \beally gunsh\fts? Whe\be a\be the sh\fts c\fming f\b\fm? H\fw a\be y\fu g\fing t\f su\bvive? Which \ff the f\fll\fwing \fpti\fns a\be best? Get Out: Is the\be a path \ff escape? Ale\bt \fthe\bs and make y\fu\b escape; leave y\fu\b bel\fngings. Hide Out: Find an a\bea whe\be y\fu can c\fnceal y\fu\bself; stay quiet and make a plan. Keep Out: L\fck \f\b ba\b\bicade y\fu\bself in a \b\f\fm; tu\bn \fut the lights and stay quiet; silence cell ph\fnes. Seven Critical Tasks™ 75 Call Out: As s\f\fn as it is safe, whethe\b y\fu have g\ftten \fut \f\b a\be hiding \fut, y\fu need t\f call \fut t\f auth\f\bities with specifc inf\f\bma - ti\fn \fn wh\f, what, and whe\be the incident is happening. Spread Out: If with \fthe\bs, d\f n\ft huddle t\fgethe\b, making an easy ta\bget. Take Out: As a last \bes\f\bt if disc\fve\bed, make a plan t\f take \fut the sh\f\fte\b and c\fmmit eve\by\fne t\f acti\fn.

Pe\fple in y\fu\b \f\bganizati\fn sh\fuld be inf\f\bmed and t\bained as t\f what t\f expect and h\fw t\f \besp\fnd t\f the initial \ffce\bs. Tey a\be n\ft g\fing t\f be dive\bted f\b\fm thei\b missi\fn t\f assist in escape \f\b \bende\b aid, as eve\by minute l\fst c\fuld \besult in an\fthe\b p\ftential inju\by \f\b death t\f a new victim. Tis st\baightf\f\bwa\bd st\bategy is p\besented with c\fnvincing cla\bity and vide\f examples \ff h\fw each step can be acc\fmplished. Having this p\besented t\f y\fu\b \f\bganizati\fn by a c\fmpetent law enf\f\bcement t\baine\b can g\f a l\fng way t\fwa\bd mitigating the impact \ff, \f\b even p\beventing, this type \ff \fccu\b\bence. A case in p\fint is \fu\b Human Res\fu\bces Di\bect\f\b wh\f had \beceived this t\baining a few m\fnths bef\f\be that fateful day when he \betu\bned t\f his \ffce f\b\fm lunch \fnly t\f hea\b what s\funded like gunsh\fts being f\bed within his a\bea. It has been dem\fnst\bated \bepeatedly that g\f\fd t\baining will t\bigge\b aut\fmatic \besp\fnses when y\fu a\be faced with ci\bcumstances simila\b t\f th\fse in which y\fu we\be t\bained. Up\fn hea\bing the s\funds, the HR Di\bect\f\b fashed back t\f the vide\f and the techniques p\besented by the \ffce\b f\b\fm the l\fcal p\flice depa\btment wh\f had c\fnducted the sessi\fns. He knew he had t\f f\fure out what was \fccu\b - \bing and assume that the n\fises he hea\bd whe\be in fact sh\fts. He als\f knew they we\be c\fntinuing and we\be fai\bly cl\fse, s\f quick acti\fn was called f\f\b.

Luckily the building had multiple exits, and they we\be \fn the f\bst f\f\f\b. His mental p\bepa\bati\fn afe\b the initial t\baining kicked in and: He decided he c\fuld \fet out g\fing in the \fpp\fsite di\becti\fn f\b\fm whe\be the sh\fts we\be being f\bed (a c\fnfe\bence a\bea at the end \ff the hall). He was able t\f ale\bt and c\beate acti\fn t\fgethe\b with \fthe\bs between his \ffce and the exit t\f get \fut. Many had exp\bessi\fns \ff fea\b and c\fnfusi\fn and l\f\fked t\f him f\f\b leade\bship. He esc\f\bted the g\b\fup int\f an adjacent building and secu\bed himself in a l\fcked \b\f\fm with the \fthe\bs, \fnce they we\be \fut \ff the building. He then called out t\f 911 and gave an accu\bate desc\bipti\fn \ff the event. He calmed the g\b\fup, afe\b which he was als\f able t\f sh\fut t\f \fthe\bs f\b\fm the wind\fw and di\bect them t\f av\fid ente\bing the HR building, setting up a type \ff “ve\bbal” pe\bimete\b. He ph\fned the \f\bganizati\fn’s eme\bgency manage\b, ale\bting him t\f the event. 76 Critical Inci\fent Management He c\fuld hea\b the \besp\fnding \ffce\bs app\b\faching, and \fnce the \ffce\bs had made thei\b ent\bance he made c\fntact with the p\flice se\bgeant, wh\f assigned an investigat\f\b t\f deb\bief him and the g\b\fup. He was all\fwed t\f leave afe\b his deb\biefng and p\b\fceeded t\f the \f\bganizati\fn’s p\bedesignated eme\bgency \fpe\bati\fns cente\b.

Let’s examine the impact \ff these acti\fns he t\f\fk as a f\bst-f\bst \besp\fnde\b:

Fi\bst \ff all, his t\baining and mental p\bepa\bati\fn led t\f acti\fn \bathe\b than the fea\b that g\bipped \fthe\bs at the scene. While he c\fuld n\ft save eve\by\fne, he did evacuate any numbe\b \ff pe\bs\fns wh\f we\be c\fnfused and may have fallen p\bey t\f the sh\f\fte\b when he sta\bted d\fwn the hall f\b\fm the c\fnfe\bence a\bea. Had he g\fne t\fwa\bd the c\fnfe\bence \b\f\fm t\f investigate, st\fpped t\f gathe\b imp\f\btant bel\fngings, failed t\f inst\buct \fthe\bs, hesitated t\f call, \f\b the like, he and many \fthe\bs c\fuld have died. Once safe, he calmed and kept the “witnesses” t\fgethe\b in a safe envi - \b\fnment s\f they c\fuld be deb\biefed. Had they \band\fmly dispe\bsed, s\fme may have attempted t\f \betu\bn f\f\b p\b\fpe\bty, and valuable inf\f\b - mati\fn w\fuld ce\btainly have been delayed f\f\b \besp\fnde\bs. While he was n\ft the \fnly pe\bs\fn t\f call 911, he did n\ft assume \fth - e\bs w\fuld. Te \bedundancy and additi\fnal inf\f\bmati\fn all\fwed the \besp\fnde\bs t\f make bette\b decisi\fns kn\fwing this was a “\beal” event.

Remembe\bing ea\blie\b t\baining \fn the c\bitical tasks, he did his best t\f identify the h\ft z\fne t\f p\flice in his call. He was even able t\f set up a pa\btial inne\b pe\bimete\b, p\beventing seve\bal pe\bs\fns f\b\fm walking int\f a death t\bap by wa\bning them f\b\fm his safe p\fsiti\fn. And, he was able t\f ale\bt his \fwn \f\bganizati\fn’s Eme\bgency Manage\b bef\f\be m\fving \fn t\f his natu\bal p\fsiti\fn in the EOC. Because \ff the t\baining p\b\fvided and his subsequent mental p\bepa\bati\fn, he was able t\f assess and select an acti\fn f\b\fm a numbe\b \ff \fpti\fns that ulti - mately saved lives.

S\fmmary It p\b\fbably t\f\fk us l\fnge\b t\f explain these tasks than it w\fuld take y\fu t\f actually implement them in the feld. Tis is the c\bisis phase; things happen quickly. Y\fu\b \badi\f is bla\bing; y\fu\b hea\bt’s p\funding. Remembe\b, y\fu have a unive\bsal game plan that calls f\f\b y\fu t\f:

Establish c\fnt\b\fl and c\fmmunicati\fns. Identify the h\ft z\fne. Seven Critical Tasks™ 77 Establish the inne\b pe\bimete\b. Establish the \fute\b pe\bimete\b. Establish the c\fmmand p\fst. Establish a staging a\bea. Identify and \bequest additi\fnal \bes\fu\bces. Take a deep b\beath and assume y\fu\b tactical leade\bship pe\bs\fna. F\fcus \fn incident c\fntainment and pe\bf\f\bm y\fu\b c\bitical tasks.

Review Q\festions If incidents sha\be c\fmm\fn cha\bacte\bistics, then y\fu sh\fuld be able t\f apply…what? What a\be y\fu\b p\bima\by g\fals in the c\bisis phase? Can y\fu think \ff h\fw the Seven C\bitical Tasks ™ w\fuld have applied t\f an incident in which y\fu have pa\bticipated? What a\be the c\bite\bia f\f\b the app\b\fp\biate placement \ff the c\fmmand p\fst and staging a\beas? Can y\fu think \ff s\fme \bealistic \bes\fu\bces y\fu can call \fn in y\fu\b ju\bisdicti\fn? 79 \bIMS and ICS Objectives Afe\b c\fmpleting this chapte\b, y\fu sh\fuld be able t\f: Recall the maj\f\b c\fmp\fnents \ff the Nati\fnal Incident Management System. Desc\bibe the \b\fle and duties \ff the Incident C\fmmande\b. Rec\fgnize the functi\fnal a\beas \ff the Incident C\fmmand System. Apply the Incident C\fmmand System t\f b\fth planned events and unplanned c\bitical incidents. Te inf\f\bmati\fn in this chapte\b will summa\bize the Nati\fnal Incident Management System and the Incident C\fmmand System in thei\b cu\b\bent f\f\bmat, as \ff this publicati\fn. Keep in mind that any w\f\bthwhile system will always be changing and imp\b\fving as it is implemented. Changes in func - ti\fnal names, whe\be they \bep\f\bt, symb\fl designati\fns and/\f\b c\fl\f\bs, and the like may well change \fve\b time. H\fweve\b, the basic c\fncepts and inf\f\bmati\fn discussed in this chapte\b have \bemained c\fnsistent f\f\b the last 30 yea\bs and will d\f s\f in the futu\be.

\bational Incident Management System: Organizing a “Decision-Making Team” for the Effective Management of a Major Incident Homeland Security Pre\bidential Directive 5 called f\f\b the c\beati\fn \ff a Nati\fnal Resp\fnse Plan (NRP). N\fw called the Nati\fnal Resp\fnse F\bamew\f\bk, a Nati\fnal Incident Management System (NIMS) was devel\fped. Te system ensu\bes a c\fnsistent nati\fnwide f\bamew\f\bk f\f\b l\fcal, state, and fede\bal agen - cies t\f w\f\bk efectively. An integ\bal pa\bt \ff the f\bamew\f\bk is the use \ff the Incident C\fmmand System (ICS). Te National Incident Mana\fement Sy\btem (NIMS) is a c\fmp\behen - sive, nati\fnal app\b\fach t\f incident management that is applicable at all ju\bis - dicti\fnal levels ac\b\fss functi\fnal disciplines. 6 80 Critical Inci\fent Management The key components are:

1. P\bepa\bedness 2. C\fmmunicati\fn and inf\f\bmati\fn management 3. Res\fu\bce management 4. C\fmmand and management 5. Ong\fing management and maintenance 6. Reliance \fn Incident Acti\fn Plan 7. Manageable span \ff c\fnt\b\fl 8. Incident l\fcati\fns and facilities 9. C\fmp\behensive \bes\fu\bce management 10. Establishment and t\bansfe\b \ff c\fmmand 11. Chain \ff c\fmmand and unity \ff c\fmmand 12. Dispatch and depl\fyment 13. Inf\f\bmati\fn and intelligence management 14. Acc\funtability Preparedness Efective incident management begins with a numbe\b \ff p\bepa\bedness activi - ties. Tey include a c\fmbinati\fn \ff: Planning, t\baining, and exe\bcises Defning the \b\fles \ff elected and app\finted \ffcials, as well as n\fn - g\fve\bnmental \f\bganizati\fns and p\bivate sect\f\b pa\bticipants C\fntinuity \ff business and/\f\b g\fve\bnment functi\fns Equipment acquisiti\fn and ce\btifcati\fn standa\bds Links t\f nati\fnal p\bepa\bedness guidelines, nati\fnal st\bategy d\fcu - ments, and the Nati\fnal Resp\fnse F\bamew\f\bk Mutual aid ag\beements and Eme\bgency Management Assistance C\fmpacts (EMACs) Comm\fnication and Information Management C\fncepts and Principles NIMS identifes the \bequi\bements f\f\b a c\fmm\fn \fpe\bating pictu\be f\f\b inf\f\b - mati\fn management and inf\f\bmati\fn-sha\bing supp\f\bt at all levels \ff inci - dent management. Incident management \f\bganizati\fns must ensu\be that efective inte\b\fp - e\bable c\fmmunicati\fn p\b\fcesses, p\b\fcedu\bes, and systems exist ac\b\fss all agencies and ju\bisdicti\fns. Tese systems must be \beliable, scalable, and p\f\b - table. Tey sh\fuld als\f p\fssess \besiliency and \bedundancy. NIMS an\f ICS 8\b Management Characteristics Secti\fn Inf\f\bmati\fn management systems help ensu\be that inf\f\bmati\fn f\fws th\b\fugh standa\bdized c\fmmunicati\fn types. Tis \bequi\bes p\flicy and plan - ning issues that add\bess standa\bdized systems and platf\f\bms. Tese must be ag\beed up\fn by all pa\bties identifed in \besp\fnse plans. Tis \bequi\bes equip - ment and standa\bds t\baining.

Organizati\fns and Operati\fns Te necessity f\f\b accu\bate inf\f\bmati\fn in the decisi\fn-making p\b\fcess is c\bucial. Tis will \bequi\be c\fnsistent c\fmmunicati\fn standa\bds and f\f\bmats.

Reso\frce Management When fully implemented, NIMS will defne standa\bdized mechanisms and establish \bequi\bements f\f\b desc\bibing, listing, m\fbilizing, dispatching, t\back - ing, and \bec\fve\bing \bes\fu\bces \fve\b the life cycle \ff an incident. T\f ensu\be p\bepa\bedness, tw\f c\fmp\fnents a\be \bequi\bed. Te f\bst c\fmp\fnent sh\fuld be a c\fntinual p\b\fcess. Te sec\fnd inv\flves the \besp\fnse stage, the management du\bing an incident.

Command and Management Te Incident Command System defnes \fpe\bating cha\bacte\bistics, man - agement c\fmp\fnents, and the st\buctu\be \ff incident management \f\bganizati\fns th\b\fugh\fut the incident. Area command is used f\f\b multiscene incidents. Te Multiagency Coordination System defnes the \fpe\bating cha\bac - te\bistics, management c\fmp\fnents, and \f\bganizati\fnal st\buctu\be \ff supp\f\bting entities. Te Public In\formation System defnes the p\b\fcesses, p\b\fcedu\bes, and systems f\f\b c\fmmunicating timely and accu\bate inf\f\bmati\fn t\f the stakeh\flde\bs du\bing eme\bgency situati\fns. Ongoing Management and Maintenance Te Nati\fnal Integ\bati\fn Cente\b: Te Depa\btment \ff H\fmeland Secu\bity (DHS) established the Nati\fnal Integ\bati\fn Cente\b t\f p\b\f - vide st\bategic di\becti\fn and \fve\bsight supp\f\bt \ff \b\futine and c\fntin - ual \befnement \ff NIMS and it is c\fmp\fnents \fve\b the l\fng \bun. Tis includes administ\bati\fn and c\fmpliance, standa\bds and c\bedential - ing, t\baining and exe\bcising supp\f\bt, and publicati\fns management. Supporting Technologies inv\flves p\binciples necessa\by t\f leve\bage sci - ence and techn\fl\fgy t\f imp\b\fve capabilities and l\fwe\b c\fsts. 82 Critical Inci\fent Management Since its incepti\fn the\be have been changes t\f the Nati\fnal Incident Management System. Tis is a g\f\fd thing! F\f\b the system t\f \bemain efec - tive, it must adapt its \bequi\bements and mandates based \fn less\fns lea\bned.

Te \fng\fing ef\f\bts \ff the Nati\fnal Integ\bati\fn Cente\b will ensu\be that this d\fesn’t bec\fme an antiquated system s\f b\fgged d\fwn in the\f\by that it cann\ft be efectively changed and updated t\f meet cu\b\bent needs. In simple te\bms, it will n\ft bec\fme “fav\f\b \ff the week management.” Te\be is n\f legal mandate t\f utilize the Nati\fnal Incident Management System. An agency \f\b \f\bganizati\fn can ch\f\fse n\ft t\f c\fnf\f\bm. H\fweve\b, failu\be t\f c\fnf\f\bm will \besult in n\f fede\bal supp\f\bt fnancially \f\b \fthe\bwise.

Obvi\fusly, c\fnf\f\bming t\f the Nati\fnal Incident Management System n\ft \fnly makes \fpe\bati\fnal sense but als\f is c\bucial t\f a unifed \besp\fnse and attaining all \ff the supp\f\bt, fnancial and \fthe\bwise, that will be needed. Te establishment \ff t\baining guidelines is \fne a\bea that was welc\fmed by the auth\f\bs \ff this text. We have submitted, and have had app\b\fved, th\bee sepa\bate t\baining c\fu\bses. A f\bst \besp\fnde\b c\fu\bse, a c\fmmand p\fst c\fu\bse, and a telec\fmmunicat\f\b c\fu\bse have all unde\bg\fne \big\f\b\fus sc\butiny du\bing the app\b\fval p\b\fcess. In the afe\bmath \ff disaste\bs, unf\f\btunately the \bush t\f add\bess issues s\fmetimes leads t\f hastily devel\fped t\baining p\b\fg\bams. Te standa\bdized app\b\fval p\b\fcess was th\f\b\fugh and ensu\bes all t\baining is c\fm - patible with a c\fnsistent \besp\fnse app\b\fach. As with all NIMS \bequi\bements, if n\ft f\fll\fwed, fede\bal d\flla\bs w\fuld n\ft be spent \fn the p\b\fg\bams because they w\fuld n\ft be app\b\fved. Te th\bee af\f\bementi\fned p\b\fg\bams a\be eligible f\f\b fede\bal \beimbu\bsement, as they have unde\bg\fne the app\b\fval p\b\fcess.

Incident Command System Te Incident C\fmmand System (ICS) has been the subject \ff nume\b\fus h\fu\bs \ff mandated t\baining sessi\fns in \becent yea\bs. Many \ff th\fse sessi\fns inv\flved extensive f\fcus \fn the administ\bative \bequi\bements \ff the system (utilizing the p\b\fpe\b f\f\bm). Othe\b ICS t\baining ef\f\bts inv\flve examin - ing a fully \fpe\bati\fnalized, multiagency, multiju\bisdicti\fn event. Te\be a\be app\b\fximately 140 functi\fnal a\beas, which may \bequi\be stafng in incidents \bequi\bing this level \ff \besp\fnse. As with many \ff the individual subject matte\b a\beas add\bessed in this text, we will p\b\fvide an \fve\bview \ff the subject. H\fweve\b, keep in mind that the \beal need is t\f sta\bt t\f build an ICS team c\f\b\bectly. Te ability t\f f\f\bm a s\flid f\fundati\fn is c\bitical t\f success n\f matte\b h\fw la\bge the event may bec\fme.

We will p\b\fvide a s\flid base \ff inf\f\bmati\fn f\f\b the initial \besp\fnse t\f a scene.

Tis \besp\fnse will \bequi\be the familia\bity with and establishment \ff a basic incident c\fmmand system team. Tis kn\fwledge and ability will all\fw f\f\b NIMS an\f ICS 83 expansi\fn t\f that fully \fpe\bati\fnalized team, sh\fuld it be necessa\by t\f d\f s\f, with\fut dismantling the team in place and having t\f \bebuild f\b\fm sc\batch. T\f this p\fint in the text, we have \befe\b\bed t\f the Seven C\bitical Tasks ™ as y\fu\b game plan. In keeping with the sp\f\bts anal\fgy theme, the Incident C\fmmand System is y\fu\b “playb\f\fk.” If y\fu c\fnside\b the pu\bp\fse \ff a play - b\f\fk, it defnes the individual \b\fles \ff team membe\bs. ICS se\bves the same pu\bp\fse f\f\b its individual functi\fnal a\beas, as well as the duties and \besp\fn - sibilities \ff all pa\bticipants.

History and Development of the Incident Command System ICS was devel\fped th\b\fugh a c\f\fpe\bative inte\bagency (l\fcal, state, and fed - e\bal) ef\f\bt. Te \f\bganizati\fnal st\buctu\be \ff the ICS is based up\fn a multi - agency \besp\fnse t\f a multiju\bisdicti\fn f\be eme\bgency, which has been devel\fped \fve\b time by l\fcal, state, and fede\bal f\be p\b\ftecti\fn agencies. ICS can be used t\f manage the fve categ\f\bies \ff c\bitical incidents al\beady discussed: Te\b\b\f\bist attacks/weap\fns \ff mass dest\bucti\fn (WMD) incidents Natu\bal disaste\bs T\bansp\f\btati\fn accidents C\biminal-activity scenes Chemical spills and f\bes Additi\fnally, ICS can be used t\f \f\bganize an agency’s \besp\fnse t\f a planned event. It is applicable f\f\b events such as pa\bades and F\fu\bth \ff July celeb\bati\fns, \f\b it may be used t\f \f\bganize a \besp\fnse t\f a \fne-time event, such as a planned dem\fnst\bati\fn \f\b la\bge c\fnce\bt. Because \ff the “functi\fnal unit” management st\buctu\be, the ICS is equally applicable t\f small incidents in n\f\bmal \fpe\bati\fns, as well as maj\f\b incidents inv\flving the highest levels \ff public safety c\fmmand and p\bivate sect\f\b inte\bacti\fn. Te system st\buctu\be will devel\fp natu\bally based up\fn incident size, sc\fpe, and se\bi\fusness. Eve\by public safety agency and m\fst p\bivate indust\bial f\bms can make use \ff the ICS. In s\fme cases, all may be w\f\bking t\fgethe\b du\bing an incident \f\b they may w\f\bk in va\bi\fus c\fmbinati\fns. Te types \ff agencies inv\flved include f\be, law enf\f\bcement, health, pub - lic w\f\bks, eme\bgency medical se\bvices, and the like, w\f\bking eithe\b t\fgethe\b \f\b in va\bi\fus c\fmbinati\fns, depending up\fn the type \ff incident. ICS p\b\fvides the fexibility needed t\f \bapidly activate and establish an \f\bga - nizati\fnal “m\fdula\b” st\buctu\be a\b\fund the functi\fns that need t\f be pe\bf\f\bmed. 84 Critical Inci\fent Management Te specifc ICS \f\bganizati\fn that will be f\f\bmed is dependent up\fn:

Te size, sc\fpe, and se\bi\fusness \ff the incident Te agencies inv\flved Te \fbjectives and st\bategies selected In this chapte\b, we’ll l\f\fk at h\fw y\fu can actually use ICS in y\fu\b \besp\fnses, the st\buctu\be and functi\fns \ff ICS, and a va\biety \ff \fpti\fnal sys - tem elements y\fu can b\bing t\f bea\b \fn y\fu\b pa\bticula\b incidents. As men - ti\fned bef\f\be, a chapte\b in a b\f\fk is n\f substitute f\f\b t\baining. H\fweve\b, it will give y\fu a g\f\fd \fve\bview and s\fme ideas ab\fut h\fw y\fu can \bealistically apply ICS.

ICS Operating Req\firements Te f\fll\fwing a\be basic system design and \fpe\bating \bequi\bements f\f\b the Incident C\fmmand System: Te system will p\b\fvide f\f\b the f\fll\fwing types \ff \fpe\bati\fns:

Single-ju\bisdicti\fn/single-agency Single-ju\bisdicti\fn/multiagency inv\flvement Multiju\bisdicti\fn/multiagency inv\flvement Te system’s \f\bganizati\fnal st\buctu\be must be able t\f adapt t\f any eme\bgency \f\b incident in which public safety agencies w\fuld be expected t\f \besp\fnd. Te system is applicable, acceptable, and unde\bstandable t\f use\bs th\b\fugh\fut the c\funt\by. Te system must be able t\f expand in a \bapid manne\b f\b\fm c\bisis phase t\f scene management phase and, if necessa\by, t\f the executive management phase (EOC). It must be able t\f \beduce its size just as \beadily as the \f\bganizati\fnal needs \ff the situati\fn dec\bease. Te system is able t\f expand in a l\fgical manne\b as the incident g\b\fws and accele\bates. Te system has basic c\fmm\fn elements in \f\bganizati\fn, te\bmin\fl - \fgy, and p\b\fcedu\bes that all\fw f\f\b the maximum applicati\fn and use \ff al\beady devel\fped plans and p\flicies. Te system must be efective in fulflling all \ff the p\beceding \bequi\bements and be simple en\fugh t\f ensu\be ease \ff unde\bstand - ing and applicati\fn. ICS was designed t\f be adaptable and easy t\f unde\bstand, and it is. But it’s \ff n\f use t\f any\fne if y\fu d\fn’t p\bactice it and use it \fn y\fu\b scenes. NIMS an\f ICS 85 ICS Components Te Incident C\fmmand System has a numbe\b \ff c\fmp\fnents. Tese c\fm - p\fnents w\f\bking t\fgethe\b inte\bactively p\b\fvide the basis f\f\b an efective ICS \fpe\bati\fn:

1. C\fmm\fn te\bmin\fl\fgy 2. M\fdula\b \f\bganizati\fn 3. Management by \fbjectives 4. Integ\bated c\fmmunicati\fns 5. Unifed c\fmmand st\buctu\be 6. Reliance \fn Incident Acti\fn Plans 7. Manageable span \ff c\fnt\b\fl 8. Incident l\fcati\fns and facilities 9. C\fmp\behensive \bes\fu\bce management 10. Establishment and t\bansfe\b \ff c\fmmand 11. Chain \ff c\fmmand and unity \ff c\fmmand 12. Dispatch and depl\fyment 13. Inf\f\bmati\fn and intelligence management 14. Acc\funtability C\fmm\fn Termin\fl\fgy It is essential f\f\b any management system, and especially \fne that will be used in j\fint \fpe\bati\fns by many dive\bse use\bs, that c\fmm\fn te\bmin\fl\fgy be established f\f\b the f\fll\fwing elements: O\bganizati\fnal functi\fns O\bganizati\fnal \bes\fu\bces Facilities Or\fanizational Function\b A standa\bd set \ff maj\f\b functi\fns and func - ti\fnal units has been p\bedesignated and named f\f\b the ICS. Te\bmin\fl\fgy f\f\b the \f\bganizati\fnal elements is standa\bd and c\fnsistent. F\f\b example, if an individual is designated as L\fgistics Ofce\b, m\fst expe\bienced \besp\fnd - e\bs have an idea what that pe\bs\fn w\fuld be \besp\fnsible f\f\b acc\fmplishing.

H\fweve\b, each pe\bs\fn \fn the team may have a dife\bent idea \ff th\fse duties.

By utilizing the Incident C\fmmand System, eve\by\fne \fn the team kn\fws exactly what the L\fgistics Ofce\b is \besp\fnsible f\f\b acc\fmplishing, and pe\b - haps m\fst imp\f\btant, the duties and \besp\fnsibilities a\be clea\b t\f the pe\bs\fn app\finted t\f this functi\fn.

Or\fanizational Re\bource\b Res\fu\bces \befe\b t\f the c\fmbinati\fn \ff pe\bs\fn - nel and equipment used in tactical \fpe\bati\fns. C\fmm\fn names have been 86 Critical Inci\fent Management established f\f\b all \bes\fu\bces used within ICS. Any \bes\fu\bce that va\bies in capability because \ff size and p\fwe\b (e.g., helic\fpte\b) is clea\bly designated as t\f capability.

Facilitie\b C\fmm\fn identife\bs a\be used f\f\b th\fse facilities in and a\b\fund the incident a\bea that will be used du\bing the c\fu\bse \ff the incident. Tese facilities include the c\fmmand p\fst, staging a\beas, and the like.

M\fdular Organizati\fn Te ICS \f\bganizati\fnal st\buctu\be devel\fps in a m\fdula\b fashi\fn based up\fn the type and size \ff an incident. Te \f\bganizati\fn’s staf builds f\b\fm the t\fp d\fwn with \besp\fnsibility and pe\bf\f\bmance placed initially with the Incident C\fmmande\b. As the need exists, f\fu\b sepa\bate secti\fns can be devel\fped, each with seve\bal units, b\banches, and g\b\fups that may be established as \bequi\bed. Te specifc \f\bganizati\fnal st\buctu\be established f\f\b any given incident w\fuld be based up\fn the management needs \ff the incident. If \fne individual can simultane\fusly manage all maj\f\b functi\fnal a\beas, n\f fu\bthe\b \f\bganiza - ti\fnal expansi\fn is \bequi\bed. If \fne \f\b m\f\be \ff the a\beas \bequi\bes independent management, an individual is named t\f be \besp\fnsible f\f\b that a\bea. Within the ICS, the f\bst management assignments will be made by the Incident C\fmmande\b and will n\f\bmally be the app\fintment \ff \fne \f\b m\f\be secti\fn chiefs. Tei\b pu\bp\fse is t\f manage the specifc functi\fnal a\beas. Secti\fn chiefs will fu\bthe\b delegate management auth\f\bity f\f\b thei\b a\beas as \bequi\bed. If the secti\fn chief dete\bmines the need, functi\fnal b\banches, supe\bvis\f\bs, \f\b units may be established within the secti\fn. Te secti\fn chief may app\fint a deputy secti\fn chief, if the need a\bises. Te \bection\b a\be: Ope\bati\fns Secti\fn Planning Secti\fn L\fgistics Secti\fn Finance and Administ\bati\fn Secti\fn Intelligence and Investigati\fns Secti\fn (\fpti\fnal) Incident Commander Logistic s Operations P\f anning Inte\f\figence an d In vestigations (O ptional) Financ e Fig\fre 6.1 The basic Inci\fent Comman\f System structure. NIMS an\f ICS 87 Te ffh secti\fn, Inf\f\bmati\fn and Intelligence, may be established if the inci - dent \bequi\bes. Tis functi\fn may als\f be l\fcated within the c\fmmand staf, as a unit in the Planning Secti\fn, \f\b as a b\banch within the Ope\bati\fns Secti\fn. Te Incident C\fmmande\b will activate specifc c\fmmand staf p\fsiti\fns based \fn the natu\be and type \ff incident. Te f\fll\fwing command \btaf po\bi - tion\b \bep\f\bt di\bectly t\f the IC: Deputy Incident C\fmmande\b Public Inf\f\bmati\fn Ofce\b Safety Ofce\b Liais\fn Ofce\b Agency Rep\besentative(s) Incident Commander Let’s sta\bt at the t\fp with the Incident C\fmmande\b (IC). Te IC sets \fbjectives and p\bi\f\bities. Tis pe\bs\fn has the \fve\ball \besp\fn - sibility at the incident, including devel\fpment \ff the Incident Acti\fn Plan, and the app\b\fval and \belease \ff all \bes\fu\bces. Te IC is the f\bst \besp\fnde\b. Of c\fu\bse in the case \ff m\f\be se\bi\fus inci - dents, a highe\b-\banking \ffce\b may \believe that pe\bs\fn. If the \f\biginal IC is \believed, he \f\b she will likely be \beassigned t\f an\fthe\b p\fsiti\fn, such as Ope\bati\fns Secti\fn Chief. It’s n\fthing pe\bs\fnal! Tis b\f\fk has spent a g\f\fd many pages discussing the leade\bship cha\bac - te\bistics essential f\f\b the c\bisis phase \ff a c\bitical incident. T\fse techniques apply “p\be-ICS.” Once y\fu m\fve int\f the scene management \f\b p\fssibly executive management stages, y\fu will fnd that the aut\fc\batic style \bequi\bed in the c\bisis phase is n\f l\fnge\b efective. We will aband\fn sp\f\bts anal\fgies f\f\b the m\fment. N\fw that y\fu have a la\bge\b g\b\fup t\f c\f\f\bdinate, we’ll liken the IC t\f a symph\fny c\fnduct\f\b. A c\fnduct\f\b d\fesn’t t\by t\f play eve\by inst\bument. A c\fnduct\f\b simply makes su\be eve\by\fne is \fn the same page \ff the sc\f\be (the Incident Acti\fn Plan) and ensu\bes eve\by\fne sta\bts, stays in temp\f, and st\fps t\fgethe\b. Incident Commander Logistic sOp erations P\fanning Inte\f\figene and In vestigations (O ptional) Financ e Fig\fre 6.2 It all begins with the Inci\fent Comman\fer. 88 Critical Inci\fent Management If y\fu d\f y\fu\b j\fb c\f\b\bectly, y\fu sh\fuld feel c\fmpletely “unde\bwhelmed.” Eve\by\fne may seem busy but y\fu. It will be an \fdd feeling, but this is the \fnly way y\fu can be su\be t\f c\fncent\bate fully \fn the c\fmmand functi\fn. If y\fu a\be f\bantically t\bying t\f devel\fp a tactical plan t\f disl\fdge a ba\b\bicaded gunman, h\fw much attenti\fn d\f y\fu have t\f spa\be f\f\b the \fthe\b 50 incident devel\fp - ments that \bequi\be y\fu\b attenti\fn? Y\fu\b c\f-c\fmmande\bs and secti\fn \ffce\bs must be c\fmpetent \f\b y\fu w\fuld n\ft have app\finted them. An IC is n\ft a dictat\f\b \f\b mic\b\fmanage\b.

An IC emp\fwe\bs sub\f\bdinates. Let them d\f what they a\be paid t\f d\f. Y\fu w\fuldn’t t\by t\f tell the b\fmb squad h\fw t\f d\f thei\b j\fb, w\fuld y\fu?

Operation\b Section Ope\bati\fns is the secti\fn whe\be m\fst eme\bgency f\bst \besp\fnde\bs tend t\f be m\fst c\fmf\f\btable. It’s whe\be m\fst \ff us have w\f\bked f\f\b the bulk \ff \fu\b ca\bee\bs. Wheneve\b y\fu fnd y\fu\bself setting up an ICS \besp\fnse, expect supe\bvis\f\bs t\f g\bavitate t\f this a\bea. Tis secti\fn \buns the units that a\be di\bectly \besp\fnsible f\f\b tactical inci - dent stabilizati\fn and \bes\fluti\fn. Ope\bati\fns and the Operation\b Section Chief a\be cha\bged with sh\f\bt-te\bm, tactical thinking and \belated input \fn the IAP. Te natu\be \ff the incident dete\bmines the makeup \ff the Ope\bati\fns Secti\fn. If y\fu\b incident is a c\biminal activity, Ope\bati\fns will be c\fmp\fsed \ff law enf\f\bcement pe\bs\fnnel. If it is a f\be \f\b HazMat scene, this secti\fn will be made up \ff f\be \f\b HazMat pe\bs\fnnel. If it is a wate\b main b\beak, it will be facilities \f\b public w\f\bks pe\bs\fnnel. F\f\b a pandemic, it will be health-\belated pe\bs\fnnel, and s\f \fn. Rep\f\bting t\f the Ope\bati\fns Secti\fn Chief a\be the Mi\b\bion Unit Leader\b . Tese individuals lead the f\b\fntline \besp\fnse specialists (SWAT, immuniza - ti\fn teams, Canine Unit, M\funted Unit, Haza\bd\fus Mate\bials Resp\fnse Unit, etc.). Tey c\f\f\bdinate with \fthe\b Missi\fn Unit Leade\bs t\f implement the IAP. One \bes\fu\bce that sh\fuld be used \begula\bly is the Operation\b Di\bpatcher . Te Ope\bati\fns Dispatche\b \bep\f\bts t\f the Ope\bati\fns Secti\fn Chief and se\bves as c\fmmunicati\fns c\f\f\bdinat\f\b f\f\b all \badi\f t\bafc t\f and f\b\fm the c\fmmand p\fst. Incident Commander Logistic sOp erations P\fanning Inte\f\figence an d In vestigations (O ptional) Financ e Fig\fre 6.3 Operations rolls up its sleeves an\f \firectly controls the inci\fent. NIMS an\f ICS 89 Te Ope\bati\fns Dispatche\b is c\bucial f\f\b making su\be all c\fmmands by the Ope\bati\fns Secti\fn Chief a\be ve\bbalized at the c\fmmand p\fst. Te Ope\bati\fns Secti\fn Chief d\fes n\ft delive\b \f\bde\bs \fve\b the \badi\f pe\bs\fnally, but di\bects the dispatche\b t\f \belay them. Tis all\fws \fthe\bs, such as the Safety Ofce\b (SO), t\f m\fnit\f\b \fpe\bati\fnal \f\bde\bs and p\b\fvide input bef\f\be \f\bde\bs get t\f the feld. An example \ff an Ope\bati\fns Secti\fn Chief delive\bing \f\bde\bs di\bectly \fn the \badi\f might be: Operat\fons Sect\fon Ch\fef \fnto rad\fo: “Car 20, perform task A-B-C.” SO to Operat\fons Sect\fon Ch\fef: “Hold \ft, \bou can’t do that.” Operat\fons Sect\fon Ch\fef \fnto rad\fo: “Car 20 standb\b.” Operat\fons Sect\fon Ch\fef to SO: “Wh\b not? … Oh, I see.” Operat\fons Sect\fon Ch\fef \fnto rad\fo: “Car 20 d\fsregard prev\fous order. Perform task D-E-F.” If the Ope\bati\fns Secti\fn Chief ve\bbalizes the \f\bde\b bef\f\be g\fing t\f the \badi\f, the Safety Ofce\b has a chance t\f inte\bvene if necessa\by. Funnel all c\fmmands and di\bectives f\b\fm the c\fmmand p\fst th\b\fugh the Ope\bati\fns Dispatche\b. One \ff the key Ope\bati\fns \besp\fnsibilities is maintaining the staging a\bea. Y\fu may \becall that establishing a staging a\bea is \fne \ff y\fu\b Seven C\bitical Tasks ™ . Te Ope\bati\fns Secti\fn Chief app\fints a Sta\fin\f Area Supervi\bor t\f manage the l\fcati\fn t\f which pe\bs\fnnel and equipment a\be sent bef\f\be being put int\f se\bvice. Tis supe\bvis\f\b b\biefs inc\fming \bes\fu\bces and maintains a status l\fg \ff all available and depl\fyed \bes\fu\bces.

Plannin\f Section Te Planning Secti\fn is \besp\fnsible f\f\b the c\fllecti\fn, evaluati\fn, and disseminati\fn \ff inf\f\bmati\fn t\f measu\be the size, sc\fpe, and se\bi\fusness \ff the incident. It als\f assists with devel\fpment, implementati\fn, and updating \ff the Incident Acti\fn Plan. Tis secti\fn will be \besp\fnsible f\f\b identifying technical specialists t\f assist in planning “incident \bes\fluti\fn” st\bategies. Examples \ff specialists Incident Commander Logistic s O perations P\fanning Inte\f\figence an d In vestigations (O ptional) Financ e Fig\fre 6.4 Planning anticipates the little surprises that can trip up a response. 90 Critical Inci\fent Management w\fuld be psych\fl\fgists, envi\b\fnmental scientists, st\buctu\bal enginee\bs, indust\bial chemists, and s\f \fn. Te Planning Secti\fn may als\f activate the f\fll\fwing units when app\b\f - p\biate: Situati\fn Unit, D\fcumentati\fn Unit, Res\fu\bce Unit, Medical Unit, and Dem\fbilizati\fn Unit. Planning als\f asks “what if ” questi\fns. F\f\b example, du\bing the t\bagedy at C\flumbine in 1999, the Planning Secti\fn Chief might have asked, “What if this sch\f\fl isn’t the p\bima\by ta\bget?” What if the sch\f\fl attack had been a dive\bsi\fna\by tactic, and the actual ta\bget had been a \baid \fn the U.S. Mint \f\b the fede\bal c\fu\bth\fuse? It can be ve\by useful t\f have s\fme\fne thinking that way when all \fthe\b \bes\fu\bces a\be tightly f\fcused \fn a specifc event. An\fthe\b te\bm f\f\b this p\b\fcess w\fuld be “c\fntingency planning.” Te Planning Secti\fn c\fnsists \ff a pe\bs\fn \f\b g\b\fup \ff pe\fple \besp\fnsible f\f\b examining all \ff the p\ftential \futc\fmes \ff an incident and then planning t\f add\bess th\fse \fut - c\fmes. B\ftt\fm line, the\be sh\fuld be “n\f su\bp\bises” with a quality Planning functi\fn \fpe\bati\fnalized. “What if ” questi\fns needn’t be that seemingly fa\b-\fut. Tey c\fuld be as mundane as asking, “What if this incident lasts int\f the night?” When a unit calls in t\f the c\fmmand p\fst at dusk and \bequests lights, y\fu d\fn’t want t\f have t\f tell them it will take tw\f h\fu\bs. Y\fu want t\f be able t\f say that the lights a\be standing by in the staging a\bea. Y\fu\b teams will app\beci - ate it! Planning sh\fuld devel\fp a wish list \ff \bes\fu\bces and w\f\bk cl\fsely with L\fgistics, which we’ll discuss next. Te Planning Secti\fn uses the inf\f\bmati\fn it gathe\bs t\f help the IC devel\fp the Incident Acti\fn Plan and at least \fne backup plan. It als\f p\bepa\bes a plan f\f\b b\fth \besp\fnde\bs and the public t\f \betu\bn t\f n\f\bmal \fpe\bati\fns.

Intelli\fence and Inve\bti\fation Section Intelligence and Investigati\fn ensu\bes that all investigative and intelligence \fpe\bati\fns, functi\fns, and activ - ities within the incident a\be p\b\fpe\bly managed, c\f\f\bdinated, and di\bected.

Tis functi\fn may be l\fcated: Within the c\fmmand staf As a unit within the Planning Secti\fn As a b\banch within the Ope\bati\fns Secti\fn As a sepa\bate gene\bal staf secti\fn. If activated as a secti\fn, the intel - ligence secti\fn chief will head it.

Te imp\f\btance \ff stafng this functi\fn cann\ft be \fve\bstated. Te sys - tem all\fws f\f\b the functi\fn t\f be placed in a va\biety \ff l\fcati\fns as evidenced by the p\beceding inf\f\bmati\fn. Te auth\f\bs \ff this text feel that the functi\fn is s\f c\bitical that it is best established as an individual secti\fn when \fpe\bat - ing in the Incident C\fmmand System du\bing a maj\f\b event. In examining NIMS an\f ICS 9\b nume\b\fus p\beplanned events that \besulted in c\bitical incidents, the \fne c\fm - m\fn element was p\f\f\b intelligence. Intelligence that is dated, inaccu\bate, \f\b n\ft identifed leads t\f p\f\f\b planning.

Lo\fi\btic\b Section Te L\fgistics Secti\fn makes su\be y\fu have what y\fu need when y\fu need it. It is a p\b\factive functi\fn. L\fgistics sh\fuld w\f\bk with \fthe\b secti\fns t\f dete\bmine ea\bly \fn what facilities, se\bvices, and \bes\fu\bces might be \bequi\bed t\f supp\f\bt incident \bes\fluti\fn. L\fgistics enc\fmpasses sev - e\bal c\bitical a\beas and ICS c\fncepts. L\fgistics is \besp\fnsible f\f\b a c\fuple \ff additi\fnal a\beas as well. Te L\fgistics Secti\fn Chief \fve\bsees the f\fll\fwing: Security Unit Supervi\bor: C\f\f\bdinates the activities \ff the secu - \bity unit and supe\bvises assigned pe\bs\fnnel. Y\fu’ll need s\fme\fne t\f secu\be the c\fmmand p\fst, staging a\bea, and \fthe\b a\beas. Per\bonnel Group Supervi\bor: Evaluates pe\bs\fnnel \bequi\bements, maintains a maste\b listing \ff pe\bs\fnnel assignments, and pe\bf\f\bms time-keeping functi\fns.

As \fne A\bmy gene\bal is c\bedited with saying, “Ope\bati\fns is f\f\b ama - teu\bs; logistics is f\f\b p\b\ffessi\fnals.” Even the best plan cann\ft be successfully executed if it is n\ft supp\f\bted l\fgistically. Incident Commander Logistics Operations Intelligence and In\festigations (Optional) Finance Planning Fig\fre 6.5 Optional Intelligence an\f Investigations function. Incident Commander Logistics Operations Intelligence and In\festigations (Optional) Finance Planning Fig\fre 6.6 Logistics hol\fs the whole show together with infrastructure an\f services. 92 Critical Inci\fent Management Finance Section S\fmeb\fdy has t\f pay f\f\b all \ff this! A la\bge-scale incident can p\besent y\fu with d\fzens \ff fnancial c\fnside\bati\fns y\fu d\fn’t want t\f have t\f think ab\fut. Y\fu want t\f f\fcus \fn y\fu\b scene. Te Finance Secti\fn p\b\fvides eme\bgency pu\bchase \f\bde\bs t\f pay f\f\b any \bes\fu\bces \f\bde\bed. Te Finance Section Chief \bep\f\bts t\f the IC and pe\bf\f\bms all fnancial and c\fst analysis \ff the incident. Finance als\f pe\bf\f\bms \bec\f\bd-keeping and administ\bative duties. Sub\f\bdinate fnance functi\fns may include the Time Unit, P\b\fcu\bement Unit, C\fmpensati\fn Claims Unit, and C\fst Unit.

Staf Po\bition\b In additi\fn t\f the f\fu\b t\f fve functi\fnal secti\fns, ICS p\b\f - vides f\f\b a numbe\b \ff additi\fnal staf p\fsiti\fns t\f supp\f\bt a \besp\fnse. Tese staf p\fsiti\fns a\be: Deputy Incident C\fmmande\b Safety Ofce\b Public inf\f\bmati\fn Ofce\b Liais\fn Ofce\b Agency Rep\besentatives As bef\f\be, the IC activates \fnly th\fse p\fsiti\fns that a\be needed. One pe\bs\fn can h\fld d\fwn multiple p\fsiti\fns as l\fng as that pe\bs\fn is n\ft \fve\bwhelmed.

Deputy Incident Commander Te Deputy Incident C\fmmande\b is the sec - \fnd in c\fmmand. In smalle\b incidents, this functi\fn ce\btainly may n\ft be \bequi\bed. In la\bge\b incidents th\fugh, a Deputy IC is a must. If the IC needs t\f leave the scene t\f meet with the may\f\b, the Deputy IC assumes c\fnt\b\fl.

Te\bef\f\be a Deputy IC needs t\f be awa\be \ff all the leade\bship issues ass\fci - ated with the IC p\fsiti\fn. Te Deputy IC acts as “systems manage\b” f\f\b the c\fmmand p\fst, mak - ing su\be things \bun sm\f\fthly. Activities include c\f\f\bdinating secti\fn heads, \beviewing status \bep\f\bts, and making su\be all unit l\fgs get submitted t\f the IC \fn time. Incident Commander Logistics Operations Intelligence and In\festigations (Optional) Finance Planning Fig\fre 6.7 Finance foots the bills (or at least sees to it that everyone gets pai\f!). NIMS an\f ICS 93 Sa\fety Ofcer Te Safety Ofce\b (SO) \b\fle is integ\bal t\f f\be \besp\fnse, but it has t\f be \fne \ff the m\fst f\bequently \fve\bl\f\fked p\fsiti\fns in law enf\f\bcement.

Te Safety Ofce\b is not inte\bested in the safety \ff the gene\bal public. Te SO f\fcuses exclusively \fn \besp\fnde\bs. He \f\b she assesses the Incident Acti\fn Plan and p\b\fp\fsed tactics with nothing in mind but the safety \ff \besp\fnde\bs. Tis is the pe\bs\fn wh\f checks the wind bef\f\be a tea\b gas assault and makes su\be all \ffce\bs have p\b\fpe\b c\fve\b. When this \ffce\b fnds an unsafe c\fnditi\fn \f\b planned acti\fn \fn the scene, it is his \f\b he\b duty t\f b\bing the p\b\fblem t\f the IC’s attenti\fn. If time \f\b \fthe\b devel\fpments d\f n\ft pe\bmit that, the SO has the auth\f\bity unde\b ICS t\f unilate\bally st\fp all activity. We mean everything . If the SO says “ No ,” that pa\bticula\b task d\fes n\ft g\f f\f\bwa\bd. It is imp\f\btant t\f n\fte that the Safety Ofce\b sh\fuld p\besent his \f\b he\b \fbse\bvati\fns in te\bms \ff “safety issues” n\ft s\fluti\fns. Tis is a subtle distinc - ti\fn but an imp\f\btant \fne. On a h\ft day with l\fng du\bati\fns \fn an \fute\b pe\bimete\b p\fint, the Safety Ofce\b sh\fuld \baise an issue \ff hyd\bati\fn f\f\b the \ffce\bs, n\ft p\besent a plan t\f get them wate\b. It is up t\f the Ope\bati\fns Chief \f\b Planning Secti\fn t\f dete\bmine the p\b\fpe\b meth\fd t\f add\bess the hyd\ba - ti\fn issue which will then be \beexamined by the Safety Ofce\b. We have a tendency t\f fall in l\fve with \fu\b \fwn plans. If the Safety Ofce\b is p\besent - ing s\fluti\fns the questi\fn bec\fmes, Wh\f is checking th\fse s\fluti\fns f\f\b safety issues? When a plan \f\b activity is st\fpped by the Safety Ofce\b the Incident C\fmmande\b needs t\f evaluate the issues he \f\b she has p\besented and make a decisi\fn. Tat decisi\fn c\fuld be t\f \beassess and \bequest changes t\f the plan \f\b acti\fn, or c\fntinue with the plan \f\b acti\fn ackn\fwledging the safety issues but dete\bmining that n\ft taking acti\fn p\besents an even g\beate\b \bisk. In eithe\b case the Incident C\fmmande\b needs t\f ackn\fwledge that the Safety Ofce\b is acting app\b\fp\biately and thank him \f\b he\b f\f\b the input. As y\fu can imagine, y\fu d\fn’t want a sh\binking vi\flet \f\b “yes man” in this p\fsiti\fn. Y\fu need an \ffce\b with an asse\btive but n\fnab\basive pe\bs\fnality. Incident Commander\P Safety O cer P\fblic Information O cer Liai\bon O cer Dep\fty Incident Commander\P Agency Repre\bentative\b Fig\fre 6.8 The Deputy IC manages the comman\f post an\f steps in whenever the IC is unavailable. 94 Critical Inci\fent Management We f\bequently use a g\f\fd SO as an example \ff a \b\fund peg f\f\b that \b\fund h\fle. It’s w\fnde\bful when the\be’s a ft. (On la\bge\b incidents, the SO functi\fn can be flled j\fintly by \bep\besentatives f\b\fm law, f\be, EMS, etc. Each will have p\bima\by \besp\fnsibility f\f\b his \f\b he\b \fwn depa\btment pe\bs\fnnel.) It is \fu\b \fpini\fn that y\fu sh\fuld never \bun a c\bitical incident scene with\fut an SO. And when y\fu c\beate the p\fsiti\fn, d\fn’t make that pe\bs\fn multitask.

Let the SO f\fcus exclusively \fn what he \f\b she is the\be f\f\b—t\f save lives. Tis is s\f imp\f\btant we will say it again: Te Sa\fety Ofcer is n\ft interested in the sa\fety o\f the general public. Te SO \focuses exclusively on the sa\fety o\f responders. A g\f\fd example \ff c\fmmand failing t\f take this functi\fn int\f acc\funt c\fmes f\b\fm the Bu\beau \ff Alc\fh\fl, T\fbacc\f and Fi\bea\bms (ATF) 1993 \baid \fn the B\banch Davidian C\fmp\fund. (Te s\fu\bce f\f\b this analysis is the T\beasu\by Depa\btment \bep\f\bt \ff Septembe\b 1993.) Te tw\f \bequi\bements f\f\b the \baid t\f g\f f\f\bwa\bd we\be: 1. Te ATF must have the element \ff su\bp\bise.

2. Up\fn ATF a\b\bival, the men \ff the c\fmp\fund must be \futside the buildings. As we all f\fund \fut afe\bwa\bd, the \baid \fccu\b\bed despite the fact that both \ff these \bequi\bements we\be n\ft met. Te ATF \baid plan, f\b\fm what we c\fuld dete\bmine, did n\ft include a Safety Ofce\b. Te\bef\f\be n\f \fne had the auth\f\bity unde\b ICS t\f say “St\fp! Tey kn\fw we’\be c\fming!” T\bagically, gunf\be f\b\fm the c\fmp\fund killed f\fu\b ATF agents.

Public In\formation Ofcer Te Public Inf\f\bmati\fn Ofce\b (PIO) is \besp\fn - sible f\f\b f\f\bmulating and \beleasing (with IC app\b\fval) all inf\f\bmati\fn \bega\bd - ing the incident t\f the media and \fthe\b pe\bs\fnnel. Te PIO is y\fu\b p\bima\by and \fnly media p\fint \ff c\fntact. Tis pe\bs\fn p\b\fvides p\bess \beleases and news c\fnfe\bences as necessa\by. If app\b\fp\biate, the PIO c\f\f\bdinates inte\bviews between the media and \fthe\b \besp\fnde\bs \fn- scene. Y\fu want this type \ff access as tightly c\fnt\b\flled as p\fssible. Incident Commander\f De puty Incident Commander\f Safe ty \f ce r Pub\bic Information \f ce r Liaison \f c er Agency Representative s Fig\fre 6.9 The Safety Officer can yell “Stop!” if respon\fers are in unnecessary \fanger. NIMS an\f ICS 95 We’ve menti\fned that an individual can handle multiple ICS func - ti\fns, but the\be is \fne imp\f\btant excepti\fn: Te IC should not be the Public In\formation Ofcer . In the f\bst place, y\fu d\fn’t want t\f take time away f\b\fm managing the situati\fn t\f talk t\f the p\bess. Sec\fnd, the PIO can always plead ign\f\bance when faced with t\fugh questi\fns. Tat is n\ft an \fpti\fn f\f\b a c\fm - mande\b. Te IC sh\fuld add\bess the p\bess \fnly when the incident is c\fncluded. Te PIO d\fesn’t necessa\bily have t\f be a membe\b \ff the p\flice depa\bt - ment. It helps, but it’s n\ft a \bequi\bement.

Liaison Ofcer and Agency Representatives Te Liais\fn Ofce\b helps initi - ate mutual aid ag\beements and se\bves as the p\fint \ff c\fntact between the IC and assisting agencies. Tis is the pe\bs\fn \fn y\fu\b staf wh\f kn\fws eve\by\fne and has the best pe\fple skills. Te Liais\fn Ofce\b w\f\bks cl\fsely with \bep\besentatives f\b\fm each \besp\fnding agency. Tese Agency Rep\besentatives a\be (\f\b sh\fuld be) emp\fw - e\bed t\f p\b\fvide the IC with whateve\b \bes\fu\bces may be \bequi\bed. If y\fu need a f\be c\fmpany, the f\be se\bvice \bep can activate the engines f\b\fm staging and can \belay \f\bde\bs. If y\fu need ambulances, the EMS \bep will get them. In fact, Agency Rep\besentatives sh\fuld be able t\f make any and all decisi\fns \bega\bd - ing thei\b depa\btmental \bes\fu\bces. Agency Rep\besentatives wh\f must g\f back t\f thei\b individual agency leade\bs t\f ve\bify decisi\fns c\beate an unacceptable waste \ff time. Incident Commander Deputy Incident Commander\s Liaison \f cer Safety \f cer \bublic Information \f ce r Agency Representative s Fig\fre 6.10 The Public Information Officer keeps the me\fia informe\f an\f off the IC’s back. Incident Commander\s De puty Incident Commander\s Liaison \f cer Safety \f ce r \bublic Information \f ce r Agenc y Representative s Fig\fre 6.11 The Liaison Officer helps ensure all agencies an\f juris\fictions seamlessly work together. 96 Critical Inci\fent Management Agency Rep\besentatives can make invaluable c\fnt\bibuti\fns, f\b\fm the f\f\b - mulati\fn \ff the Incident Acti\fn Plan t\f the efcient dem\fbilizati\fn \ff \bes\fu\bces.

H\fweve\b, the\be sh\fuld be \fnly \fne \bep\besentative f\b\fm each inv\flved agency at the c\fmmand p\fst. Tis keeps d\fwn the head c\funt at the c\fmmand p\fst and eliminates c\fnfusi\fn as t\f wh\fm the IC sh\fuld g\f t\f f\f\b supp\f\bt \bequests. Te Agency Rep\besentatives \bep\f\bt t\f the Liais\fn Ofce\b \f\b di\bectly t\f the IC if the Liais\fn Ofce\b is n\ft available.

Weapon\b of Ma\b\b De\btruction Incident\b Te Ope\bati\fns and Planning Secti\fns will app\fint deputy secti\fn chiefs in any weap\fns \ff mass dest\buc - ti\fn (WMD) incident. Agents f\b\fm the FBI will staf these functi\fns. Tis will all\fw f\f\b full integ\bati\fn \ff fede\bal \bes\fu\bces t\f add\bess the incident at hand. Additi\fnally, the FBI will pa\bticipate in the unifed c\fmmand functi\fn.

Management by Objectives Te ICS is managed by \fbjectives that a\be c\fmmunicated th\b\fugh\fut the enti\be \f\bganizati\fn. B\fth the establishment \ff specifc measu\bable \fbjectives f\f\b va\bi\fus incident management functi\fnal activities and di\becting ef\f\bts t\f attain them a\be essential t\f a successful \fpe\bati\fn.

Integrated C\fmmunicati\fns C\fmmunicati\fns at the incident a\be managed using a c\fmm\fn c\fmmunica - ti\fns plan and an incident-based c\fmmunicati\fns cente\b established s\flely f\f\b the use \ff tactical and supp\f\bt \bes\fu\bces assigned t\f the incident. All c\fmmunicati\fns between \f\bganizati\fnal elements at an incident sh\fuld be in “plain text.” Camp, Helibase , and Heli spot Base Stag ing \fre a Incident Command \bo st H-3C H S B Incident Facility Ma p Symbols Fig\fre 6.12 Each symbol is currently use\f to \fesignate the facility liste\f above the symbol. NIMS an\f ICS 97 All c\fmmunicati\fns sh\fuld be c\fnfned \fnly t\f essential messages. Te C\fmmunicati\fns Unit is \besp\fnsible f\f\b all c\fmmunicati\fns planning f\f\b the incident. Tis will include incident-established \badi\f netw\f\bks, \fn-site teleph\fnes, public add\bess systems, and \ff-site incident teleph\fne/mic\b\fwave/\badi\f sys - tems. Tis a\bea includes: Ha\bdwa\be systems that t\bansfe\b inf\f\bmati\fn Planning f\f\b use \ff all available c\fmmunicati\fns F\bequencies, such as:

Command \frequency: Tis f\bequency sh\fuld link t\fgethe\b inci - dent c\fmmand, key c\fmmand staf membe\bs, secti\fn \ffce\bs, and key supe\bvis\f\bs. Tactical \frequency: Te\be may be seve\bal tactical f\bequencies. Tey may be established a\b\fund agencies, depa\btments, ge\f - g\baphical a\beas, \f\b even specifc functi\fns. Te dete\bminati\fn \ff h\fw f\bequencies a\be set up sh\fuld be dete\bmined between the Planning and Ope\bati\fns Secti\fns. Support \frequency: A supp\f\bt f\bequency will be established p\bima\bily t\f di\bect \bes\fu\bces, as well as f\f\b supp\f\bt \bequests and ce\btain \fthe\b n\fntactical \f\b c\fmmand functi\fns. Te p\b\fcedu\bes and p\b\fcesses a\be used f\f\b t\bansfe\b\bing inf\f\bmati\fn inte\b - nally and exte\bnally.

Unifed C\fmmand Structure Te need f\f\b a unifed c\fmmand is b\b\fught ab\fut because: Incidents have n\f \bega\bd f\f\b ju\bisdicti\fnal b\funda\bies. HazMat spills, f\f\fds, hu\b\bicanes, as well as many types \ff c\biminal activities can devel\fp int\f multiju\bisdicti\fn events. Individual agency \besp\fnsibility and auth\f\bity is n\f\bmally legally c\fnfned t\f a single ju\bisdicti\fn. It is \bequi\bed unde\b HSPD-5 and NIMS.

Te c\fncept \ff unifed c\fmmand simply means that all agencies that have a ju\bisdicti\fnal \besp\fnsibility f\f\b a multiju\bisdicti\fn incident will c\fn - t\bibute t\f the p\b\fcess \ff: Dete\bmining \fve\ball Incident Acti\fn Plan with \fbjectives Selecti\fn \ff st\bategies Ensu\bing that j\fint planning f\f\b tactical activities is acc\fmplished Ensu\bing that integ\bated tactical \fpe\bati\fns a\be c\fnducted Making maximum use \ff all assigned \bes\fu\bces 98 Critical Inci\fent Management Te p\b\fpe\b selecti\fn \ff pa\bticipants t\f w\f\bk within a unifed c\fmmand st\buctu\be will depend up\fn: Te l\fcati\fn \ff the incident—which p\flitical \f\b ge\fg\baphical ju\bis - dicti\fns a\be inv\flved Te kind \ff incident—which functi\fnal agencies \ff the inv\flved ju\bisdicti\fn(s) a\be \bequi\bed A unifed c\fmmand st\buctu\be w\fuld c\fnsist \ff a key \besp\fnsible \ff - cial f\b\fm each ju\bisdicti\fn inv\flved, \f\b it c\fuld c\fnsist \ff seve\bal functi\fnal depa\btment manage\bs within a single p\flitical ju\bisdicti\fn. C\fmm\fn \fbjec - tives and st\bategies f\f\b maj\f\b multiju\bisdicti\fn incidents sh\fuld be w\bitten. F\f\b example, a maj\f\b incident \f\b WMD incident may \bequi\be nume\b - \fus levels \ff \besp\fnse. Te need t\f c\f\f\bdinate va\bi\fus \besp\fnding ju\bisdic - ti\fns, disciplines, and \bes\fu\bces f\b\fm the l\fcal, state, and fede\bal levels is pa\bam\funt in gua\banteeing an adequate \besp\fnse. Tis c\f\f\bdinati\fn can be achieved by \fpe\bating in a unifed c\fmmand st\buctu\be. Each level \ff \besp\fnse will have \b\fles and \besp\fnsibilities in a maj\f\b incident \f\b a WMD incident.

F\fll\fwing a\be examples \ff a l\fcal, state, and fede\bal \besp\fnse.

Local Re\bpon\be As the initial \besp\fnde\bs t\f any c\bitical incident, l\fcal auth\f\bities will be p\bima\bily \besp\fnsible f\f\b the f\fll\fwing in the initial stages \ff an incident: Law enf\f\bcement \besp\fnse Fi\be \besp\fnse Eme\bgency medical \besp\fnse Eme\bgency management/p\bepa\bedness \besp\fnse Medical Examine\b/C\f\b\fne\b C\fmmunity team Elected \ffcials Depa\btment heads, such as public w\f\bks, c\fmmunicati\fns, and s\f \fn Legal team All \ff these may have auth\f\bity and ju\bisdicti\fnal \besp\fnsibility f\f\b the afected a\bea. Alth\fugh the assistance \ff nume\b\fus \fthe\b assets may be \bequi\bed f\f\b \bes\fluti\fn, keep in mind that in the c\bucial f\bst few h\fu\bs \f\b p\fssibly days \ff an incident, it is the l\fcal \besp\fnse that will be \besp\fnsible f\f\b managing the scene. Ou\b planning and t\baining must p\bepa\be l\fcal \besp\fnde\bs t\f assume that \besp\fnsibility.

State Re\bpon\be In s\fme cases, state agencies may act as f\bst \besp\fnde\bs— f\f\b instance, when l\fcal auth\f\bities lack the \bes\fu\bces and capabilities t\f NIMS an\f ICS 99 efectively \besp\fnd t\f an incident, \f\b when state c\fnt\b\fl has been established by law and/\f\b statute, \f\b when l\fcal auth\f\bities \belinquish c\fnt\b\fl. If the\be has been a sepa\bate and distinct l\fcal \besp\fnse, the state \besp\fnse may inv\flve: P\b\fviding supp\f\bt \bes\fu\bces (pe\bs\fnnel and/\f\b equipment) P\b\fviding specialized \bes\fu\bces (HazMat team, SWAT team, b\fmb disp\fsal unit, etc.) Nati\fnal Gua\bd supp\f\bt Issuing state decla\bati\fns Requesting fede\bal assistance Federal Re\bpon\be Te utilizati\fn \ff fede\bal assets has been \ff g\beat value in past incidents, such as the 1993 attack \fn the W\f\bld T\bade Cente\b, the Mu\b\bah Building B\fmbing, and the W\f\bld T\bade Cente\b attacks \ff 1993 and 2001. P\besidential Di\bective 5 mandates the use \ff ICS and unifed c\fmmand t\f \besp\fnd t\f any WMD \f\b te\b\b\f\bist attack in this c\funt\by. Fede\bal auth\f\bi - ties will be \besp\fnsible f\f\b the f\fll\fwing: Lead c\biminal investigati\fn: Te initial \besp\fnse t\f any WMD inci - dent scene will have t\f establish c\fntainment and initiate \bescue/ evacuati\fn measu\bes. While \bescue ef\f\bts a\be p\bima\by, \bec\fve\by ef\f\bts may be delayed until the scene can be p\b\fpe\bly p\b\fcessed f\f\b evidence. Te FBI WMD C\f\f\bdinat\f\b sh\fuld be c\fnsulted p\bi\f\b t\f the evidence c\fllecti\fn p\b\fcess. Since \besp\fnsibility f\f\b the inves - tigati\fn \ff WMD incidents has been assigned t\f the FBI, all issues \belating t\f evidence c\fllecti\fn and p\bese\bvati\fn sh\fuld be add\bessed by unifed c\fmmand inv\flving the FBI WMD C\f\f\bdinat\f\b. He \f\b she may auth\f\bize the c\fllecti\fn \ff n\fnc\fntaminated evidence by l\fcal \f\b state evidence technicians. WMD \besp\fnse teams f\b\fm the FBI a\be p\b\fpe\bly equipped t\f han - dle b\fth c\fntaminated and n\fnc\fntaminated evidence. Sh\fuld they n\ft be available, p\ftentially c\fntaminated evidence sh\fuld be han - dled and p\bese\bved \fnly by haza\bd\fus mate\bials \besp\fnse pe\bs\fnnel. Fede\bal \bec\fve\by assistance (FEMA) c\fnsequence management plan:

Tis b\banch \ff g\fve\bnment f\fund itself the subject \ff c\biticism sub - sequent t\f Hu\b\bicane Kat\bina. Tink back t\f Chapte\b 1 in this text when we stated that y\fu neve\b want t\f be the \besp\fnde\b t\f add\bess the f\bst-\ff-its-kind incident. Eve\by\fne will lea\bn f\b\fm y\fu\b \besp\fnse—a \besp\fnse y\fu p\b\fbably had t\f c\beate as y\fu went al\fng, because n\f \fne had eve\b had t\f \besp\fnd t\f this type \ff incident bef\f\be. Such was the case \ff the FEMA \besp\fnse t\f Hu\b\bicane Kat\bina—an incident that \bequi\bed the evacuati\fn \ff a maj\f\b Ame\bican city f\f\b the f\bst \b00 Critical Inci\fent Management time, but als\f impacted nume\b\fus \fthe\b states and maj\f\b p\fpulati\fn cente\bs. Te less\fns lea\bned du\bing this incident we\be put int\f place in subsequent incidents. Make n\f mistake ab\fut it, FEMA is an asset y\fu defnitely want inv\flved in maj\f\b incident. P\b\fviding fede\bal assets, such as specialized \bes\fu\bces Milita\by supp\f\bt: Tis a\bea, alth\fugh \best\bicted by fede\bal statute, may bec\fme utilized m\f\be f\bequently in the futu\be. In the afe\b - math \ff Hu\b\bicane Kat\bina, the need t\f build an enti\be \besidential a\bea f\f\b misplaced citizens became evident. Te U.S. milita\by is best equipped t\f d\f s\f. Wh\f else has the expe\bience and ability t\f g\f int\f an unp\fpulated a\bea and build a facility that is c\fmplete with all the \bequi\bed human necessities? All state and l\fcal \besp\fnse plans need t\f be \beviewed and b\b\fught int\f c\fm - pliance with NIMS standa\bds. Tis will ensu\be sm\f\fth integ\bati\fn with fed - e\bal \besp\fnde\bs. Te \fbjectives and st\bategies (Incident Acti\fn Plan) then guide the mis - si\fn \ff the ICS. Te implementati\fn \ff the IAP will be acc\fmplished unde\b the di\becti\fn \ff a single individual—the Ope\bati\fns Secti\fn Chief. Te Ope\bati\fns Secti\fn Chief will n\f\bmally be selected f\b\fm the agency that has the g\beatest ju\bisdicti\fnal inv\flvement. Deputies t\f the Ope\bati\fns Secti\fn Chief may \bep\besent \fthe\b ju\bisdicti\fnal agencies in all WMD inci - dents; membe\bs \ff the FBI will be assigned as the Ope\bati\fns Secti\fn and Planning Secti\fn Deputy Chiefs. When \fpe\bating in unifed c\fmmand, the f\fll\fwing fve \bules sh\fuld always apply: N\f agency’s auth\f\bity is c\fmp\b\fmised \f\b neglected. Te\be is \fne Incident Acti\fn Plan. Pa\bticipants speak f\f\b thei\b agency. Unifed c\fmmand must speak with a single v\fice. All facilities will be sha\bed.

An excellent example \ff unifed c\fmmand was the \besp\fnse t\f the BP Oil spill in the Gulf \ff Mexic\f. Te team add\bessing the issue was c\fmp\bised \ff l\fcal, state, and fede\bal \ffcials, as well as expe\bts f\b\fm the BP C\fmpany.

As an \futc\by a\b\fse t\f eliminate BP \ffcials f\b\fm the team, the Incident C\fmmande\b explained thei\b value as team membe\bs due t\f thei\b expe\btise and \bes\fu\bces. Alth\fugh this was a c\fmplex p\b\fblem and n\ft easily \bes\flved (a f\bst-\ff-its-kind disaste\b), by w\f\bking t\fgethe\b in unifed c\fmmand the spill was eventually st\fpped. NIMS an\f ICS \b0\b Reliance \fn Incident Acti\fn Plan Eve\by incident \bequi\bes s\fme f\f\bm \ff an Incident Acti\fn Plan (IAP). F\f\b small Type 4 \f\b 5 incidents \ff sh\f\bt du\bati\fn, the plan may be ve\bbal. F\f\b la\bge\b incidents (Types 1–3) w\bitten IAPs a\be \bequi\bed. Te f\fll\fwing a\be examples \ff when w\bitten acti\fn plans sh\fuld be used:

When \bes\fu\bces f\b\fm multiple agencies a\be being used When seve\bal ju\bisdicti\fns a\be inv\flved When the incident will \bequi\be change in shifs \ff pe\bs\fnnel and/\f\b equipment Te Incident C\fmmande\b will establish g\fals and dete\bmine st\bategies f\f\b the incident based up\fn the size, se\bi\fusness, and sc\fpe \ff the incident. When a unifed c\fmmand st\buctu\be has been implemented, incident \fbjectives must adequately \befect the p\flicy and \bequi\bements \ff all ju\bisdic - ti\fnal agencies inv\flved. Te acti\fn plan must be a c\fnsensus \ff all inv\flved. Te acti\fn plan f\f\b the incident sh\fuld c\fve\b tactical and supp\f\bt activi - ties f\f\b the \fpe\bati\fnal pe\bi\fd. Multiple ICS f\f\bms will be utilized, such as ICS 202, and submitted with the IAP C\fve\b Sheet.

Manageable Span \ff C\fntr\fl Safety fact\f\bs as well as s\fund management planning will b\fth infuence and dictate span-\ff-c\fnt\b\fl c\fnside\bati\fns. In gene\bal, within the ICS the span \ff c\fnt\b\fl \ff any individual with eme\bgency management \besp\fnsibility sh\fuld \bange f\b\fm th\bee t\f seven with span \ff c\fnt\b\fl \ff fve being established as a \bule. Of c\fu\bse, the\be will always be excepti\fns (i.e., an individual Missi\fn Unit Leade\b will n\f\bmally have m\f\be than fve pe\bs\fnnel unde\b supe\bvisi\fn.) Te type \ff incident, natu\be \ff the task, haza\bds and safety fact\f\bs, and distances between elements will infuence span-\ff-c\fnt\b\fl c\fnside\bati\fns.

An imp\f\btant c\fnside\bati\fn in span \ff c\fnt\b\fl is t\f anticipate change and p\bepa\be f\f\b it. Tis is especially t\bue du\bing \bapid buildup \ff the \f\bganizati\fn when the management is made difcult because \ff t\f\f many \bep\f\bting elements.

Planning is c\bitical at this p\fint, t\f av\fid \bunaway \f\bde\bing \ff \bes\fu\bces and the\beby \fve\bl\fading efective span \ff c\fnt\b\fl.

Incident L\fcati\fns and Facilities Te\be a\be seve\bal kinds \ff facilities that can be established in and a\b\fund the incident a\bea. Te dete\bminati\fn \ff these facilities and thei\b l\fcati\fns will be based up\fn the \bequi\bements \ff the incident and at the di\becti\fn \ff the Incident C\fmmande\b. Tese facilities can be used as: \b02 Critical Inci\fent Management Te incident c\fmmand p\fst One \f\b m\f\be staging a\beas A base One \f\b m\f\be camps (when needed) A helibase One \f\b m\f\be helisp\fts S\fme incidents may \bequi\be facilities n\ft included \fn the standa\bd list such as mass ca\be cente\bs, evacuati\fn cente\bs, and s\f \fn.

Weapon\b of Ma\b\b De\btruction (WMD) Incident\b In the event \ff a WMD incident \f\b te\b\b\f\bist attack, the fede\bal g\fve\bnment will activate ce\btain facilities. Fede\bal auth\f\bities will activate a J\fint Ope\bati\fns Cente\b (JOC) and a J\fint Inf\f\bmati\fn Cente\b (JIC). As in all unifed c\fmmand st\buctu\bes, these facilities will be sha\bed with all pa\bticipants \ff the unifed c\fmmand.

Te main functi\fn \ff the JOC and JIC will be the c\f\f\bdinati\fn \ff fede\bal \bes\fu\bces c\fmmitted t\f the incident.

C\fmprehensive Res\furce Management Res\fu\bce management includes p\b\fcesses f\f\b categ\f\bizing, \f\bde\bing, dis - patching, t\backing, and \bec\fve\bing \bes\fu\bces. Res\fu\bces a\be defned as pe\b - s\fnnel teams, equipment, supplies, and facilities.

Establishment and Transfer \ff C\fmmand Te c\fmmand functi\fn must be clea\bly established f\b\fm the beginning \ff incident \fpe\bati\fns. Te agency with p\bima\by ju\bisdicti\fnal \besp\fnsi - bility designates the individual at the scene \besp\fnsible f\f\b establishing c\fmmand. P\b\fcedu\bes must be in place t\f all\fw f\f\b a sm\f\fth t\bansfe\b \ff c\fmmand when applicable.

Chain \ff C\fmmand and Unity \ff C\fmmand Chain \ff c\fmmand \befe\bs t\f the \f\bde\bly line \ff auth\f\bity \fve\b incident \fpe\bati\fns. Unity \ff c\fmmand means that eve\by individual has a desig - nated supe\bvis\f\b.

\bispatch and \bepl\fyment Pe\bs\fnnel and equipment sh\fuld \besp\fnd \fnly when \bequested \f\b when dis - patched by an app\b\fp\biate auth\f\bity.

Inf\frmati\fn and Intelligence Management Te incident management \f\bganizati\fn must establish a p\b\fcess f\f\b gathe\b - ing, sha\bing, and managing incident-\belated inf\f\bmati\fn and intelligence. NIMS an\f ICS \b03 Acc\funtability St\bict acc\funtability f\f\b all \bes\fu\bces is essential and can be acc\fmplished by: An \f\bde\bly chain \ff c\fmmand—the line \ff auth\f\bity within the \banks \ff the incident \f\bganizati\fn A mandat\f\by check-in p\b\fcedu\be Assigning a cu\b\bent status c\fnditi\fn t\f all \bes\fu\bces Ensu\bing that all changes in \bes\fu\bce l\fcati\fns and status c\fnditi\fns a\be p\b\fmptly \bep\f\bted t\f the app\b\fp\biate functi\fnal unit As we have st\bessed, ICS p\b\fvides a “t\f\flb\fx” app\b\fach t\f managing c\bitical events. Y\fu activate \fnly the functi\fns y\fu need f\f\b a pa\bticula\b inci - dent. Bea\b in mind that ICS is ab\fut functi\fns being pe\bf\f\bmed, n\ft pe\fple manning p\fsiti\fns. If \fne individual (y\fu!) can simultane\fusly manage all maj\f\b functi\fnal a\beas, then y\fu d\fn’t need t\f b\bing \fthe\b pe\fple \fnb\fa\bd. Sh\fuld y\fu eve\b sta\bt t\f feel \fve\bwhelmed, h\fweve\b, get s\fme help. As y\fu add t\f the st\buctu\be, \fne pe\bs\fn may still manage m\f\be than \fne func - ti\fn. But sh\fuld that pe\bs\fn bec\fme \fve\bwhelmed, add additi\fnal c\fmmand pe\bs\fnnel t\f \believe the p\bessu\be. Incident Commander\s De puty Incident Commander\s Liaison \f cer Safety \f cer \bublic Information \f ce r Agenc y Representatives Logistic s Sect ion \fp erations Sec tion \bl anning Sect ion Intelligence & In vestigatio n Sect ion ( optional) Finance & A dmin Sect ion \bolice Fire EMS \bublic Works Fig\fre 6.13 A fully-expan\fe\f Inci\fent Comman\f System structure. Usually only large-scale inci\fents, such as natural \fisasters an\f major terrorist strikes, woul\f require activation of every management function. \b04 Critical Inci\fent Management Using ICS for Planned Events Bey\fnd giving y\fu a p\fwe\bful t\f\fl f\f\b managing the unexpected, ICS can aid y\fu in p\bepa\bing f\f\b and executing planned events. As we’ve menti\fned bef\f\be, we c\fnstantly \beview and evaluate c\bitical incidents that have \fccu\b\bed ac\b\fss the United States and ab\b\fad. Repeatedly we fnd that p\flice agencies in m\fst cases d\f n\ft f\fll\fw ICS guidelines when planning f\f\b maj\f\b events in thei\b c\fmmunities. Many \ff th\fse planned events tu\bned int\f c\bitical inci - dents, catching \besp\fnsible agencies t\ftally and c\fmpletely unp\bepa\bed. ICS makes y\fu\b life s\f much easie\b! But y\fu have t\f implement it. He\be a\be s\fme examples \ff the types \ff events f\f\b which ICS can p\b\fvide y\fu\b agency with a planning and \fpe\bati\fns f\bamew\f\bk: Maj\f\b d\bug \baids \f\b high-\bisk wa\b\bant se\bvice \fpe\bati\fns Annual c\fmmunity events that att\bact la\bge c\b\fwds Dem\fnst\bati\fns \f\b planned civil dis\fbediences at which y\fu expect la\bge c\b\fwds Maj\f\b c\fnce\bts \f\b sp\f\bting events Why \beinvent the wheel \f\b \bun the \bisk \ff missed assignments each time y\fu have \fne \ff these \fccasi\fns? As y\fu n\fw kn\fw, ICS gives y\fu a bluep\bint f\f\b placing agency pe\bs\fnnel in key planning and management functi\fns. Y\fu als\f have a c\fmmand and \besp\fnse st\buctu\be in place that y\fu can expand \bapidly t\f deal with what - eve\b happens. We will discuss seve\bal essential functi\fns y\fu must activate when planning a maj\f\b event, such as Incident C\fmmande\b, Safety Ofce\b, Ope\bati\fns Secti\fn Chief, and s\f \fn. Te size \ff the planning team will depend \fn the type \ff event f\f\b which y\fu a\be \f\bganizing. Tis team planning meth\fd als\f helps p\bevent y\fu\b \f\bganizati\fn f\b\fm being dependent up\fn \fne \ffce\b kn\fwing h\fw t\f handle, say, the t\bafc pat - te\bns y\fu might expect at a festival. If \fnly \fne pe\bs\fn unde\bstands a ce\btain “detail,” that kn\fwledge can leave y\fu\b \f\bganizati\fn with that pe\bs\fn. Get this c\bitical kn\fwledge in w\biting! We’ll use the example \ff a maj\f\b, multiact \b\fck festival t\f highlight functi\fns y\fu sh\fuld activate and the tasks and p\ftential devel\fpments y\fu must add\bess: Incident Commander: As in a sp\fntane\fus incident, the IC assem - bles a team t\f ensu\be the Incident Acti\fn Plan. Tis is n\ft \fnly \fpe\bati\fnally s\fund but als\f c\fnside\bs all alte\bnatives, is supp\f\bted l\fgistically, and is as safe as p\fssible f\f\b th\fse cha\bged with imple - menting the plan. Te IC makes su\be all functi\fns a\be flled and that eve\by\fne is c\fmf\f\btable with thei\b duties. NIMS an\f ICS \b05 Safety Ofcer: Te SO lays d\fwn basic \bequi\bements \f\b p\b\fhibits ce\btain activities that afect \besp\fnde\b safety. Tese safety cha\bacte\b - istics ce\btainly apply t\f \fu\b \b\fck festival. Te SO might l\f\fk at issues such as EMS supp\f\bt and h\fw \ffce\bs c\fuld be backed up f\f\b c\b\fwd c\fnt\b\fl, if necessa\by. Public Information Ofcer: Te PIO manages vital inf\f\bmati\fn that must be \beleased t\f the public bef\f\be an event. F\f\b example, we w\fuld p\b\fbably w\f\bk with c\fnce\bt \f\bganize\bs t\f \best\bict what pe\fple can and cann\ft b\bing int\f the c\fnce\bt f\f\b secu\bity \beas\fns. If la\bge backpacks \f\b glass b\fttles will be p\b\fhibited, the PIO sh\fuld get this inf\f\bmati\fn t\f the media well bef\f\behand. Rest\bicted pa\bking, access \b\futes, \f\b public gathe\bing a\beas will be easie\b t\f manage if th\fse attending the festival have the inf\f\bmati\fn bef\f\be the event.

Having \fne p\fint \ff c\fntact als\f ensu\bes secu\bity f\f\b c\fnfdential inf\f\bmati\fn that y\fu may n\ft want made public. Operation\b Ofcer: Tis individual is \besp\fnsible f\f\b making the plan happen \fn the st\beet. Hist\f\bically in n\fn-ICS managed \besp\fnses, this pe\bs\fn was f\f\bced t\f pe\bf\f\bm all \ff the functi\fns we have desc\bibed, f\b\fm media c\fntact t\f l\fgistics. By utilizing ICS, y\fu can all\fw this individual t\f c\fncent\bate \fn plan executi\fn, such as c\b\fwd and t\bafc c\fnt\b\fl. Plannin\f Section: In additi\fn t\f assisting in devel\fping the \fpe\ba - ti\fnal plan f\f\b the event, the Planning Secti\fn will be \besp\fnsible f\f\b c\fntingency planning. F\f\b example, what if inclement weathe\b f\f\bces the m\fvement \ff an \futd\f\f\b event t\f an ind\f\f\b site? Te iden - tifcati\fn \ff an adequate alte\bnate site w\fuld be the \besp\fnsibility \ff the Planning Secti\fn. Intelli\fence and Inve\bti\fation\b Ofcer: B\ftt\fm line…y\fu d\fn’t want any su\bp\bises. T\f help av\fid the unexpected, the intelligence and investigati\fns \ffce\b might examine past music festival events.

If y\fu fnd \fut that a ce\btain act att\bacts \b\fwdie\b fans, y\fu can plan f\f\b it. Y\fu will be p\bepa\bed t\f \besp\fnd \f\b pe\bhaps \best\bict activities t\f p\bevent a \be\fccu\b\bence \ff a c\bitical incident that \fccu\b\bed du\bing a p\bevi\fus festival. Te p\fssibility that y\fu will have t\f deal with an unexpected situati\fn can neve\b be t\ftally eliminated, but it is g\beatly \beduced when y\fu staf this functi\fn. Lo\fi\btic\b: Stafng this functi\fn ensu\bes y\fu will have all \ff the pe\f - ple, equipment, and \fthe\b assets needed t\f successfully implement y\fu\b plan. P\beplanning l\fgistics eliminates the need t\f sc\bamble f\f\b \bes\fu\bces in a hu\b\bied \f\b panic m\fde. Als\f, n\fneme\bgency pu\bchas - ing is usually m\f\be c\fst-efective. Just a few \bequi\bements \ff \fu\b fes - tival might include ba\b\bicades, \fve\btime pe\bs\fnnel, p\f\btable lights, and c\fmmissa\by facilities. \b06 Critical Inci\fent Management Implementing ICS f\f\b planned events all\fws y\fu t\f devel\fp a compre - hensive plan \bathe\b than simply f\fcusing \fn \beactive tactics \f\b \fpe\bati\fns. Te va\bi\fus c\fmmand staf and secti\fns w\f\bk independently t\f devel\fp thei\b \fwn plan segments. Tese independent segments c\fmbine t\f p\b\fduce \fne fnal all-inclusive plan f\f\b the event that n\f \fne c\fmmande\b \f\b secti\fn head c\fuld c\fme up with \fn his \f\b he\b \fwn. As y\fu begin t\f use the ICS t\f p\bepa\be f\f\b maj\f\b events in y\fu\b c\fmmu - nity, y\fu will quickly fnd that it is the \fnly way t\f devel\fp a c\fmp\behensive and defensible \besp\fnse.

S\fmmary Tat’s it f\f\b \fu\b quick t\fu\b \ff the pe\bs\fnnel, st\buctu\be, and applicati\fn \ff the Incident C\fmmand System. Tese a\be functi\fns \fu\b expe\bience has sh\fwn us t\f be c\bitical t\f initial \besp\fnde\bs. Y\fu may n\ft need all \ff it f\f\b each incident, but y\fu sh\fuld at least kn\fw what ICS can b\bing t\f bea\b \fn y\fu\b incidents. In Appendix A \ff this text, we have p\b\fvided detailed check - lists f\f\b each \ff the functi\fnal a\beas desc\bibed he\bein. Tey can se\bve as a playb\f\fk f\f\b th\fse pa\bticipating in the Incident C\fmmand System as they defne each individual’s \b\fle \fn the “team.” Te b\ftt\fm line f\f\b y\fu as the IC is t\f unde\bstand h\fw ICS can help you and t\f plan, plan, plan. Ten act swifly and sensibly. Y\fu\b \besp\fnse sh\fuld f\fll\fw the \fld ca\bpente\b’s maxim: Measu\be twice and cut \fnce. Let’s pick up \fn the \b\f\ff c\fllapse inv\flving \fu\b Maintenance/Facilities supe\bvis\f\b wh\f was p\besent when the \b\f\ff \ff a w\f\bk\fut a\bea in an educa - ti\fnal facility c\fllapsed, t\bapping nume\b\fus faculty, staf, and students. As y\fu \bemembe\b, he was the f\bst-f\bst \besp\fnde\b and t\f\fk acti\fn at the scene t\f a\b\be\b\b , notify , and i\bolate , saving any numbe\b \ff fu\bthe\b inju\bies. He was at the scene f\f\b app\b\fximately tw\f h\fu\bs assisting the f\be depa\bt - ment’s u\bban sea\bch and \bescue team with inf\f\bmati\fn \fn shut\ffs f\f\b gas and elect\bic and \fthe\b c\bitical inf\f\bmati\fn such as chemical st\f\bage in that facility. In that capacity, he was an Agency Rep\besentative f\b\fm the campus t\f the unifed c\fmmand p\fst at the scene and was assigned by the Incident C\fmmande\b t\f the Ope\bati\fns Secti\fn. Te f\be depa\btment was able t\f \bescue ab\fut 15 pe\fple f\b\fm the scene wh\f we\be then t\biaged by EMS, with 9 pe\fple being t\bansp\f\bted t\f a\bea h\fs - pitals and 6 t\beated and \beleased f\b\fm the scene. One \ff his ea\bly c\fmmunicati\fns \besulted in the campus activating its EOC and Executive P\flicy G\b\fup, wh\f had been \fpe\bating f\f\b ab\fut an h\fu\b when the \bescue was c\fmpleted and f\be, p\flice, and EMS \besp\fnde\bs lef the scene. NIMS an\f ICS \b07 Te t\baditi\fnal unifed c\fmmand p\fst was then t\bansiti\fned int\f a c\fm - mand p\fst f\f\b campus pe\bs\fnnel tasked with damage assessment, cleanup, and \bepai\b. In acc\f\bdance with state and NIMS \bequi\bements, this c\fmmand p\fst was set up using ICS p\binciples and functi\fns. Tis is n\ft \fnly app\b\f - p\biate but l\fgical, as this situati\fn has safety issues, has l\fgistical needs, has l\fng- and sh\f\bt-te\bm planning issues, needs t\f be p\b\fpe\bly supe\bvised, and s\f f\f\bth. Tis c\fmmand \fpe\bati\fn lasted f\f\b seve\bal weeks and f\fcused up\fn \bes\flving the issues at the scene, while the campus EOC f\fcused initially \fn \beplacing the educati\fnal/business capacity that was l\fst while that building was \fut \ff se\bvice and then \fn the \be\fpening \f\b \betu\bn t\f se\bvice \ff that facil - ity and the \fne that had been put int\f se\bvice temp\f\ba\bily. Let’s examine the “walk ” this maintenance supe\bvis\f\b t\f\fk in th\bee sh\f\bt h\fu\bs: Fi\bst, he was \fn scene as a f\bst-f\bst \besp\fnde\b and put his t\baining t\f w\f\bk, p\ftentially saving lives and p\beventing fu\bthe\b victims f\b\fm ente\bing the scene. He was able t\f n\ftify 911 with the inf\f\bmati\fn they needed t\f get app\b\fp\biate \bes\fu\bces \fn the way quickly. He then put the campus’s eme\bgency management system int\f gea\b with a n\ftifcati\fn t\f the Eme\bgency Manage\b. Once the f\be depa\btment a\b\bived, he was \ffcially pa\bt \ff thei\b uni - fed c\fmmand because he had \bes\fu\bces t\f assist the \fpe\bati\fn, the building was unde\b the ju\bisdicti\fn \ff the campus (as well as the f\be depa\btment), and he pe\bs\fnally had a needed skill set. Once the life/safety issues we\be \bes\flved, he was t\bansiti\fned int\f the campus ICS in the Ope\bati\fns Secti\fn whe\be he c\fntinued t\f func - ti\fn until the building was b\b\fught back \fnline. Tis sh\fws the fexibility \ff the Incident C\fmmand System. In th\bee h\fu\bs this n\fnt\baditi\fnal \besp\fnde\b was placed in the p\fsiti\fn \ff an IC as f\bst supe\bvis\f\b \fn-scene and then t\bansiti\fned th\b\fugh tw\f c\fmmand p\fsts.

Review Q\festions Can y\fu \becall the maj\f\b c\fmp\fnents \ff the Nati\fnal Inte\bagency Management System? Can y\fu desc\bibe the management style \ff an ICS Incident C\fmmande\b? Can y\fu desc\bibe the f\fu\b p\bima\by functi\fnal ICS a\beas and at least th\bee staf p\fsiti\fns? Can y\fu \becall the benefts \ff using ICS t\f p\bepa\be f\f\b planned events? \b09 Hazardo\fs Materials and Weapons of Mass Destr\fction Objectives Afe\b c\fmpleting this chapte\b, y\fu sh\fuld be able t\f: Identify unique th\beats p\besented by va\bi\fus haza\bd\fus mate\bials. Desc\bibe the dife\bences between accidental and intenti\fnal \beleases. Apply the Seven C\bitical Tasks ™ t\f a HazMat scene. List \besp\fnse st\bategies specifc t\f HazMat th\beats. It may seem unusual, but we’ll sta\bt this chapte\b by telling y\fu what we’\be not g\fing t\f d\f. Te g\fal he\be is not t\f \beplicate t\baditi\fnal HazMat t\baining. N\f single chapte\b can d\f that. While the f\fll\fwing pages will t\fuch \fn much \ff the same mate\bial that y\fu might expect at an awa\beness-level class, the p\besentati\fn \best\bicts itself t\f inf\f\bmati\fn \bequi\bed by an initial \besp\fnding law enf\f\bcement supe\bvis\f\b, \fne wh\f is f\f\bced t\f make c\bitical decisi\fns in the ea\bly stages \ff an event. We’ve flte\bed this inf\f\bmati\fn \fve\b the yea\bs, distilled it, if y\fu will, int\f th\fse fact\f\bs that m\fst di\bectly afect y\fu\b a\bea \ff inte\best. As we a\be all t\f\f awa\be, HazMat incidents can be accidental \f\b inten - ti\fnal. In eithe\b case y\fu\b \besp\fnse in the c\bisis phase will be exactly the same.

Te\bef\f\be by imp\b\fving y\fu\b \besp\fnse t\f all c\bitical incidents, y\fu aut\fmati - cally imp\b\fve y\fu\b \besp\fnse t\f te\b\b\f\bist attacks. Alth\fugh this chapte\b will f\fcus \fn accidental \beleases, keep in mind that the c\bisis phase st\bategies discussed apply t\f weap\fns \ff mass dest\bucti\fn (WMD) attacks as well. Te p\bima\by dife\bences between accidental and intenti\fnal \beleases a\be in the details. With an intenti\fnal \belease, y\fu may have c\biminal activity t\f c\fnt\b\fl while y\fu w\f\b\by ab\fut the HazMat aspects. Y\fu may have c\bimi - nal investigati\fns t\f c\fnduct afe\bwa\bd. Rega\bdless, in the c\bisis phase y\fu always use the same basic game plan. Ou\b h\fpe is that this chapte\b will have s\fmething f\f\b eve\byb\fdy. Even if y\fu al\beady have advanced HazMat ce\btifcati\fns, y\fu may still fnd \fu\b emphasis \fn p\bactical, laype\bs\fn’s \besp\fnse st\bategies useful. 7 \b\b0 Critical Inci\fent Management The Method to O\fr Madness A p\flice \ffce\b is the f\bst \besp\fnde\b \fn-scene in the \fve\bwhelming maj\f\bity \ff HazMat incidents. Yet HazMat \besp\fnse t\baining t\baditi\fnally gets sec\fnd- class t\beatment in many depa\btments. Law enf\f\bcement tends t\f think \ff it as a f\be \besp\fnsibility. It ce\btainly can be, but what y\fu as the f\bst-\besp\fnding p\flice supe\bvis\f\b need t\f \bealize is that the decisi\fns you make du\bing the c\bisis phase \ff a HazMat incident can dete\bmine the c\fu\bse \ff the event and the eventual t\fll it takes. Tis chapte\b will f\fcus \fn abs\flutely must-kn\fw inf\f\bmati\fn. Y\fu’ve p\b\fbably been th\b\fugh at least HazMat awa\beness-level t\baining. Y\fu’ve p\b\fb - ably sat in f\b\fnt \ff an auth\f\bity f\b\fm the f\be se\bvice and been p\besented with h\fu\bs \ff pe\bfectly t\bue and excellent inf\f\bmati\fn. Y\fu\b eyes p\b\fbably glazed \fve\b at s\fme p\fint. Listening t\f a HazMat expe\bt can be a l\ft like listening t\f a neu\b\fsu\bge\fn. It can be \fve\bwhelming. We a\be n\ft HazMat technicians. Ou\b expe\btise and expe\bience lie in the initial \besp\fnse as law enf\f\bcement supe\bvis\f\bs. We f\fcus \fn what y\fu need t\f d\f in the f\bst m\fments \ff any c\bitical incident, be it c\biminal \f\b chemical. Ou\b g\fal is t\f change y\fu\b pe\bcepti\fns \ff HazMat incidents, t\f make y\fu pa\ban\fid. Ou\b g\fal is t\f help y\fu p\b\ftect y\fu\bself, the pe\fple wh\f w\f\bk f\f\b y\fu, and the citizens y\fu have sw\f\bn t\f se\bve.

Fire and Law and Enforcement Bef\f\be we get int\f the nuts and b\flts \ff \fu\b discussi\fn, we w\fuld like t\f add\bess \fne \ff \fu\b pet issues: f\be/law enf\f\bcement c\f\f\bdinati\fn. Ou\b classes f\bequently include b\fth f\be and law \besp\fnde\bs with \banks \banging f\b\fm f\befghte\bs and p\flice \ffce\bs t\f chiefs. We always c\fnduct the same exe\bcise. We ask the p\flice \ffce\bs (sitting \fn thei\b side \ff the \b\f\fm), “H\fw many \ff y\fu t\bain with f\be?” Maybe \fne chief that attended a j\fint ICS class \baises a hand. We then ask the same questi\fn \ff the f\be se\bvice \bep\besentatives. Same \besp\fnse. Ten we ask, “H\fw many \ff y\fu \besp\fnd with the \fthe\b depa\btment \fn c\bitical incidents?” Eve\by hand g\fes up. Fi\be and law enf\f\bcement must w\f\bk t\fgethe\b \fn all c\bitical incidents, but HazMat in pa\bticula\b dictates a multidisciplina\by \besp\fnse. Te\be must be imp\b\fved c\fmmunicati\fns and tactical c\f\f\bdinati\fn between these tw\f m\fst vital c\fmmunity se\bvices. As the w\f\bld bec\fmes a m\f\be dange\b\fus place, anything less than a pe\bfect w\f\bking \belati\fnship is unacceptable. We st\b\fngly \bec\fmmend j\fint t\baining p\b\fg\bams. D\fn’t wait t\f be t\fld t\f d\f it. Be p\b\factive. In \becent yea\bs, we have seen this t\bend beginning t\f change as m\f\be and m\f\be we a\be t\baining t\fgethe\b. If y\fu d\f n\ft d\f s\f in y\fu\b ju\bisdicti\fn, please bec\fme an adv\fcate f\f\b such t\baining. Hazar\fous Materials an\f Weapons of Mass Destruction \b\b\b Classes of Hazardo\fs Materials He\be we g\f. A haza\bd\fus mate\bial is defned as any p\b\fduct, chemical, \f\b substance that can cause damage \f\b inju\by t\f life, the envi\b\fnment, \f\b p\b\fp - e\bty when inapp\b\fp\biately \beleased f\b\fm its c\fntaine\b. Ou\b s\fciety \buns \fn haza\bd\fus mate\bials. Tey a\be in \fu\b st\f\bes, \b\flling d\fwn \fu\b st\beets, and in \fu\b h\fmes. We’ll sta\bt this discussi\fn with a quick \fve\bview \ff the kinds \ff mate - \bials y\fu a\be likely t\f enc\funte\b. Tese mate\bials a\be divided int\f nine classes, which y\fu p\b\fbably had t\f mem\f\bize f\f\b y\fu\b awa\beness ce\btifca - ti\fn. F\f\b \fu\b pu\bp\fses, it is n\ft c\bitical that y\fu be able t\f \becall them in \f\bde\b. What y\fu should be able t\f d\f is \bec\fgnize the pa\bticula\b th\beat that each \bep\besents. Unf\f\btunately, just ab\fut any \ff these mate\bials has the p\ftential t\f bec\fme a weap\fn \ff mass dest\bucti\fn in the w\b\fng hands. An expl\fsi\fn at a wate\b t\beatment plant might \besult in a chl\f\bine cl\fud sm\fthe\bing an enti\be neighb\f\bh\f\fd. Tis c\fuld be just as te\b\bifying as an anth\bax \belease at a busy ai\bp\f\bt te\bminal. Many \ff \fu\b m\fst c\fmm\fn haza\bd\fus mate\bials a\be \beadily accessible and \bep\besent the basis f\f\b l\fw-tech weap\fns. Essentially, the p\bima\by th\beats f\b\fm these mate\bials fall int\f th\bee types: f\be, expl\fsi\fn, and health. It is en\f\bm\fusly imp\f\btant that y\fu unde\bstand the natu\be \ff the th\beat s\f y\fu can take app\b\fp\biate acti\fn. M\fst \ff the classes a\be fu\bthe\b divided int\f divisi\fns. We’ve th\b\fwn in sample mate\bials f\f\b each class and divisi\fn. As we’ll discuss late\b, \fne \f\b m\f\be unique placa\bds with dedicated c\fl\f\bs and numbe\bs \bep\besent each \ff the classes. Tese a\be the intimidating skull-and-c\b\fssb\fnes type \ff signs y\fu see \fn the t\bucks that pass y\fu d\fing 90 mph \fn the highway. Cla\b\b 1: Explo\bive\b —Te\be a\be six divisi\fns that \bange f\b\fm a mass expl\fsi\fn haza\bd (1.1–black p\fwde\b) t\f l\fw (1.6–fe\btilize\b). Cla\b\b 2: Ga\be\b —T\bee divisi\fns include fammable (2.1–p\b\f - pane), n\fnfammable (2.2–anhyd\b\fus amm\fnia), and p\fis\fn\fus (2.3– ph\fsgene). Flammable \f\b n\fnfammable? Tis inf\f\bmati\fn is c\bitical f\f\b state t\b\f\fpe\bs in the habit \ff d\b\fpping fa\bes at acci - dent scenes. Cla\b\b 3: Flammable Liquid\b —Examples include gas\fline, ke\b\fsene, and diesel fuel. Tese a\be s\fme \ff the m\fst c\fmm\fnly t\bansp\f\bted haza\bd\fus mate\bials. Cla\b\b 4: Flammable Solid\b, Spontaneou\bly Combu\btible Material\b, and Material\b Dan\ferou\b When Wet —Tese a\be s\flids that bu\bn (4.1–magnesium), ignite when b\b\fught int\f c\fntact with ai\b (4.2– ph\fsph\f\b\fus), \f\b \beact badly t\f wate\b (4.3–calcium ca\bb\fnate). \b\b2 Critical Inci\fent Management Tat last divisi\fn is an \fdd \fne. S\fme mate\bials actually c\fmbust \f\b give \ff t\fxic gases when wet. Tink the f\be depa\btment w\fuld be g\bateful f\f\b that inf\f\bmati\fn bef\f\be they sta\bt sp\baying? Cla\b\b 5: Oxidizer\b and Or\fanic Peroxide\b —S\fme mate\bials c\beate thei\b \fwn \fxygen and the\bef\f\be bu\bn m\f\be actively (5.1– amm\fnium nit\bate) \f\b c\fntain \fxygen in a ce\btain chemical c\fmbinati\fn (5.2– ethyl ket\fne pe\b\fxide). What is ethyl ket\fne pe\b\fxide, y\fu ask? A g\f\fd \beas\fn t\f have an Emergency Response Guidebook in y\fu\b unit! (See Appendix C.) Cla\b\b 6: Poi\bon\b and Etiolo\fic Material\b— Te chemical indus - t\by uses a numbe\b \ff p\fis\fns t\f make up c\fmm\fn c\fmp\funds (6.1– a\bsenic). Tese substances a\be m\f\be p\bevalent than m\fst \ff us ca\be t\f kn\fw. Etiologic \befe\bs t\f infecti\fus agents (6.2–hepatitis). Pe\bhaps m\f\be than any \fthe\b class, this last is m\fst cl\fsely ass\fci - ated with te\b\b\f\bism. If y\fu’\be dealing with a bi\fl\fgical attack, y\fu can guess it w\fn’t be placa\bded! L\f\fk f\f\b clues in bystande\bs, such as difculty b\beathing. Y\fu will need t\f \bely \fn y\fu\b wits and t\baining t\f assess the situati\fn f\b\fm a distance t\f av\fid succumbing y\fu\bself. Cla\b\b 7: Radioactive Material —T\bansp\f\bt haza\bds \bange f\b\fm small am\funts \ff medical \badi\factive mate\bials t\f depleted u\banium \beac - t\f\b \b\fds. Any \ff these c\fuld be used t\f p\b\fduce \badi\fl\fgical weap\fns \f\b s\f-called “di\bty b\fmbs.” We’\be guessing y\fu d\fn’t keep a Geige\b c\funte\b in the t\bunk \ff y\fu\b squad ca\b. If y\fu even suspect a \badi\f - l\fgical haza\bd, back \ff and call f\f\b help. Cla\b\b 8: Corro\bive\b —A c\f\b\b\fsive is defned as any liquid \f\b s\flid that eats away at human skin \f\b a liquid that seve\bely c\f\b\b\fdes steel \f\b aluminum. Sulfu\bic acid is a c\fmm\fnly t\bansp\f\bted c\f\b\b\fsive. Cla\b\b 9: Mi\bcellaneou\b Hazardou\b Material\b— A label with this \fn it isn’t te\b\bibly inf\f\bmative. At least y\fu’ll kn\fw what a l\fad isn’t (fammable liquid, expl\fsive, etc.). Te defniti\fn \ff class 9 is fai\bly technical and includes substances like PCBs and asbest\fs. Identifying Hazardo\fs Materials Te placa\bds f\f\b these classes a\be just \fne means \ff identifying mate\bi - als. Tey cann\ft always be \belied up\fn, h\fweve\b. F\f\b \fne thing, y\fu w\fn’t fnd them \fn buildings that y\fu may know c\fntain haza\bd\fus mate\bials. F\f\b an\fthe\b, t\bansp\f\bts may be imp\b\fpe\bly placa\bded. (Tis is a se\bi\fus \ffense, and many states have units dedicated t\f enf\f\bcing placa\bd laws.) S\fme placa\bds a\be \ff the “fip” type, and an accident may cause them t\f fip t\f an\fthe\b ID numbe\b, leading t\f misidentifcati\fn and inapp\b\fp\biate acti\fn. Fi\bst, h\fw d\f y\fu not identify mate\bials? Te\be is s\fme well-kn\fwn f\f\ftage \ff a maj\f\b-city battali\fn chief walking \bight up t\f a \bailway tanke\b Hazar\fous Materials an\f Weapons of Mass Destruction \b\b3 leaking an unkn\fwn substance. Afe\b swiping his fnge\b th\b\fugh the \f\fze and snifng it, he tastes it! Tat just ab\fut c\fve\bs eve\by technique \ff h\fw not t\f identify haza\bd\fus mate\bials. In law enf\f\bcement, we f\bequently hea\b the te\bms “c\fp\fmete\b” and “blue cana\by.” Tis is the \ffce\b that \bushes int\f a scene \f\b stands in a cl\fud di\bect - ing t\bafc with eyes st\beaming and th\b\fat bu\bning. Up clumps a HazMat technician in full level A c\fntainment and asks the \ffce\b t\f desc\bibe his \f\b he\b sympt\fms. D\fn’t let this happen! Tese illust\bati\fns a\ben’t meant t\f be de\b\fgat\f\by, but they d\f sh\fw a fail - u\be t\f \bealize that in m\fst cases we a\be n\ft dispatched t\f a HazMat scene, but \bathe\b t\f an MVA \f\b indust\bial accident. It is usually \fnly afe\b the “blue cana\by” disc\fve\bs the haza\bd that f\be and HazMat specialists a\be n\ftifed.

With\fut p\b\fpe\b n\ftifcati\fn, they may well d\bive unp\b\ftected int\f a scene. Rega\bdless, law enf\f\bcement must lea\bn t\f \beact quicke\b and sma\bte\b \fnce we have any indicati\fn \ff a HazMat situati\fn. T\baditi\fnally we stay t\f\f cl\fse f\f\b t\f\f l\fng. Ou\b initial \besp\fnse sh\fuld be best desc\bibed using the EMS exp\bessi\fn “l\fad and g\f.” Exit the scene as s\f\fn as p\fssible, and take any\fne that y\fu can safely g\bab with y\fu. Te\be a\be six acceptable meth\fds f\f\b \bec\fgnizing haza\bd\fus mate\bials. N\fte that HazMat teams \bequi\be at least th\bee \ff these bef\f\be initiating an acti\fn based \fn the mate\bial type: Department of Tran\bportation (DOT) Placard\b or Label\b: Tese placa\bds a\be \bequi\bed by law and must meet ce\btain size, shape, c\fl\f\b, and p\fsiti\fn \bequi\bements. Tey a\be y\fu\b f\bst and best \fpti\fn f\f\b identifying t\bansp\f\bted mate\bials. Markin\f\b, Symbol\b, or Color\b: Bey\fnd placa\bding, als\f l\f\fk f\f\b c\fmm\fn symb\fls and c\fl\f\bs, such as \f\bange f\f\b expl\fsi\fns, \bed f\f\b fammable, and skull and c\b\fssb\fnes f\f\b p\fis\fns. Bewa\be \ff milita\by vehicles, which will p\b\fbably have n\f ma\bkings \ff any kind. If y\fu see a milita\by t\bansp\f\bt \fn its side and the d\bive\b h\ft-f\f\fting away at t\fp speed, that’s a bad thing. Fig\fre 7.1 These are just a few samples of DOT placar\fs. Note that in the real worl\f all have \fistinctive colors, such as orange for explosives an\f re\f for fam - mable liqui\fs an\f gasses. \b\b4 Critical Inci\fent Management Bill\b of Ladin\f or Shippin\f Paper\b: All m\fdes \ff t\bansp\f\bt must ca\b\by pape\bs detailing the natu\be \ff haza\bd\fus mate\bials. (F\f\b what - eve\b \beas\fn, these pape\bs have a dife\bent title depending \fn whethe\b y\fu fnd them \fn a ship, t\buck, plane, \f\b t\bain.) Bills \ff lading, f\f\b example, sh\fuld be kept in the cabs \ff all t\bucks ca\b\bying haza\bd - \fus mate\bials. Of c\fu\bse, y\fu can’t \bun up and g\bab them if the tank c\fntents a\be p\fu\bing \fut! Occupancy or De\btination: Y\fu can make s\fme educated guesses ab\fut the c\fntents \ff a building based \fn the natu\be \ff the business.

Simila\bly, y\fu can guess that a tank t\buck heading int\f a \befne\by might be ca\b\bying c\bude \fil \f\b pet\b\fleum additives. Type or Shape of Container or Carrier: Is the t\baile\b y\fu see \fn the highway designed f\f\b s\flids, liquids, \f\b gases? A\be the c\fntaine\bs spewed ac\b\fss the inte\bstate ca\bdb\fa\bd b\fxes, 55-gall\fn d\bums, \f\b steel-\beinf\f\bced c\fnc\bete casks? Environmental Detection Equipment: Tis is the su\best way t\f dete\bmine exactly what y\fu might be facing. Of c\fu\bse equipment s\fphisticated en\fugh t\f dete\bmine mate\bial natu\bes and c\fncent\ba - ti\fns is usually f\fund \fnly with HazMat specialists. If y\fu’\be lucky en\fugh t\f have s\fme \ff this equipment in the t\bunk \ff y\fu\b ca\b, get in the habit \ff using it!

Te cauti\fn exhibited by a HazMat team is simila\b t\f the intelligence gathe\bing c\fnducted by a SWAT team p\bi\f\b t\f taking acti\fn. In b\fth cases, the “specialists” will n\ft act unless they have sufcient inf\f\bmati\fn t\f maxi - mize thei\b chances f\f\b success. Tey make inf\f\bmed decisi\fns.

Where We Find Hazardo\fs Materials Simply put, HazMat th\beats a\be just ab\fut eve\bywhe\be. Y\fu fnd them in b\fth fxed l\fcati\fns and m\fving d\fwn \fu\b \b\fadways, wate\bways, and ai\bways— c\fmme\bcially and p\bivately. Each l\fcati\fn p\besents its \fwn pa\bticula\b \bisks and challenges t\f the f\bst \besp\fnde\b. Te numbe\b \ff chemicals and mate\bials used in daily life has inc\beased many-f\fld du\bing the last gene\bati\fn. C\fmm\fn \fbjects that used t\f be made \ff natu\bal mate\bials, such as y\fu\b s\ffa cushi\fns and y\fu\b kids’ t\fys, a\be n\fw made f\b\fm synthetics. Tese mate\bials have c\fmplex c\fmp\fnents that sta\bt at plants, change chemical and physical f\f\bm, get t\bansp\f\bted, and end up in y\fu\b h\fmes. Ou\b s\fciety \buns \fn haza\bd\fus mate\bials. Let’s l\f\fk at s\fme \ff the c\fmm\fn places y\fu might enc\funte\b HazMat incidents and s\fme f\bst- \besp\fnde\b c\fnside\bati\fns. Hazar\fous Materials an\f Weapons of Mass Destruction \b\b5 Commercial Locations D\f y\fu kn\fw what g\fes \fn in y\fu\b ju\bisdicti\fn? D\f y\fu have chemical plants and indust\bial pa\bks in y\fu\b a\bea? F\bequently, y\fu’\be n\ft even all\fwed \fn c\fmme\bcial indust\bial p\b\fpe\bty. P\b\fcesses and c\fmp\fnents a\be \ffen p\b\f - p\bieta\by. Neve\btheless, y\fu had bette\b educate y\fu\bself quickly if y\fu’\be faced with a f\be \f\b \fthe\b incident at any kind \ff p\b\fducti\fn facility. L\fcate a plant manage\b \f\b safety manage\b and get a list \ff the mate\bials that may be inv\flved. One pa\bticula\bly handy piece \ff pape\b is the Mate\bial Safety Data Sheet (MSDS). Each chemical that \b\flls \fut \ff a p\b\fducti\fn facility has such a sheet listing the mate\bial’s full name, \beactivity, haza\bds, and \fthe\b useful inf\f\bmati\fn. If y\fu’\be lucky, the plant manage\b will be able t\f tell y\fu the p\bima\by haza\bds and then p\b\fduce a b\f\fk \ff these sheets. Y\fu can then hand it \ff t\f the specialist. But dange\b\fus substances a\be n\ft limited t\f plants and indust\bial pa\bks. As y\fu kn\fw if y\fu’ve eve\b g\fne sh\fpping, many st\f\bes (pa\bticula\bly la\bge disc\funt st\f\bes) can have a huge \bange \ff p\ftentially haza\bd\fus mate\bials.

Tey ca\b\by eve\bything f\b\fm nail p\flish t\f b\bake fuid. Just a few \fthe\b places with specialty mate\bials include ph\ft\fg\baphy sh\fps, h\fbby sh\fps, ga\bden sh\fps, d\by cleane\bs, and ag\bicultu\bal supply st\f\bes. C\flleges, pa\bticula\bly \besea\bch unive\bsities, als\f \bep\besent a wide \bange \ff p\fssible th\beats. A few campuses have nuclea\b \beact\f\bs, many have bi\fl\fgi - cal \besea\bch p\b\fg\bams, and m\fst have chemical facilities. And what kind \ff secu\bity d\f y\fu think m\fst \ff these campuses have? W\fuld it c\fmpa\be t\f milita\by \f\b even indust\bial secu\bity? P\b\fbably n\ft.

Transportation Vehicles Ai\bplanes, t\bucks, \bail\b\fad ca\bs, and ships: Each ju\bisdicti\fn has its \fwn t\bansp\f\bt haza\bds. If y\fu’\be lucky, the l\fad laying in the middle \ff the high - way will be placa\bded and the placa\bd will be visible. Y\fu can then make the c\f\b\bect decisi\fns t\f c\fnt\b\fl the incident and p\bese\bve life. Question: What is pe\bhaps the m\fst dange\b\fus vehicle t\f fnd inv\flved in a bad accident? Answer: a pa\bcel delive\by semit\baile\b \f\b ai\bc\baf. Tese vehicles ca\b\by mixed l\fads \ff small quantities \ff substances \banging f\b\fm \badi\fl\fgical t\f infecti\fus. And because the shipped quantities a\be f\bequently just bel\fw fede\bal minimums, n\f placa\bding is \bequi\bed!

Te\be is an unf\f\btunate efect kn\fwn in chemist\by as “syne\bgy.” N\f\bmally we think \ff syne\bgy as a g\f\fd thing, but in this case the te\bm \befe\bs t\f the fact that the\be is n\f way t\f p\bedict the behavi\f\b \f\b cha\bacte\bistics \ff \band\fmly mixed chemicals. \b\b6 Critical Inci\fent Management Te dange\b \ff syne\bgy applies n\ft \fnly t\f pa\bcel t\bansp\f\bt but als\f t\f delive\by t\bucks ass\fciated with la\bge disc\funt st\f\bes. Tese semis c\fuld c\fn - tain paints, thinne\bs, ammuniti\fn, bulk ph\ft\f-devel\fping chemicals, p\f\fl chemicals, beauty aids, and aut\fm\ftive fuids, just t\f name a few. Mix them all t\fgethe\b and what have y\fu g\ft? N\fw, just t\f add s\fme additi\fnal \bealism, imagine them \fn f\be. Y\fu p\b\fbably d\fn’t want y\fu\b pe\fple walking th\b\fugh that cl\fud. Illegal Dr\fg Labs D\bug labs fall int\f b\fth fxed and m\fbile categ\f\bies. Tey can sh\fw up any - whe\be, f\b\fm a \bund\fwn m\ftel by the \bail\b\fad t\backs, t\f a milli\fn-d\flla\b h\fme in a \bitzy neighb\f\bh\f\fd, t\f a fancy campe\b \b\flling d\fwn y\fu\b inte\bstate. Tank Cars with Flat\b Ends ha ve been ins\flate d to contro l pr od\fct te\bp erat\fre Ro\fnde d Ends s\fggest ed press\frized contents Ex ter nal Ring Sti eners\b are \fs ed for Corrosives or Poisons Fig\fre 7.2 It pays to be able to recognize the types of vehicles that routinely transport hazar\fous materials. These samples show corrosive liqui\f an\f high- pressure tanks. Hazar\fous Materials an\f Weapons of Mass Destruction \b\b7 Methamphetamine p\b\fducti\fn in pa\bticula\b is widesp\bead and gene\bates en\f\bm\fus p\b\ffts. Alth\fugh p\b\fduced f\b\fm \fve\b-the-c\funte\b ing\bedients, when c\fmbined and c\f\fked these p\b\fcesses yield a laund\by list \ff highly t\fxic substances. Y\fu cann\ft \bun int\f a suspected d\bug lab with\fut SCBA and s\fme s\f\bt \ff p\b\ftecti\fn suit. Y\fu’ve hea\bd ab\fut the b\f\fby t\baps, but m\f\be likely than n\ft it’s the atm\fsphe\be that will put y\fu in the h\fspital. Get t\bained and be ca\beful.

Miscellaneo\fs H\fw many \fthe\b l\fcati\fns can y\fu think \ff f\f\b haza\bd\fus mate\bials? H\fw ab\fut public and p\bivate swimming p\f\fls? Chl\f\bine gas can be a p\b\fblem if a cl\fud \ff it \b\flls \fve\b y\fu\b neighb\f\bh\f\fd. And what ab\fut wate\b t\beatment plants? L\fts \ff chemicals the\be. And h\fw ab\fut h\fspitals? Te\be y\fu’\be l\f\fk - ing at a huge \bange \ff substances, f\b\fm infecti\fus t\f c\f\b\b\fsive t\f \badi\fl\fgical. And last, but n\ft least, your house . Tink ab\fut all the chemicals we keep in \fu\b ga\bages, sheds, basements, and unde\b \fu\b sinks. A f\be in any \ff these l\fcati\fns can c\beate a t\fxic cl\fud \ff c\fmpletely unkn\fwn p\b\fpe\bties. Y\fu sh\fuldn’t have t\f w\fnde\b why f\befghte\bs always wea\b SCBAs t\f even the smallest f\bes. Te p\fint \ff this discussi\fn is t\f instill the mild pa\ban\fia that will keep y\fu alive. Any c\bitical incident can tu\bn int\f a HazMat scene. Be awa\be \ff the p\ftential and be \beady with st\bategies t\f mitigate the event.

Responding to Scenes As we’ve been emphasizing, when y\fu \besp\fnd t\f a HazMat scene, chances a\be g\f\fd y\fu w\fn’t \bealize y\fu a\be \besp\fnding t\f a Hazmat Scene. Y\fu may \beceive a \bep\f\bt \ff an MVA, a pe\bs\fn d\fwn \f\b inc\fhe\bent, \f\b an expl\fsi\fn \f\b f\be. Alth\fugh y\fu may have hea\bd \ff it and sc\ffed, the \bule \ff thumb is an excellent technique f\f\b ensu\bing safe distance f\b\fm a suspected HazMat scene inv\flving a t\baile\b \f\b tanke\b. Y\fu st\fp at the p\fint whe\be y\fu\b thumb, held up at a\bm’s length, can just c\fve\b the scene. Obvi\fusly, this \bule applies \fnly when y\fu’ve g\ft g\f\fd line \ff sight. Use it when y\fu can. Y\fu sh\fuld have bin\fcula\bs in y\fu\b unit, and y\fu’d bette\b have a c\fpy \ff the DOT’s Emergency Response Guidebook , which we c\fve\b in s\fme detail in Appendix C. F\f\b n\fw, we’ll simply say that we believe this b\f\fk t\f be as imp\f\btant as y\fu\b gun and y\fu\b \badi\f. It can save y\fu\b life. If y\fu have any d\fubt as t\f why law enf\f\bcement sh\fuld use this \bes\fu\bce, be su\be t\f \bead the f\fcused discussi\fn in the appendices. \b\b8 Critical Inci\fent Management Law enf\f\bcement \besp\fnde\bs f\bequently fall p\bey t\f a machism\f that f\f\bces them t\f d\bive \bight int\f un\beas\fnable dange\b. What kind \ff c\fp w\fuld st\fp 500 ya\bds away f\b\fm an accident scene when pe\fple a\be \fbvi\fusly hu\bt and in dange\b? A sma\bt \fne. A live \fne. Y\fu can’t help any\fne if y\fu’\be inca - pacitated \f\b dead. We p\b\fbably w\fn’t change these l\fng-standing attitudes in \fne b\f\fk, but we can at least make a sta\bt. Ou\b g\fal, we \bepeat, is t\f simply keep y\fu alive and give y\fu the game plan y\fu need t\f make c\f\b\bect decisi\fns in the f\bst few minutes \ff a HazMat incident. Y\fu have the ha\bd j\fb; y\fu have t\f make th\fse decisi\fns.

Experience Is the Best Teacher It is f\bequently ha\bd t\f get law enf\f\bcement \ffce\bs t\f take HazMat se\bi\fusly until they have been di\bectly impacted. In the w\f\bst case, a c\flleague dies immediately. Only slightly less t\bagic is a sl\fw death that takes days, weeks, \f\b yea\bs t\f \fccu\b. N\fb\fdy wants t\f spend \fne’s last yea\bs \fn disability. When y\fu a\be exp\fsed, even b\biefy, t\f a haza\bd\fus agent, the l\fng-te\bm efects can be b\fth insidi\fus and h\f\b\bible. Alth\fugh it w\fuld be a g\f\fd atten - ti\fn gette\b, detailing the natu\be \ff such efects is bey\fnd the sc\fpe \ff this b\f\fk. We will instead menti\fn just a few \ff the immediate l\fgistical implica - ti\fns \ff exp\fsu\be. One \ff the f\bst things that happens when y\fu even think y\fu \f\b \fne \ff y\fu\b team membe\bs has been exp\fsed is that y\fu fll \fut an exp\fsu\be \bep\f\bt.

Y\fu must, must take this se\bi\fusly. Many substances c\beate n\f immediate sympt\fms. If, d\fwn the \b\fad, \fne \ff y\fu\b \ffce\bs begins c\fmplaining ab\fut ch\b\fnic headaches \f\b fatigue, y\fu must be able t\f pinp\fint the date \ff exp\f - su\be and have an established medical baseline. Pa\bt \ff the exp\fsu\be \bep\f\bt p\b\fcess is a t\bip t\f the h\fspital, p\fssibly sev - e\bal t\bips \fve\b the c\fu\bse \ff a yea\b \f\b m\f\be. And \ff c\fu\bse many \besp\fnd - e\bs simply d\fn’t want t\f g\f. Excuses ab\fund: “I just g\ft a whif.” “I held my b\beath.” “I sh\fwe\bed and washed my unif\f\bm as s\f\fn as I g\ft \ff shif.” Tese excuses d\fn’t w\f\bk. Just a few pa\bts pe\b milli\fn \ff s\fme meth lab chemicals \fn y\fu\b sh\fes c\fuld c\fntaminate y\fu\b h\fme and endange\b y\fu\b family. One \ff the su\best ways t\f imp\bess an \ffce\b with the imp\f\btance \ff av\fiding c\fntact is f\f\b the \besp\fnde\b t\f have been subjected t\f a c\fmplete dec\fntaminati\fn \fn a scene. Tis is an ext\bemely unpleasant expe\bience. Of c\fmes the enti\be unif\f\bm. On c\fmes a little sm\fck. Ten y\fu get a l\fvely and \ffen public t\bip th\b\fugh a se\bies \ff child\ben’s wading p\f\fls getting every inch sp\bayed and sc\bubbed. M\fst \ffce\bs need t\f g\f th\b\fugh this \fnly \fnce t\f get the message! Hazar\fous Materials an\f Weapons of Mass Destruction \b\b9 Who’s in Charge?

In gene\bal, law enf\f\bcement wants t\f quickly hand \fve\b c\fnt\b\fl \ff HazMat scenes t\f the f\bst-\besp\fnding f\be units. Tis may n\ft be the m\fst app\b\fp\biate acti\fn. Bef\f\be \belinquishing c\fmmand \ff a scene, dete\bmine the c\fmpetency level \ff the f\be \besp\fnde\b. If they a\be n\f m\f\be expe\bienced than y\fu a\be, \betain c\fmmand and wait f\f\b a specialist t\f sh\fw up. Even then, y\fu may \bemain IC and give the \fpe\bati\fns p\fsiti\fn t\f the HazMat specialist. Y\fu may be the bette\b ch\fice t\f \betain \fve\ball c\fnt\b\fl \ff the scene and all\fw the specialists t\f f\fcus \fn c\fntainment, evacuati\fn, and/\f\b dec\fntamina - ti\fn. S\fme states, such as New Mexic\f, \bequi\be that a state p\flice \ffce\b assume incident c\fmmand at HazMat scenes. F\bequently it is n\ft s\f clea\b.

D\f a little \besea\bch t\f fnd \fut what state \f\b l\fcal \bules may dictate y\fu\b c\fmmand \besp\fnse. S\f wh\fm can y\fu c\funt \fn at a HazMat incident? Te\be a\be seve\bal levels \ff HazMat ce\btifcati\fn. Each ensu\bes the individual is capable \ff pe\bf\f\bm - ing ce\btain duties in any HazMat incident. We’ll just quickly \beview these s\f y\fu’ll kn\fw wh\f the playe\bs a\be: Level 1: Fir\bt Re\bponder —Als\f \befe\b\bed t\f as “HazMat Awa\beness,” this is the m\fst basic level, usually a tw\f-day c\fu\bse. Fi\bst \besp\fnd - e\bs can \bec\fgnize the p\besence \ff haza\bd\fus mate\bials, p\b\ftect them - selves, secu\be the afected a\bea, and call f\f\b specialist \besp\fnse. Level 2: Operation\b —A m\f\be intense 40-h\fu\b p\b\fg\bam, c\fmm\fnly f\f\b f\be and law enf\f\bcement supe\bvis\f\bs. A pe\bs\fn with this ce\btif - cati\fn can act t\f p\b\ftect nea\bby pe\bs\fns, envi\b\fnment, and p\b\fpe\bty f\b\fm mate\bials \belease. Tis pe\bs\fn \besp\fnds defensively t\f c\fnt\b\fl the \belease f\b\fm a safe distance. Level 3: Technician —Tese \besp\fnde\bs can di\bectly c\fnt\b\fl haza\bd\fus mate\bials using specialized p\b\ftective equipment and inst\buments. Level 4: Speciali\bt —Tese a\be ve\by simila\b t\f technicians, except that they have specialized kn\fwledge \ff \besp\fnse plans, pe\bs\fnal p\b\ftective equipment, and inst\buments. Level 5: Scene Commander —Tis pe\bs\fn is \besp\fnsible f\f\b the \fve\b - all c\fmmand \ff a HazMat scene. Unifed Command We have st\bessed that f\be and law need t\f w\f\bk t\fgethe\b. Well, the\be a\be tw\f fede\bal \begulati\fns (OSHA 29 c\fde \ff fede\bal \begulati\fns 1910.120 and EPA c\fde 40 \ff fede\bal \begulati\fns 311) that require HazMat \besp\fnde\bs t\f initiate ICS and manage th\b\fugh a unifed c\fmmand st\buctu\be. \b20 Critical Inci\fent Management Ove\b time, many scenes change in natu\be. Tese changes \bequi\be dife\b - ent c\fmmande\bs t\f take cha\bge \ff dife\bent phases. A typical HazMat scene will sta\bt \fut with just a p\flice \besp\fnse and the\bef\f\be p\flice c\fmmand. It may late\b \bequi\be t\biage \f\b \bem\fval \ff inju\bed. In that phase, EMS will be in c\fnt\b\fl. Ultimately, an event may well end up a f\be scene. Once the \belease is mitigated, the secu\bity \ff the scene and any investigative tasks may fall back \fn law enf\f\bcement \ffcials. Tis w\fuld be especially t\bue in an intenti\fnal- \belease situati\fn. Establishing a unifed c\fmmand with \bep\besentatives f\b\fm each agency (unde\b \fne incident c\fmmande\b) ensu\bes a sm\f\fth t\bansiti\fn th\b\fugh these va\bi\fus stages. B\fth the OSHA and EPA \begulati\fns have th\bee st\bict \bequi\bements f\f\b HazMat \besp\fnse:

1. U\be of the “buddy \by\btem”: Tis is a c\fmm\fn f\be se\bvice tactic in which f\f\b eve\by tw\f \besp\fnde\bs di\bectly inv\flved with a haza\bd\fus mate\bial, tw\f additi\fnal \besp\fnde\bs a\be fully suited and p\bepa\bed t\f g\f in t\f pe\bf\f\bm any \bequi\bed \bescue (als\f called “tw\f in/tw\f \fut”). 2. U\be of the Incident Command Sy\btem: C\fve\bed in detail in Chapte\b 6, ICS p\b\fvides a fexible set \ff c\fmmand staf and \fpe\b - ati\fnal a\bea functi\fns. HazMat scenes by thei\b ve\by natu\be always demand a multidisciplina\by app\b\fach! 3. Appointment of a Safety Ofcer: Alth\fugh technically pa\bt \ff ICS, the Safety Ofce\b is a pa\bticula\bly c\bitical \b\fle in HazMat incidents and dese\bves special attenti\fn. Tis is the pe\bs\fn wh\f d\fes n\fthing but make su\be \besp\fnde\bs a\be neve\b put in un\beas\fnable dange\b.

One t\bagic example \ff inte\bdepa\btmental misc\fmmunicati\fn c\fmes f\b\fm the McKinsey Rep\f\bt \fn 9/11. A p\flice helic\fpte\b h\fve\bing \fve\b the W\f\bld T\bade Cente\b N\f\bth T\fwe\b \bep\f\bted that it c\fuld see the exp\fsed beams \ff the building gl\fwing \bed. It advised the immediate evacuati\fn \ff the t\fwe\b. P\flice and f\be maintained sepa\bate c\fmmand p\fsts, and that w\f\bd neve\b g\ft t\f the f\be c\fmmand, with \besults we kn\fw all t\f\f well. If y\fu fnd y\fu\bself in a situati\fn with tw\f c\fmmand p\fsts, make su\be a p\flice \bep\besentative with a \badi\f is at the f\be c\fmmand p\fst and vice ve\bsa.

Tis is n\ft an \fptimal s\fluti\fn by any means, but if it is the best y\fu can manage, d\f it! “Unifed c\fmmand” and “inte\b\fpe\bable c\fmmunicati\fns” a\be tw\f te\bms we will defne in detail in \fu\b Incident C\fmmand System chapte\b. Alth\fugh the \fpe\bating c\bite\bia and \bequi\bements may bec\fme lengthy, acc\fmplishing b\fth begins with \fne simple step. B\bing the c\fmmande\bs \ff the pa\bticipating agencies t\fgethe\b at a single l\fcati\fn. It is the f\bst step and the m\fst c\bu - cial. If they \bemain sepa\bated at dife\bent c\fmmand p\fsts, it will be alm\fst Hazar\fous Materials an\f Weapons of Mass Destruction \b2\b imp\fssible t\f achieve eithe\b. Neve\b \fve\bl\f\fk the simple s\fluti\fns t\f c\fm - plex p\b\fblems! As a f\f\bme\b p\flice c\fmmande\b, \fne \ff the auth\f\bs \ff this text made it a p\bactice when \besp\fnding t\f HazMat scenes t\f always dete\bmine whe\be the f\be depa\btment \f\b \besp\fnding HazMat team had established thei\b c\fmmand p\fst. It was alm\fst always at a safe\b l\fcati\fn than any initial p\flice \besp\fnde\bs we\be l\fcated. Tat is whe\be the technical expe\bts w\fuld be, s\f that was whe\be he wanted t\f be t\f get any inf\f\bmati\fn needed t\f make c\bucial decisi\fns du\bing an incident.

Seven Critical Tasks ™ for HazMat Response All \ff the issues \baised in Chapte\b 5 \fn the Seven C\bitical Tasks ™ apply t\f HazMat scenes. Y\fu can’t g\f fa\b w\b\fng if y\fu f\fcus \fn y\fu\b c\bitical tasks.

Establish Comm\fnications and Control If p\fssible, clea\b the cu\b\bent f\bequency \ff all \b\futine t\bafc. Assume and ann\funce y\fu\b c\fmmand \ff the scene. Tis is c\bitical s\f that \besp\fnding HazMat units kn\fw t\f wh\fm t\f \bep\f\bt. P\b\fvide dispatch with as exact a l\fcati\fn f\f\b the incident as p\fssible. Rep\f\bt the natu\be \ff the incident, wind di\becti\fn, and \belevant t\fp\fg\baphy. Wind and t\fp\fg\baphy a\be p\bima\by dete\bminants f\f\b the extent and path \ff a \belease. Wind \fbvi\fusly dete\bmines the di\becti\fn and speed \ff a plume sp\bead. T\fp\fg\baphy is \fbvi\fusly imp\f\btant f\f\b dete\bmining which way a liq - uid will head. It als\f afects ce\btain gases. If a gas is heavie\b than ai\b, it will d\bif d\fwn t\f l\fw-lying a\beas, such as valley highways and sewe\bs. Let’s make a quick n\fte ab\fut wind di\becti\fn. S\fme \ffce\bs may n\ft unde\bstand te\bms like “upwind,” “d\fwnwind,” “windwa\bd,” \f\b “leewa\bd.” When giving \f\bde\bs \belating t\f wind di\becti\fn, be explicit. F\f\b example, “Wind is bl\fwing \from the n\f\bthwest into the s\futheast. Stay n\f\bth \ff the inte\bsecti\fn \ff Main and Sec\fnd.” Defne “upwind” and “d\fwnwind” as sim - ply: “Upwind” means y\fu \bemain standing up; “d\fwnwind” means y\fu’\be g\fing d\fwn.

Identify the Hot Zone Based \fn what y\fu kn\fw ab\fut the natu\be \ff the spill, the wind, and t\fp\fg - \baphy, establish a c\fnse\bvative h\ft z\fne. Let n\f \fne in \f\b \fut. S\fmewhe\be adjacent t\f the h\ft z\fne, establish a dec\fntaminati\fn a\bea and an a\bea \ff safe \befuge f\f\b disl\fcated public, if necessa\by. \b22 Critical Inci\fent Management Establish the Inner Perimeter Once y\fu establish an inne\b pe\bimete\b, y\fu\b w\f\bking a\bea may enc\fm - pass m\f\be civilians. N\fw y\fu \beally need t\f devel\fp a plan f\f\b evacuati\fn \f\b shelte\bing in place. We will deal with these issues in m\f\be detail late\b in this chapte\b. Als\f, take int\f c\fnside\bati\fn the safety \ff the pe\bs\fnnel assigned t\f pe\bimete\b duty. If the\be is substantial dange\b \ff inhalati\fn \f\b \fthe\b c\fntami - nati\fn, \beplace them as s\f\fn as p\fssible with p\b\fpe\bly equipped HazMat \f\b f\be pe\bs\fnnel.

Establish the O\fter Perimeter Y\fu\b p\bima\by c\fnce\bn he\be is that the \fute\b pe\bimete\b puts the public at a safe distance f\b\fm the incident. Te\be have been many examples \ff \beleases that f\f\bced the evacuati\fn \ff enti\be t\fwns. Tat’s a huge pe\bimete\b f\f\b which y\fu a\be \besp\fnsible. It is best t\f staf this pe\bimete\b with law enf\f\bcement pe\bs\fnnel, but use n\fnsw\f\bn pe\bs\fnnel if necessa\by. Y\fu a\be p\b\fbably g\fing t\f have a la\bge \besp\fnse, s\f make su\be y\fu\b \fute\b pe\bimete\b gives y\fu\b pe\fple \b\f\fm t\f stage and t\f maneuve\b. Als\f, c\fntinually m\fnit\f\b the \fute\b pe\bimete\b t\f ensu\be it is a safe dis - tance f\b\fm the incident. While this pe\bimete\b may have been safe when f\bst First Ave. Se cond A ve.

Tird Ave.

Fourth Ave.

West St . \fentral S t.

Ea st St . A E F \b \fD G H Main S t. N Wind 250 Mai n S D-\fon Fig\fre 7.3 The hot zone, an\f therefore the inner an\f outer perimeters, of a HazMat scene can change su\f\fenly. Be conservative! In tra\fitional HazMat response training, you may have seen these areas referre\f to as the “hot,” “warm,” an\f “col\f” zones. Hazar\fous Materials an\f Weapons of Mass Destruction \b23 depl\fyed, fact\f\bs such as wind c\fnditi\fns and the am\funt \ff \belease can f\f\bce changes as the incident p\b\fg\besses.

Establish the Command Post As in all incidents, the initial c\fmmand p\fst will be the f\bst-\besp\fnding supe\bvis\f\b’s vehicle. Te p\bima\by advantage \ff this is that it is m\fbile. As we discussed ea\blie\b, the advantage \ff a m\fbile c\fmmand p\fst when deal - ing with a HazMat incident sh\fuld be fai\bly \fbvi\fus. When the wind shifs, y\fu want t\f be able t\f cl\fse the d\f\f\bs, \b\fll up the wind\fws, and put it in d\bive. M\fst HazMat teams have s\fphisticated m\fbile c\fmmand p\fsts.

Establish the Staging Area F\f\b the same \beas\fns that y\fu need t\f establish a la\bge \fute\b pe\bimete\b, y\fu need t\f establish a g\f\fd-size staging a\bea. HazMat units can be d\fuble semi - t\baile\bs, and the staging a\bea may als\f be used as a dec\fntaminati\fn a\bea.

A dec\fntaminati\fn a\bea can c\fnsist \ff anything f\b\fm \fne \f\b tw\f infatable wading p\f\fls t\f secti\fned, p\f\btable tents capable \ff p\b\fcessing hund\beds \ff pe\fple at a time. Victims sh\fuld be m\fved f\b\fm the h\ft z\fne t\f the ambulat\f\by patient assembly a\bea whe\be t\biage will be c\fnducted. F\b\fm this a\bea, patients will be m\fved t\f a dec\fntaminati\fn a\bea. Subsequent t\f dec\fntaminati\fn, patients will be p\bepa\bed f\f\b t\bansp\f\bt t\f fu\bthe\b medical attenti\fn, if needed. Tis p\b\fce - du\be is in c\fmpliance with the Eme\bgency Dec\fntaminati\fn C\f\b\bid\f\b System. Dec\fntaminati\fn is usually pe\bf\f\bmed bef\f\be the patient \beaches a h\fspital envi\b\fnment by t\bained EMS, f\be, \f\b health pe\bs\fnnel. When cl\fthing is \bem\fved, a “\b\fll d\fwn” meth\fd is used t\f p\bevent inhalati\fn \ff ai\bb\f\bne pa\bticles and the like. G\b\fss dec\fntaminati\fn \bem\fves m\f\be than 95 pe\bcent \ff exte\bnal c\fntaminati\fn and \bende\bs the patient safe f\f\b access by ca\be p\b\fvide\bs. Weap\fns \ff mass dest\bucti\fn incidents inv\flving CBRNE (chemical, bi\fl\fgical, \badi\fl\fgical, nuclea\b, high-yield expl\fsives) agents may \besult in a mass-casualty incident \f\b pe\bs\fn-t\f-pe\bs\fn exp\fsu\be. Te pe\bs\fn-t\f-pe\bs\fn exp\fsu\be may be limited by the use \ff p\b\fphylaxis p\b\fcedu\bes. P\b\fphylaxis \ff these agents can \ffen \fccu\b du\bing this incubati\fn pe\bi\fd f\b\fm exp\fsu\be t\f the agent until the \fnset \ff sympt\fms, thus \beducing the sp\bead \ff dis - ease. Widesp\bead public exp\fsu\be t\f a te\b\b\f\bist agent, pa\bticula\bly a bi\fl\fgi - cal agent, w\fuld the\bef\f\be \bequi\be la\bge-scale mass p\b\fphylaxis \ff the public.

Mass p\b\fphylaxis will be di\bected and c\f\f\bdinated by the public health sys - tem \fn a l\fcal, \begi\fnal, \f\b statewide level. \b24 Critical Inci\fent Management Te p\b\fcedu\bes f\b\fm the Eme\bgency Dec\fntaminati\fn C\f\b\bid\f\b System just \futlined must be f\fll\fwed with p\ftential suspects p\bi\f\b t\f thei\b t\bans - p\f\bt t\f secu\be l\fcati\fns. Additi\fnally, cl\fthing items \bem\fved du\bing the g\b\fss dec\fntaminati\fn p\b\fcess sh\fuld be \betained f\f\b evidentia\by pu\bp\fses.

Types \ff \bec\fntaminati\fn Pr\fcedures Spot Decontamination: Used when the c\fntaminants a\be b\fdily fuids. F\fll\fw bl\f\fd-b\f\bne path\fgens p\b\fcedu\bes. Ba\bic Decontamination: Used t\f dec\fntaminate la\bge numbe\bs \ff p\ftential victims. Wate\b is the \fnly s\fluti\fn used in this p\b\fcess. In s\fme cases, \bun\ff may be captu\bed. Field Decontamination: Empl\fyed t\f safely ext\bicate pe\bs\fnnel f\b\fm p\b\ftective cl\fthing. Tis is a m\f\be th\f\b\fugh f\f\bm \ff basic dec\fntaminati\fn due t\f the p\ftential \ff di\bect c\fntact with c\fn - taminants. A f\f\bmal dec\fntaminati\fn site must be established and \bun\ff captu\bed. In a WMD incident, this may be c\bucial, due t\f the p\ftential f\f\b evidentia\by value. Per\bonal Decontamination: Pe\bf\f\bmed f\f\b the pu\bp\fse \ff maintain - ing pe\bs\fnal hygiene and may be used in lieu \ff basic dec\fntaminati\fn p\b\fcedu\bes. Tis inv\flves wate\b, s\fap, and p\fssibly an\fthe\b s\fluti\fn. Equipment Decontamination: Rem\fves c\fntaminants f\b\fm vehi - cles, t\f\fls, and equipment. Identify and Req\fest Additional Reso\frces Te s\f\fne\b y\fu \bec\fgnize that y\fu have a HazMat incident, the s\f\fne\b y\fu can get the app\b\fp\biate \bes\fu\bces \b\flling. Questi\fn bystande\bs and victims, if necessa\by. Use any and all \ff the techniques we discussed ea\blie\b in the chapte\b t\f identify the substance. T\by t\f tell the specialists as s\f\fn as p\fs - sible what they’\be getting int\f, and, as always, di\bect these \bes\fu\bces t\f the staging a\bea.

Evac\fation and Sheltering in Place Y\fu have tw\f p\bima\by meth\fds f\f\b dealing with the public impacted by an incident: Get them \fut \f\b p\b\ftect them in place. Each has advantages and disadvantages. Te ch\fice y\fu make depends \fn y\fu\b ability t\f accu\bately assess the natu\be \ff the th\beat. Te essential questi\fn is: Will the public be safe\b whe\be they a\be \f\b will they be safe\b s\fmewhe\be else? Hazar\fous Materials an\f Weapons of Mass Destruction \b25 Te\be a\be als\f nume\b\fus legal \bamifcati\fns ass\fciated with each meth\fd. Let us be clea\b that the\be a\be few clea\b-cut laws \f\b p\becedents ass\fciated with public evacuati\fn. Tese a\be ev\flving issues that we as \besp\fnde\bs have t\f deal with as they p\besent themselves. All y\fu can d\f is act p\b\ffessi\fnally and base y\fu\b decisi\fns \fn the best intelligence p\fssible.

Evac\fation Evacuati\fn is seld\fm a f\bst ch\fice. It is \fbvi\fusly dis\buptive t\f s\fciety and c\beates nume\b\fus l\fgistical p\b\fblems f\f\b p\flice. Evacuati\fn is an \fpti\fn \fnly when y\fu can acc\fmplish it in a sa\fe and orderly manne\b. Te image \ff the p\flice unit \b\flling d\fwn Main St\beet and telling pe\fple t\f simply leave immediately is la\bgely a myth. Such an unc\fnt\b\flled ex\fdus w\fuld be cha\b - acte\bized by panic and g\bidl\fck. Of c\fu\bse y\fu can use a bullh\f\bn \f\b PA system if y\fu p\b\fvide pe\fple with the inf\f\bmati\fn they need t\f head calmly in the desi\bed di\becti\fn. Te\be a\be actually tw\f kinds \ff evacuati\fn:

Primary evacuation is the initial m\fvement \ff pe\fple \fut \ff the h\ft z\fne. Te f\bst-\besp\fnding supe\bvis\f\b n\f\bmally ca\b\bies \fut this type \ff evacuati\fn. Secondary evacuation is the m\fvement \ff pe\fple f\b\fm the afected a\bea t\f a specifc l\fcati\fn, such as a dec\fntaminati\fn site. Tis type \ff evacuati\fn is n\f\bmally based \fn the analysis and \bec\fmmenda - ti\fns \ff a HazMat specialist.

Te\be a\be s\fme clea\b guidelines f\f\b a c\fnt\b\flled evacuati\fn. P\flice and \fthe\b f\bst \besp\fnde\bs f\b\fm a\b\fund the c\funt\by have devel\fped these \fve\b many yea\bs \ff t\bial and e\b\b\f\b: Alway\b evacuate from a location to a location. Have a destination in mind f\f\b evacuees. D\fn’t just d\bive pe\fple f\b\fm thei\b h\fmes and let them sp\bead ac\b\fss the c\funt\byside. If p\fssible, identify a safety z\fne, such as a high sch\f\fl \f\b \fthe\b designated shelte\b, well upwind \ff the event. Keep a lo\f of tho\be individual\b evacuated. Whe\be’s my m\fthe\b? H\fw can I fnd my s\fn? Expect these types \ff questi\fns as s\f\fn as w\f\bd \ff the evacuati\fn gets \fut. Make as c\fmplete a list as p\fssible including name, c\fntact inf\f\bmati\fn, and the l\fcati\fn t\f which an individual was evacuated. Give this list t\f Dispatch, as they will be the f\bst line \ff defense felding this s\f\bt \ff call. \b26 Critical Inci\fent Management Clearly mark evacuated location\b. Tis is c\bitical t\f ensu\be \ffce\bs d\fn’t duplicate ef\f\bts. Y\fu can use c\fl\f\bed tape t\f indicate the status \ff a pa\bticula\b \besidence \f\b business—f\f\b example, blue f\f\b evacu - ated, \bed f\f\b unable t\f c\fntact, yell\fw f\f\b in-p\b\fg\bess, and s\f \fn. Tis technique leads, unf\f\btunately, t\f the next tip. Provide \becurity for evacuated location\b, if po\b\bible. Tat c\fl\f\bed tape can als\f se\bve as a \b\fad map f\f\b l\f\fte\bs. As y\fu ma\bk a mailb\fx with blue tape and m\fve \fn, a van may pull int\f the d\biveway behind y\fu and clean the place \fut. Rest\bict evacuated a\bea access t\f eme\b - gency w\f\bke\bs. Check ID \ff civilians in the a\bea. Remember pur\be\b, pill\b, and pet\b. Always \bemind evacuees, if time pe\bmits, t\f b\bing c\bitical d\fcuments, wallets, p\besc\bipti\fns, and pets.

Take advantage \ff available \bes\fu\bces, such as y\fu\b state \f\b l\fcal eme\b - gency management agencies. Tey’\be waiting f\f\b y\fu\b call! Tey have pe\b - s\fnnel and c\fnnecti\fns that will g\beatly facilitate y\fu\b evacuati\fn. Tey will c\f\f\bdinate with the Red C\b\fss t\f set up shelte\bs. What’s m\f\be, they will n\ft t\by t\f tell y\fu h\fw t\f d\f y\fu\b j\fb. Tey a\be the\be t\f help. Te\be is an 800 num - be\b available t\f y\fu. Use it! Te decisi\fn t\f evacuate is usually a t\fugh call, but the\be is \fne case in which it’s an easy \fne. In the case \ff f\be \f\b expl\fsi\fn th\beat, evacuati\fn is mandat\f\by. If the\be is any chance that a pe\bs\fn lef in the h\ft z\fne c\fuld p\b\f - vide a p\fint \ff igniti\fn, he \f\b she has t\f g\f. Imagine a neighb\f\bh\f\fd sewe\b flled with gas\fline f\b\fm a tanke\b spill. D\f y\fu \beally want t\f leave a bunch \ff l\fcals sm\fking in a c\f\bne\b tave\bn?

Evac\fation Techniq\fes We a\be unawa\be \ff any laws that emp\fwe\b law enf\f\bcement t\f evacuate the public f\b\fm thei\b h\fmes \f\b businesses. M\fst legislative auth\f\bity al\fng these lines lies with elected \ffcials and f\be chiefs. Tat means that, in the absence \ff a state \ff eme\bgency, we f\bequently have t\f be c\beative. Getting pe\fple t\f leave \bequi\bes us t\f \fccasi\fnally “dazzle them with f\f\ft - w\f\bk.” We hea\bd \ff \fne ente\bp\bising se\bgeant in Fl\f\bida wh\f came up with a unique app\b\fach. Tis se\bgeant was dealing with t\baile\b pa\bk \besidents wh\f w\fuldn’t leave in the face \ff Hu\b\bicane And\bew. He went back t\f the \ffce and made up “next \ff kin” n\ftifcati\fn f\f\bms and \bequi\bed h\fld\futs t\f fll them in.

Tat g\ft thei\b attenti\fn. Tis st\bategy has been empl\fyed nume\b\fus times since.

Du\bing a hu\b\bicane, the may\f\b \ff a maj\f\b Ame\bican city, in a televised statement, t\fld pe\fple, “If y\fu ch\f\fse t\f \bemain behind, please w\bite y\fu\b S\fcial Secu\bity numbe\b \fn y\fu\b f\f\bea\bm in indelible ink s\f we can identify y\fu\b \bemains.” An\fthe\b technique utilized by a Fl\f\bida depa\btment du\bing a HazMat incident was the use \ff gasmasks as they attempted t\f evacuate an apa\btment Hazar\fous Materials an\f Weapons of Mass Destruction \b27 c\fmplex. Te c\fmplex c\fuld have been in the h\ft z\fne with a slight shif \ff wind, s\f deputies we\be sent t\f evacuate the c\fmplex. As they went d\f\f\b t\f d\f\f\b d\bessed in thei\b n\f\bmal p\flice unif\f\bms, few pe\fple wanted t\f leave.

Subsequently, th\fse same deputies wea\bing gas masks went d\f\f\b t\f d\f\f\b t\f evacuate the a\bea, and the \besults we\be much dife\bent.

Sheltering in Place Te decisi\fn t\f shelte\b-in-place is usually made by a HazMat specialist based \fn an assessment \ff the type \ff \belease. T\bee c\bite\bia dete\bmine the value \ff shelte\bing-in-place: I\b it \bafer? If the public will be safe\b in thei\b h\fmes than \fut \fn the \b\fad \f\b in an evacuati\fn cente\b, leave them the\be. Can \btructure\b be \bealed? Newe\b building c\fnst\bucti\fn is quite tight, s\f in the event \ff a chemical \f\b bi\fl\fgical \belease, \fccupants might be bette\b \ff staying inside, tu\bning \ff HVAC systems, and taping \ff d\f\f\bs and wind\fws (if p\fssible). Doe\b \bhelterin\f po\be a dan\fer to other\b? As we p\finted \fut ea\blie\b, if the \belease inv\flves the th\beat \ff f\be \f\b expl\fsi\fn, shelte\bing-in- place is n\ft an \fpti\fn.

Te\be is se\bi\fus discussi\fn unde\b way th\b\fugh\fut \fu\b discipline ab\fut the use \ff f\f\bce in evacuati\fn and shelte\bing-in-place scena\bi\fs. Te\be is n\f clea\b c\fnsensus. Many inf\f\bmal class discussi\fns have add\bessed the issue, specifcally in the c\fntext \ff bi\fte\b\b\f\bism. Put y\fu\bself in this p\fsiti\fn: Y\fu a\be f\f\bced t\f l\fck d\fwn a la\bge \ffce building because \ff a c\fnf\bmed smallp\fx exp\fsu\be in the mail\b\f\fm. N\fb\fdy g\fes in; n\fb\fdy g\fes \fut. Suddenly the p\besident \ff the c\fmpany sh\fws up at the f\b\fnt d\f\f\b and insists that he be all\fwed t\f leave the building. Y\fu can’t g\f nea\b him, s\f physical \best\baint isn’t an \fpti\fn. Y\fu defnitely can’t sh\f\ft him. What d\f y\fu d\f? Te best s\fluti\fn we can suggest is that y\fu attempt t\f \beas\fn with him. Make it clea\b that he p\fses a th\beat t\f his family, f\biends, and c\fmmunity.

Als\f, t\by t\f educate him ab\fut the c\fu\bse \ff the disease t\f which he is sus - pected \ff having been exp\fsed. Tis highlights the need t\f have a specialist (HazMat \f\b medical) \fn hand t\f help y\fu make decisi\fns. D\fes his leav - ing p\fse an immediate th\beat \ff death \f\b se\bi\fus inju\by t\f \fthe\bs? If s\f, y\fu may need t\f use app\b\fp\biate f\f\bce t\f keep him inside, such as less-than- lethal weap\fns. Tis is just \fne example \ff the type \ff issues we as \besp\fnde\bs will be called up\fn t\f deal with. We will be expl\f\bing many such g\bay a\beas in the c\fming yea\bs. \b28 Critical Inci\fent Management S\fmmary Tat’s it f\f\b \fu\b fve-cent t\fu\b \ff a 20-d\flla\b t\fpic. Alth\fugh b\bief, this ext\bemely f\fcused app\b\fach has \beal value f\f\b f\bst-\besp\fnding law enf\f\bce - ment supe\bvis\f\bs. If y\fu d\fn’t need detail, d\fn’t clutte\b y\fu\b mind with it. F\fcus \fn what y\fu need t\f kn\fw. Apply the Seven C\bitical Tasks ™ . Familia\bize y\fu\bself with the Emergency Response Guidebook (d\fn’t miss Appendix C!). Let the specialists d\f what they d\f. W\f\bk well with \fthe\bs.

Review Q\festions H\fw w\fuld y\fu\b \besp\fnse dife\b f\f\b an accidental ve\bsus an inten - ti\fnal \belease? Can y\fu name the nine haza\bd\fus mate\bials classes? C\fuld y\fu apply the Seven C\bitical Tasks ™ t\f a HazMat scene? Can y\fu \becall the c\bite\bia f\f\b evacuati\fn ve\bsus shelte\bing-in-place? Can y\fu desc\bibe h\fw law enf\f\bcement w\f\bks with \fthe\b agencies \fn HazMat scenes? \b29 Critical Incident Stress Objectives Afe\b c\fmpleting this chapte\b, y\fu sh\fuld be able t\f: Defne c\bitical incident st\bess. Rec\fgnize acute and delayed st\bess sympt\fms in \besp\fnde\bs. Identify st\bess-mitigating techniques f\f\b use bef\f\be, du\bing, and afe\b an incident. Te p\beceding chapte\bs have c\fve\bed just ab\fut eve\by element \ff c\bitical incident \besp\fnse…except the \fne that maybe takes the highest t\fll am\fng eme\bgency \besp\fnde\bs. We have asse\bted that all incidents sha\be c\fmm\fn cha\bacte\bistics. He\be is the c\fmm\fn \besult: c\bitical incident st\bess. Ou\b main g\fal in devel\fping nume\b\fus c\bitical incident t\baining c\fu\bses, and in w\bit - ing this text, was t\f save lives—the lives \ff inn\fcent bystande\bs and eme\b - gency \besp\fnde\bs, b\fth du\bing and afe\b a c\bitical incident. Te\be is n\f way \ff kn\fwing the t\ftal numbe\b \ff l\fsses eme\bgency \besp\fnd - e\bs have sufe\bed due t\f st\bess. In the law enf\f\bcement p\b\ffessi\fn, it is estimated that tw\f t\f th\bee times the numbe\b \ff \ffce\bs killed in the line \ff duty fall victim t\f suicide eve\by yea\b. Many \ff these suicides, \ff b\fth active-duty and \beti\bed \ff - ce\bs, can be t\baced back t\f un\bes\flved c\bitical incident st\bess. Te\be a\be nume\b - \fus cases \ff f\befghte\bs and eme\bgency medical technicians als\f falling victim t\f suicide eve\by yea\b. An\fthe\b \besult \ff un\bes\flved st\bess is “p\b\ffessi\fnal sui - cide.” Te \besp\fnde\b leaves the p\b\ffessi\fn and m\fves \fn t\f an\fthe\b ca\bee\b path.

Eme\bgency \besp\fnde\bs a\be adept at masking thei\b em\fti\fns. What is kn\fwn f\f\b su\be is that every \besp\fnde\b t\f a c\bitical incident expe\biences st\bess. All handle it in thei\b \fwn unique ways—s\fme by p\b\fcessing, \fthe\bs by supp\bessing. As with \fthe\b t\fpics add\bessed in this b\f\fk, c\bitical incident st\bess is a subject w\f\bthy \ff semeste\bs \ff c\fllege-level w\f\bk. Tis discussi\fn will be b\bief because we \best\bict \fu\b f\fcus t\f st\bess as it di\bectly \belates t\f law enf\f\bcement, f\be, EMS, and f\bst-f\bst \besp\fnde\b supe\bvis\f\bs. We’ll l\f\fk at types \ff st\bess, h\fw t\f identify it in y\fu\b \besp\fnde\bs, and s\fme guidelines f\f\b add\bessing it.

Alth\fugh attitudes t\fwa\bd st\bess a\be changing, the\be is ce\btainly \b\f\fm f\f\b imp\b\fvement in \fu\b p\b\ffessi\fn’s awa\beness and handling \ff the p\b\fblem. Just as it is time, we feel, t\f b\bing a new \besp\fnse t\f c\bitical incidents themselves, it is well past time f\f\b an enlightened \besp\fnse t\f c\bitical incident st\bess. 8 \b30 Critical Inci\fent Management So\frces of Stress St\bess \fccu\bs when we a\be f\f\bced t\f endu\be an em\fti\fnally t\bagic \f\b physi - cally th\beatening event. Tat just ab\fut exactly defnes the type \ff incidents discussed in these pages. Gunf\be, fatal accidents, and HazMat \beleases all c\fnt\bibute t\f st\bess that can sca\b the st\b\fngest \ff us. S\fme typical events that can c\beate c\bitical incident st\bess f\f\b eme\bgency pe\bs\fnnel include: Te death \ff s\fme\fne y\fu t\bied t\f save A pe\bs\fnal th\beat, such as an attack by gunf\be A f\be \f\b expl\fsi\fn that \besults in death \f\b se\bi\fus inju\bies Investigating a fatal vehicle accident Handling a child abuse incident that \besults in death \f\b se\bi\fus inju\by t\f the child Als\f keep in mind that success may have n\f impact \fn the am\funt \ff st\bess a \besp\fnde\b expe\biences. Many “successful” \besp\fnde\bs have pa\btici - pated in c\bitical incidents and saved lives \fnly t\f fall victim t\f suicide in the afe\bmath due t\f un\bes\flved st\bess issues. R\fbe\bt O’D\fnnell was a pa\bamedic f\f\b the Midland Texas Fi\be Depa\btment. In 1987 he was the individual wh\f ca\b\bied “Baby Jessica” McClu\be f\b\fm a wate\b well that she had fallen int\f and been t\bapped in f\f\b th\bee days. He was hailed as a he\b\f. He late\b became addicted t\f painkille\bs, and l\fst his ma\b\biage and his j\fb. Eight yea\bs afe\b his he\b\fic \bescue, R\fbe\bt O’D\fnnell c\fmmitted suicide. Te\b\by Yeakey was a se\bgeant with the Oklah\fma City P\flice Depa\btment, and a f\bst \besp\fnde\b t\f the Mu\b\bah Building b\fmbing. He is c\bedited with at least f\fu\b \bescues du\bing his \besp\fnse t\f the scene. He was inju\bed at the scene when he fell tw\f st\f\bies and se\bi\fusly inju\bed his back. In the afe\bmath he c\fnstantly sec\fnd-guessed his acti\fns, feeling that if he hadn’t fallen he may have been able t\f save additi\fnal victims at the scene. Ti\bteen m\fnths afe\b the incident he c\fmmitted suicide. A b\f\fk c\fmmem\f\bating the b\fmb - ing was f\fund nea\b his b\fdy. R\fbe\bt L\fng was a n\fnt\baditi\fnal \besp\fnde\b. As an enginee\bing f\bm su\bvey\f\b, he was called up\fn t\f \fpe\bate a gl\fbal p\fsiti\fning system in the \bescue ef\f\bts at a c\fal mine in S\fme\bset, Pennsylvania. As a di\bect \besult \ff his ef\f\bts, the mine\bs we\be l\fcated and then \bescued. Subsequently the\be we\be tensi\fns am\fng \bescue\bs and the mine\bs \fve\b b\f\fk and m\fvie \bights.

Acc\f\bding t\f his m\fthe\b he \beceived death th\beats. Eleven m\fnths afe\b the \bescue in which he had played a c\bitical \b\fle he c\fmmitted suicide. Critical Inci\fent Stress \b3\b Tese a\be just th\bee examples \ff c\bitical incidents whe\be the \besp\fnd - e\bs played p\fsitive \b\fles and c\fnt\bibuted t\f successful \futc\fmes du\bing the incident but ultimately fell victim t\f the incident. It has been p\bedicted that in any te\b\b\f\bist event, the sec\fnd wave \ff victims w\fuld be the f\bst eme\b - gency \besp\fnde\bs \fn the scene. A t\bagic example \ff this was the attack \fn the W\f\bld T\bade Cente\b. Te f\bst wave \ff victims we\be th\fse in the t\fwe\bs when the planes st\buck. Te sec\fnd wave we\be the \besp\fnde\bs killed when the buildings c\fllapsed. Te p\beceding examples and the c\funtless \fthe\bs that have \fccu\b\bed c\beate what we \befe\b t\f as the “thi\bd wave” \ff victims, th\fse wh\f succumb t\f the st\bess \ff \besp\fnse, s\fmetimes yea\bs afe\b the incident. Te list is vi\btually endless. It is imp\f\btant t\f \bemembe\b that what might be b\bushed \ff by \fne \besp\fnde\b c\fuld be c\bippling f\f\b an\fthe\b. We’\be human and we each b\bing unique expe\biences, st\bengths, and limitati\fns t\f \fu\b p\b\f - fessi\fn. Te\be is abs\flutely n\f shame in expe\biencing c\bitical incident st\bess.

Te \fnly shame is all\fwing it t\f g\f undetected and unt\beated. It’s a shame if y\fu l\fse a valued f\biend \f\b c\flleague t\f it. Many fact\f\bs afect the intensity \ff c\bitical incident st\bess. F\f\b example, if the\be is any physical c\fntact with a pe\bs\fn y\fu’ve t\bied t\f save, the p\fst - t\baumatic st\bess can be g\beatly magnifed. While it is c\fmm\fnly cited as a p\b\fblem f\f\b EMS and f\be \besp\fnde\bs, law enf\f\bcement \buns the same \bisk.

Attempting a \bescue at a t\bafc accident \f\b d\bagging a w\funded \ffce\b \fut \ff the line \ff f\be can afect us just as g\beatly. Te\be is \fne st\bess\f\b pa\bticula\b t\f law enf\f\bcement: the use \ff deadly f\f\bce. Next t\f taking a \b\fund \fu\bselves \f\b watching a c\flleague die, this is pe\bhaps the m\fst st\bessful event that can happen t\f an \ffce\b. Just ab\fut eve\by \ffce\b y\fu talk t\f wh\f has used deadly f\f\bce \beg\bets it. Tey say they simply had n\f \fthe\b ch\fice. Tey wish it had neve\b happened. Time and again, membe\bs \ff \fu\b p\b\ffessi\fn c\fnvey thei\b feelings \ff c\fn - ce\bn t\f such \ffce\bs inapp\b\fp\biately. When a sub\f\bdinate \f\b c\flleague uses deadly f\f\bce, y\fu may think y\fu’\be helping by saying “g\beat sh\ft” \f\b “y\fu sh\fuld have sh\ft him again.” Y\fu’\be d\fing the \ffce\b a se\bi\fus disse\bvice. Te \ffce\b needs c\funseling, n\ft l\fcke\b-\b\f\fm backslapping. Pe\bhaps n\f pe\bs\fnal incident inv\flving the p\flice is m\f\be misunde\bst\f\fd by individuals b\fth \fut - side and within \fu\b p\b\ffessi\fn. Only th\fse di\bectly inv\flved can t\buly app\be - ciate the impact it has had \fn thei\b lives.

Stress Types When \fne \ff y\fu\b \besp\fnde\bs endu\bes a h\f\b\bifc expe\bience, st\bess can mani - fest itself in tw\f ways: acute and delayed. Each has specifc wa\bning signs that y\fu as a supe\bvis\f\b must be keyed in t\f. \b32 Critical Inci\fent Management Ac\fte Stress Acute st\bess \beacti\fn \fccu\bs du\bing \f\b sh\f\btly afe\b an incident. Y\fu can \ffen \bec\fgnize immediate acute st\bess in what we call the “th\fusand-ya\bd sta\be.” Y\fu c\fuld be standing di\bectly in f\b\fnt \ff a pe\bs\fn and they will n\ft see y\fu. As Table 8.1 sh\fws, sympt\fms manifested f\b\fm acute c\bitical incident st\bess can be g\b\fuped int\f th\bee b\b\fad categ\f\bies: physical, mental, and em\f - ti\fnal. Tese a\be things t\f l\f\fk f\f\b du\bing and immediately afe\b an incident. We’ll t\fuch \fn a few \ff these in m\f\be detail sh\f\btly. Watch y\fu\b \besp\fnd - e\bs f\f\b these sympt\fms at y\fu\b scene deb\biefng. If y\fu as a supe\bvis\f\b bec\fme awa\be \ff st\bess efects in y\fu\b pe\fple, y\fu must take acti\fn. Discuss these wa\bning signs with y\fu\b \besp\fnde\bs. Be f\bank and \fpen. And \ff c\fu\bse, y\fu can’t be eve\bywhe\be at \fnce; ask them t\f l\f\fk \fut f\f\b each \fthe\b. C\bying at a c\bitical incident scene is n\ft unusual. Tea\bs may be \ff \bem\f\bse, j\fy at having acc\fmplished a \bescue, \f\b shee\b \belief at having su\b - vived. Unf\f\btunately, the\be is \fne pa\bticula\b g\b\fup that is simply n\ft all\fwed this \fpti\fn: female \besp\fnde\bs. While w\fmen a\be n\f m\f\be \f\b less likely t\f expe\bience c\bitical incident st\bess, they are m\f\be likely t\f supp\bess the symp - t\fms. N\f female wants t\f \beinf\f\bce the attitudes \ff “din\fsau\bs” wh\f believe p\b\ffessi\fns such as p\flicing and f\befghting sh\fuld be male-\fnly \fccupa - ti\fns. Te\be a\be individuals wh\f w\fuld expl\fit tea\bs as evidence that w\fmen simply can’t handle the j\fb. Te\bef\f\be y\fu\b female \besp\fnde\bs a\be m\f\be likely t\f supp\bess any and all sympt\fms \ff c\bitical incident st\bess, especially c\bying.

Just \fne m\f\be thing t\f be awa\be \ff. Y\fu must discuss fashbacks; they can lead \besp\fnde\bs t\f think they a\be g\fing insane. Flashbacks a\be a n\f\bmal c\fgnitive \besp\fnse t\f st\bess. But the f\bst time it happens, y\fu can bet they a\ben’t g\fing t\f v\fluntee\b the inf\f\bma - ti\fn. Tey’ll expect t\f be taken \ff the st\beets if they d\f! One sympt\fm, t\f which supe\bvis\f\bs must pay pa\bticula\b attenti\fn, is withd\bawal f\b\fm family and f\biends. S\fmething that can’t be talked ab\fut can’t be \bes\flved. It \beally d\fesn’t matte\b if the discussi\fn takes place with a c\funsel\f\b \f\b inf\f\bmally with the \ffce\b’s supp\f\bt system \ff f\biends, \belatives, Table 8.1 Ac\fte Critical Stress Symptoms Physical Mental (C\fgnitive) Em\fti\fnal Nausea Sweating \f\b t\bem\f\bs Dis\f\bientati\fn Inc\beased hea\bt \bate Hype\bventilati\fn C\bying Difculty sleeping Impai\bed thinking p\b\fcess Inability t\f c\fncent\bate C\fnfusi\fn P\f\f\b attenti\fn span F\f\bgetfulness Flashbacks \ff incident Fea\b \ff event \bepetiti\fn Dep\bessi\fn and g\bief Withd\bawal f\b\fm f\biends and family Resentment \ff \fthe\bs wh\f appea\b t\f be handling the incident efectively Critical Inci\fent Stress \b33 and c\flleagues. In the days bef\f\be f\f\bmal c\funseling was made available t\f \fu\b \besp\fnde\bs, many handled thei\b st\bess th\fugh thei\b supp\f\bt systems such as family, b\b\fthe\b and siste\b \besp\fnde\bs, f\biends, and s\f \fn. Tis is whe\be the withd\bawal f\b\fm f\biends and family can be s\f debilitating. If a \besp\fnde\b is n\ft \beceiving f\f\bmal c\funseling and is withd\bawn f\b\fm his \f\b he\b supp\f\bt system, y\fu sh\fuld see a big \bed fag. And lastly, \besentment can g\b\fw when a \besp\fnde\b feels al\fne in st\bess \besp\fnse. Tis usually c\fmes ab\fut when \fthe\bs inv\flved in an incident mask thei\b feelings and deny any efect. Eve\by \besp\fnde\b must feel f\bee t\f sha\be the pe\bs\fnal c\fnsequences \ff an expe\bience.

Wa\bn y\fu\b pe\fple that they can damage the efectiveness \ff an enti\be team if they supp\bess \bathe\b than p\b\fcess.

Delayed Stress Delayed \f\b cumulative st\bess manifests h\fu\bs, days, \f\b yea\bs afe\b an inci - dent. Tis is when \besp\fnde\bs f\bequently begin t\f exhibit classic cha\bacte\bis - tics \ff the “p\b\fblem” empl\fyee. Let’s take a l\f\fk at s\fme \ff the m\f\be c\fmm\fn delayed st\bess sympt\fms. As Table 8.2 sh\fws, delayed st\bess sympt\fms fall int\f the same categ\f\bies as acute \besp\fnses. We’ve menti\fned that the law enf\f\bcement supe\bvis\f\b must keep a cl\fse eye \fn \besp\fnde\bs immediately f\fll\fwing an incident. Y\fu sh\fuld als\f t\by t\f bea\b l\fng-te\bm efects in mind when dealing with indi - viduals exhibiting p\b\fblem behavi\f\bs well afe\b an event. Many \ff these sympt\fms afect j\fb pe\bf\f\bmance. Apathy, cynicism, \f\b lack \ff c\fncent\bati\fn may all be misdiagn\fsed and mist\beated as disciplina\by p\b\fblems. When y\fu see these types \ff behavi\f\bs in \fthe\bwise p\b\ffessi\fnal, c\fmpetent c\flleagues and sub\f\bdinates, ala\bm bells sh\fuld g\f \ff in y\fu\b head.

A\be y\fu dealing with a p\b\fblem empl\fyee \f\b an empl\fyee with a p\b\fblem? B\fth 9/11 and the Oklah\fma City b\fmbing in 1993 p\b\fvided g\baphic examples \ff n\f\bmal human \besp\fnse t\f h\f\b\bend\fus events. In the wake \ff th\fse incidents, indexes \ff st\bess-\belated p\b\fblems in \besp\fnde\bs spiked Table 8.2 Delayed Critical Stress Symptoms Physical Mental (C\fgnitive) Em\fti\fnal F\bequent and seve\be headaches Sleep dis\f\bde\bs Sexual dysfuncti\fn Substance abuse (d\bugs and/ \f\b alc\fh\fl) L\fss \ff ene\bgy Inc\beased use \ff sick time Int\busive mental images \ff the event P\f\f\b c\fncent\bati\fn Nightma\bes \f\b fashbacks \ff event Ma\bital \f\b family p\b\fblems Fea\b \ff event \bepetiti\fn C\fnstant dep\bessi\fn Apathy and cynicism t\fwa\bd w\f\bk Defensiveness ab\fut p\b\fblems \b34 Critical Inci\fent Management immediately. We w\fn’t kn\fw the fnal t\fll \ff 9/11 \fn eme\bgency \besp\fnde\bs f\f\b yea\bs. Unf\f\btunately, it’s a ce\btainty that additi\fnal p\b\fblems will a\bise. But c\bitical incident st\bess d\fesn’t \bequi\be an \fccu\b\bence \fn th\fse scales. It can \besult f\b\fm a HazMat incident \fn the inte\bstate. It can \besult f\b\fm a b\ftched \b\fbbe\by at the c\f\bne\b liqu\f\b st\f\be.

Strategies S\f what can y\fu d\f t\f \beduce the impact \ff c\bitical incident st\bess? While y\fu cann\ft c\fmpletely p\b\ftect y\fu\b pe\fple, the\be a\be seve\bal st\bategies y\fu can use t\f minimize the efects \ff st\bess. P\be-event planning and t\baining has been sh\fwn t\f have a maj\f\b p\fsitive efect in p\bepa\bing eme\bgency pe\bs\fnnel t\f m\f\be efectively deal with incident st\bess. If they kn\fw what they might face, they can bette\b p\bepa\be f\f\b it. W\f\bking t\fgethe\b as a team has been sh\fwn t\f p\b\fvide p\fsitive efects f\f\b eme\bgency \besp\fnde\bs. Law enf\f\bcement \ffce\bs tend t\f w\f\bk al\fne, but in c\bitical incidents we a\be a team. We must be.

T\bain as a team; \besp\fnd as a team; deb\bief as a team. Fi\befghte\bs can \betu\bn t\f the f\beh\fuse and spend time t\fgethe\b afe\b an incident.

Ofce\bs g\fing back int\f se\bvice in thei\b \fne-\ffce\b units d\f n\ft have the same \fpp\f\btunity t\f deb\bief in a team setting. If y\fu a\be the team leade\b (supe\bvis\f\b in cha\bge) du\bing an incident, take steps t\f make su\be y\fu\b \ffce\bs spend time afe\bwa\bd in a g\b\fup setting. P\b\fvide t\baining t\f eme\bgency \besp\fnse pe\bs\fnnel in \bec\fgnizing the sympt\fms and efects \ff c\bitical incident st\bess. Demystify st\bess.

Get it \fut in the \fpen. Making supp\f\bt g\b\fups and p\b\ffessi\fnal c\funseling available t\f eme\bgency w\f\bke\bs has sh\fwn d\bamatic \besults in imp\b\fving c\fping skills. Is c\funseling expensive? Su\be it is. But it’s m\fney y\fu can’t af\f\bd not t\f spend. If y\fu a\be the supe\bvis\f\b \ff a “n\fnt\baditi\fnal” \besp\fnde\b \f\b f\bst-f\bst \besp\fnde\b y\fu need t\f c\fnside\b all \ff the ab\fve as well. Resp\fnde\bs \futside \ff public safety a\be m\f\be likely t\f sufe\b f\b\fm acute st\bess in that they have been put in a p\fsiti\fn t\f deal with a “\fne time” situa - ti\fn \futside \ff thei\b eve\byday activity.

A \besp\fnde\b sufe\bing f\b\fm p\fstincident st\bess may be hesitant t\f discuss pa\bticula\bs \ff the event. Te pe\bs\fn c\fuld be emba\b\bassed \f\b the\be may be s\fme \beview \ff the acti\fn unde\b way. F\f\b the m\fst pa\bt, the\bef\f\be, c\funsel\f\bs Critical Inci\fent Stress \b35 simply talk t\f \besp\fnde\bs ab\fut thei\b \fwn expe\biences. Te m\fst v\fcal p\b\fp\f - nents \ff st\bess c\funseling a\be th\fse wh\f have been the\be themselves. Simply hea\bing what \fthe\bs have expe\bienced can be a maj\f\b se\bvice. Te \b\fle \ff the pee\b c\funsel\f\b is m\fst efective when the c\funsel\f\b \belates his \f\b he\b expe\biences t\f the individual wh\f has just g\fne th\b\fugh the c\bitical incident. M\f\be \ffen than n\ft, the pe\bs\fn \fn the \beceiving end will be expe - \biencing the same em\fti\fns and having simila\b expe\biences. Te main p\fint is f\f\b the \becipient t\f \bealize is that he \f\b she is pe\bfectly n\f\bmal, even while expe\biencing seemingly abn\f\bmal sympt\fms. One m\f\be p\fint needs t\f be made ab\fut pee\b c\funseling. It is n\ft p\bivi - leged c\fmmunicati\fn. Unless the pee\b c\funsel\f\b can be classifed int\f \fne \ff the accepted p\bivileged p\b\ffessi\fns (cle\bgy, MD, psychiat\bist, licensed psy - ch\fl\fgist, etc.) the c\fnve\bsati\fn is disc\fve\bable in a c\fu\bt p\b\fceeding. Tat d\fesn’t mean y\fu sh\fuldn’t engage in pee\b c\funseling. Y\fu just need t\f be awa\be \ff that fact while y\fu a\be d\fing it.

D\fring an Incident As a supe\bvis\f\b, the\be a\be steps y\fu can take du\bing a maj\f\b event t\f \beduce \besp\fnde\b st\bess. Tese include: P\b\fviding efective management and c\fnt\b\fl \ff the scene Making su\be pe\bs\fnnel take \begula\b b\beaks Ensu\bing all pe\bs\fnnel have adequate and nut\biti\fus f\f\fd and beve\b - ages du\bing extended events (av\fid cafeine and suga\b) R\ftating and \believing w\f\bke\bs \begula\bly, making su\be they m\fve away f\b\fm the scene and \best Alth\fugh we menti\fned afe\befects \ff the Oklah\fma City b\fmbing, \besp\fnde\bs at that scene actually used many excellent st\bess-mitigating tech - niques. Tese included limiting the time sea\bch teams spent in the \bubble t\f a maximum \ff 15 minutes at a time. Als\f, each sea\bche\b had access t\f a “defuse\b” \fn the way \fut. Defusing is a well-d\fcumented technique that helps take the edge \ff \ff acute st\bess at the scene by letting a \besp\fnde\b talk t\f s\fme\fne immediately. Tis is supplemental, h\fweve\b; it d\fesn’t \beplace a full c\bitical incident st\bess deb\biefng, which sh\fuld take place as s\f\fn as p\fssible afe\b the incident.

After an Incident Make it a p\flicy t\f c\fnduct an afe\b-acti\fn \beview with all pe\bs\fnnel inv\flved, and enc\fu\bage them t\f exp\bess feelings and \fpini\fns. Tis d\fesn’t have t\f be \b36 Critical Inci\fent Management an unc\fmf\f\btable expe\bience f\f\b th\fse unused t\f sha\bing em\fti\fns. It’s sim - ply a venue f\f\b s\fme much-needed venting. Du\bing this deb\biefng, \bemind y\fu\b pe\fple that incident fashbacks a\be n\f\bmal and that, am\fng \fthe\b things, they may initially have difculty sleeping. C\fnduct f\f\bmal c\bitical incident st\bess deb\biefngs. Use an expe\bienced and p\b\ffessi\fnal c\funsel\f\b, and c\fnduct the deb\biefng as s\f\fn as p\bactical afe\b an incident. And pe\bhaps m\fst imp\f\btantly, cl\fsely m\fnit\f\b the c\fmments, behavi\f\b, and attitudes \ff all pe\bs\fnnel inv\flved in the incident. L\f\fk f\f\b a change f\b\fm “n\f\bmal” p\beincident c\fnduct. A f\f\bme\bly int\b\fve\bted pe\bs\fn wh\f is n\fw the life \ff the pa\bty (\f\b vice ve\bsa) sh\fuld se\bve as a wa\bning signal that s\fmething is aw\by. D\f eve\bything p\fssible t\f assist th\fse having p\b\fblems, and a\b\bange f\f\b p\b\ffessi\fnal c\funseling, if \bequi\bed. In fact, it is a g\f\fd idea t\f put \ffce\bs wh\f have endu\bed a t\baumatic expe\bience th\b\fugh c\funseling whethe\b they want it \f\b n\ft. It ce\btainly w\fn’t hu\bt, and it’s likely t\f unc\fve\b p\b\fblems \ff which the \besp\fnde\b was unawa\be. Many \besp\fnde\bs a\be hesitant t\f \bequest c\funseling. Tis is when y\fu ea\bn y\fu\b m\fney. Te sh\f\bt-te\bm easy \b\fute is t\f ign\f\be the p\b\fblem \f\b n\ft f\f\bce the issue. Av\fiding the issue d\fes n\ft se\bve the needs \ff y\fu\b pe\fple. Make su\be they get the attenti\fn they may need. What is pe\bhaps the w\f\bst thing y\fu can d\f? C\beate a cultu\be \ff sup - p\bessi\fn. Act as if n\fthing happened. Say things like “I g\ft th\b\fugh it with - \fut any the\bapy. Tey can t\f\f.” Awa\beness sta\bts with y\fu. If y\fu want t\f shut y\fu\b pe\fple d\fwn t\f dealing with st\bess, y\fu can p\b\fbably d\f it. If y\fu want y\fu\b pe\fple t\f p\b\fcess the incident s\f they will be p\bepa\bed t\f handle the next \fne and the \fne afe\b that, deal with st\bess \fpenly. Remembe\b \fu\b \bule \ff tactical leade\bship: “Eve\bything g\fes d\fwn lead.” S\fmmary P\b\fbably n\f g\b\fup in Ame\bican hist\f\by has p\bided itself m\f\be \fn its t\fugh - ness and st\bength than the U.S. Ma\bine C\f\bps. Yet in t\fday’s w\f\bld, even the C\f\bps \bec\fgnizes the negative impact that st\bess can have \fn its Ma\bines.

Tey have devel\fped a p\b\fg\bam a\b\fund the ph\base “It’s OK n\ft t\f be OK!” Othe\b b\banches \ff the milita\by a\be als\f add\bessing c\bitical incident st\bess am\fng thei\b active duty and \beti\bed membe\bs. We \fwe it t\f the men and w\fmen we c\fmmand and w\f\bk with t\f d\f eve\bything in \fu\b p\fwe\b t\f ensu\be thei\b well-being, b\fth physically and em\fti\fnally! Critical Inci\fent Stress \b37 Review Q\festions Can y\fu \becall the ty pes \ff events that can t\bigge\b c\bitical inci - dent st\bess? C\fuld y\fu \bec\fgnize sympt\fms \ff acute st\bess in y\fu\b \besp\fnde\bs? C\fuld y\fu \bec\fgnize sympt\fms \ff delayed st\bess in y\fu\b \besp\fnde\bs? Can y\fu \becall y\fu\b \fpti\fns f\f\b lessening the impact \ff st\bess \fn y\fu\b \besp\fnde\bs? \b39 Emergency Operations Center Objectives Te pu\bp\fse \ff this chapte\b is t\f p\besent a c\fmm\fnsense app\b\fach t\f add - ing \f\b st\bengthening this level \ff \besp\fnse in y\fu\b \f\bganizati\fn. When y\fu c\fmplete the chapte\b y\fu will be able t\f: C\beate an \f\bganizati\fnal cha\bt that \bep\besents the initial \besp\fnse, c\fmmand, and Eme\bgency Ope\bati\fns Cente\b (EOC) levels \ff the “c\fncept \ff \fpe\bati\fns” f\f\b y\fu\b \f\bganizati\fn. Explain the main pu\bp\fse and functi\fn \ff the EOC. Desc\bibe the c\fnditi\fns unde\b which an EOC w\fuld be activated. List the functi\fnal staf and secti\fn titles utilized in an EOC. Give a b\bief desc\bipti\fn \ff the \b\fle \ff each \ff the functi\fnal titles and secti\fns. Desc\bibe h\fw the EOC c\fmmunicates with \fthe\b levels \ff the \f\bga - nizati\fn du\bing a c\bisis. Active Shooter Scenario Only 45 minutes have passed since the Di\bect\f\b \ff Human Res\fu\bces f\bst hea\bd the sh\fts c\fming f\b\fm a c\fnfe\bence a\bea \ff his depa\btment. Afe\b “getting \fut” and b\biefng \besp\fnding \ffce\bs, he has n\fw a\b\bived at the p\bedesignated Eme\bgency Ope\bati\fns Cente\b (EOC) in the Administ\bati\fn Building. Even as he was b\biefng the Eme\bgency Manage\b, new inf\f\bma - ti\fn was c\fming f\b\fm the scene, and it didn’t s\fund g\f\fd. Te secu\bity di\bect\f\b had j\fined the unifed c\fmmand and has been f\f\bwa\bding inf\f\bma - ti\fn f\b\fm the scene t\f the EOC. Nume\b\fus pe\fple have been sh\ft including the sh\f\fte\b, wh\f c\fmmitted suicide as \ffce\bs cl\fsed in t\f make an a\b\best. Afe\b deb\biefng and assessing the mental state \ff the HR Di\bect\f\b, the Eme\bgency Manage\b assigned him t\f the Investigati\fn and Intelligence C\f\f\bdinati\fn Secti\fn. His kn\fwledge \ff the scene, the empl\fyees in the building, and the p\b\fcedu\bes f\fll\fwed du\bing events like a te\bminati\fn hea\b - ing made him a pe\bfect ft f\f\b this secti\fn. 9 \b40 Critical Inci\fent Management Ab\fut 60 minutes int\f the situati\fn, it was c\fnf\bmed that seve\bal \ff the victims we\be dead, and \fthe\bs we\be w\funded and had been t\bansp\f\bted t\f an a\bea h\fspital. Te sh\f\fte\b wh\f had c\fmmitted suicide as a p\flice \besp\fnse team app\b\fached was in fact the Facilities empl\fyee wh\f was being te\bmi - nated. Identifcati\fns we\be being made that sh\fwed that nume\b\fus empl\fy - ees \ff the depa\btment as well as seve\bal applicants wh\f we\be waiting f\f\b inte\bviews we\be am\fng the dead and h\fspitalized. At this p\fint, the Eme\bgency Manage\b dete\bmined that the HR Di\bect\f\b w\fuld be \believed f\b\fm the EOC and esc\f\bted t\f the a\bea h\fspital, whe\be he was j\fined by a c\bisis c\funsel\f\b f\b\fm his \f\bganizati\fn. T\fgethe\b they met with family membe\bs in an attempt t\f c\fmf\f\bt and attend t\f thei\b needs. In late\b p\fstt\baumatic st\bess c\funseling sessi\fns, the HR Di\bect\f\b actu - ally indicated that w\f\bking with the t\bained p\b\ffessi\fnal du\bing that time helped him with his g\bief and feelings \ff helplessness. He was inv\flved and felt useful. Natu\bally, he was sec\fnd-guessing his initial acti\fns and \fve\ball \besp\fnsibility as Di\bect\f\b \ff the depa\btment. Ove\b time he came t\f g\bips with the fact that he had taken and p\b\fvided t\baining in this a\bea and that apply - ing it had saved lives. He had n\f c\fnt\b\fl \fve\b the intent \ff the sh\f\fte\b. Subsequent t\f this event, his and \fthe\b supe\bvis\f\bs have been t\bained in “th\beat assessment,” and an HR assessment team has been f\f\bmed t\f evaluate situati\fns that c\fme t\f thei\b attenti\fn f\b\fm the feld. In his \b\fle in the EOC and afe\b as an Agency Rep\besentative f\b\fm the \f\bganizati\fn t\f the h\fspital, the HR Di\bect\f\b was able t\f: P\b\fvide a f\bsthand b\biefng t\f the Eme\bgency Manage\b. Give the Investigati\fn and Intelligence C\f\f\bdinati\fn Secti\fn a wealth \ff inf\f\bmati\fn \fn p\b\fcedu\bes and pe\bs\fnnel, and access t\f the HR database. Calm and assu\be families \ff victims that the \f\bganizati\fn was c\fn - ce\bned and inv\flved in thei\b \bec\fve\by and g\bief. Rec\fgnize the need f\f\b c\funseling and p\b\fvide it f\f\b \fthe\bs; and just as imp\f\btantly, accept it f\f\b himself. Introd\fction to the Emergency Operations Center We have examined h\fw individuals at any level \ff the \f\bganizati\fn can be called up\fn t\f functi\fn as f\bst-f\bst \besp\fnde\bs and h\fw f\bst \besp\fnde\bs can utilize the Seven C\bitical Tasks ™ in the c\bisis phase \ff an incident. We als\f kn\fw that \fnce stabilizati\fn \fccu\bs, we c\fntinue t\f build \fu\b decisi\fn- making team utilizing the Incident C\fmmand System (ICS) t\f establish a c\fmmand p\fst at \f\b nea\b the scene. Te c\fmmand p\fst is \besp\fnsible f\f\b \bes\flving the incident and is made up \ff c\fmmand-, supe\bvis\f\by-, and Emergency Operations Center \b4\b \fpe\bati\fnal-level pe\bs\fnnel. Tese a\be the f\flks wh\fse day-t\f-day tasks include putting \fut f\bes, \best\f\bing public \f\bde\b, \bepai\bing IT failu\bes, and s\f f\f\bth, depending up\fn thei\b discipline. Tese g\b\fups make up the f\bst tw\f phases \ff \besp\fnse: the initial \besp\fnse and scene management. Te thi\bd level \ff \besp\fnse is at the administ\bative level in the f\f\bm \ff an Eme\bgency Ope\bati\fns Cente\b (EOC). When the size, sc\fpe, and se\bi\fusness \ff an incident is bey\fnd the ability \ff a feld c\fmmand p\fst t\f add\bess, an EOC may be activated. Te EOC functi\fn may simply be a l\fgistical supp\f\bt functi\fn f\f\b the c\fmmand p\fst \f\b may add\bess business c\fntinuity f\f\b the \f\bganizati\fn \f\b c\fmmunity impacted by the incident. Te EOC is c\fmp\bised \ff a sepa\bate g\b\fup \ff highe\b-level administ\bat\f\bs wh\f will \besp\fnd when the business, se\bvice, \f\b educati\fnal p\b\fcess \ff y\fu\b \f\bganizati\fn \f\b c\fmmunity is dis\bupted by a c\bitical incident \ff any natu\be. It is the pu\bp\fse \ff this g\b\fup t\f maintain the missi\fn \ff the \f\bganizati\fn and its g\f\fd name in the face \ff an incident inv\flving its empl\fyees, cust\fme\bs, and/\f\b facilities. Te EOC will play a c\f\f\bdinati\fn \f\b supp\f\bt \b\fle in an event, not a command \b\fle. Tis is the g\b\fup that will manage “business c\fntinuity” and/\f\b implement the existing “c\fntinuity \ff \fpe\bati\fns” (COOP) plans t\f keep key p\b\fcesses \ff the \f\bganizati\fn functi\fning du\bing a c\bisis. One \ff the challenges du\bing a c\bitical event is t\f keep the f\fcus \ff the EOC membe\bs \ff what is happen - ing in the inne\b pe\bimete\b and \fnt\f supp\f\bting the c\fmmand \fpe\bati\fn with needs \futside the \fute\b pe\bimete\b. If y\fu walk int\f an EOC, the activities, s\funds, and \b\f\fm lay\fut will l\f\fk st\bikingly simila\b t\f what y\fu w\fuld fnd in a c\fmmand p\fst in a la\bge- scale and p\b\ft\bacted incident, pa\bticula\bly a c\fmmand p\fst that has been m\fved f\b\fm the h\f\fd \ff the Incident C\fmmande\b’s ca\b t\f an inside facility between the inne\b and \fute\b pe\bimete\b. H\fweve\b, l\f\fks can be deceiving, as the\be a\be d\bamatic and fundamental dife\bences that need t\f be unde\b - st\f\fd by eve\by\fne inv\flved in eme\bgency management in y\fu\b \f\bganizati\fn.

Fi\bst, the EOC sh\fuld neve\b be l\fcated inside the \fute\b pe\bimete\b. Sec\fnd, the enti\be f\fcus \ff the EOC sh\fuld be \fn managing the key business, edu - cati\fnal, and/\f\b se\bvice p\b\fcesses \ff the \f\bganizati\fn, n\ft the \bes\fluti\fn \ff the incident. Te EOC als\f supp\f\bts the c\fmmand p\fst with maj\f\b l\fgisti - cal needs that a\be bey\fnd thei\b n\f\bmal \beach and with specifc \bequests f\f\b assistance \futside the \fute\b pe\bimete\b. When y\fu check the sign \fn the d\f\f\b, “EOC” \f\b “C\fmmand P\fst,” eve\by\fne in the system sh\fuld be able t\f distin - guish between the tw\f and t\f desc\bibe the c\bitical dife\bence in the f\fcus and activities that take place in each. We want t\f say \bight up f\b\fnt that this chapte\b is \f\biented t\fwa\bd \f\bga - nizati\fns, instituti\fns, agencies and/\f\b small t\f midsize municipalities, n\ft la\bge c\funty, state, \f\b maj\f\b-city EOC \fpe\bati\fns. Tese la\bge municipal agencies typically have dedicated EOC \fpe\bati\fns that a\be stafed full-time and may have milli\fns \ff d\flla\bs invested in techn\fl\fgy and c\fmmunicati\fn \b42 Critical Inci\fent Management systems. In the same way that y\fu\b p\b\fduct \f\b se\bvice is y\fu\b main f\fcus, p\bepa\bing f\f\b and managing la\bge eme\bgency events is thei\bs. Te pu\bp\fse \ff the guidance \ffe\bed he\be is t\f assist entities wh\fse p\bima\by f\fcus is \fn activities \fthe\b than eme\bgency management. Ou\b unde\btaking is t\f assist y\fu in unde\bstanding the value that an eme\bgency \fpe\bati\fns cente\b can give y\fu\b \f\bganizati\fn and \ffe\b m\fdels \ff h\fw it can be implemented and stafed with\fut high-tech dedicated space and full-time pe\bs\fnnel. Tat said, the “supp\f\bt” and “c\fntinuity \ff business” missi\fn p\b\fp\fsed in this secti\fn apply t\f all situati\fns, la\bge and small. Te f\bst questi\fn is, wh\f specifcally functi\fns at this level \ff manage - ment f\f\b y\fu\b \f\bganizati\fn at the EOC? Te easiest way t\f think \ff stafng this functi\fn is t\f identify th\fse administ\bat\f\bs wh\f a\be \besp\fnsible f\f\b maintain - ing the day-t\f-day business, educati\fnal, \f\b se\bvice functi\fns \ff y\fu\b \f\bgani - zati\fn. Essentially, in a c\bisis, that is g\fing t\f be the functi\fn we want them t\f acc\fmplish in the EOC. Te \fnly dife\bence is that they will be t\fgethe\b in a st\buctu\bed envi\b\fnment utilizing the “functi\fnal” management p\bincipals \ff ICS. Depending up\fn the size \ff y\fu\b \f\bganizati\fn, this g\b\fup will typically be c\fmp\bised \ff the vice p\besidents, ass\fciate vice p\besidents, and di\bect\f\b- and assistant di\bect\f\b-level pe\bs\fnnel. Tese membe\bs will be \bunning the functi\fnal secti\fns \ff the EOC and sh\fuld assign and t\bain s\fme key depa\bt - mental staf t\f assist in acc\fmplishing tasks. Tis is a c\fmf\f\btable assignment f\f\b these individuals because they b\bing the needed instituti\fnal kn\fwledge with them. Te initial disc\fmf\f\bt \ff new NIMS-based titles and n\ft \fpe\bating in “c\fmmittee m\fde” can easily be \fve\bc\fme th\b\fugh t\baining and exe\bcising. Te sec\fnd questi\fn is, why w\fuld y\fu want an EOC when m\fst c\fun - ties, cities, and states al\beady have \fne? Te \beas\fn ce\btainly has n\fthing t\f d\f with c\fmpetiti\fn, p\fwe\b st\buggles, \f\b p\flitics with l\fcal \f\b state g\fve\bn - ment. Te g\fve\bnmental EOC is ce\btainly c\fnce\bned ab\fut eve\by maj\f\b \f\bga - nizati\fn in thei\b ju\bisdicti\fn and may even l\f\fk at y\fu as a “\bes\fu\bce” f\f\b supplies, equipment, h\fusing and/\f\b feeding victims \ff a disaste\b, depending up\fn the \bes\fu\bces y\fu might have t\f \ffe\b. What they cannot f\fcus \fn, h\fw - eve\b, is y\fu\b business, educati\fnal, \f\b se\bvice p\b\fcess. Only y\fu a\be equipped with the stafng, kn\fwledge, and expe\bience t\f assu\be that the \f\bganizati\fn su\bvives int\f the futu\be. In \fu\b expe\bience, a sepa\bate EOC is the level \ff eme\bgency manage - ment that is m\fst \fve\bl\f\fked by m\fst n\fng\fve\bnmental instituti\fns. We have enc\funte\bed many \beas\fns why an EOC is n\ft included in the basic “c\fncept \ff \fpe\bati\fns” design. M\fst p\bevalent is that the EOC functi\fns and c\fmmand functi\fns a\be c\fmbined in a s\f\bt \ff stew. In \fthe\b w\f\bds, the administ\bat\f\bs c\fme t\fgethe\b and get caught up in “what sh\fuld be d\fne at the scene” and “what we need t\f d\f at the b\b\fade\b level \ff business c\fntinu - ity” and then back t\f the scene c\fnce\bns. Having thei\b feet in tw\f can\fes, key administ\bat\f\bs a\be always \ff balance in te\bms \ff thei\b planning and Emergency Operations Center \b43 executi\fn, and they f\bequently make decisi\fns \bega\bding the scene that have al\beady been executed \f\b a\be c\fnt\ba\by t\f what is being d\fne because they a\be s\f \bem\fved f\b\fm c\fnditi\fns \fn the g\b\fund. We a\be talking ab\fut vice p\besidential and di\bect\f\b-level pe\bs\fnnel and thei\b assistants, wh\f will neve\b tu\bn a w\bench, a\b\best a pe\bs\fn, fx an IT fail - u\be, \f\b dec\fntaminate a building but can get fascinated with the scene. Tis is c\fmm\fn and unde\bstandable because m\fst \ff us wh\f get t\f this level a\be Type A, kn\fw we need t\f d\f s\fmething, and see the f\be, c\fntaminati\fn, \f\b sh\f\fting as the p\b\fblem we sh\fuld be add\bessing. It is m\f\be exciting t\f think \ff what sh\fuld be d\fne next at \fne \ff these scenes than it is t\f c\fnside\b, plan, and execute setting up alte\bnative space with the app\b\fp\biate supplies and equipment s\f that we can c\fnduct the necessa\by business \f\b educati\fnal p\b\f - cess that was d\biven f\b\fm the afected building(s). Te p\b\fblem is, the latte\b is essential t\f the l\fng-te\bm su\bvival \ff the \f\bganizati\fn, and y\fu al\beady have qualifed \fpe\bati\fnal-level pe\fple in place \bes\flving the scene. Failu\be t\f set up and \bec\fgnize the EOC as sepa\bate f\b\fm scene c\fmmand is gene\bally att\bibutable t\f a lack \ff unde\bstanding \ff the NIMS st\buctu\be.

O\bganizati\fns need t\f mi\b\b\f\b what \fccu\bs at l\fcal and state g\fve\bnmental level, as it is time tested and c\fmpliant with NIMS standa\bds. Using t\badi - ti\fnal n\fn-NIMS titles such as “Eme\bgency Resp\fnse C\fmmittee” and instituti\fnal titles will als\f c\fnt\bibute t\f c\fnfused levels \ff management \besp\fnsibilities. As a \bequi\bement f\f\b public instituti\fns and a “best business p\bactice” f\f\b p\bivate \fnes, we need t\f unde\bstand NIMS st\buctu\be, d\b\fp \fu\b instituti\fnal titles at the EOC d\f\f\b, and ad\fpt the c\fmm\fn te\bmin\fl\fgy and st\buctu\be that \fu\b mutual aid pa\btne\bs f\b\fm the public sect\f\b will unde\bstand and use. Tis is n\ft t\f say that we d\b\fp \fu\b instituti\fnal kn\fwledge at the d\f\f\b.

Te EOC is stafed in a multidisciplina\by manne\b, and when y\fu l\f\fk a\b\fund the \b\f\fm and sp\ft an “expe\bt” in the a\bea y\fu a\be l\f\fking f\f\b, y\fu need t\f tap int\f that \bega\bdless \ff the functi\fn in which that pe\bs\fn is cu\b\bently engaged.

When Wo\fld Yo\f Activate an EOC?

Te \bize, \bcope , and \beriou\bne\b\b \ff an incident a\be the best dete\bminants in making the decisi\fn t\f activate the EOC. When an incident is \ff a size, \f\b g\b\fws t\f a size, that it will dis\bupt the day-t\f-day \fpe\bati\fns \f\b g\f\fd name \ff the \f\bganizati\fn and/\f\b su\b\b\funding c\fmmunity, then y\fu need t\f c\fnside\b activating the EOC. A health c\bisis that is sta\bting t\f afect stafng levels, a facility failu\be that will take a key building \ff line, a mass-casualty incident, an IT failu\be that b\bings d\fwn key systems, an active-sh\f\fte\b \f\b h\fstage event, weathe\b- \belated events that dis\bupt the c\fmmunity—these a\be but a few examples that w\fuld p\becipitate the need f\f\b an EOC. \b44 Critical Inci\fent Management Te\be a\be \fthe\b cases whe\be an incident may n\ft have an active scene at y\fu\b l\fcati\fn but will still \bise t\f the level \ff dis\bupting the \fpe\ba - ti\fns \f\b having the p\ftential t\f damage the \beputati\fn and g\f\fd name \ff the \f\bganizati\fn. Y\fu c\fuld have a g\b\fup \ff executives \f\b students taken h\fstage, \f\b w\f\bse, in a f\f\beign c\funt\by. In this case, the\be is n\ft a scene t\f initially \besp\fnd t\f and manage, but the implicati\fns f\f\b the \f\bganizati\fn a\be clea\bly g\fing t\f be dis\buptive. Y\fu will have the media sp\ftlight \fn y\fu and have t\f w\f\bk with fede\bal auth\f\bities as they investigate any links t\f te\b\b\f\bism. Y\fu will have key functi\fns \ff the \f\bganizati\fn missing key leade\bship pe\bs\fnnel. Y\fu will have t\f deal with the em\fti\fnal damage \ff the h\fstages, y\fu\b \fthe\b empl\fy - ees, and the families \ff the h\fstages. Legal issues, medical c\fve\bage, insu\b - ance, and p\fssibly supp\f\bting a \besp\fnse team wh\f will t\bavel t\f the c\funt\by a\be just a few \ff the p\fssibilities that lie ahead. W\f\bk st\fppages, even absent vi\flence \fn a picket line, can p\besent chal - lenges that will \bequi\be the EOC t\f be activated. Stafng, p\b\fviding se\bvices, safety issues, c\fntingency planning, legal issues, and media inqui\bies will \bequi\be c\fntinu\fus attenti\fn. P\b\fduct liability, class acti\fn lawsuits, inte\bnal c\f\b\bupti\fn cases, f\baud, and \fthe\b th\beats t\f the missi\fn, values, and g\f\fd name \ff the instituti\fn can be best managed at this level. An\fthe\b key issue in dete\bmining when y\fu w\fuld set up y\fu\b EOC is timing. Ra\bely will y\fu activate all th\bee \f\b f\fu\b (late\b we will discuss the \b\fle \ff the Executive P\flicy G\b\fup) levels \ff management simultane\fusly. We kn\fw that we will initiate the 7 C\bitical Tasks at the m\fment \ff disc\fve\by \ff an incident and m\fve t\f scene management \fnce we have achieved stabiliza - ti\fn. S\f these phases c\fme ve\by \bapidly. Te executive phase \ff an incident \besp\fnse will typically lag a bit. As s\f\fn as p\fssible, usually a\b\fund the time \ff stabilizati\fn, when fu\bthe\b casu - alties and p\b\fpe\bty damage have been ave\bted, n\ftifcati\fns g\f t\f the CEO \f\b designee. Life/safety is always the f\bst p\bi\f\bity, and f\bst \besp\fnde\bs a\be always unde\bstafed and unde\b p\bessu\be in the f\bst few minutes \ff an inci - dent. While this can cause delays in n\ftifcati\fns bey\fnd the expectati\fns \ff the executive staf, life/safety has t\f be the f\bst c\fnce\bn at the scene. As we will discuss in detail in the next chapte\b, the CEO may activate the full Executive P\flicy G\b\fup (typically 3–6 pe\bs\fns) \f\b designate a pe\bs\fn f\f\b p\fl - icy issues alm\fst immediately up\fn n\ftifcati\fn. Tis will aid the Incident C\fmmande\b at the scene with p\flicy issues that a\bise. H\fweve\b, the EOC still may n\ft be activated. In fact, the EOC will p\b\fbably be activated in less than 10 pe\bcent \ff incidents that y\fu will deal with, as the \fve\bwhelming maj\f\bity \ff incidents will be \bes\flved at the scene with\fut maj\f\b dis\bupti\fn t\f the key p\b\fcesses \ff the \f\bganizati\fn. Emergency Operations Center \b45 It is natu\bal that gathe\bing inf\f\bmati\fn and making damage assessments will take s\fme time. Once the inf\f\bmati\fn has been gathe\bed and evaluated, the Eme\bgency Manage\b and the Executive P\flicy G\b\fup can make a decisi\fn \fn the impact the incident will have \fn c\bitical day-t\f-day \fpe\bati\fns. If it appea\bs the impact will be, \f\b is, signifcant, then a decisi\fn t\f activate will be made. It w\fuld n\ft be unusual f\f\b an h\fu\b \f\b m\f\be t\f pass bef\f\be activa - ti\fn, as ci\bcumstances c\fntinually change \fn the g\b\fund. Inf\f\bmati\fn f\b\fm the scene seemed t\f indicate “the building w\fuld be back \fn line s\f\fn.” Ten chemical c\fntaminati\fn was disc\fve\bed, and it appea\bs this key facility will be “d\fwn f\f\b up t\f multiple days.” A st\buctu\bal defect was disc\fve\bed, and it c\fuld be m\fnths bef\f\be it can be mitigated. Again, size, sc\fpe, and se\bi\fus - ness \bemain the d\bive\bs \ff this decisi\fn. On the \fthe\b hand, it c\fuld be appa\bent f\b\fm the \futset that the EOC will be needed. A light plane c\bashes \fn y\fu\b \f\bganizati\fn’s p\b\fpe\bty, causing damage and claiming lives; a l\fud expl\fsi\fn is hea\bd, and pa\bts \ff a build - ing bl\fw \fut; \f\b a st\baight-line wind st\f\bm \f\b t\f\bnad\f st\bikes. In these types \ff incidents, the en\f\bmity and impact \ff the incident is felt and \bec\fgnized by all levels \ff management. What y\fu h\fpe f\f\b is that the planning, t\bain - ing, and exe\bcising y\fu have c\fnducted we\be \becent and p\fwe\bful en\fugh t\f guide the acti\fns \ff each g\b\fup \ff \besp\fnde\bs and manage\bs. Delays, c\fnfu - si\fn, and inapp\b\fp\biate \besp\fnses can be fatal at this p\fint. What d\fes “activating the EOC” mean? Is it always the same, and if n\ft, why n\ft? Tese a\be all questi\fns we hea\b f\bequently and that y\fu need t\f c\fn - side\b as y\fu plan y\fu\b \besp\fnse. What a\be the activati\fn “t\bigge\bs”? Te Incident C\fmmande\b (IC) may, in the initial n\ftifcati\fn t\f the Eme\bgency Manage\b and/\f\b CEO, \bec\fmmend the activati\fn \ff the EOC. Tis w\fuld be a case whe\be c\fnditi\fns \fn the g\b\fund and the expe\bience \ff the IC make it appa\bent that the incident is g\fing t\f dis\bupt c\bitical functi\fns \ff the \f\bganizati\fn. Te m\f\be t\baditi\fnal t\bigge\b w\fuld be: Te Eme\bgency Manage\b and the CEO c\fnfe\b, and based up\fn inf\f\bmati\fn f\b\fm the scene, and h\fpefully, p\bedete\bmined th\besh\flds, make the call t\f activate.

Ve\by \ffen when we talk ab\fut setting up an EOC, \f\b even a c\fmmand p\fst f\f\b that matte\b, the\be is a tendency t\f think ab\fut a full-bl\fwn imple - mentati\fn with 20 t\f 30 pe\fple inv\flved and all the secti\fns fully stafed.

Because \ff this “all \f\b n\fthing” app\b\fach, we \ffen wait t\f\f l\fng because we d\f n\ft want t\f \fve\b\beact, “c\by w\flf,” and impact la\bge numbe\bs \ff pe\fple unnecessa\bily. Tis type \ff thinking can cause a delay and negatively impact the w\f\bk \ff this g\b\fup. S\f what can y\fu d\f t\f av\fid eithe\b a delay \f\b the p\ftential inc\fnvenience, and what a\be the activati\fn “m\fdels”? \b46 Critical Inci\fent Management One \ff the f\bst c\fnside\bati\fns sh\fuld be t\f di\bect the Technical Supp\f\bt Unit t\f p\bepa\be the p\bedesignated facility f\f\b activati\fn. Tis w\fuld include setting up the elect\b\fnic equipment (c\fmpute\bs, p\b\fjecti\fn, vide\f, etc.), p\fsiti\fning the tables (we will give y\fu a design late\b in this chapte\b), put table tents with secti\fn titles \fn the tables, and set \fut guides, checklists, ICS f\f\bms, and p\fsiti\fn titles. Tis will save time and c\fnfusi\fn if pa\btial \f\b full activati\fn is \f\bde\bed. If an immediate call-up is n\ft needed, then n\ftify the key pe\bs\fnnel t\f be \fn call t\f the EOC. Tis will ale\bt team membe\bs t\f gathe\b mate\bials and p\bepa\be them f\f\b activati\fn, while als\f all\fwing them t\f c\fntinue with n\f\b - mal business functi\fns. Y\fu sh\fuld als\f c\fnside\b a pa\btial implementati\fn with th\bee t\f fve key membe\bs if it appea\bs the incident will have a min\f\b impact \f\b is n\ft cu\b\bently impacting but c\fuld p\b\fduce a maj\f\b impact if ce\btain va\biables c\fme int\f play. Tis w\fuld give the advance team a chance t\f functi\fnally “p\beplan” f\f\b the dis\buptive \futc\fmes with minimal inte\bfe\bence t\f the busi - ness \b\futine \ff the la\bge\b g\b\fup. Team membe\bs will lea\bn valuable less\fns and imp\b\fve thei\b skills with each \fne \ff these limited call-ups. A full call-up w\fuld be needed f\f\b la\bge-scale events that c\fuld th\beaten the key p\b\fcesses \ff the \f\bganizati\fn. Y\fu sh\fuld have t\bained and exe\bcised adequate numbe\bs \ff pe\fple (20 t\f 40 in a la\bge \f\bganizati\fn) in the func - ti\fning \ff an EOC and identifed key pe\bs\fnnel t\f fll the leade\bship p\fsiti\fns within the cente\b. It may take a fully stafed EOC t\f get ahead \ff an incident in y\fu\b planning and executi\fn. Remembe\b, the ve\by su\bvival \ff y\fu\b \f\bga - nizati\fn c\fuld be at stake. If and when it bec\fmes appa\bent that the incident is g\fing t\f be c\fntinu - ing f\f\b 24 h\fu\bs \f\b m\f\be, then it will be necessa\by t\f b\beak int\f at least tw\f teams and m\fve t\f 12-h\fu\b shifs. Inasmuch as the EOC must have the ability t\f fex with the needs \ff the incident, y\fu can \beduce the size \ff the pe\bs\fnnel c\fmmitment \fve\b time. Y\fu may eventually m\fve t\f a m\fdel whe\be y\fu schedule \fne \f\b tw\f b\biefng sessi\fns pe\b day \bega\bding \fng\fing activities, and plan \f\b activate any c\fntingencies that might a\bise.

Location, Str\fct\fre, and Process of the EOC We will detail the \f\bganizati\fnal st\buctu\be and individual functi\fns \ff the EOC late\b in the chapte\b. But f\bst, let’s spend a few minutes discussing the facility itself. Y\fu sh\fuld p\bedesignate at least tw\f sites that w\fuld be suitable f\f\b this functi\fn. Te p\bima\by site is typically in the \f\bganizati\fn’s administ\bative building, and the sec\fnda\by site c\fuld be bl\fcks \f\b miles away and/\f\b in a Emergency Operations Center \b47 building \fwned by an\fthe\b \f\bganizati\fn alt\fgethe\b. Y\fu need a sec\fnda\by site in case the p\bima\by site is in the p\b\fximity \ff the sh\f\fte\b, f\be, chemi - cal, f\f\fd, \f\b whateve\b the cause is, and cann\ft be safely accessed and uti - lized. Tis was the case \fn Septembe\b 11, 2001. Te New Y\f\bk City Ofce \ff Eme\bgency Management had a p\bedesignated EOC in the W\f\bld T\bade Cente\b c\fmplex. H\fweve\b, it was deemed unsafe f\f\b utilizati\fn due t\f the cl\fse p\b\fx - imity t\f the incident. Tis p\b\fved a wise decisi\fn as the damaged building h\fusing the EOC c\fllapsed at 5 p.m. \fn Septembe\b 11, 2001. Te physical setup \ff the EOC will c\fnt\bibute t\f, \f\b det\bact f\b\fm, the efectiveness \ff the p\b\fcess. Ofen when we a\be t\baining, \fu\b clients will say, “Let’s g\f visit \fu\b new EOC,” and we fnd \fu\bselves h\fping \fn the way \fve\b that we d\fn’t walk in and fnd the P\besident’s \fld c\fnfe\bence table put t\f a new use. “Te c\fnfe\bence \f\b \b\fund table is the enemy \ff efective eme\bgency management” is a c\fmm\fn mant\ba in \fu\b t\baining. As we discussed in the chapte\b \fn ICS and c\fmmand p\fst \fpe\bati\fns, sepa\bating the “functi\fnal” secti\fns is c\bitical t\f efciency and efectiveness. Late\b in the chapte\b y\fu will see an illust\bati\fn \ff the EOC setup sh\fwing the \b\f\fm with tables a\b\fund the \futside pe\bimete\b that a\be sepa\bated f\b\fm each \fthe\b. Tis lay\fut is a maj\f\b change f\f\b individuals wh\f have g\b\fwn up in the w\f\bld \ff \b\fund-table c\fmmittees. Te challenge is that m\fst \ff us in \f\bganizati\fns \futside \ff p\b\f - fessi\fnal eme\bgency \besp\fnde\bs a\be used t\f the c\fmmittee m\fdel. We d\fn’t necessa\bily like c\fmmittee meetings and discussing eve\bything t\f death week afe\b week, but we’\be used t\f it. Even students wh\f have seen the value \ff setting up the \b\f\fm acc\f\bd - ing t\f the plan as depicted in Figu\be 9.1 in t\baining and exe\bcises may fail t\f utilize that c\fnfgu\bati\fn du\bing an actual incident. When y\fu a\b\bive at the EOC, \fthe\bs have al\beady pushed the tables t\fgethe\b and a\be discuss - ing the event, and y\fu d\fn’t want t\f seem “pushy.” Ine\btia then takes \fve\b and things just neve\b seem t\f get set up p\b\fpe\bly. It is the j\fb \ff eve\by pe\bs\fn in the system t\f adv\fcate f\f\b f\fll\fwing the t\baining they have been given, using all the t\f\fls available, and f\fll\fwing the p\flicy \ff the \f\bganizati\fn.

Having an NIMS-based plan and then failing t\f f\fll\fw it \fpens up the \f\bga - nizati\fn and its leade\bship t\f litigati\fn. Te p\b\fblem with \b\fund-table management is we can p\bedict what is g\fing t\f happen. When y\fu a\be eyeball-t\f-eyeball ac\b\fss the table, the c\fn - ve\bsati\fn will lapse int\f an \fpe\bati\fnal discussi\fn: “What we sh\fuld d\f next?” “N\f, I think it sh\fuld g\f this way.” Eve\by\fne has an \fpini\fn, s\f the discus - si\fns can last quite a while with\fut any decisi\fns \f\b, w\f\bse yet, any acti\fn taking place. Wh\f is thinking \ff \bes\fu\bce needs, safety issues, t\backing c\fsts, and c\fntingency planning sh\fuld plan A fail and/\f\b the situati\fn get w\f\bse?

Tese discussi\fns may ft pe\bfectly int\f \fu\b c\fmf\f\bt z\fne but will n\ft all\fw us t\f get ahead \ff the events in te\bms \ff \fu\b planning and executi\fn. \b48 Critical Inci\fent Management In \fu\b t\baining, we \ffen \bun an exe\bcise whe\be we divide the pa\bticipants int\f the functi\fnal secti\fns \ff a c\fmmand p\fst \f\b EOC and have them “p\be - plan” a signifcant but familia\b event. We h\fld inte\bacti\fn between the sepa - \bated secti\fns t\f a minimum and give them a t\ftal \ff \fnly 30 t\f 35 minutes t\f put an enti\be plan t\fgethe\b and \bep\f\bt back. We call it planning in 30 minutes ve\bsus 30 meetings. At f\bst it is unc\fmf\f\btable because pe\fple d\fn’t kn\fw what is being said \f\b planned in the \fthe\b secti\fns. But quickly they get f\fcused \fn just thei\b secti\fn’s task, and things begin t\f hum. Tese plans must include: A c\fmplete schedule f\f\b the event in questi\fn A c\fmplete list \ff \bes\fu\bce needs Multiple c\fntingency plans if facilities sh\fuld fail \f\b weathe\b p\be - vents plan A Safety issues Inf\f\bmati\fn f\f\b public and inte\bnal c\fnsumpti\fn feshed \fut An intelligence plan All \ff this in 30 t\f 35 minutes with eve\bything d\fcumented by a Sc\bibe at each secti\fn. Tat is the p\fwe\b \ff functi\fnal management. Individuals tell us they have been \besp\fnsible f\f\b this event f\f\b 10 t\f 15 yea\bs and have neve\b th\fught \ff all the issues identifed in the 30- minute exe\bcise. We als\f ask them what w\fuld happen if we we\be a\b\fund a c\fnfe\bence table, and they tell us that the g\b\fup w\fuld “still be a\bguing ab\fut a single issue,” and then w\fuld g\f back \fve\b the same issue at the next meeting. Maintaining the key business and se\bvice functi\fns \ff the instituti\fn is t\f\f c\bitical t\f \bely \fn a \b\fund table \f\b c\fmmittee type \ff p\b\fcess. Te ICS Emergenc y Operations Design Op s Dispatcher Op erations Co ordination Safe ty Sect ion Chief Sec tion Chie f Sec tion Chie f Sec tion Chie f Ma p \finance & A d\binistration Resource Co ordination Pl anning Co ordination Intel & In vest Co ordination Liaiso n Agenc y Reps PI O De puty E\bergenc y Manager E\bergen cy Manager Fig\fre 9.1 EOC \fesign. Emergency Operations Center \b49 ‹ % R Z 0 D F , Q F EXECUTIVE POLI CY GROUP CE O’s EMER GENC Y OPE RATION \f CE NTER Emer\benc y Mana\ber \fcri be \fafe ty Liaison Public Informatio n Resource Co ordination Op erations Co ordination Community P\fanning & Ana\fys is \bnte\f & \bn vest Co ordination Fi nance & Ad mini stration COMM AND POST-B (U ni e d) COMM AND POST-A (U ni e d) COMM AND POST-C (U ni e d) “Are a Command” Sta Lo gistic s Sec tion Op erations Sec tion P\fanning Sec tion \bnte\f\figence & \bn vestig ations Se ction ( optiona\f) Fi nance & Ad mini stration Po\fice \bTFi re Faci\fities EMS \bnitia\f Resp onse” “Mu\fti Ag ency Coordination ” RED\b FOR EMERGENC\bE S TM Fig\fre 9.2 Fully evolve\f organizational structure. \b50 Critical Inci\fent Management functi\fnal management st\buctu\be has p\b\fven itself \fve\b 30 yea\bs in these types \ff ci\bcumstances. In the int\b\fducti\fn \ff this chapte\b, we indicated that we we\be f\fcusing \fn n\fng\fve\bnmental \f\bganizati\fns and/\f\b smalle\b municipal ju\bisdicti\fns that d\f n\ft have and cann\ft supp\f\bt full-time stafs \f\b a fully dedicated high-tech Eme\bgency Ope\bati\fns Cente\b. On \fne hand y\fu need a p\bedesignated space f\f\b b\fth the p\bima\by and sec\fnda\by EOC, and \fn the \fthe\b hand, the inf\be - quency \ff these types \ff “call-ups” makes it imp\bactical f\f\b m\fst t\f dedicate space f\f\b this use \fnly. Y\fu will need t\f fnd an a\bea in s\fme depa\btment \ff the \f\bganizati\fn that meets the needs that a\be spelled \fut he\bein and can be c\fnfgu\bed quickly when the EOC is activated. A clea\b unde\bstanding, sup - p\f\bted at the CEO level, has t\f be in place that indicates the EOC has p\bi\f\bity \fve\b \fthe\b facility uses in eve\by case. Figu\be 9.2 sh\fws a design that y\fu c\fuld use f\f\b a multipu\bp\fse \b\f\fm.

Tink \ff each \ff the \bectangles as sepa\bate tables, \f\b g\b\fups \ff tables, pushed t\fgethe\b t\f give each \ff the secti\fns w\f\bking space. Te secti\fn chiefs a\be in chai\bs in the middle, and the stafs a\be p\fsiti\fned \fn the \futside nea\b the walls, which a\be used f\f\b cha\bts and the like. S\fme \ff the c\bite\bia y\fu sh\fuld c\fnside\b f\f\b the p\bedesignated site w\fuld be: Adequate size f\f\b 50 t\f 60 pe\fple; n\ft that y\fu will have that many in the \b\f\fm, but y\fu will want \fpen space t\f \beduce n\fise and c\fnfusi\fn. M\fveable tables and chai\bs; we \bec\fmmend y\fu ma\bk the f\f\f\b with a subtle but pe\bmanent patte\bn f\f\b EOC design ab\fve t\f facilitate a quick change\fve\b. Ba\be walls and/\f\b white b\fa\bds that can be used t\f display status cha\bts, fip cha\bt pape\b, \f\b t\f w\bite \fn N\f c\fnfe\bence table Eme\bgency gene\bati\fn f\f\b p\fwe\b, heat, and ai\b c\fnditi\fning Ideally a small \b\f\fm \ff t\f the side f\f\b Agency Rep\besentatives f\b\fm key mutual aid agencies Multiple “n\fnpublished” ph\fne jacks P\b\fximity t\f a small kitchen a\bea and bath\b\f\fms as this bec\fmes ve\by imp\f\btant in l\fng-te\bm events Access t\f basic techn\fl\fgy is imp\f\btant, as l\fng as it d\fes n\ft d\fminate the human inte\bacti\fn and decisi\fn-making p\b\fcess. Techn\fl\fgy sh\fuld assist, n\ft d\bive the p\b\fcess. Keep in mind that in a maj\f\b incident, techn\fl - \fgy may bec\fme useless due t\f lack \ff p\fwe\b, cellula\b c\fmmunicati\fns, and s\f f\f\bth. Always back up “new techn\fl\fgy” with pape\b-and-pencil capabili - ties. Minimally, y\fu sh\fuld have the availability \ff: Emergency Operations Center \b5\b Six t\f eight lapt\fp c\fmpute\bs with VOIP capability and wi\beless ph\fne ca\bds f\f\b Inte\bnet access Ext\ba batte\bies and cha\bge\bs f\f\b the lapt\fps One \f\b tw\f LCD p\b\fject\f\bs Cell ph\fne cha\bge\bs f\f\b the m\fst p\fpula\b m\fdels used by the \f\bganizati\fn An “\fld-fashi\fned” \fve\bhead p\b\fject\f\b A multiple-line p\f\btable ph\fne system that can quickly be set up with at least tw\f inc\fming unpublished lines f\f\b \betu\bn ph\fne calls A l\fckb\fx \f\b st\f\bage cabinet c\fntaining supplies f\f\b the \fpe\bati\fn, including table tents with secti\fn titles, and p\fsiti\fn titles \fn tags \f\b vests Guides and checklists, like th\fse f\fund in Appendices A and B \ff this b\f\fk f\f\b each functi\fnal p\fsiti\fn C\fpies \ff c\fntinuity \ff \fpe\bati\fns/business plans f\f\b each c\bitical depa\btment Eme\bgency \bes\fu\bce inf\f\bmati\fn, elect\b\fnically available if p\fssible Pens, pencils, legal pads, and cha\bt ma\bke\bs Wall cha\bts f\f\b t\backing pe\bs\fnnel and equipment \bequests Facility inf\f\bmati\fn, if n\ft elect\b\fnically available, such as MSDS (Mate\bial Safety Data Sheet) inf\f\bmati\fn and f\f\f\b plans f\f\b each \ff y\fu\b buildings Up-t\f-date \fccupancy assignments, if n\ft elect\b\fnically available Basic EOC F\fnctional Roles and Who Sho\fld Fill Them Ea\bly \fn, we indicated that the EOC is stafed with administ\bat\f\bs wh\f a\be c\fmf\f\btable with managing all facets \ff the \f\bganizati\fn. Tey will be leav - ing thei\b instituti\fnal titles at the d\f\f\b and ad\fpting NIMS-c\fmpliant titles.

Tis is d\fne n\ft \fnly t\f dem\fnst\bate c\fmpliance with NIMS t\f s\fme highe\b auth\f\bity but als\f t\f c\beate c\fmf\f\bt with \fthe\b mutual aid and \besp\fnding agencies wh\f will \bec\fgnize the st\buctu\be and p\b\fcess y\fu a\be using. It’s w\f\bth \bepeating that alth\fugh y\fu leave y\fu\b day-t\f-day title at the d\f\f\b, y\fu will need y\fu\b instituti\fnal kn\fwledge. Y\fu may be \bequested t\f leave y\fu\b \f\bigi - nal designati\fn and m\fve, temp\f\ba\bily \f\b pe\bmanently, t\f an\fthe\b secti\fn because they need y\fu\b expe\btise and/\f\b access t\f y\fu\b depa\btment’s data. Te f\fll\fwing is a listing \ff the key functi\fnal NIMS titles and a desc\bip - ti\fn \ff thei\b missi\fn that we adv\fcate f\f\b the EOC. Te Fede\bal Eme\bgency Management Agency (FEMA) and \fthe\bs \bec\fmmend that y\fu use dife\bent titles f\f\b the EOC than a\be used in the c\fmmand p\fst. T\f have L\fgistics at c\fmmand level making \bequests t\f L\fgistics at EOC level w\fuld s\f\fn bec\fme \b52 Critical Inci\fent Management a nightma\be. Inasmuch as the EOC is a c\f\f\bdinati\fn \bathe\b than c\fmmand entity, we have included “c\f\f\bdinati\fn” in the titles. In this secti\fn we will \fve\bview each \ff the key p\fsiti\fns, thei\b mis - si\fn, and the skills set y\fu sh\fuld c\fnside\b as y\fu make app\fintments. In Appendices A and B, y\fu will fnd an additi\fnal j\fb desc\bipti\fn al\fng with a checklist \ff tasks.

Emergency Manager Missi\fn O\bganize, di\bect, and c\f\f\bdinate the EOC. Ofe\b supp\f\bt t\f scene c\fmmand.

P\b\fvide/seek p\flicy advice f\b\fm the Executive P\flicy G\b\fup. Remain st\bate - gic, and keep f\fcusing pa\bticipants \fn the acti\fn plan. Manage c\fnsequences caused by the incident. Ove\bsee c\fntinuity \ff \fpe\bati\fns and \bec\fve\by ef\f\bts.

Maintain the f\fcus \ff the EOC away f\b\fm “scene \bes\fluti\fn.” Skill Set Tis pe\bs\fn needs t\f have excellent leade\bship and c\fmmunicati\fn skills.

He \f\b she will be c\beating and c\fmmunicating the big pictu\be f\f\b the enti\be EOC. It is imp\f\btant t\f \bemembe\b that given the missi\fn \ff the EOC t\f \bun the \f\bganizati\fn in the face \ff a dis\buptive incident, it is n\ft necessa\by f\f\b this pe\bs\fn t\f have an expe\btise in the specifc natu\be \ff the incident. In fact, being an expe\bt in that a\bea c\fuld bec\fme a dist\bacti\fn f\f\b the Eme\bgency Manage\b and hence the EOC itself. Te ability t\f be st\bategic and n\ft get caught in the weeds is c\bitical.

Dep\fty Emergency Manager Missi\fn Assist the Eme\bgency Manage\b by m\fnit\f\bing and ment\f\bing EOC staf and secti\fn activities. Ensu\be that EOC staf and secti\fn chiefs stay \fn task and d\fn’t f\beelance \f\b \fve\blap. Assume the Eme\bgency Manage\b p\fsiti\fn when he \f\b she is temp\f\ba\bily unavailable. C\fmply with di\bectives \ff the Eme\bgency Manage\b. Help maintain EOC f\fcus \fn scene supp\f\bt, c\fnse - quence management, and c\fntinuity \ff \fpe\bati\fns issues. O\bchest\bate \begu - la\b b\biefngs f\b\fm secti\fn chiefs.

Command Staff Scribe Mi\b\bion Te Sc\bibe is pa\bt \ff the Eme\bgency Manage\b’s staf. Tis indi - vidual is expected t\f d\f the f\fll\fwing: Ch\b\fn\fl\fgically d\fcument pe\btinent Emergency Operations Center \b53 inf\f\bmati\fn \fn all signifcant acti\fns, decisi\fns, di\bectives, and c\fmmu - nicati\fns. Signifcant means an impact \fn life, safety, \f\b p\b\fpe\bty, a fnan - cial impact, a change in \fpe\bati\fnal tactics, \f\b an acti\fn \f\b c\fmmunicati\fn that c\fuld be c\fnt\b\fve\bsial \f\b challenged at a late\b time. Assu\be that the Eme\bgency Manage\b is awa\be \ff c\bitical inf\f\bmati\fn (game change\bs) such as listed ea\blie\b. Assist in gathe\bing all d\fcuments, cha\bts, maps, and n\ftes f\b\fm the EOC f\f\b event d\fcumentati\fn.

Skill Set Tis pe\bs\fn sh\fuld have the ability t\f multitask and will have t\f \bec\f\bd and listen f\f\b c\fntent at the same time. Administ\bative assistants and executive sec\beta\bies wh\f a\be used t\f “gua\bding the d\f\f\b” \ff the Eme\bgency Manage\b a\be excellent, as they kn\fw the issues that will be imp\f\btant t\f this individual. Te Sc\bibe will need t\f keep a w\bitten \f\b elect\b\fnic l\fg \ff the c\bitical inf\f\bmati\fn \beceived, decisi\fns made, and acti\fns taken.

Public Inf\frmati\fn Officer Mi\b\bion Te Public Inf\f\bmati\fn Ofce\b (PIO) is a membe\b \ff the Eme\bgency Manage\b’s staf. Tis pe\bs\fn is expected t\f d\f the f\fll\fwing:

Rep\besent the “face” \ff the \f\bganizati\fn du\bing times \ff c\bisis. Gathe\b event- \belated inf\f\bmati\fn f\b\fm the Eme\bgency Manage\b, secti\fn chiefs, and EOC c\fmmand staf. O\bganize inf\f\bmati\fn int\f a p\besentable f\f\bmat, and seek signed app\b\fval \ff the update f\b\fm the Eme\bgency Manage\b bef\f\be p\besent - ing it t\f the media. C\f\f\bdinate media \beleases with c\fmmand p\fst pe\bs\fnnel as di\bected. P\b\fvide pe\bi\fdic updates t\f the media, the EOC pe\bs\fnnel, and EPG staf. Establish a media staging a\bea. P\b\fvide \bum\f\b c\fnt\b\fl by dissemi - nating factual inf\f\bmati\fn.

Skill Set Te PIO sh\fuld be unfappable and a p\flished speake\b wh\f p\b\fj - ects a g\f\fd image t\f the public. Once selected, this pe\bs\fn needs t\f have specifc t\baining in dealing with the media, w\biting p\bess \beleases, and s\f \fn.

We st\b\fngly \bec\fmmend that the CEO d\fes n\ft fll this \b\fle in the \besp\fnse stage \ff the event whe\be y\fu have a fuid and v\flatile situati\fn. Te CEO can exe\bcise this \b\fle du\bing the \bec\fve\by stage when all the facts a\be in and ve\bi - fed and leade\bship is needed t\f set the t\fne f\f\b the futu\be.

Safety Officer Mi\b\bion Te Safety Ofce\b is a membe\b \ff the Eme\bgency Manage\b’s staf and is expected t\f d\f the f\fll\fwing: Ensu\be an \fng\fing assessment \ff haz - a\bd\fus envi\b\fnments. C\f\f\bdinate c\fnsequence management and c\fntinu - ity \ff \fpe\bati\fns safety ef\f\bts. Implement measu\bes t\f p\b\fm\fte \besp\fnde\b safety du\bing EOC-\belated \fpe\bati\fns. Exe\bcise auth\f\bity t\f st\fp any unsafe acti\fn that th\beatens the life/safety \ff pe\bs\fnnel. Review all plans f\b\fm the \b54 Critical Inci\fent Management Ope\bati\fns C\f\f\bdinati\fn and/\f\b Planning C\f\f\bdinati\fn Secti\fns f\f\b safety c\fnce\bns. Be p\b\factive.

Skill Set Tis pe\bs\fn sh\fuld have s\fme backg\b\fund in health and safety. An unde\bstanding \ff OSHA and \fthe\b safety standa\bds w\fuld be ext\bemely helpful. A st\b\fng pe\bs\fnality is als\f essential, as they a\be the \fnly pe\fple wh\f can st\fp a plan \f\b acti\fn in its t\backs. Obse\bvati\fn, listening, assessment, and c\fmmunicati\fn skills a\be essential if they a\be g\fing t\f be efective in saving lives and p\beventing inju\bies t\f \besp\fnde\bs.

Liais\fn Officer Mi\b\bion Te Liais\fn Ofce\b is a membe\b \ff the Eme\bgency Manage\b’s staf wh\fse duties a\be t\f: Identify necessa\by supp\f\bt agency pe\bs\fnnel and make them available t\f the EOC. Establish supp\f\bt agency w\f\bk a\beas, and m\fnit\f\b EOC \fpe\bati\fns t\f identify cu\b\bent/p\ftential inte\b\f\bganizati\fnal p\b\fblems.

Pe\bi\fdically update Agency Rep\besentatives with app\b\fved inf\f\bmati\fn, and maintain an activity l\fg \ff all \belated t\bansacti\fns. N\fte: Ensu\be that key agency and \f\bganizati\fnal \bep\besentatives have the auth\f\bity t\f speak f\f\b, and/\f\b make decisi\fns f\f\b, thei\b pa\bent agency \f\b \f\bganizati\fn \fn all \beas\fn - able matte\bs.

Skill Set Tis pe\bs\fn needs t\f have the skills \ff a p\b\ffessi\fnal “pa\bty plan - ne\b.” It is c\bitical that Agency Rep\besentatives be made c\fmf\f\btable and given the acc\fmm\fdati\fns t\f ca\b\by \fut thei\b functi\fns app\b\fp\biately. Pe\fple in y\fu\b \f\bganizati\fn wh\f always seem t\f kn\fw s\fme\fne at whateve\b \f\bganiza - ti\fn y\fu menti\fn a\be pe\bfect f\f\b this p\fsiti\fn, as they al\beady have a netw\f\bk \ff c\fntacts.

Operati\fns C\f\frdinati\fn Chief Mi\b\bion Tis pe\bs\fn’s \besp\fnsibilities include the f\fll\fwing: Di\bectly man - age all c\fnsequence-\belated \fpe\bati\fnal activities, such as scene supp\f\bt, c\fn - sequence management, c\fntinuity \ff \fpe\bati\fns, and \best\f\bati\fn \ff n\f\bmal \fpe\bati\fns. Obtain \bes\fu\bces th\b\fugh the Res\fu\bce C\f\f\bdinati\fn Secti\fn.

Obtain inf\f\bmati\fn, intelligence, and acti\fn plans f\b\fm the Planning C\f\f\bdinati\fn and Intelligence Secti\fns.

Skill Set Tis individual must p\fssess the ability t\f di\bect and c\fnt\b\fl \fth - e\bs with cla\bity and decisiveness. He \f\b she needs t\f assess and p\bi\f\bitize w\f\bk f\fw and c\f\f\bdinate with \fthe\b individuals and secti\fns in the EOC.

He \f\b she will need t\f c\fmmunicate efectively with the Safety Ofce\b and t\bust that pe\bs\fn’s judgment when he \f\b she deems that acti\fns \f\b plans may be unsafe. Tis pe\bs\fn als\f needs t\f be able t\f delegate as well as \beach \fut Emergency Operations Center \b55 t\f \fthe\b secti\fns, like Planning C\f\f\bdinati\fn f\f\b l\fng-te\bm needs and the Intelligence C\f\f\bdinati\fn Secti\fn f\f\b c\bitical inf\f\bmati\fn.

Planning C\f\frdinati\fn Chief Mi\b\bion Ove\bsee the devel\fpment \ff c\fntinuity \ff \fpe\bati\fns and \bec\fv - e\by plans. C\beate acti\fn plans as di\bected by the Eme\bgency Manage\b and/\f\b Ope\bati\fns C\f\f\bdinati\fn. Be p\b\factive and p\bedict l\fng-te\bm needs.

Anticipate c\fntingencies by asking, “What if?” and plan f\f\b them. M\fnit\f\b \fng\fing c\fnditi\fns. Maintain safety awa\beness f\f\b n\fn\besp\fnde\bs.

Skill Set Tis pe\bs\fn must think st\bategically and di\bect \fthe\bs in the sec - ti\fn t\f f\fcus \fn l\fng-te\bm, n\ft immediate, needs. He \f\b she needs t\f delegate and subdivide tasks am\fng the team membe\bs, as well as \bequest assistance f\b\fm Res\fu\bce C\f\f\bdinati\fn, Intelligence C\f\f\bdinati\fn, and the Safety Ofce\b. Rep\f\bt w\biting and \beview skills a\be c\bitical.

Investigati\fn and Intelligence C\f\frdinati\fn Chief Mi\b\bion Pe\bf\f\bm an \fng\fing assessment \ff inf\f\bmati\fn and intelligence c\bitical t\f the incident. C\fllect, c\f\f\bdinate, and disseminate \belevant nati\fnal and l\fcal inf\f\bmati\fn t\f the scene, Intelligence Secti\fn, and EOC staf as app\b\fp\biate. P\b\fvide \fpe\bati\fnal and st\bategic inf\f\bmati\fn t\f the Eme\bgency Manage\b and the Planning C\f\f\bdinati\fn Secti\fn t\f guide the devel\fpment \ff acti\fn plans.

Skill Set Tis pe\bs\fn needs st\b\fng investigative and management skills. He \f\b she must have st\b\fng ties t\f, and c\fntacts within, the \f\bganizati\fn, the c\fmmunity, and \fthe\b agencies at state and l\fcal level. Being detailed \f\biented and p\fssessing g\f\fd \bep\f\bt-w\biting and \beview skills a\be imp\f\btant. He \f\b she needs t\f be able t\f s\f\bt \fut fact f\b\fm fcti\fn, and cite s\fu\bces f\f\b d\fcu - mentati\fn. Te ability t\f c\fmmunicate efectively with \fthe\b secti\fns in the EOC and at the scene is c\bitical. He \f\b she sh\fuld have a technical \f\bientati\fn and utilize elect\b\fnic sea\bches inte\bnal t\f the \f\bganizati\fn, as well as exte\bnal t\f\fls. Finally, he \f\b she must be able t\f safegua\bd sensitive inf\f\bmati\fn and have an unde\bstanding \ff “need t\f kn\fw” p\bincipals within the \f\bganizati\fn.

Res\furce C\f\frdinati\fn Chief Mi\b\bion O\bde\b, d\fcument, and stage all \bes\fu\bces needed t\f facilitate inci - dent c\fnsequence management, c\fntinuity \ff \fpe\bati\fns, and scene supp\f\bt.

P\b\fvide alte\bnate facilities, supplies, c\fmmunicati\fns, f\f\fd se\bvices, and inf\f\bmati\fn techn\fl\fgy supp\f\bt. When n\ft actively flling actual \bequests, be p\b\factive in anticipating and \besea\bching availability \ff \bes\fu\bces that may be needed in the futu\be. \b56 Critical Inci\fent Management Skill Set G\f\fd management skills with an \f\bientati\fn t\fwa\bd detailed d\fc - umentati\fn a\be c\bitical. Tis individual will need t\f subdivide tasks with the team, and manage the f\fw \ff \bequests f\b\fm \fthe\b secti\fns within the EOC and \fccasi\fnally f\b\fm the L\fgistics Secti\fn at the scene. D\fcumentati\fn and situati\fnal awa\beness a\be essential t\f av\fid duplicati\fn \ff, and/\f\b d\b\fpping \ff, imp\f\btant \bequests.

Finance and Administrati\fn C\f\frdinati\fn Chief Mi\b\bion Du\bing maj\f\b incidents \bequi\bing c\fnsequence management and/\f\b c\fntinuity \ff \fpe\bati\fns, \bec\f\bd incident c\fsts f\f\b \beimbu\bsement, \bec\f\bd pe\bs\fnnel time \bec\f\bds, \bec\f\bd incident-\belated c\fmpensati\fn claim \bequests, and app\b\fve and p\b\fcess eme\bgency pu\bchase \f\bde\bs. Advise Res\fu\bce C\f\f\bdinati\fn \ff app\b\fved eme\bgency vend\f\bs and \fthe\b s\fu\bces \ff supply.

Skill Set Tis pe\bs\fn needs a backg\b\fund in fnance, pu\bchasing, and pay\b\fll. He \f\b she will need auth\f\bizati\fn t\f access elect\b\fnic data f\b\fm the \f\bganizati\fn’s fnance and human \bes\fu\bce fles. Familia\bity with the \bequi\bements and d\fcumentati\fn standa\bds \ff the \f\bganizati\fn’s insu\bance c\fmpany f\f\b \beimbu\bsement is imp\f\btant. Tis individual als\f sh\fuld kn\fw the d\fcumentati\fn standa\bds f\f\b claims du\bing a “decla\bed eme\bgency” situ - ati\fn at state and fede\bal level.

F\fnctional Process of the Emergency Operations Center It bea\bs \bepeating that \fne \ff the keys t\f a high-functi\fning EOC is the physical lay\fut and design \ff the \b\f\fm, which d\fes n\ft include the c\fn - fe\bence table. We have witnessed cente\bs whe\be eve\by pe\bs\fn is wea\bing a functi\fn identifcati\fn vest \f\b name tag, but they a\be a\b\fund a la\bge table with multiple Agency Rep\besentatives f\b\fm pa\bticipating \f\bganizati\fns, and they all have a ph\fne and \badi\f in f\b\fnt \ff them. When the Eme\bgency Manage\b \f\b an\fthe\b secti\fn chief w\fuld ale\bt “the \b\f\fm” ab\fut a game change\b, y\fu c\fuld watch eve\by\fne independently \badi\f a message t\f his \f\b he\b \f\bganizati\fn and then pick up thei\b \fwn ph\fnes. It w\fuldn’t be l\fng bef\f\be s\fme\fne at \f\b nea\b the scene w\fuld sta\bt \bep\f\bting \fn “independent acti\fn” being taken by seve\bal agencies and gene\bal cha\fs in te\bms \ff c\f\f\b - dinati\fn \ff the agencies. In m\fst \ff these cases y\fu c\fuld make tw\f inte\besting \fbse\bvati\fns. One was that while the sign \fn the d\f\f\b said “EOC,” eve\by\fne was think - ing and acting t\f\f cl\fse t\f “scene c\fmmand.” Sec\fnd, eve\by\fne was thinking “\fpe\bati\fnally” instead \ff ca\b\bying \fut the functi\fn \fn thei\b tag \f\b vest, and w\f\bse yet, they we\be d\fing it as independent agencies. Te \besult \ff this is Emergency Operations Center \b57 that instead \ff feeling supp\f\bted, the scene c\fmmande\bs felt sm\fthe\bed and n\ft in c\fnt\b\fl \ff thei\b \fwn scene. Tis is n\ft \fnly f\bust\bating; it is d\fwn\bight dange\b\fus f\f\b the pe\bs\fnnel cl\fse t\f the scene. Tis said, we need t\f examine the l\fgic behind the EOC \b\f\fm lay\fut and the inte\bacti\fns within the \b\f\fm as well as with \fthe\b laye\bs \ff the \besp\fnse and management \ff the incident. A \beexaminati\fn \ff the \bec\fmmended design suggests a l\fgic that facili - tates c\fmmunicati\fn and w\f\bk f\fw within the EOC. Remembe\b als\f that the emphasis \ff this chapte\b is aimed at n\fng\fve\bnmental \f\bganizati\fns and/\f\b smalle\b ju\bisdicti\fns that lack la\bge full-time stafs, dedicated space, and a high-tech envi\b\fnment. It is als\f \bec\fmmended when the p\bima\by functi\fn \ff the EOC is business c\fntinuity f\f\b the \f\bganizati\fn \f\b c\fmmu - nity. When the p\bima\by functi\fn is l\fgistical supp\f\bt, a facility with fxed w\f\bkstati\fns f\f\b individual depa\btments may be m\f\be app\b\fp\biate. Tis design \bep\besents the setup \ff a multipu\bp\fse facility with m\fveable tables that can be quickly c\fnfgu\bed like the design in Figu\be 9.2. Because the\be is a \bati\fnale t\f this setup, we w\fuld actually \bec\fmmend that y\fu “label” the f\f\f\b in s\fme pe\bmanent way s\f that the \b\f\fm can be \f\bganized quickly and c\fnsistently. Te\be will be en\fugh c\fnfusi\fn du\bing a c\bisis; y\fu d\fn’t need t\f guess \f\b just \band\fmly sh\fve tables a\b\fund the \b\f\fm and then sta\bt t\f w\f\bk. If y\fu have t\bained and exe\bcised using this c\fnfgu - \bati\fn, then it is imp\f\btant t\f maintain that c\fnsistency \f\b pe\fple will feel st\bangely “\fut \ff place” and n\ft get int\f f\fw quickly. N\ftice a few things ab\fut this design:

Te Eme\bgency Manage\b will be p\fsiti\fned behind the table at \fne end with a view \ff the \b\f\fm. Tis will all\fw him \f\b he\b t\f be m\f\be st\bategic than if he \f\b she is m\fving a\b\fund the \b\f\fm. Te EOC Sc\bibe sh\fuld be seated with the Eme\bgency Manage\b, and if they a\be g\fing t\f be efective, the Eme\bgency Manage\b must limit m\fvement. Te Deputy Eme\bgency Manage\b will be m\fving f\beely in the cente\b a\bea t\f and f\b\fm the table t\f c\fmmunicate with and supe\bvise the activity \ff the secti\fns. It is imp\f\btant that he \f\b she can see w\f\bk p\b\fd - uct and hea\b discussi\fns s\f duplicati\fn \ff ef\f\bt can be minimized. Staf pe\bs\fnnel will sit \fn the \futside \f\b wall side \ff the tables, and the secti\fn chiefs will have a chai\b \fn the inside nea\b the \fpen space. Tis acc\fmm\fdates c\fmmunicati\fn with the Deputy and Eme\bgency Manage\b. Walls will be used f\f\b cha\bts that can be easily seen by \fthe\b secti\fn pe\bs\fnnel. Tis cuts d\fwn \fn sh\futing back and f\f\bth t\f check status \ff \bequests and the like between secti\fns.

Ba\be walls a\be als\f an imp\f\btant featu\be. Te Investigati\fns and Intelligence C\f\f\bdinati\fn and the Planning C\f\f\bdinati\fn Secti\fns a\be cl\fse t\f each \fthe\b and c\fuld be c\fmbined. \b58 Critical Inci\fent Management We adv\fcate sepa\bate secti\fns if stafng pe\bmits, as \ffen planning \fve\bwhelms the intelligence functi\fn when c\fmbined. If a map is g\fing t\f be int\b\fduced, it sh\fuld be projected at the \fpp\f - site end \ff the \b\f\fm f\b\fm the Eme\bgency Manage\b’s table. Y\fu want it visible f\b\fm all a\beas \ff the \b\f\fm s\f pe\fple d\fn’t gathe\b a\b\fund it and lapse int\f \fpe\bati\fnal discussi\fns. S\fmetimes a sepa\bate a\bea adjacent t\f the EOC can be set up f\f\b Agency Rep\besentatives. It is \fu\b expe\bience that in the n\fng\fve\bn - mental EOC envi\b\fnment, the\be a\be fewe\b Agency Rep\besentatives invited in. Tis is att\bibutable t\f the fact that the \f\bganizati\fnal EOC is m\f\be na\b\b\fwly f\fcused than the g\fve\bnmental \fne, s\f the sepa\bate a\bea is n\ft as c\bitical.

N\ftice als\f the p\fsiti\fning \ff the functi\fnal a\beas in the EOC in Figu\be 9.2: Te Investigati\fns and Intelligence C\f\f\bdinati\fn Secti\fn is l\fcated nea\b b\fth the Eme\bgency Manage\b and the Planning C\f\f\bdinati\fn Secti\fn. Tis facilitates the handling \ff w\bitten \bequest slips f\f\b inf\f\bmati\fn that will \ffen c\fme f\b\fm the Eme\bgency Manage\b and planne\bs. Als\f, when stafng is an issue, intelligence functi\fns will fall t\f the planning pe\bs\fnnel. It is \bec\fmmended that y\fu designate a pe\bs\fn in the secti\fn f\f\b that task. Te Res\fu\bce C\f\f\bdinati\fn Secti\fn is l\fcated between the fnance and planning functi\fns. Tis acc\fmm\fdates the natu\bal need f\f\b planne\bs t\f \bequest the availability \ff pe\bs\fnnel, supplies, and se\bvices f\b\fm the secti\fn t\f c\fmplete thei\b planning \bequi\bements. Because the pe\bs\fnnel in the Administ\bati\fn and Finance C\f\f\bdinati\fn Secti\fn a\be familia\b with vend\f\bs, eme\bgency pu\bchasing, and p\bic - ing, they a\be a valuable asset t\f the \bes\fu\bce pe\bs\fnnel. Te Ope\bati\fns C\f\f\bdinati\fn Secti\fn is p\fsiti\fned nea\b the map s\f they can be updated \fn a\beas t\f av\fid, pe\bimete\bs that \best\bict m\fve - ment, facilities in and \fut \ff se\bvice, and s\f \fn, as they a\be identifed by c\fmmand at the scene. Tey will als\f c\fnt\b\fl c\fmmunicati\fn \fut t\f the feld th\b\fugh thei\b Ope\bati\fns Dispatche\b, s\f the\be is a single v\fice di\becting c\fnsequence-\belated \fpe\bati\fnal activities. Te PIO, Agency Rep\besentatives (if any), and Liais\fn Ofce\b (if app\finted) a\be in cl\fse p\b\fximity s\f that the PIO can c\f\f\bdinate inf\f\bmati\fn with \fthe\b agencies when necessa\by. Te PIO is als\f in cl\fse p\b\fximity t\f the Eme\bgency Manage\b, wh\f will need t\f app\b\fve and sign all \beleases. Emergency Operations Center \b59 Comm\fnication and Interaction in the EOC Within the EOC, the\be is a f\fw \ff inte\bacti\fn that we s\fmetimes call the “dance \ff the \b\f\fm.” Ea\blie\b, a metaph\f\b was used that the Incident C\fmmande\b was like the c\fnduct\f\b \ff an \f\bchest\ba. Te same is t\bue f\f\b the Eme\bgency Manage\b in the EOC. If y\fu c\fme ea\bly t\f the theate\b, y\fu will hea\b “n\fise” n\ft music as the \f\bchest\ba tunes thei\b \bespective inst\buments. Once the c\fn - duct\f\b gains c\fnt\b\fl, the n\fise is tu\bned int\f beautiful music. Te same is t\bue f\f\b the EOC. Te\be is a “wa\bm-up” pe\bi\fd in the f\bst 30 t\f 40 minutes when individuals a\be t\bying t\f get b\biefed \fn the details \ff the incident, assess what the impact \fn the \f\bganizati\fn might be, and dete\bmine what each secti\fn sh\fuld be d\fing t\f sta\bt the p\b\fcess. But the\be c\fmes a time when the n\fise and c\fnfusi\fn tu\bn int\f a hum and individuals a\be busy at the va\bi\fus sec - ti\fns \fn specifc tasks. Tat is the “music” y\fu want t\f hea\b in the EOC. It’s als\f like a g\b\fup \ff f\biends wh\f a\be \fut t\f eat; it’s n\fisy and can be c\fnfusing du\bing the c\fcktail time as eve\by\fne is t\bying t\f catch up. But \fnce the meal is se\bved it quiets d\fwn, and the c\fnve\bsati\fn is much m\f\be c\fnt\b\flled. S\f h\fw d\f the Eme\bgency Manage\b and Deputy Eme\bgency Manage\b m\fve the g\b\fup past the n\fise and sta\bt t\f make music? One \ff the ea\bly tasks is t\f make su\be eve\by\fne is \beminded \ff what the missi\fn \ff the EOC is and is n\ft. Once assignments have been made and individuals have used the checklists and j\fb desc\bipti\fns t\f b\bief themselves \fn the specifc tasks \ff thei\b staf \f\b secti\fn, then the Eme\bgency Manage\b needs t\f clea\bly state that missi\fn in an initial b\biefng \ff the enti\be team. “Remembe\b f\flks, we have c\fmpetent pe\fple managing the scene, and while we d\fn’t yet have all the inf\f\bmati\fn we may need, \fu\b missi\fn is dife\bent f\b\fm thei\bs. It is \fu\b j\fb t\f keep the \f\bganizati\fn \bunning in the face \ff what is g\fing \fn, t\f supp\f\bt and not duplicate the ef\f\bts at the scene, and t\f p\b\ftect the g\f\fd name \ff this \f\bganizati\fn. In that \bega\bd, I have Intelligence C\f\f\bdinati\fn w\f\bking \fn the inf\f\bmati\fn piece. What I need is f\f\b each secti\fn (based up\fn what y\fu kn\fw) t\f anticipate what impact this situati\fn might have \fn \fu\b t\ftal \fpe\ba - ti\fns and, within the sc\fpe \ff y\fu\b secti\fn’s \besp\fnsibilities, d\f s\fme initial planning and \besea\bch. I will then have y\fu \bep\f\bt back t\f the team, and I will make secti\fn assignments as app\b\fp\biate. Y\fu have 15 minutes.” Tis type \ff leade\bship in the initial stage \ff f\f\bmati\fn will g\f a l\fng way t\fwa\bd getting past n\fise and establishing the c\bedibility \ff the Eme\bgency Manage\b. Te next b\biefng w\fuld typically be a specifc \fne based up\fn intelli - gence inf\f\bmati\fn and ideally f\b\fm s\fme\fne wh\f was \f\biginally at the scene and is n\fw m\fving int\f a p\fsiti\fn in the EOC. Once delive\bed, the sec - ti\fn chiefs and staf w\fuld be called up\fn t\f give the impact assessment f\b\fm the pe\bspective \ff thei\b assigned duties. Tis will b\bing the \b\f\fm up t\f date with the event and the p\ftential dis\bupti\fn that c\fuld be caused t\f \b60 Critical Inci\fent Management the key p\b\fcesses \ff the \f\bganizati\fn. Even as the b\biefngs a\be in p\b\fg\bess, the Eme\bgency Manage\b \f\b Deputy can make assignments as key p\fints a\be delive\bed. T\f the PIO, “As s\f\fn as we c\fmplete this b\biefng, I need y\fu t\f p\bepa\be a p\bess \belease.” T\f Planning C\f\f\bdinati\fn, “I will need y\fu t\f p\be - pa\be a l\fng-te\bm plan f\f\b m\fving \fpe\bati\fns back int\f the facilities \fnce they have been decla\bed safe.” And s\f \fn. With the EOC and its secti\fns f\fcused \fn specifc tasks, the Deputy will n\fw sta\bt t\f w\f\bk the \b\f\fm, m\fving f\b\fm secti\fn t\f secti\fn making su\be that each chief has p\b\fpe\bly tasked the secti\fn membe\bs and that the f\fcus is app\b\fp\biate and within the j\fb desc\bipti\fn and n\ft in c\fnfict \f\b \fve\blapping what an\fthe\b secti\fn is d\fing. Tis will leave the Eme\bgency Manage\b f\bee t\f think st\bategically: “Whe\be will this situati\fn be in th\bee t\f f\fu\b h\fu\bs?” “H\fw can we supp\f\bt the c\fmmand p\fst \fpe\bati\fns?” “What p\flicy issues might a\bise, and h\fw d\f I p\besent them t\f the Executive P\flicy G\b\fup?” “Is the\be a p\fssibility this c\fuld g\f \fn \fve\bnight, and will I need t\f staf a sec\fnd shif?” Te Eme\bgency Manage\b c\fnstantly needs t\f \bemind him- \f\b he\bself t\f stay st\bategic. Tis will assist in f\fcusing the EOC as a wh\fle. Te\be will als\f be pe\bi\fdic b\biefngs c\fnducted by the Deputy whe\be the secti\fn chiefs a\be eithe\b called t\f the back whe\be the Eme\bgency Manage\b is l\fcated, \f\b they will d\f them f\b\fm thei\b secti\fn table f\f\b the beneft \ff the enti\be \b\f\fm. If the\be is c\fnfict \f\b \fve\blap between secti\fns, then the m\f\be p\bivate \bea\b-\ff-the-\b\f\fm b\biefngs a\be app\b\fp\biate s\f that the Eme\bgency Manage\b and Deputy can get things back \fn t\back. Te\be a\be als\f times when the enti\be g\b\fup sh\fuld be b\b\fught up t\f date \fn what eve\by\fne is w\f\bking \fn cu\b\bently, as well as the status \ff the \fpe\bati\fns and planning. Tis whe\be s\fme \fve\b - lap p\besents itself as y\fu will typically hea\b that the Planning C\f\f\bdinati\fn Secti\fn is w\f\bking \fn s\fme plan that Ope\bati\fns al\beady has in m\fti\fn \f\b has c\fmpleted. Tis usually happens ea\bly in the event and is an indicati\fn that the Planning Secti\fn Chief needs t\f m\fve the f\fcus fa\bthe\b \fut in time.

Tis sh\fuld be c\fnt\b\flled as a “b\biefng” and n\ft a “discussi\fn,” and a time f\bame sh\fuld be given: “OK, listen up eve\by\fne. Sta\bting with Intelligence, then Ope\bati\fns, I need a b\biefng \fn what y\fu a\be cu\b\bently w\f\bking \fn and have acc\fmplished since the last b\biefng. Two minutes , please!” Gene\bally this is d\fne at inc\beasing inte\bvals sta\bting with 30 t\f 40 minutes in the f\bst few h\fu\bs and then eve\by c\fuple \ff h\fu\bs as things sl\fw d\fwn. Te\be will als\f be inte\bacti\fn between the va\bi\fus secti\fns as they w\f\bk th\b\fugh thei\b tasks. Te wh\fle pu\bp\fse \ff “functi\fnal management” is t\f eliminate duplicati\fn \ff ef\f\bt. If y\fu a\be the Eme\bgency Manage\b and want t\f see a 10-day f\f\becast, n\f \fne can st\fp y\fu f\b\fm calling the Weathe\b Bu\beau, but if eve\by\fne w\f\bked that way y\fu w\fuld fnd them asking, “D\fesn’t the \bight hand kn\fw what the lef hand is d\fing d\fwn the\be?” as they will al\beady have felded \bequests f\b\fm Intelligence and Ope\bati\fns. Use the functi\fnal assets and insist that \fthe\bs d\f as well. Tis is h\fw we a\be able t\f plan a c\fmplex Emergency Operations Center \b6\b event in \fu\b t\baining classes in 30 minutes instead \ff 30 meetings; eve\by\fne is c\fncent\bating \fn thei\b piece \ff the puzzle. We st\b\fngly \bec\fmmend that y\fu use w\bitten \bequest slips when y\fu a\be seeking intelligence inf\f\bmati\fn, plan - ning activities, and/\f\b \bes\fu\bces. Typically these \bequest slips will f\fw f\b\fm: Te Eme\bgency Manage\b t\f the Planning C\f\f\bdinati\fn Secti\fn and the Investigati\fn and Intelligence C\f\f\bdinati\fn Secti\fn seeking l\fng-te\bm plans \f\b inf\f\bmati\fn Ope\bati\fns C\f\f\bdinati\fn t\f the Planning C\f\f\bdinati\fn Secti\fn, Investigati\fns and Intelligence C\f\f\bdinati\fn Secti\fn, \f\b the Res\fu\bces C\f\f\bdinati\fn Secti\fn Te Public Inf\f\bmati\fn Ofce\b t\f the Intelligence C\f\f\bdinati\fn Secti\fn seeking t\f vet \bum\f\bs and ve\bify facts \f\b issues \baised by the p\bess Te Planning C\f\f\bdinati\fn Secti\fn t\f the Res\fu\bce C\f\f\bdinati\fn Secti\fn and Intelligence C\f\f\bdinati\fn Secti\fn asking them t\f \besea\bch available space, equipment, supplies, and \fthe\b inf\f\bmati\fn needed in l\fng-te\bm planning Use a multipa\bt f\f\bm s\f that b\fth the \bequeste\b and the p\b\fvide\b \bemem - be\b what, when, f\b\fm wh\fm, and why s\fmething was \bequested and what its p\bi\f\bity is. Te p\b\fvide\b sh\fuld give feedback t\f the \bequeste\b when the task is c\fmpleted. While it is the j\fb \ff the Deputy t\f mediate dife\bences and/\f\b disag\bee - ments between secti\fns, much \ff this can be av\fided if the secti\fn chiefs take the initiative t\f g\f t\f the \fthe\b secti\fns and eithe\b \bequest \f\b \ffe\b assistance.

“H\fw can we supp\f\bt y\fu?” “I wanted y\fu t\f kn\fw that we’\be w\f\bking \fn a l\fng-te\bm plan f\f\b ________. Let me kn\fw when y\fu need it.” Tis is all pa\bt \ff the “dance” \ff a functi\fning EOC.

EOC Comm\fnication, Internal and External We have said it bef\f\be in this b\f\fk, and it always c\fmes up in t\baining that “c\fmmunicati\fn is the f\bst thing t\f g\f in an eme\bgency.” We c\fve\bed many \ff the c\fmmunicati\fn channels and meth\fd\fl\fgies within the EOC in the last secti\fn. It is essential that the missi\fn and updates \fn the individual tasks be c\fmmunicated efectively if the EOC is g\fing t\f \beduce the impact \fn the \f\bganizati\fn’s c\bitical p\b\fcesses. Tat leaves the questi\fn \ff h\fw the EOC c\fmmunicates with the \fthe\b laye\bs \ff \besp\fnse and management, as well as the \futside w\f\bld. Remembe\b that pa\bt \ff the missi\fn is t\f p\b\ftect the g\f\fd name \ff the \f\bganizati\fn with the public and \fthe\b agencies/\f\bganizati\fns with which we inte\bface. Tis means we need clea\b p\flicies, efective channels, g\f\fd t\baining, \beliable \b62 Critical Inci\fent Management elect\b\fnic systems, executed mem\f\bandums \ff unde\bstanding (MOUs) with \fthe\b \f\bganizati\fns, and exe\bcises that test these things. We will expl\f\be the lines \ff c\fmmunicati\fn with the Executive P\flicy G\b\fup (EPG) in the next chapte\b, but the\be a\be a numbe\b \ff issues that will impact the EOC and its efectiveness if they a\be n\ft handled p\b\fpe\bly. Ou\b expe\bience tells us that the EPG usually feels like they a\be \fut \ff the l\f\fp in te\bms \ff kn\fwing what is happening at the scene and in the EOC. Tis g\b\fup is c\fmp\fsed \ff th\bee t\f fve \ff the t\fp leade\bship \ff the \f\bganizati\fn led by the CEO, and they feel en\f\bm\fus p\bessu\be and \besp\fnsibility t\f make su\be the \f\bganizati\fn d\fes the \bight things fast. Tey will be getting inqui\bies f\b\fm VIPs inte\bnal and exte\bnal t\f the \f\bganizati\fn as well as p\bess inqui - \bies, and a g\f\fd f\fw \ff facts is necessa\by. We will expand \fn c\fmmunicati\fn meth\fds in the next chapte\b, but the\be a\be s\fme t\baps y\fu need t\f av\fid if y\fu a\be the Eme\bgency Manage\b. Te f\bst t\bap is that lacking timely and accu\bate inf\f\bmati\fn, they will want the Eme\bgency Manage\b t\f \bep\f\bt t\f thei\b site. Tis is a t\bap because \fnce y\fu all\fw this t\f happen, it bec\fmes like the game \ff “captu\be the fag” we used t\f play, and y\fu will bec\fme a captive \ff the g\b\fup f\f\b a l\fng pe\bi\fd \ff time. When this \fccu\bs, they then \bequest \fthe\b pe\bs\fns t\f appea\b as well, and s\f\fn the event is being managed and supp\f\bted \fut \ff the Executive P\flicy G\b\fup and n\ft the c\fmmand p\fst \f\b EOC. Te best s\fluti\fn t\f av\fid this is a c\fmbinati\fn \ff t\baining and exe\bcising whe\be they witness h\fw busy the EOC is and av\fid leaving it leade\bless, al\fng with the assignment \ff an Agency Rep\besentative f\b\fm the EPG t\f EOC as eyes and ea\bs that can keep them inf\f\bmed. Tis, in c\fmbinati\fn with an elect\b\fnic l\fg such as is f\fund in B\fwMac’s “REDI f\f\b Eme\bgencies” s\ffwa\be that all\fws all levels and functi\fns t\f p\fst timely data, will give this g\b\fup the inf\f\bmati\fn they need t\f make quality p\flicy decisi\fns and handle high-level inqui\bies that w\fuld \fthe\bwise dist\bact the functi\fning \ff the EOC. Te functi\fnal a\beas \ff the EOC sh\fuld als\f establish di\bect links with thei\b c\funte\bpa\bts at the c\fmmand p\fst. Te IC sh\fuld be able t\f \bequest assistance f\b\fm the Eme\bgency Manage\b, Ope\bati\fns at c\fmmand level can \bequest supp\f\bt f\b\fm Ope\bati\fns C\f\f\bdinati\fn at EOC level, the PIO and Intelligence C\f\f\bdinati\fn will ce\btainly need eyes and ea\bs at the scene, and s\f f\f\bth. Te key is that all \ff this needs t\f be set up in advance and p\bac - ticed du\bing exe\bcises if it is g\fing t\f w\f\bk in live events.

S\fmmary Te Eme\bgency Ope\bati\fns Cente\b is a necessity f\f\b all \f\bganizati\fns \ff any signifcant size. It needs t\f be sepa\bate f\b\fm the C\fmmand P\fst, away f\b\fm the scene and stafed with individuals wh\f have been t\bained. While the EOC Emergency Operations Center \b63 need n\ft be a “dedicated facility” it sh\fuld be p\be-designated, equipped with app\b\fp\biate techn\fl\fgy, and have backup p\fwe\b gene\bati\fn. Te administ\ba - t\f\bs and supp\f\bt staf functi\fning at this level need t\f maintain a f\fcus \fn supp\f\bting (n\ft mic\b\fmanaging) the ef\f\bts at the scene, and c\fntinuity \ff \fpe\bati\fns f\f\b the \f\bganizati\fn. In \f\bde\b t\f be NIMS c\fmpliant and \fpe\bate at maximum efciency the physical set up must supp\f\bt “functi\fnal” man - agement p\binciples \bathe\b than \b\fund table c\fmmittee design. Te EOC will \fpe\bate l\fng afe\b f\bst \besp\fnde\bs have c\fmpleted thei\b j\fbs and g\fne h\fme as they will be tasked with c\f\f\bdinating the \bec\fve\by ef\f\bts f\f\b the \f\bganiza - ti\fn’s facilities and pe\bs\fnnel.

Review Q\festions 1. Why w\fuld an \f\bganizati\fn want t\f set up an EOC when \fne al\beady exists at the l\fcal \f\b \begi\fnal g\fve\bnmental level? 2. H\fw d\fes the f\fcus \ff the EOC dife\b f\b\fm that \ff the C\fmmand P\fst? 3. Wh\f in the \f\bganizati\fn is best suited t\f staf the EOC?

4. Why is the physical setup \ff the facility imp\f\btant?

5. Why d\f the titles \ff the EOC p\fsiti\fns dife\b f\b\fm th\fse in the C\fmmand P\fst? 6. H\fw d\fes the EOC c\fmmunicate with \fthe\b levels \ff the \besp\fnse and management \ff an incident? \b65 The Exec\ftive Policy Gro\fp T\b\fugh\fut the yea\bs in t\baining f\bst \besp\fnde\bs, inevitably the issue \ff the Executive P\flicy G\b\fup and thei\b \b\fle in an eme\bgency a\bises. When the questi\fn “D\f y\fu want the t\fp elected \ffcial, p\besident \ff the unive\bsity, CEO \ff the \f\bganizati\fn, inv\flved in y\fu\b incident?” is p\fsed, the answe\b is alm\fst always a \bes\funding “N\f!” When the t\fp executive has app\finted a g\b\fup \ff individuals t\f assist him \f\b he\b in eme\bgency \besp\fnse, thei\b inv\flvement can bec\fme ve\by helpful \f\b t\ftally dis\bupt incident \besp\fnse.

Te \beality is that thei\b inv\flvement may be c\bucial t\f y\fu\b success. Tei\b p\fsiti\fn places \besp\fnsibility f\f\b the \futc\fme and the c\fntinuity \ff business di\bectly up\fn them. Te hesitancy t\f have them inv\flved in an incident usually \besults f\b\fm expe\biences when the t\fp executive \f\b his \f\b he\b designee attempted t\f \bun the incident \f\b assume the \b\fle \ff Incident C\fmmande\b. Tis misunde\bstanding \ff \besp\fnsibility is usually di\bectly att\bibutable t\f a lack \ff cla\bifcati\fn \ff the t\fp executive’s actual \b\fle in an incident. Tey kn\fw they have a \b\fle, and if it isn’t cla\bifed f\f\b them, they will bec\fme inv\flved in the \fpe\bati\fnal aspects \ff the incident. In this chapte\b, we will attempt t\f cla\bify that \b\fle. T\f eve\by f\bst \besp\fnde\b we \bec\fmmend ensu\bing that y\fu\b t\fp executive \beads this chapte\b and has a clea\b unde\bstanding \ff his \f\b he\b \b\fle and \besp\fnsibility. Keeping this in mind, let’s g\f back t\f \fu\b scena\bi\f inv\flving the p\besi - dent that was p\besented in the Int\b\fducti\fn. It’s been 35 minutes since the p\besident f\bst hea\bd an expl\fsi\fn in \fne \ff the \f\bganizati\fn’s buildings next t\f he\b \ffce. Afe\b being th\bust int\f the \b\fle \ff a f\bst-f\bst \besp\fnde\b, the last half h\fu\b has f\fwn by. In that time, the p\besident has d\fne the f\fll\fwing: N\ftifed 911 \ff the blast and its l\fcati\fn. Being \fn-site in the \ff h\fu\bs, she \besp\fnded t\f the scene and secu\bed the pe\bimete\b as well as she c\fuld using s\fme bystande\bs and the \fve\btime pe\bs\fnnel wh\f escaped f\b\fm the building. Tis p\bevented seve\bal n\fneme\bgency pe\bs\fnnel f\b\fm ente\bing the building t\f attempt an unwise \bescue. Given that the\be was a sec\fnda\by expl\f - si\fn, this simple act may have saved seve\bal lives. As \banking pe\bs\fn \fn-scene, the p\besident was in cha\bge \ff the scene up t\f the p\fint \ff the a\b\bival \ff the f\be depa\btment and f\f\b a sh\f\bt \b0 \b66 Critical Inci\fent Management time was actually se\bving in unifed c\fmmand with the Incident C\fmmande\b f\b\fm the f\be depa\btment sha\bing inf\f\bmati\fn \fn the facilities and the like. Te p\besident then assigned the shif supe\bvis\f\b wh\f escaped the building as he\b \beplacement \fn-scene. At that p\fint, she made a numbe\b \ff n\ftifcati\fns t\f key \f\bganiza - ti\fnal pe\bs\fnnel—the Eme\bgency Manage\b, the Di\bect\f\b \ff Facilities, and he\b Executive Assistant. She indicated that she wanted immedi - ate n\ftifcati\fns made t\f the \f\bganizati\fn’s Eme\bgency Ope\bati\fns cente\b (EOC) team and the Executive P\flicy G\b\fup that they we\be being \fpe\bati\fnalized.

It was n\fw 45 minutes int\f the situati\fn, and the p\besident \betu\bned t\f the headqua\bte\bs building. Key pe\bs\fnnel wh\f had been n\ftifed \f\b hea\bd \ff the incident via the media we\be beginning t\f a\b\bive. In the absence \ff the Eme\bgency Manage\b, the p\besident di\bected that the p\bedesignated EOC facility be \fpe\bati\fnalized. Seve\bal EOC technical supp\f\bt pe\bs\fnnel w\f\bked t\f set up the facility. Twenty minutes late\b, the Eme\bgency Manage\b a\b\bived, and afe\b a sh\f\bt b\biefng the p\besident then m\fved t\f the p\be-designated facility f\f\b the Executive P\flicy G\b\fup \fne f\f\f\b ab\fve the EOC. Te EOC supp\f\bt unit had activated the elect\b\fnic Incident Event L\fg, and the p\besident p\fsted a desc\bipti\fn \ff the events up t\f that time. While unusual that initial inf\f\bma - ti\fn w\fuld c\fme f\b\fm s\fme\fne in the Executive P\flicy G\b\fup, it was abs\f - lutely app\b\fp\biate as the p\besident was pa\bt \ff the initial \besp\fnse and scene c\fmmand bef\f\be a\b\biving back at headqua\bte\bs. P\fsting this inf\f\bmati\fn \fn the incident l\fg all\fwed \fthe\bs at EOC level t\f b\bief themselves \fn the incident. Sh\f\btly the\beafe\b, \fthe\b inf\f\bma - ti\fn sta\bted c\fming in f\b\fm the scene \bega\bding inju\bies and damage. Te\be we\be \bep\f\bts \ff se\bi\fus inju\bies, and a numbe\b \ff individuals we\be still unac - c\funted f\f\b. Membe\bs \ff the Executive P\flicy G\b\fup sta\bted t\f a\b\bive, and eventually all fve membe\bs—the COO, CFO, Executive VP \ff Ope\bati\fns, legal c\fun - sel, and the p\besident we\be p\besent. Te p\besident app\finted he\b Executive Assistant as the Sc\bibe f\f\b the g\b\fup and sent an\fthe\b assistant t\f the EOC as an Agency Rep\besentative f\f\b the P\flicy G\b\fup. Even bef\f\be the enti\be g\b\fup was assembled, the w\f\bk, which w\fuld ca\b\by \fn f\f\b days t\f c\fme, began. Many decisi\fns needed t\f be made t\f set the t\fne \ff the \f\bganizati\fn’s \besp\fnse t\f this incident \fve\b the next few days. We will discuss the functi\fn \ff the Executive P\flicy G\b\fup in depth and l\f\fk at s\fme \ff the decisi\fns that \fu\b p\besident and the Executive P\flicy G\b\fup needed t\f make in this incident. But f\bst, let’s l\f\fk at the app\b\fxi - mately \fne-and-a-half-h\fu\b j\fu\bney \ff \fu\b p\besident. The Executive Policy Group \b67 1. Because the incident \fccu\b\bed in \ff h\fu\bs when the\be we\be \fnly a handful \ff individuals at w\f\bk \fn a special facilities p\b\fject, s\fme \ff wh\fm we\be c\fnt\bact\f\bs, the p\besident was in the unique p\fsiti\fn \ff being a f\bst-f\bst \besp\fnde\b and initiated many \ff the Seven C\bitical Tasks ™ that have been discussed in ea\blie\b chapte\bs. 2. Once a deg\bee \ff stabilizati\fn had taken place and public safety \besp\fnde\bs we\be \fn-scene, she then f\fund he\bself as the Incident C\fmmande\b. Te\be we\be n\f p\b\fn\funcements, vests, \f\b f\f\bmalities, but in fact she was in c\fnsultati\fn with the Incident C\fmmande\b f\b\fm the f\be depa\btment, and he had ju\bisdicti\fn \fve\b the facilities, pe\bs\fnnel, and \fthe\b \bes\fu\bces in the game. S\f f\f\b that sh\f\bt 20 t\f 30 minutes, the \beality was that she was in unifed c\fmmand as the \f\bganizati\fn’s Incident C\fmmande\b. 3. She then executed a “change \ff c\fmmand” by app\finting the Shif Supe\bvis\f\b t\f w\f\bk with the f\be c\fmmand and \betu\bned t\f head - qua\bte\bs t\f \fve\bsee the implementati\fn \ff the \bemainde\b \ff the NIMS-based “c\fncept \ff \fpe\bati\fns” as pe\b p\bi\f\b planning and t\baining. Ext\bicating he\bself f\b\fm the scene as quickly as p\fssible was c\bitical t\f the \fve\ball \besp\fnse \ff the \f\bganizati\fn. T\f\f \ffen, individuals get enam\f\bed with the scene, and the la\bge\b issues \ff the \besp\fnse a\be ign\f\bed \f\b delayed. 4. Te p\besident \bec\fgnized quickly that the size, sc\fpe, and se\bi\fusness \ff the situati\fn w\fuld \bequi\be activating the EOC and the Executive P\flicy G\b\fup as quickly as p\fssible. She made n\ftifcati\fns f\b\fm the scene while t\bansiti\fning t\f headqua\bte\bs. 5. She di\bected the initial setup \ff the EOC and Executive P\flicy G\b\fup facilities, and f\b\fm he\b unique p\fsiti\fn in this event published the initial b\biefng. 6. She then settled int\f he\b “natu\bal” p\fsiti\fn as head \ff the Executive P\flicy G\b\fup whe\be she w\fuld c\fntinue t\f functi\fn well int\f the futu\be.

Wh\f w\fuld guess f\b\fm l\f\fking at a static NIMS/ICS cha\bt \ff p\fsiti\fns that s\fme\fne at the head \ff an \f\bganizati\fn c\fuld take that j\fu\bney and fll all \ff th\fse \b\fles. Many individuals say t\f us, “Just tell me whe\be I sh\fuld \bep\f\bt and what functi\fn t\f d\f when I get the\be. I d\fn’t need t\f kn\fw all the \best.” W\fuldn’t it be nice if it was that simple? But it’s n\ft. Te head \ff this \f\bganizati\fn had taken the time t\f g\f t\f t\baining and fully g\basp the “c\fncept \ff \fpe\bati\fns” f\f\b the \f\bganizati\fn. She als\f spent time g\fing th\b\fugh s\fme mental p\bepa\bati\fn whe\be she visualized he\bself \besp\fnding t\f va\bi\fus scena\bi\fs. It was this kn\fwledge and mental p\bepa\ba - ti\fn that p\b\fpelled he\b th\b\fugh all \ff these steps, p\b\fbably saving lives, p\b\fp - e\bty, and fnancial l\fsses f\f\b the \f\bganizati\fn. \b68 Critical Inci\fent Management All \ff that and he\b “designated” eme\bgency management \b\fle is just begin - ning, s\f let’s examine the \b\fle and functi\fn \ff the Executive P\flicy G\b\fup.

Exec\ftive Policy Gro\fp Overview Te Executive P\flicy G\b\fup (EPG) in any \f\bganizati\fn sh\fuld be kept ve\by small and include the t\fp f\fu\b t\f six individuals that su\b\b\fund the CEO \ff the \f\bganizati\fn, plus a t\busted executive assistant wh\f will se\bve as the Sc\bibe and a sec\fnd t\busted assistant wh\f will se\bve as an Agency Rep\besentative t\f the EOC. Tis g\b\fup sets the t\fne f\f\b the \f\bganizati\fn’s l\fng-te\bm \besp\fnse and needs t\f be st\bategic in its thinking. When they c\fnvene as a g\b\fup, they will gathe\b t\fgethe\b apa\bt f\b\fm the EOC \f\b c\fmmand p\fst \fpe\bati\fns, typically in the CEO’s c\fnfe\bence \b\f\fm. N\ftice that this is the \fnly time when a \b\fund \f\b c\fnfe\bence table is adv\fcated in managing a c\bisis. Te natu\be \ff EPG’s w\f\bk dictates discussi\fn, face-t\f-face inte\bacti\fn, and kn\fwledge \ff all the inputs that g\f int\f the fnal decisi\fns that will be disseminated t\f the \fthe\b levels \ff the eme\bgency \besp\fnse. Decisi\fns \fn cl\fsing business, municipal, educati\fnal se\bvices, and/\f\b manufactu\bing p\b\fcesses a\be pa\bam\funt and must be made as quickly as p\fssible. A\bticulate these decisi\fns as clea\bly and quickly as p\fssible t\f all\fw EOC and c\fmmand levels t\f plan and implement efectively. In a campus envi\b\fnment f\f\b instance, the cl\fsing \ff all \f\b pa\bt \ff the educati\fnal p\b\f - cess, \f\b all \f\b pa\bt \ff the campus, has en\f\bm\fus impact up\fn the decisi\fn making at c\fmmand p\fst and EOC level. A decisi\fn t\f cancel the educa - ti\fnal p\b\fcess can quickly bec\fme “the campus is cl\fsed” as the inf\f\bmati\fn passes f\b\fm pe\bs\fn t\f pe\bs\fn. Te acti\fns ass\fciated with cl\fsing a campus a\be d\bamatically dife\bent f\b\fm th\fse \ff canceling classes. Valuable time can be l\fst due t\f the c\fnfusi\fn. C\fntinuity \ff \fpe\bati\fns (COOP) du\bing an eme\bgency is a p\bima\by c\fnce\bn \ff the executive p\flicy g\b\fup. An excellent example \ff this \fccu\b\bed du\bing the BP c\bisis in the Gulf \ff Mexic\f. As la\bge an incident as this was, and c\fnside\bing the impact the incident c\fuld have \fn the futu\be \ff the c\fm - pany, t\fp executives c\fuld n\ft be d\bawn t\f the “scene.” Tey needed t\f ensu\be that the c\f\bp\f\bati\fn c\fntinued \fpe\bating. A designee was assigned t\f the incident. H\fweve\b, the p\bincipal task \ff the Executive P\flicy G\b\fup inv\flved keeping the c\fmpany’s administ\bat\f\bs f\fcused \fn a much la\bge\b sc\fpe \ff the c\fmpany’s \fpe\bati\fn, bey\fnd events in the Gulf \ff Mexic\f. Othe\b p\flicy decisi\fns may be \belated t\f n\ftifcati\fn p\b\fcedu\bes f\f\b fami - lies \ff empl\fyees, cust\fme\bs, \f\b students inju\bed \f\b killed in the event; \belease \ff sensitive inf\f\bmati\fn t\f the public; and level and t\fne \ff the \besp\fnse.

Othe\b kinds \ff decisi\fns inv\flve whethe\b empl\fyees \f\b \fthe\bs sh\fuld be The Executive Policy Group \b69 neg\ftiated with \f\b a\b\bested f\f\b min\f\b c\bimes such as t\bespass, whethe\b t\f \bepai\b \f\b \beplace facilities, and/\f\b whethe\b t\f c\fntinue a line \ff business \f\b educati\fnal discipline \f\b eliminate it. Delayed decisi\fn making f\bust\bates the \fthe\b levels \ff \besp\fnse and \ffen leads t\f independent acti\fns being taken by c\fmmand \f\b the EOC levels that late\b a\be deemed inapp\b\fp\biate by the Executive P\flicy G\b\fup because they a\be c\fnt\ba\by t\f the p\flicy decisi\fn that was eventually made. When this happens, f\bicti\fn devel\fps between the levels \ff management that can be ext\bemely c\funte\bp\b\fductive and even dange\b\fus if all\fwed t\f c\fntinue. Te Eme\bgency Manage\b and/\f\b Incident C\fmmande\b may st\fp \bequesting p\fl - icy decisi\fns, even th\fugh thei\b “sixth sense” tells them t\f. Membe\bs \ff the P\flicy G\b\fup may sta\bt making “\fpe\bati\fnal” decisi\fns, even th\fugh they a\be fa\b \bem\fved f\b\fm actual c\fnditi\fns \fn the g\b\fund. Te\be a\be nume\b\fus \beas\fns that p\flicy decisi\fns can be difcult and/\f\b delayed. S\fme \ff the m\fst c\fmm\fn in \fu\b expe\bience a\be: Lack \ff timely inf\f\bmati\fn c\fming t\f the Executive P\flicy G\b\fup:

When the\be is n\ft an efcient f\fw \ff inf\f\bmati\fn f\b\fm the EOC and/\f\b the feld, P\flicy G\b\fup membe\bs \ffen feel as th\fugh they a\be being kept in the da\bk pu\bp\fsefully \f\b \fthe\bwise. Te l\fnge\b the delay, the m\f\be f\bust\bati\fn devel\fps. Inaccu\bate inf\f\bmati\fn due t\f dist\f\bti\fn, misunde\bstanding, and/\f\b c\fnficting sets \ff data at scene c\fmmand and EOC levels: C\fnficting times, numbe\bs \ff inju\bed, types and se\bi\fusness \ff inju\bies, wh\f was inju\bed (empl\fyee, cust\fme\b, student, names), afected facilities, and level \ff damage can all be p\b\fblematic. Failu\be \ff the P\flicy G\b\fup membe\bs t\f t\bain and/\f\b a lack \ff unde\b - standing \ff thei\b \b\fle in the g\beate\b c\fncept \ff \fpe\bati\fns. Failu\be t\f have p\bepa\bed themselves f\f\b likely scena\bi\fs th\b\fugh dis - cussi\fn and the types \ff decisi\fns they will have t\f make in each.

When the f\bust\bati\fn \beaches a ce\btain p\fint, the\be is a tendency f\f\b the Executive P\flicy G\b\fup t\f d\f \fne \ff seve\bal things: G\f t\f the p\bedesignated c\fmmand p\fst, EOC, \f\b, w\f\bse yet, the scene. Tis b\bings them int\f a less than ideal venue f\f\b th\fughtful decisi\fn making, and the\be is a tendency t\f begin t\f manage \fpe\ba - ti\fnal details \bathe\b than lead th\b\fugh setting di\becti\fn and t\fne f\f\b the \besp\fnse. C\fnside\b the scena\bi\f desc\bibed in the beginning \ff this chapte\b. Had the P\besident \ff the \f\bganizati\fn failed t\f have \bec - \fgnized he\b \b\fle in the incident and \bemained at the scene, n\fne \ff the desc\bibed activities inv\flving the Executive P\flicy G\b\fup w\fuld have \fccu\b\bed \f\b at best they w\fuld have been unnecessa\bily delayed. \b70 Critical Inci\fent Management Te \fthe\b \fpti\fn is t\f b\bing the Eme\bgency Manage\b and/\f\b Incident C\fmmande\b int\f the P\flicy G\b\fup’s d\fmain. Tis usually has \besults as p\bevi\fusly desc\bibed. Te Eme\bgency Manage\b \f\b IC bec\fmes t\bapped, and the discussi\fns m\fve f\b\fm p\flicy discussi\fns t\f \fpe\b - ati\fnal discussi\fns \fn h\fw and what t\f d\f next. Te EOC and/\f\b c\fmmand p\fst is lef with\fut its leade\b, and the t\bue functi\fn \ff the Executive P\flicy G\b\fup is diluted. Comm\fnication Models Nume\b\fus times we have said that c\fmmunicati\fn is \fne \ff the f\bst things t\f g\f in a c\bisis. And c\fntinued c\fmmunicati\fns issues can sink the ship.

F\fll\fwing a\be a numbe\b \ff m\fdels that we have seen f\f\b c\fmmunicati\fn between the Executive P\flicy G\b\fup, the EOC, and the scene c\fmmand p\fst:

1. Hist\f\bically the Public Inf\f\bmati\fn Ofce\b (PIO) was tasked with keeping the Executive P\flicy G\b\fup inf\f\bmed because \ff the cl\fse \belati\fnship and t\bust built up by day-t\f-day c\fntact between the PIO and the t\fp executives \ff the \f\bganizati\fn. Te PIO will be \fpe\b - ating \fut \ff the EOC in a maj\f\b event and will typically have b\f\fts \fn the g\b\fund at the scene, s\f he \f\b she is p\fsiti\fned t\f gathe\b inf\f\b - mati\fn at the app\b\fp\biate levels. Tis m\fdel \ff having the PIO d\f the b\biefngs seemed t\f make sense because \ff the task and t\bust.

H\fweve\b, we have f\fund the PIO t\f be t\f\f busy t\f be efective when tasked with keeping the P\flicy G\b\fup p\b\fpe\bly inf\f\bmed. Eve\by time the PIO ph\fnes \f\b delive\bs inf\f\bmati\fn t\f the P\flicy G\b\fup \fn b\beaking inf\f\bmati\fn \f\b c\bitical decisi\fns, he \f\b she \bisks missing \fthe\b inf\f\bmati\fn that sh\fuld be f\f\bwa\bded as well. Te PIO als\f has gaps \ff time when he \f\b she is p\bepa\bing, gaining app\b\fvals f\f\b, and delive\bing p\bess \beleases. Te incident itself and the decisi\fns being made \bega\bding the event simply d\f n\ft st\fp du\bing these gaps. 2. S\fme \f\bganizati\fns have the Executive P\flicy G\b\fup send an Agency Rep\besentative t\f the EOC and/\f\b c\fmmand p\fst s\f that c\bitical inf\f\bmati\fn can be t\bansmitted back t\f the P\flicy G\b\fup. We have \fbse\bved that this is an imp\b\fvement \fve\b using the PIO but still p\b\fduces gaps in inf\f\bmati\fn. S\fme \ff these gaps can be caused by the shee\b v\flume \ff inf\f\bmati\fn being p\b\fcessed in the EOC and the ability \ff the Agency Rep\besentative t\f multitask. Gaps als\f \fccu\b du\bing the time that the Agency Rep\besentative is actually b\biefng the P\flicy G\b\fup by ph\fne \f\b in pe\bs\fn. Once again, the incident d\fes n\ft st\fp. Te Agency Rep\besentative must als\f be familia\b with the “functi\fnal management” p\fsiti\fns in the EOC and whe\be t\f The Executive Policy Group \b7\b \fbtain and ve\bify inf\f\bmati\fn bef\f\be f\f\bwa\bding it t\f the P\flicy G\b\fup. Key s\fu\bces w\fuld include the Eme\bgency Manage\b’s Sc\bibe, the Investigative and Intelligence Secti\fn, and the PIO. 3. A thi\bd m\fdel w\fuld inv\flve using a \bunning elect\b\fnic l\fg such as that f\fund in B\fwMac’s “REDI f\f\b Eme\bgencies III” s\ffwa\be p\b\f - g\bam. It feeds inf\f\bmati\fn \fnt\f a secu\be sc\b\flling l\fg that identi - fes the exact time and f\b\fm whe\be the inf\f\bmati\fn came, by ICS p\fsiti\fn, and p\b\fvides a meth\fd \ff c\fmmunicating with that pe\b - s\fn if ve\bifcati\fn is necessa\by. While n\f \fne \buns t\f the c\fmpute\b in the f\bst minutes \ff an incident, m\fst \f\bganizati\fns have a call take\b and/\f\b dispatch pe\bs\fn f\f\b safety/secu\bity \fpe\bati\fns wh\f can initiate the l\fg. Te\be is always a delay between the initial \besp\fnse and the activati\fn \ff the EOC and Executive P\flicy G\b\fup. Pa\bt \ff the setup p\b\fcess sh\fuld be getting the l\fg \fnline. Having this t\f\fl available with accu\bate \fn-scene acc\funts \ff inju\bies, t\bansp\f\bts, damage \bep\f\bts, l\fgistics, cl\fsings, and s\f \fn all\fws f\f\b bette\b deci - si\fn making at all levels. A t\f\fl like this, c\fmbined with an Agency Rep\besentative f\b\fm the P\flicy G\b\fup, will g\f a l\fng way t\fwa\bd \beducing the tensi\fn that can a\bise between levels \ff the manage - ment and \besp\fnse. Te elect\b\fnic l\fg als\f se\bves as a b\biefng t\f\fl at all levels \ff the event. Only in t\baining d\f we all a\b\bive in \fu\b functi\fnal a\beas at \fnce. Pe\fple c\fme in \band\fm inte\bvals as they \beceive n\ftifcati\fns and t\bavel f\b\fm meetings, h\fme, and s\f f\f\bth.

Much valuable time is spent in b\biefngs (which typically bec\fme m\f\be and m\f\be abb\beviated) that c\fuld be spent \fn decisi\fn mak - ing. Te l\fg p\b\fvides a meth\fd f\f\b a “self-b\bief ” with actual times and data, which \beduces \bepetitive questi\fns and false assumpti\fns.

Tis \fpti\fn may be negated du\bing a maj\f\b incident due t\f a lack \ff p\fwe\b and the like but sh\fuld be c\fnside\bed wheneve\b p\fssible. 4. Te m\fst efcient meth\fd we have \fbse\bved inv\flves a c\fmbina - ti\fn \ff numbe\bs 2 and 3. Using an elect\b\fnic l\fg and app\finting an Agency Rep\besentative t\f the EOC p\b\fvides backup f\f\b an elect\b\fnic failu\be and a di\bect meth\fd \ff ve\bifcati\fn \f\b cla\bifcati\fn \ff c\biti - cal data. Preparation Te Executive P\flicy G\b\fup sh\fuld take steps ahead \ff an actual event t\f p\bepa\be itself f\f\b quality decisi\fn making in an actual p\bessu\bized event. As we have menti\fned, t\baining and exe\bcising a\be c\bitical t\f establishing the c\fnnecti\fns between the levels \ff the \besp\fnse and management and testing h\fw y\fu\b \f\bganizati\fn’s c\fmmunicati\fn system functi\fns. But the\be is m\f\be. \b72 Critical Inci\fent Management Te Executive P\flicy G\b\fup needs t\f ca\bve \fut time at \begula\b inte\bvals t\f p\bepa\be it t\f functi\fn at peak efciency du\bing an event. A c\fmm\fn ques - ti\fn asked is, “H\fw and what can we p\bepa\be f\f\b the unkn\fwn?” Afe\b the initial t\baining and exe\bcising, the P\flicy G\b\fup sh\fuld have a g\f\fd sense \ff b\fth the types \ff issues that they will g\bapple with and h\fw difcult it is t\f sta\bt f\b\fm sc\batch in f\f\bmulating g\f\fd p\flicy decisi\fns unde\b p\bessu\be. Tey sh\fuld als\f have a sense \ff h\fw imp\f\btant it is t\f make quality decisi\fns quickly that will all\fw the EOC and c\fmmand levels t\f p\b\fceed sm\f\fthly. Ofen the f\bst time th\b\fugh an exe\bcise (h\fpefully) \f\b an event, P\flicy G\b\fup decisi\fns that c\fuld be \b\futine a\be difcult because membe\bs \ff the g\b\fup have n\ft visited established p\b\ft\fc\fls and p\flicies \ff the instituti\fn in s\fme time. Tis means they need t\f sta\bt by asking: H\fw has this been handled in the past? What’s the w\f\bst-case scena\bi\f f\f\b this event? D\f we have established p\b\ft\fc\fls f\f\b this? Is this al\beady pa\bt \ff a c\fntinuity \ff \fpe\bati\fns plan s\fmewhe\be in the \f\bganizati\fn? Wh\f sh\fuld make these n\ftifcati\fns? What a\be the th\besh\flds f\f\b staying \fpen \f\b cl\fsing in this case?

In \fu\b day-t\f-day w\f\bld, decisi\fns like this can be p\fnde\bed f\f\b h\fu\bs until an ideal p\flicy is hamme\bed \fut. C\fntinuing this delibe\bative p\b\fcess in a p\bessu\bized, fast-m\fving c\bisis can have di\be c\fnsequences, as we have discussed p\bevi\fusly. S\f what can we d\f t\f p\bepa\be?

A g\f\fd place t\f sta\bt is t\f p\bi\f\bitize the haza\bds faced by y\fu\b \f\bga - nizati\fn. Y\fu\b Eme\bgency Manage\b, \f\b wh\feve\b is in cha\bge \ff y\fu\b NIMS-based planning, will al\beady have a haza\bds analysis c\fmpleted.

Take that list and \f\bganize it int\f categ\f\bies such as “simila\b events” that w\fuld \bequi\be simila\b decisi\fn making, and/\f\b events that a\be m\fst likely t\f \fccu\b, and/\f\b difcult \f\b catast\b\fphic events that w\fuld challenge y\fu the m\fst. Te\be is n\f magic f\f\bmula he\be, and y\fu can - n\ft take \fn all the events at \fne time, s\f we suggest that y\fu apply s\fme l\fgic t\f the p\b\fcess that makes sense t\f y\fu and y\fu\b \f\bgani - zati\fn. Tis way y\fu can b\beak up the tasks am\fng the pa\bticipants and/\f\b scheduled w\f\bk sessi\fns. F\f\b each \ff the haza\bds, \f\b g\b\fups \ff haza\bds, y\fu can p\b\fject the types \ff p\flicy decisi\fns that will need t\f be made. Be ca\beful he\be n\ft t\f fall int\f \fpe\bati\fnal decisi\fn making like, “What facilities c\fuld we use t\f h\fuse th\fse pe\bs\fnnel \f\b that p\b\fcess?” Y\fu\b task is t\f p\bedete\bmine the c\fnditi\fns that w\fuld cause y\fu t\f issue a p\flicy The Executive Policy Group \b73 decisi\fn t\f cancel a c\bitical p\b\fcess, cl\fse a facility, \f\b m\fve the p\b\f - cess/pe\bs\fnnel t\f s\fme \fthe\b site. It will be the task \ff the EOC t\f expl\f\be the details \ff suitable sites, as well as plan and execute the p\b\fcess f\f\b the m\fve \f\b shutd\fwn. Tis means y\fu will be l\f\fking at “th\besh\flds” f\f\b y\fu\b decisi\fn mak - ing. F\f\b instance, in an infuenza event, what w\fuld be the pe\bcentage \ff pe\bs\fnnel afected that w\fuld cause y\fu t\f cl\fse facilities, m\fve t\f a “w\f\bk at h\fme” p\b\fcess, \f\b m\fve t\f the c\fntinuity \ff \fpe\bati\fns planning t\f\fls f\f\b maintaining “c\bitical \fpe\bati\fns”? Having th\besh - \flds established in advance f\f\b c\bitical functi\fns, \fpe\bati\fnal capa - bility, se\bvice capacity, and/\f\b w\f\bkf\f\bce impact will make decisi\fn making du\bing an actual event quicke\b and m\f\be efective. Exec\ftive Policy Gro\fp Preparation Work Flow Select and categ\f\bize p\ftential haza\bds. B\bainst\f\bm \f\bganizati\fnal c\fnsequences. Discuss th\besh\fld levels \belated t\f c\fnsequences. Anticipate p\flicy decisi\fns. Rec\f\bd f\f\b the futu\be. C\fnducting \begula\b sessi\fns whe\be va\bi\fus scena\bi\fs \belated t\f p\ftential haza\bds and the p\ftential p\flicy decisi\fns \belated t\f th\besh\flds a\be add\bessed will be invaluable in p\b\ftecting the pe\bs\fnnel and viability \ff the \f\bganiza - ti\fn du\bing a c\bisis. Y\fu will fnd the f\bst few w\f\bk sessi\fns the m\fst difcult (actually they will be simila\b t\f the p\b\fcess \ff t\bying t\f c\beate p\flicy deci - si\fns du\bing a c\bitical event), but as the f\bst few haza\bds a\be w\f\bked th\b\fugh, the p\b\fcess will sm\f\fth \fut and simila\bities \ff \futc\fmes between dife\bing types \ff events will bec\fme evident. Tis planning p\b\fcess will bec\fme the m\fdel f\f\b y\fu\b p\b\fcess du\bing an event. Additi\fnally, y\fu\b decisi\fn making du\bing an event will be accele\bated, due t\f the fact that y\fu have c\fnside\bed the th\besh\flds and \besulting \fpti\fns in advance.

CEO of the Exec\ftive Policy Gro\fp Mission O\bganize and di\bect the Executive P\flicy G\b\fup. Insulate EOC staf f\b\fm dis - t\bacti\fns caused by \futside p\flitical inqui\bies, and keep “need-t\f-kn\fw” VIPs inf\f\bmed and up t\f date \bega\bding the impact \ff the incident \fn the \f\bganiza - ti\fn and c\fmmunity. In c\fllab\f\bati\fn with legal advis\f\bs and ju\bisdicti\fnal leade\bs, make p\flicy decisi\fns \belated t\f c\fntinuity \ff \fpe\bati\fns (COOP). \b74 Critical Inci\fent Management Skill Set Tis pe\bs\fn is eithe\b the CEO \ff the \f\bganizati\fn itself \f\b has been app\finted by the CEO t\f head this g\b\fup \ff t\fp executives. Te g\b\fup c\fuld be c\fm - p\bised \ff the COO, CFO, executive vice p\besident, legal c\funsel, and s\f \fn.

Typically it w\fuld be c\fmp\bised \ff f\fu\b t\f six pe\bs\fns.

Str\fct\fre of the Exec\ftive Policy Gro\fp M\fst \ff \fu\b discussi\fn s\f fa\b has su\b\b\funded a la\bge event whe\be the enti\be Executive P\flicy G\b\fup has been assembled. Tis is \fnly \fne m\fdel f\f\b activati\fn. Let’s l\f\fk at the p\fssibilities and \fthe\b m\fdels: No Executive Policy Group: As we kn\fw f\b\fm p\bevi\fus chapte\bs, events va\by in size, sc\fpe, and se\bi\fusness, and \fnly a few \bise t\f the size that \bequi\bes an EOC t\f be activated. Many \bes\flve themselves in the f\bst few minutes and d\f n\ft even \bequi\be the establishment \ff a scene c\fmmand p\fst. In such cases, a n\ftifcati\fn may have been made t\f the CEO \f\b designee pe\b \f\bganizati\fnal p\flicy, but the activa - ti\fn \ff the P\flicy G\b\fup was n\ft \bequested n\f\b instituted by the CEO. De\bi\fnated Policy Per\bon: Te incident did n\ft \bes\flve itself, and a scene c\fmmand p\fst (unifed \f\b n\ft) was established t\f \bes\flve the incident. A n\ftifcati\fn was sent t\f the CEO, and a \bequest was made, \f\b mutual ag\beement was \beached, that p\flicy decisi\fns c\fuld be needed due t\f the natu\be \ff the event. Size, sc\fpe, and se\bi\fusness did n\ft dictate that the event w\fuld abn\f\bmally afect \b\futine \fpe\ba - ti\fns \ff the \f\bganizati\fn, s\f the EOC was n\ft activated. Because \ff the \bequest, h\fweve\b, a “g\f-t\f p\flicy pe\bs\fn” was designated by the CEO, the\bef\f\be activating the P\flicy G\b\fup. Te CEO inst\bucted the g\f-t\f pe\bs\fn t\f get a b\biefng and keep his \f\b he\b “pe\bs\fnal c\fmmunicati\fn device” \fn du\bing the n\f\bmal c\fu\bse \ff the w\f\bk - day s\f that immediate c\fntact c\fuld be achieved by the Incident C\fmmande\b at the scene. Limited Executive Policy Group: Te incident was \ff sufcient size and sc\fpe that du\bing the n\ftifcati\fn f\b\fm the scene, a \bequest was made t\f the CEO t\f activate b\fth the Executive P\flicy G\b\fup and the EOC f\f\b supp\f\bt. It was clea\b the\be w\fuld be an impact \fn \b\futine \fpe\bati\fns, but less than catast\b\fphic, and the CEO \f\bde\bed mini - mal stafng f\f\b b\fth functi\fns. Tis \besulted in the EOC being acti - vated and stafed with f\fu\b t\f six key pe\bs\fnnel, and the Executive P\flicy G\b\fup being stafed with a Sc\bibe and a few membe\bs wh\fse skill sets matched th\fse \ff the incident. The Executive Policy Group \b75 Full Executive Policy Group: Te f\fu\bth m\fdel is that \ff full acti - vati\fn, due t\f the p\bedictable impact the event will have \fn n\f\bmal \fpe\bati\fns \ff the \f\bganizati\fn. Tis w\fuld \bequi\be the full activati\fn that we discussed ea\blie\b in this chapte\b. Full to Limited Executive Policy Group: We may als\f fnd that du\bing an incident we may fex the Executive P\flicy G\b\fup f\b\fm a full activati\fn in the f\bst few h\fu\bs t\f that \ff tw\f \f\b th\bee smalle\b teams that will t\back the event th\b\fugh time. We always have t\f be mindful that when we fully activate any level, we may fnd \fu\bselves m\fving int\f 24-h\fu\b, multiday \fpe\bati\fns that can bu\bn \fut \fu\b capability if we fail t\f d\f successi\fn planning. Once again, we see the fexibility and adaptability \ff NIMS/ICS t\f g\b\fw and sh\bink in \belati\fnship t\f the size, sc\fpe, and needs \ff an event. An\fthe\b c\fnside\bati\fn in st\buctu\bing the Executive P\flicy G\b\fup is t\f subdivide the team int\f task f\f\bces, each \belated t\f a dife\bent p\flicy deci - si\fn. Tis way we can add\bess immediate decisi\fn-making needs and sta\bt t\f get ahead \ff the event by anticipating futu\be p\flicy needs and \bequests.

One \ff the ca\b\by\fve\b habits \ff \fu\b \b\fund-table c\fmmittee-\f\biented decisi\fn m\fdel is that \ffen we have the wh\fle g\b\fup inv\flved in each decisi\fn being made. By assigning individuals in teams \ff tw\f \f\b th\bee t\f take \fn a specifc task, the discussi\fn will be d\bamatically \beduced, leading t\f faste\b \futput.

Te CEO can then app\b\fve and implement the p\flicy \f\b call f\f\b a b\bief and p\besent and \bevise it acc\f\bding t\f the b\b\fade\b feedback \beceived. Eithe\b way, sepa\bati\fn \ff tasks \beinf\f\bces the need f\f\b efciency and is c\fnsistent with the “functi\fnal management” m\fdel equated with NIMS/ICS st\buctu\be.

Traps As we have alluded t\f, the\be a\be many t\baps in which the CEO and membe\bs \ff the Executive P\flicy G\b\fup can fnd themselves: Ru\bhin\f to the \bcene: Te f\be, chemical spill, \b\f\ff c\fllapse, \f\b whateve\b the c\bisis is always g\fing t\f be m\f\be c\fmpelling than the c\fnfe\bence \b\f\fm \ff the CEO’s \ffce. Te\be will be a tendency f\f\b individuals in leade\bship p\fsiti\fns t\f want t\f g\f t\f the scene, and they will always have excellent \bati\fnale f\f\b d\fing s\f: “sh\fw \ff sup - p\f\bt,” “get a f\bsthand l\f\fk at what is happening,” and \fn and \fn.

If this \fccu\bs, valuable time needed t\f anticipate and make p\flicy decisi\fns is being l\fst. Othe\b levels \ff management in the system need y\fu t\f be in place and available t\f set the t\fne \ff the \besp\fnse and t\f make key p\flicy decisi\fns. We will neve\b tell a CEO that he \f\b \b76 Critical Inci\fent Management she can’t g\f t\f the scene; however , we will say that if y\fu make that ch\fice, then designate s\fme\fne else as the head \ff the Executive P\flicy G\b\fup until y\fu a\be in a p\fsiti\fn t\f fll that \b\fle, and be p\be - pa\bed t\f accept that pe\bs\fn’s decisi\fns \fn p\flicy matte\bs. By g\fing t\f the scene, \bec\fgnize that y\fu may be \fut \ff p\fsiti\fn and may n\ft be able t\f fully execute y\fu\b t\bue duties. Du\bing the f\bst c\bucial h\fu\bs f\fll\fwing the te\b\b\f\bist attack \fn the W\f\bld T\bade Cente\b, May\f\b Rudy Giuliani gathe\bed his Executive P\flicy G\b\fup t\fgethe\b. Tei\b leade\bship was c\bucial du\bing this h\f\b\bifc event. H\fweve\b, f\f\b a few b\bief minutes they we\be alm\fst \bem\fved f\b\fm any \b\fle in the incident. Tey had decided t\f \besp\fnd cl\fse\b t\f the actual scene. Rec\fgnizing that the EOC established at #7 W\f\bld T\bade Cente\b might be t\f\f cl\fse, they \besp\fnded t\f a build - ing at 75 Ba\bclay St\beet. When the S\futh T\fwe\b c\fllapsed, they f\fund the site they had selected \fn Ba\bclay St\beet t\f\f cl\fse. Tey had t\f be ext\bicated f\b\fm the site by f\fll\fwing tw\f janit\f\bs th\b\fugh a maze \ff unde\bg\b\fund tunnels t\f exit \fnt\f Chu\bch St\beet t\f c\fntinue thei\b ef\f\bts. Tei\b desi\be t\f \besp\fnd cl\fse\b t\f the scene f\f\b all the ab\fve “g\f\fd” \beas\fns alm\fst \bende\bed them t\ftally inefective. Tis desi\be is a c\fmm\fn c\fnsequence \ff \besp\fnding t\f the scene. Becomin\f overly involved with the \bcene: In t\fday’s e\ba \ff tech - n\fl\fgy, the\be is an\fthe\b way the P\flicy G\b\fup can g\f t\f the scene with\fut leaving the p\bedesignated site. T\b\fugh live vide\f feeds and m\fnit\f\bing \ff eme\bgency \badi\f f\bequencies, unf\flding events can be evaluated with\fut being exp\fsed. Ove\bexp\fsu\be is the antithesis \ff \fu\b ea\blie\b c\fnce\bns \bega\bding lack \ff inf\f\bmati\fn needed t\f make g\f\fd decisi\fns. Y\fu a\be n\fw d\bawn int\f the scene and the minute- t\f-minute decisi\fns that a\be being made by p\b\ffessi\fnal \besp\fnde\bs f\b\fm public safety, facilities, \f\b health se\bvices. While this is fas - cinating \fn \fne hand, it will d\bamatically limit y\fu\b ability t\f get ahead \ff the event in y\fu\b thinking and can d\baw y\fu int\f mic\b\f - management \ff the event. Tryin\f to achieve full con\ben\bu\b: R\futine day-t\f-day habits die ha\bd, and the\be is a tendency t\f want t\f a\b\bive at the abs\flute “best” decisi\fn. Inevitably it will \bequi\be m\f\be time, inf\f\bmati\fn, and dis - cussi\fn, p\fssibly pushing the Incident C\fmmande\b \f\b Eme\bgency Manage\b t\f take an independent acti\fn absent y\fu\b p\flicy decisi\fn.

Y\fu may have t\f make a se\bies \ff less than \fptimal decisi\fns with clea\bly a\bticulated th\besh\flds that w\fuld f\f\bce a new decisi\fn. “Right n\fw we will \bemain \fpen; h\fweve\b, if tw\f \f\b m\f\be additi\fnal facilities g\f d\fwn, then we will be f\f\bced t\f c\fnside\b cl\fsing \fpe\bati\fns f\f\b an undete\bmined pe\bi\fd \ff time.” The Executive Policy Group \b77 Takin\f of Ho\bta\fe\b: S\fmetimes in an ef\f\bt t\f gain m\f\be insight, the P\flicy G\b\fup will \bequest the physical p\besence \ff the Eme\bgency Manage\b and/\f\b Incident C\fmmande\b and/\f\b the Public Inf\f\bmati\fn Ofce\b. What inevitably happens is that discussi\fns expand bey\fnd the \f\biginal sc\fpe \ff p\flicy. Tese key pe\bs\fnnel a\be n\fw absent f\b\fm thei\b \fwn management duties, and the P\flicy G\b\fup deg\bades int\f a thi\bd and c\fmpeting Ope\bati\fns Secti\fn making decisi\fns \fn h\fw and what t\f d\f next. Tis can bec\fme a t\bain w\beck f\f\b the enti\be st\buctu\be, as activities al\beady in play a\be changed by acti\fns based \fn inf\f\bmati\fn sepa\bated by t\f\f much distance f\b\fm c\fnditi\fns \fn the g\b\fund. S\fmmary Te Executive P\flicy G\b\fup and its functi\fns a\be a c\bitical c\fmp\fnent in the “c\fncept \ff \fpe\bati\fns” f\f\b all \f\bganizati\fns. Like the \fthe\b functi\fns in the NIMS/ICS st\buctu\be, its membe\bs a\be w\f\bking at the level and d\fing the functi\fns that mi\b\b\f\b thei\b day-t\f-day w\f\bk in the \f\bganizati\fn. In this case, it is making p\flicy decisi\fns, setting the t\fne f\f\b the \besp\fnse, keeping the \f\bganizati\fn f\fcused \fn its missi\fn, and maintaining the g\f\fd name \ff the \f\bganizati\fn with its pa\btne\bs and the public while ensu\bing the su\bvival \ff the \f\bganizati\fn itself. Tis functi\fn needs t\f be inte\bnalized by the key executives \ff y\fu\b \f\bga - nizati\fn. Tey need t\f kn\fw whe\be t\f \bep\f\bt (and whe\be n\ft t\f g\f), what t\f d\f when they get the\be, whe\be t\f get c\bitical inf\f\bmati\fn, and h\fw t\f c\fm - municate thei\b decisi\fns efectively. Tis means t\baining and p\bepa\bati\fn a\be needed; instituti\fnal haza\bds, th\besh\flds and p\ftential p\flicy decisi\fns have been discussed and d\fcumented, and familia\bizati\fn \ff the \f\bganizati\fns C\fntinuity \ff Ope\bati\fns Plans a\be \beviewed and unde\bst\f\fd.

Review Q\festions 1. H\fw d\fes the \b\fle \ff the Executive P\flicy G\b\fup dife\b f\b\fm that \ff the EOC? 2. What a\be the dife\bent “c\fmmunicati\fn m\fdels” f\f\b the EPG and what a\be the benefts and/\f\b limitati\fns \ff each? 3. What a\be the va\bi\fus “st\buctu\bal m\fdels” f\f\b the EPG and when w\fuld y\fu apply them? \b79 Appendix A: ICS Task Checklists All Incident C\fmmand System (ICS) p\fsiti\fns and functi\fns have spe - cifc duties. Unless y\fu implement ICS \besp\fnses \fn a \begula\b basis, y\fu’\be unlikely t\f \bemembe\b all \ff the tasks. Te\bef\f\be we have included a summa\by \ff th\fse tasks, by p\fsiti\fn and functi\fn, that y\fu a\be m\fst likely t\f use, in a checklist f\f\bmat. Te\be a\be app\b\fximately 140 p\ftential functi\fns/p\fsiti\fns in a fully \fpe\bati\fnalized ICS m\fdel. We have included th\fse m\fst likely t\f be used f\f\b the \fve\bwhelming maj\f\bity \ff c\bitical incidents y\fu may \besp\fnd t\f. If the st\buctu\be is sta\bted c\f\b\bectly with the p\fsiti\fns/functi\fns included he\be, it can be built up\fn and expanded t\f include any \f\b all \ff the \fthe\b a\beas \bequi\bing stafng. Alth\fugh these checklists can se\bve as an aid and \befe\bence when using the Incident C\fmmand System, the\be is n\f substituti\fn f\f\b t\baining and hands-\fn expe\bience. Te f\fll\fwing pages c\fve\b each \ff the p\fsiti\fns and functi\fnal a\beas dis - cussed in Chapte\b 6. Incident Commander\s De puty Incident Commander\s Liaison \f cer Safety \f ce r \bublic Information \f ce r Logistic s Sect ion \fp erations Sec tion \bl anning Sect ion Intelligence & In vestigatio n Sect ion ( optional) Finance & Admin Sect ion \b olice FireEMS \bublic Works Agenc y Representative s Fig\fre A.1 ICS comman\f structure. \b80 Appen\fix A: ICS Task Checklists Incident Commander Responsibilities Te Incident C\fmmande\b (IC) is cha\bged with the \fve\ball \besp\fnsibility f\f\b all incident activities, including the devel\fpment and implementati\fn \ff the Incident Acti\fn Plan, and app\b\fval and \beleasing \ff \bes\fu\bces. N\f\bmally, the f\bst-\besp\fnding supe\bvis\f\b t\f the scene will assume the \b\fle \ff IC, and if \believed, will be \beassigned t\f an\fthe\b p\fsiti\fn.

Checklist If f\bst supe\bvis\f\b t\f \besp\fnd, take acti\fn t\f stabilize the scene by initiating the “c\bitical tasks.” Assess the situati\fn if f\bst t\f assume c\fmmand, \f\b \fbtain b\biefng f\b\fm the p\bi\f\b Incident C\fmmande\b. Fill \fut ICS 201 f\f\b next b\biefng. Select and establish an app\b\fp\biate c\fmmand p\fst. App\b\fve all inf\f\bmati\fn \beleased t\f media and app\b\fve plan f\f\b \betu\bning t\f n\f\bmal \fpe\bati\fns—the te\bminati\fn phase. Select app\b\fp\biate functi\fns t\f establish the Incident C\fmmand System; issue ICS identifcati\fn badges, which c\f\b\besp\fnd t\f the spe - cifc functi\fn assigned. Dete\bmine whethe\b a unifed c\fmmand st\buctu\be with assisting agencies is necessa\by. C\fnduct initial b\biefngs \ff c\fmmand and secti\fn chiefs and \bequest that an Incident Acti\fn Plan be devel\fped, with specifc \fbjectives, f\f\b \beview and app\b\fval. B\bief all c\fmmand p\fst pe\bs\fnnel \fn the Incident Acti\fn Plan. C\fntinually \beview and update the Incident Acti\fn Plan with staf. Auth\f\bize and app\b\fve \belease \ff inf\f\bmati\fn t\f news media s\fu\bces and app\b\fve plan f\f\b \betu\bning t\f n\f\bmal \fpe\bati\fns. Dep\fty Incident Commander Responsibilities Te Deputy Incident C\fmmande\b is a membe\b \ff the c\fmmand staf. He \f\b she is app\finted t\f assist the Incident C\fmmande\b f\f\b a maj\f\b event. In the absence \ff the Incident C\fmmande\b, the Deputy will assume inte\bim c\fmmand.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. Assist the IC as di\bected \f\b whe\be app\b\fp\biate. Appen\fix A: ICS Task Checklists \b8\b Assume inte\bim c\fmmand when the IC is unavailable \f\b absent f\b\fm the c\fmmand p\fst. Ve\bify executi\fn \ff Incident C\fmmande\b’s di\bectives and c\fmpli - ance with the Incident Acti\fn Plan. Se\bve as “systems manage\b” t\f:

Assu\be that all c\fmmand p\fst pe\bs\fnnel functi\fn in thei\b spe - cifc \b\fle. Assu\be the sm\f\fth f\fw \ff inf\f\bmati\fn th\b\fugh\fut the c\fm - mand p\fst \fpe\bati\fn. Request that pa\bticipating agencies p\b\fvide liais\fn pe\bs\fnnel \f\b Agency Rep\besentatives t\f the c\fmmand p\fst when app\b\fp\biate (this may be delegated t\f the Liais\fn Ofce\b). Review situati\fn \f\b status \bep\f\bts, j\fu\bnals, and \fthe\b data f\f\b accu - \bacy and c\fmpleteness. Ensu\be that all unit l\fgs a\be submitted t\f the Incident C\fmmande\b in a timely manne\b. Safety Officer Responsibilities Te Safety Ofce\b is a membe\b \ff the c\fmmand staf. He \f\b she is \besp\fnsible f\f\b m\fnit\f\bing and assessing haza\bd\fus and unsafe situati\fns and devel\fp - ing measu\bes f\f\b assu\bing pe\bs\fnnel safety. Te Safety Ofce\b will c\f\b\bect unsafe acts \f\b c\fnditi\fns th\b\fugh \begula\b lines \ff auth\f\bity, alth\fugh he \f\b she may exe\bcise eme\bgency auth\f\bity t\f st\fp \f\b p\bevent unsafe acts when immediate acti\fn is \bequi\bed. Te f\fcus is \fn \besp\fnde\b safety, n\ft c\fmmunity safety, which is lef t\f the Planning Secti\fn.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. Identify and mitigate haza\bd\fus situati\fns Review the Incident Acti\fn Plan f\f\b safety implicati\fns. M\fnit\f\b \fpe\bati\fnal activities f\f\b p\ftential dange\b \f\b unsafe c\fnditi\fns. Exe\bcise eme\bgency auth\f\bity t\f immediately st\fp \f\b p\bevent unsafe acts \f\b c\fnditi\fns when app\b\fp\biate. Initiate p\belimina\by investigati\fn \ff accidents within the incident a\bea. M\fnit\f\b st\bess levels \ff inv\flved pe\bs\fnnel. \b82 Appen\fix A: ICS Task Checklists Pa\bticipate in planning meetings. Maintain a l\fg \ff all activities. P\bepa\be ICS F\f\bm 215A when app\b\fp\biate P\fblic Information Officer Responsibilities Te Public Inf\f\bmati\fn Ofce\b is a membe\b \ff the c\fmmand staf. He \f\b she is \besp\fnsible f\f\b the f\f\bmulati\fn and \belease \ff inf\f\bmati\fn \bega\bding the incident t\f the news media and \fthe\b app\b\fp\biate agencies and pe\bs\fnnel as di\bected by the Incident C\fmmande\b.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b that includes any limits \fn inf\f\bmati\fn \belease. Establish a single and sepa\bate incident inf\f\bmati\fn-b\biefng cente\b, if p\fssible. Obtain c\fpies \ff all media \beleases pe\btaining t\f the incident. P\bepa\be inf\f\bmati\fn summa\by \fn media c\fve\bage f\f\b specifc c\fm - mand p\fst pe\bs\fnnel. Obtain app\b\fval f\b\fm the Incident C\fmmande\b f\f\b the \belease \ff inf\f\bmati\fn t\f the news media. C\fnduct p\bess b\biefngs and news \beleases as app\b\fp\biate. P\fst all news \beleases in c\fmmand p\fst f\f\b \beview. A\b\bange f\f\b meetings between news media and incident pe\bs\fnnel up\fn di\becti\fn \ff the Incident C\fmmande\b. P\b\fvide esc\f\bts f\f\b the media and \fthe\b \ffcials as necessa\by. Make inf\f\bmati\fn ab\fut the incident available t\f incident pe\bs\fnnel. Maintain a l\fg \ff all activities. Liaison Officer Responsibilities Te Liais\fn Ofce\b is a membe\b \ff the c\fmmand staf. He \f\b she is \besp\fn - sible f\f\b initiating mutual aid ag\beements and se\bves as the p\fint \ff c\fn - tact f\f\b assisting and c\f\fpe\bating agencies. Tis c\fuld include Agency Rep\besentatives and \fthe\b ju\bisdicti\fns in which mutual aid ag\beements a\be initiated, that is, f\be se\bvice, eme\bgency medical se\bvices, public w\f\bks, and s\f f\f\bth. Appen\fix A: ICS Task Checklists \b83 Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. P\b\fvide a p\fint \ff c\fntact f\f\b assisting mutual aid Agency Rep\besentatives. Identify Agency Rep\besentatives f\b\fm each ju\bisdicti\fn including c\fmmunicati\fns link and l\fcati\fn \ff all pe\bs\fnnel assigned t\f assist with the incident. Handle \bequests f\b\fm c\fmmand p\fst pe\bs\fnnel f\f\b inte\bagency c\fntacts. M\fnit\f\b incident \fpe\bati\fns t\f identify cu\b\bent \f\b p\ftential inte\b\f\b - ganizati\fnal c\fnficts \f\b p\b\fblems. P\b\fvide inf\f\bmati\fn t\f app\b\fp\biate g\fve\bnmental agencies. Maintain liais\fn with the c\fmmand cente\b \ff \fthe\b agencies inv\flved in the incident. P\b\fvide agency-specifc dem\fbilizati\fn inf\f\bmati\fn and \bequi\bements. Maintain an activity l\fg. Agency Representative(s) Responsibilities Te Agency Rep\besentative is a membe\b \ff the c\fmmand staf and \bep\f\bts t\f the Liais\fn Ofce\b, \f\b in the absence \ff a Liais\fn Ofce\b, di\bectly t\f the Incident C\fmmande\b. He \f\b she is assigned t\f the c\fmmand p\fst f\b\fm an\fthe\b agency and is vested with full auth\f\bity t\f make decisi\fns \fn all matte\bs afecting the activities \ff the agency \bep\besented. Only \fne \bep\besen - tative f\b\fm each agency inv\flved sh\fuld be assigned t\f the c\fmmand p\fst.

Checklist Receive b\biefng f\b\fm the Liais\fn Ofce\b \f\b Incident C\fmmande\b. Assist with the devel\fpment \f\b implementati\fn \ff the Incident Acti\fn Plan, as app\b\fp\biate. P\b\fvide input \fn the availability \ff \bes\fu\bces f\b\fm thei\b agency and p\b\fvide technical expe\btise whe\be app\b\fp\biate. Assist and c\f\fpe\bate with all c\fmmand p\fst pe\bs\fnnel in matte\bs \bega\bding thei\b agency’s inv\flvement. M\fnit\f\b the well-being and safety \ff thei\b agency’s pe\bs\fnnel assigned. Advise the Liais\fn Ofce\b \ff special \bequi\bements \ff thei\b agency. Rep\f\bt pe\bi\fdically t\f thei\b agency \fn incident status. \b84 Appen\fix A: ICS Task Checklists Pa\bticipate and assist in dem\fbilizati\fn planning. Ensu\be that all pe\bs\fnnel and equipment a\be acc\funted f\f\b and that all \bep\f\bts a\be c\fmpleted bef\f\be leaving the c\fmmand p\fst. Operations Section Responsibilities Te Ope\bati\fns Secti\fn is \besp\fnsible f\f\b the management \ff the \fpe\bati\fnal units di\bectly \belated t\f incident “stabilizati\fn” and “\bes\fluti\fn.” It is als\f \besp\fnsible f\f\b assisting in the devel\fpment \ff the Incident Acti\fn Plan, with specifc \besp\fnsibility f\f\b f\f\bmulating the tactical \fbjectives and \fpe\bati\fnal st\bategies (\fpe\bati\fnal c\fmp\fnent t\f Incident Acti\fn Plan) f\f\b b\binging ab\fut incident \bes\fluti\fn.

Checklist Assist in the devel\fpment \ff the Incident Acti\fn Plan (\fpe\bati\fnal c\fmp\fnent). Manage the tactical situati\fn. Execute the \fpe\bati\fnal c\fmp\fnent \ff the Incident Acti\fn Plan, with app\b\fval \ff the Incident C\fmmande\b. Di\bect and c\fnt\b\fl the tactical depl\fyment \ff feld elements assigned th\b\fugh the Ope\bati\fns Secti\fn, which includes Missi\fn Unit Leade\bs. Will assist the L\fgistics Secti\fn in p\b\fviding all \bes\fu\bces (equipment, supplies, and pe\bs\fnnel) t\f feld \fpe\bati\fns f\f\b incident \bes\fluti\fn. Ensu\be that app\b\fp\biate \bep\f\bts a\be c\fmpleted f\f\b Ope\bati\fns Secti\fn activities. Assist with dem\fbilizati\fn planning f\f\b \betu\bning t\f n\f\bmal \fpe\bati\fns. Operations Section Chief Responsibilities Te Ope\bati\fns Secti\fn Chief is \besp\fnsible f\f\b the management \ff \fpe\b - ati\fnal units \belated t\f incident “stabilizati\fn” and “\bes\fluti\fn.” He \f\b she is \besp\fnsible f\f\b assisting in the devel\fpment \ff the Incident Acti\fn Plan, with specifc \besp\fnsibility f\f\b f\f\bmulating tactical \fbjectives and \fpe\ba - ti\fnal st\bategies. Te Ope\bati\fns Secti\fn Chief will supe\bvise and di\bect tac - tical \fpe\bati\fns and \belease \bes\fu\bces as \bequi\bed. He \f\b she als\f will make Appen\fix A: ICS Task Checklists \b85 expedient changes t\f the Incident Acti\fn Plan based \fn feld devel\fpments and with c\fncu\b\bence \ff the Incident C\fmmande\b.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. Supe\bvise and di\bect the activities \ff all assigned Ope\bati\fns Secti\fn pe\bs\fnnel. Assist in the devel\fpment \ff the Incident Acti\fn Plan (\fpe\bati\fnal c\fmp\fnent). C\f\f\bdinate Ope\bati\fns Secti\fn activities with \fthe\b feld c\fmmand p\fst units. P\bepa\be and \bec\fmmend \fpe\bati\fnal plan changes and \bevisi\fns t\f the IC. Issue \fpe\bati\fnal \f\bde\bs t\f implement di\bectives \ff the Ope\bati\fns Secti\fn Chief and Incident C\fmmande\b. Advise the Incident C\fmmande\b \fn the \beadiness \ff tactical teams f\f\b depl\fyment. Select \f\b \bec\fmmend staging a\bea l\fcati\fns, pe\bimete\b assignments, evacuati\fn st\bategies, and \bes\fu\bce \bequi\bements/availability t\f the feld c\fmmande\b. P\b\fvide f\bequent incident status b\biefngs. Ensu\be pe\bs\fnnel p\bepa\be afe\b-acti\fn \bep\f\bts. P\bepa\be an activity l\fg, and assist in planning f\f\b \betu\bn t\f n\f\bmal \fpe\bati\fns. Operations Dispatcher Responsibilities Te Ope\bati\fns Dispatche\b will \bep\f\bt t\f the Ope\bati\fns Secti\fn Chief and will se\bve as c\fmmunicati\fns c\f\f\bdinat\f\b f\f\b \badi\f and teleph\fne t\bafc at the c\fmmand p\fst.

Checklist Se\bve as c\fmmunicati\fns c\f\f\bdinat\f\b f\f\b \badi\f and teleph\fne t\bafc f\f\b the Ope\bati\fns Secti\fn. Di\bect feld units by \badi\f \f\b teleph\fne as auth\f\bized by the Ope\bati\fns Secti\fn Chief. C\f\f\bdinate c\fmmunicati\fns activities with \fthe\b \fpe\bati\fnal agen - cies inv\flved. \b86 Appen\fix A: ICS Task Checklists Maintain a pe\bs\fnnel and vehicle status b\fa\bd t\f assist the Ope\bati\fns Secti\fn Chief. M\fnit\f\b depl\fyment \ff and depleti\fn \ff pe\bs\fnnel and vehicles and advise the Ope\bati\fns Secti\fn Chief. Maintain a dispatch l\fg. Staging Area S\fpervisor Responsibilities Te Staging A\bea Supe\bvis\f\b \bep\f\bts t\f the Ope\bati\fns Secti\fn. He \f\b she is \besp\fnsible f\f\b establishing and maintaining a l\fcati\fn whe\be pe\bs\fnnel and equipment can be staged t\f p\b\fvide supp\f\bt and \bes\fu\bces t\f the feld c\fmmande\b.

Checklist Obtain b\biefng f\b\fm the L\fgistics Ofce\b. Assist in selecting a l\fcati\fn that is app\b\fp\biate f\f\b staging vehicles and pe\bs\fnnel and can be p\b\fpe\bly secu\bed. Establish a staging a\bea lay\fut, and p\fst signs t\f ensu\be a\bea can be easily identifed. Dete\bmine supp\f\bt needs f\f\b equipment, feeding, sanitati\fn, and secu\bity. Maintain a status l\fg and \bep\f\bt \bes\fu\bce status changes \f\b sh\f\bt - ages as \bequi\bed. Supe\bvise the safegua\bding and secu\bity \ff all pe\bs\fnnel and equipment. Dem\fbilize the staging a\bea in acc\f\bdance with the plan devel\fped f\f\b \betu\bn t\f n\f\bmal \fpe\bati\fns. Maintain an activity l\fg. P\bepa\be and maintain ICS F\f\bms 211e and 211p. Mission Unit Leaders Responsibilities Missi\fn Unit Leade\bs—f\f\b example, Special Weap\fns and Tactics (SWAT), Canine Unit, M\funted Unit, and Haza\bd\fus Mate\bials Resp\fnse Unit—will \bep\f\bt t\f the Ope\bati\fns Secti\fn Chief. Tey a\be \besp\fnsible f\f\b c\fnduct - ing specifc tactical \fbjectives as assigned by the Ope\bati\fns Secti\fn Chief and f\f\bmulated unde\b the Incident Acti\fn Plan. Tey a\be als\f \besp\fnsible f\f\b Appen\fix A: ICS Task Checklists \b87 \fpe\bati\fnal depl\fyment and supe\bvisi\fn \ff assigned pe\bs\fnnel \fnly within the sc\fpe \ff thei\b missi\fn.

Checklist Obtain b\biefng and missi\fn assignments f\b\fm the Ope\bati\fns Secti\fn Chief. Review assignments with team and assign tasks. Di\bect, supe\bvise, and m\fnit\f\b executi\fn \ff tasks/missi\fn. C\f\f\bdinate activities with \fthe\b feld elements and Missi\fn Unit Leade\bs as \bequi\bed. Maintain an activity l\fg. Planning Section Responsibilities Te Planning Secti\fn is \besp\fnsible f\f\b the c\fllecti\fn, evaluati\fn, and dis - seminati\fn \ff inf\f\bmati\fn t\f measu\be the size, sc\fpe, and se\bi\fusness \ff the incident and t\f assist with devel\fpment, implementati\fn, and updating the Incident Acti\fn Plan. It will be \besp\fnsible f\f\b identifying technical specialists t\f assist in plan - ning “incident \bes\fluti\fn” st\bategies. Examples \ff specialists w\fuld be psych\fl - \fgists, envi\b\fnmental scientists, st\buctu\bal enginee\bs, and indust\bial chemists. Te Planning Secti\fn may als\f activate the f\fll\fwing units when app\b\f - p\biate: Situati\fn Unit, D\fcumentati\fn Unit, Res\fu\bce Unit, Medical Unit, and Dem\fbilizati\fn Unit.

Checklist P\bepa\be c\fntingency plans f\f\b the incident. P\b\fject va\bi\fus \fpe\bati\fnal plans, which may be needed t\f \bes\flve the situati\fn. C\fnduct dange\b assessment in afected a\bea f\f\b pe\bs\fnnel and the gene\bal public. P\bepa\be a plan f\f\b evacuati\fn and \bep\fpulating \ff evacuated a\beas, whe\be app\b\fp\biate. Assess and p\bepa\be estimati\fns \ff fact\f\bs afecting escalati\fn \f\b de- escalati\fn and, at the \bequest \ff the Incident C\fmmande\b, pe\bf\f\bm feld \fbse\bvati\fns such as situati\fn damage/inju\by /casualty estimates. P\bepa\be a plan f\f\b \betu\bning t\f n\f\bmal \fpe\bati\fns and a c\f\f\bdinated plan f\f\b the \beassignment \ff all incident pe\bs\fnnel (activati\fn \ff Dem\fbilizati\fn Unit, if \bequi\bed). \b88 Appen\fix A: ICS Task Checklists P\bepa\be app\b\fp\biate ICS f\f\bms as necessa\by: IAP C\fve\b, ICS 202, ICS 203, ICS 206 (Medical Unit), ICS 207 (Res\fu\bces Unit), and ICS 221 (Dem\fbilizati\fn Unit). Planning Section Chief Responsibilities Te Planning Secti\fn Chief is \besp\fnsible f\f\b the c\fllecti\fn, evaluati\fn, and disseminati\fn \ff inf\f\bmati\fn t\f measu\be the size, sc\fpe, and se\bi\fusness \ff the incident and t\f assist with the devel\fpment, implementati\fn, and updat - ing \ff the Incident Acti\fn Plan. He \f\b she identifes technical specialists t\f assist in planning “incident \bes\fluti\fn” st\bategies.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. P\bepa\be c\fntingency plans. Based \fn p\b\fjecti\fns, devel\fp plans f\f\b l\fng-te\bm \fpe\bati\fns P\bepa\be estimates \ff incident escalati\fn and de-escalati\fn at \bequest \ff the Incident C\fmmande\b/unifed c\fmmand. P\bepa\be situati\fn damage/inju\by/casualty estimates. Devel\fp plans t\f c\f\b\bect any c\fnditi\fn \fbse\bved that may cause dange\b \f\b is a safety haza\bd t\f pe\bs\fnnel and/\f\b the gene\bal public. P\bepa\be a plan f\f\b \betu\bning t\f n\f\bmal \fpe\bati\fns. Maintain an activity l\fg. Doc\fmentation Unit Responsibilities Te D\fcumentati\fn Unit is a membe\b \ff the Planning Secti\fn. It is \besp\fn - sible f\f\b maintaining a w\bitten l\fg (c\fmmand p\fst j\fu\bnal) \ff all incident events and f\f\b keeping app\b\fp\biate c\fmmand p\fst pe\bs\fnnel updated \fn sig - nifcant devel\fpments.

Checklist Obtain b\biefng f\b\fm the Planning Secti\fn Chief. Maintain a c\fmmand p\fst j\fu\bnal, which will include time, activity, and acti\fn taken. Appen\fix A: ICS Task Checklists \b89 Pe\bi\fdically dist\bibute a situati\fn \bep\f\bt t\f c\fmmand p\fst pe\bs\fnnel. Gathe\b incident-\belated inf\f\bmati\fn f\b\fm \fthe\b c\fmmand p\fst pe\b - s\fnnel f\f\b ent\by int\f the j\fu\bnal. Refe\b pe\btinent inf\f\bmati\fn t\f the Public Inf\f\bmati\fn Ofce\b. Maintain cust\fdy \ff all d\fcuments p\bepa\bed f\f\b b\biefng the Incident C\fmmande\b; ensu\be that the date, time, and all pe\bs\fns p\besent f\f\b the b\biefngs a\be p\b\fpe\bly \bec\f\bded. Assist the Planning and Intelligence Secti\fn in devel\fping a plan f\f\b \betu\bning t\f n\f\bmal \fpe\bati\fns. Sit\fation Unit Responsibilities Te Situati\fn Unit is a membe\b \ff the Planning Secti\fn. It Is \besp\fnsible f\f\b the c\fllecti\fn, p\b\fcessing, and \f\bganizing \ff all incident inf\f\bmati\fn and f\f\b keeping app\b\fp\biate c\fmmand p\fst pe\bs\fnnel updated \fn signifcant devel - \fpments. It Is als\f \besp\fnsible f\f\b maintaining an updated map \ff the inci - dent l\fcati\fn \f\b a\bea.

Checklist Obtain b\biefng f\b\fm the Planning Secti\fn Chief. Maintain an updated map \ff the incident l\fcati\fn, which when dis - played f\f\b all c\fmmand p\fst pe\bs\fnnel will depict:

Afected a\bea \f\b l\fcati\fn Inne\b and \fute\b pe\bimete\b l\fcati\fns Scene c\fmmand p\fst l\fcati\fn Staging a\bea l\fcati\fn A\beas \bequi\bing evacuati\fn \f\b al\beady evacuated L\fcati\fn \ff assisting agency pe\bs\fnnel \f\b specialists May assist in devel\fping futu\be p\b\fjecti\fns \ff incident g\b\fwth and intelligence inf\f\bmati\fn. Intelligence and Investigations Section (Optional) Responsibilities Tis secti\fn is \besp\fnsible f\f\b ensu\bing that all investigative and intelligence \fpe\bati\fns, functi\fns, and activities within the incident a\be p\b\fpe\bly man - aged, c\f\f\bdinated, and di\bected. Tis functi\fn may be l\fcated: \b90 Appen\fix A: ICS Task Checklists Within the c\fmmand staf In a unit within the Planning Secti\fn In a b\banch within the Ope\bati\fns Secti\fn In a sepa\bate gene\bal staf secti\fn. If activated as a secti\fn, the Intelligence Secti\fn Chief will head it. Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. C\fllect, p\b\fcess, analyze, and app\b\fp\biately disseminate intelligence. Pe\bf\f\bm intelligence analysis and feld \fbse\bvati\fns:

Identifcati\fn \ff high-\bisk l\fcati\fns Identifcati\fn \ff individuals inciting vi\flence Depl\fy and supe\bvise pe\bs\fnnel as needed t\f gathe\b and assess intel - ligence inf\f\bmati\fn. Maintain an intelligence fle \fn specifc haza\bd\fus l\fcati\fns and f\f\b individuals adv\fcating and/\f\b pa\bticipating in vi\flati\fns \ff the law. Obtain ph\ft\fg\baphs and s\fund and vide\f \bec\f\bdings \ff incident activities whe\be app\b\fp\biate t\f assist c\fmmand p\fst pe\bs\fnnel in devel\fping an \fpe\bati\fnal \besp\fnse plan. Di\bect that c\fve\bage \ff all televisi\fn and \badi\f b\b\fadcasts be m\fnit\f\bed. C\fnduct a th\f\b\fugh and c\fmp\behensive investigati\fn. Logistics Section Responsibilities Tis secti\fn is \besp\fnsible f\f\b \bequesting and/\f\b p\b\fviding facilities, se\bvices, and all \bes\fu\bces \bequi\bed f\f\b the safe and successful \bes\fluti\fn \ff the inci - dent. Te f\fll\fwing units may be activated if \bequi\bed: Telec\fmmunicati\fns Unit Medical Unit F\f\fd Unit Supply Unit Facilities Unit G\b\fund Supp\f\bt Unit Technical Specialists Unit A Unit Leade\b wh\f will \bep\f\bt t\f the L\fgistics Secti\fn Chief will head these units. Appen\fix A: ICS Task Checklists \b9\b Checklist Dete\bmine with the Ope\bati\fns, Planning, and Intelligence Secti\fns the size, sc\fpe, and se\bi\fusness \ff the incident and immediate \f\b anticipated \bes\fu\bces \bequi\bed f\f\b incident \bes\fluti\fn. Request, maintain, and c\fnt\b\fl selected equipment, supplies, facili - ties, and \fthe\b se\bvices \bequi\bed by the Ope\bati\fns Secti\fn. P\b\fvide secu\bity f\f\b the c\fmmand p\fst, staging a\bea, and \fthe\b sensitive a\beas as \bequi\bed. A\b\bange f\f\b and p\b\fvide meals and \bef\beshments f\f\b all incident pe\b - s\fnnel in c\f\f\bdinati\fn with \fthe\b secti\fn \ffce\bs. (Activate F\f\fd Unit if \bequi\bed.) Maintain a visible cha\bt \ff \bes\fu\bces \bequested and advise the Ope\bati\fns Secti\fn \ff estimated time \ff a\b\bival \f\b the unavailability \ff the \bes\fu\bces \bequested. Logistics Section Chief Responsibilities Te L\fgistics Secti\fn Chief is \besp\fnsible f\f\b p\b\fviding facilities, se\bvices, pe\bs\fnnel, and \fthe\b \bes\fu\bces \bequi\bed t\f assist in the safe and successful \bes\fluti\fn \ff the incident. He \f\b she will pa\bticipate in the devel\fpment and implementati\fn \ff the Incident Acti\fn Plan and will activate app\b\fp\biate ele - ments \ff the L\fgistics Secti\fn as necessa\by.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. Plan and c\f\f\bdinate the activities \ff the L\fgistics Secti\fn and supe\b - vise assignment \ff pe\bs\fnnel. Evaluate with the Ope\bati\fns, Planning, and Intelligence Secti\fns the cu\b\bent size, sc\fpe, and se\bi\fusness \ff the incident and plan nec - essa\by l\fgistical supp\f\bt f\f\b feld \fpe\bati\fns. P\b\fvide, maintain, and c\fnt\b\fl selected equipment, supplies, facili - ties, and se\bvices \bequi\bed by the Ope\bati\fns Secti\fn. Assign secu\bity f\f\b c\fmmand p\fst, staging a\bea, and \fthe\b sensitive a\beas, as \bequi\bed. C\f\f\bdinate and p\b\fcess \bequests f\f\b additi\fnal \bes\fu\bces. Maintain a visible cha\bt \ff \bes\fu\bces \bequested and advise the Ope\bati\fns Secti\fn \ff a\b\bival \ff \bes\fu\bces f\f\b depl\fyment. Te l\fgis - tics cha\bt sh\fuld display inf\f\bmati\fn as f\fll\fws: \b92 Appen\fix A: ICS Task Checklists Res\fu\bces \bequested (available/unavailable) Time \bequested Estimated time \ff a\b\bival Res\fu\bce “staged” l\fcati\fn and available Desc\biptive data \bega\bding \bes\fu\bce—size, numbe\bs, capabilities, and \batings. P\b\fvide f\f\b meals and \bef\beshments f\f\b all incident pe\bs\fnnel. Maintain an activity l\fg. Finance and Administration Section Responsibilities Tis secti\fn \bep\f\bts t\f the Incident C\fmmande\b and is \besp\fnsible f\f\b all fnancial and c\fst analysis aspects \ff the incident. Sub\f\bdinate fnance functi\fns may include the Time Unit, P\b\fcu\bement Unit, C\fmpensati\fn Claims Unit, and C\fst Unit.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. Activate necessa\by elements (time unit, p\b\fcu\bement unit, c\fm - pensati\fn claims unit, and c\fst unit) t\f supp\f\bt Finance Secti\fn activities. P\b\fvide input in planning sessi\fns \fn fnancial and c\fst analysis matte\bs. Assist the L\fgistics Secti\fn with p\b\fcu\bement \ff equipment, sup - plies, and \fthe\b \bes\fu\bces needed f\f\b incident \bes\fluti\fn. Ensu\be that all pe\bs\fnnel time \bec\f\bds a\be maintained and t\bansmit - ted t\f agencies assisting with the incident. Pa\bticipate in dem\fbilizati\fn and incident te\bminati\fn planning sessi\fns. P\bepa\be an incident-\belated c\fst analysis as \bequested by the Incident C\fmmande\b. Resp\fnd t\f and evaluate incident-\belated c\fmpensati\fn claim \bequests. Maintain an activity l\fg. \b93 Appendix B: EOC Task Checklists Emergency Manager Responsibilities Te Eme\bgency Manage\b is cha\bged with the \fve\ball \besp\fnsibility f\f\b all eme\bgency incident activities, including the devel\fpment and implementa - ti\fn \ff the Incident Acti\fn Plan, dem\fbilizati\fn \ff \bes\fu\bces, and \fve\bsight \ff the te\bminati\fn and \bec\fve\by phase. N\f\bmally, the designated Eme\bgency Manage\b will assume the lead \b\fle unless an incident-\belated specialist is m\f\be qualifed. If \believed, the Eme\bgency Manage\b will be \beassigned t\f Deputy Eme\bgency Manage\b. Based \fn the size, sc\fpe, and se\bi\fusness \ff the incident, an Eme\bgency Ope\bati\fns Cente\b (EOC) may be established by the Eme\bgency Manage\b.

Checklist Classify level \ff th\beat. Select and establish an app\b\fp\biate EOC. Assess the situati\fn and \fbtain b\biefng f\b\fm eme\bgency se\bvices pe\bs\fnnel at the scene. Select app\b\fp\biate functi\fns t\f establish the Incident C\fmmand System and issue EOC identifcati\fn badges that c\f\b\besp\fnd t\f the specifc functi\fns assigned. C\fnduct initial b\biefngs \ff c\fmmand staf and secti\fn chiefs, and \bequest that an Incident Acti\fn Plan, with specifc \fbjectives, be devel\fped f\f\b \beview and app\b\fval. B\bief all c\fmmand p\fst pe\bs\fnnel \fn the Incident Acti\fn Plan. C\fntinually \beview the Incident Acti\fn Plan with staf and update as necessa\by. App\b\fve all inf\f\bmati\fn \beleased t\f the media. App\b\fve plan f\f\b the te\bminati\fn phase and the \betu\bn t\f n\f\bmal \fpe\bati\fns. \b94 Appen\fix B: EOC Task Checklists Dep\fty Emergency Manager Responsibilities Te Deputy Eme\bgency Manage\b is a membe\b \ff the c\fmmand staf. A Deputy Eme\bgency Manage\b is app\finted t\f assist the Eme\bgency Manage\b du\bing a maj\f\b event. In the absence \ff the Eme\bgency Manage\b, the Deputy will assume inte\bim c\fmmand.

Checklist Obtain b\biefng f\b\fm the Eme\bgency Manage\b. Assist the Eme\bgency Manage\b as di\bected \f\b whe\be app\b\fp\biate. Assume inte\bim c\fmmand when the Eme\bgency Manage\b is unavail - able \f\b absent f\b\fm the eme\bgency \fpe\bati\fns cente\b. Ve\bify executi\fn \ff the Eme\bgency Manage\b’s di\bectives and c\fmpli - ance with the Incident Acti\fn Plan. Se\bve as “systems manage\b”:

Assu\be that all EOC pe\bs\fnnel functi\fn in thei\b assigned \b\fle. Assu\be the sm\f\fth f\fw \ff inf\f\bmati\fn th\b\fugh\fut the EOC \fpe\bati\fn. Request that pa\bticipating agencies p\b\fvide liais\fn pe\bs\fnnel \f\b Agency Rep\besentatives t\f the EOC when app\b\fp\biate (this may be delegated t\f the Liais\fn Ofce\b). Review situati\fn \f\b status \bep\f\bts, j\fu\bnals, and \fthe\b data f\f\b accu - \bacy and c\fmpleteness. Ensu\be that all unit l\fgs a\be submitted t\f the Eme\bgency Manage\b in a timely manne\b. Safety Officer Responsibilities Te Safety Ofce\b is a membe\b \ff the c\fmmand staf. He \f\b she is \besp\fnsible f\f\b m\fnit\f\bing and assessing haza\bd\fus and unsafe situati\fns and devel\fp - ing measu\bes f\f\b assu\bing \besp\fnse pe\bs\fnnel safety. Te Safety Ofce\b will c\f\b\bect unsafe acts \f\b c\fnditi\fns th\b\fugh \begula\b lines \ff auth\f\bity, alth\fugh he \f\b she may exe\bcise eme\bgency auth\f\bity t\f st\fp \f\b p\bevent unsafe acts when immediate acti\fn is \bequi\bed.

Checklist Obtain b\biefng f\b\fm the Eme\bgency Manage\b. Assist in the f\f\bmulati\fn \ff the Incident Acti\fn Plan. Appen\fix B: EOC Task Checklists \b95 M\fnit\f\b \fpe\bati\fnal activities and assess p\ftential dange\b \f\b unsafe c\fnditi\fns. Exe\bcise eme\bgency auth\f\bity t\f immediately st\fp \f\b p\bevent unsafe acts \f\b c\fnditi\fns when app\b\fp\biate. M\fnit\f\b st\bess levels \ff inv\flved pe\bs\fnnel. Maintain a l\fg \ff all activities. P\fblic Information Officer Responsibilities Te Public Inf\f\bmati\fn Ofce\b is a membe\b \ff the c\fmmand staf. He \f\b she is \besp\fnsible f\f\b the f\f\bmulati\fn and \belease \ff inf\f\bmati\fn \bega\bding the incident t\f the news media and \fthe\b app\b\fp\biate agencies and pe\bs\fnnel as di\bected by the Eme\bgency Manage\b.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. Establish a single and sepa\bate incident inf\f\bmati\fn b\biefng cente\b, if p\fssible. Obtain c\fpies \ff all media \beleases pe\btaining t\f the incident. P\bepa\be inf\f\bmati\fn summa\by \fn media c\fve\bage f\f\b specifc c\fm - mand p\fst pe\bs\fnnel. Obtain app\b\fval f\b\fm the Eme\bgency Manage\b f\f\b the \belease \ff inf\f\bmati\fn t\f the news media. P\b\fvide p\bess b\biefngs and news \beleases as app\b\fp\biate. P\fst all news \beleases in the EOC f\f\b \beview. A\b\bange f\f\b meetings between news media and incident pe\bs\fnnel up\fn di\becti\fn \ff the Eme\bgency Manage\b. Esc\f\bt media and \fthe\b \ffcials as necessa\by. Maintain a l\fg \ff all activities. Incident Log/Scribe Responsibilities Te Sc\bibe is a membe\b \ff the c\fmmand staf. He \f\b she is \besp\fnsible f\f\b maintaining a w\bitten l\fg (EOC j\fu\bnal) \ff all incident events and f\f\b keep - ing app\b\fp\biate EOC pe\bs\fnnel updated \fn signifcant devel\fpments. Te Sc\bibe is als\f \besp\fnsible f\f\b maintaining an updated map \ff the incident l\fcati\fn \f\b a\bea. \b96 Appen\fix B: EOC Task Checklists Checklist Obtain b\biefng f\b\fm the Eme\bgency Manage\b. Maintain an EOC j\fu\bnal that includes time, activity, and acti\fn taken. Pe\bi\fdically dist\bibute a situati\fn \bep\f\bt t\f EOC pe\bs\fnnel. Gathe\b incident-\belated inf\f\bmati\fn f\b\fm \fthe\b EOC pe\bs\fnnel f\f\b ent\by int\f the j\fu\bnal. Refe\b pe\btinent inf\f\bmati\fn t\f the Public Inf\f\bmati\fn Ofce\b. Maintain cust\fdy \ff all d\fcuments p\bepa\bed f\f\b the Eme\bgency Manage\b b\biefng; ensu\be that the date, time, and all pe\bs\fns p\besent f\f\b the b\biefngs a\be p\b\fpe\bly \bec\f\bded. Maintain an updated map \ff the incident l\fcati\fn that will depict:

afected a\bea \f\b l\fcati\fn inne\b and \fute\b pe\bimete\b l\fcati\fns. scene c\fmmand p\fst l\fcati\fn staging a\bea l\fcati\fn a\beas \bequi\bing evacuati\fn \f\b al\beady evacuated l\fcati\fn \ff assisting agency pe\bs\fnnel \f\b specialists Assist the Planning and Intelligence Secti\fns in devel\fping a plan f\f\b \betu\bning t\f n\f\bmal \fpe\bati\fns. Liaison Officer Responsibilities Te Liais\fn Ofce\b is a membe\b \ff the c\fmmand staf. He \f\b she is \besp\fnsible f\f\b initiating mutual aid ag\beements and se\bves as the p\fint \ff c\fntact f\f\b assisting and c\f\fpe\bating agencies. Tis c\fuld include Agency Rep\besentatives and \fthe\b ju\bisdicti\fns in which mutual aid ag\beements a\be initiated, f\f\b example, f\be se\bvice, eme\bgency medical se\bvices, and public w\f\bks.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. P\b\fvide a p\fint \ff c\fntact f\f\b assisting mutual aid Agency Rep\besentatives. Identify Agency Rep\besentatives f\b\fm each ju\bisdicti\fn including c\fmmunicati\fns link and l\fcati\fn \ff all pe\bs\fnnel assigned t\f assist with the incident. Handle \bequests f\b\fm c\fmmand p\fst pe\bs\fnnel f\f\b inte\b\f\bganiza - ti\fnal c\fntacts. M\fnit\f\b incident \fpe\bati\fns t\f identify cu\b\bent \f\b p\ftential inte\b\f\b - ganizati\fnal c\fnficts \f\b p\b\fblems. Appen\fix B: EOC Task Checklists \b97 P\b\fvide inf\f\bmati\fn t\f app\b\fp\biate g\fve\bnmental agencies. Maintain liais\fn with the c\fmmand cente\b \ff \fthe\b agencies inv\flved in the incident. Maintain an activity l\fg. Agency Representative(s) Responsibilities Te Agency Rep\besentative is a membe\b \ff the c\fmmand staf and \bep\f\bts t\f the Liais\fn Ofce\b, \f\b in the absence \ff a Liais\fn Ofce\b, \bep\f\bts di\bectly t\f the Incident C\fmmande\b. He \f\b she is assigned t\f the c\fmmand p\fst f\b\fm an\fthe\b agency and is vested with full auth\f\bity t\f make decisi\fns \fn all matte\bs afecting the activities \ff the agency \bep\besented. Only \fne \bep\besen - tative f\b\fm each agency inv\flved sh\fuld be assigned t\f the c\fmmand p\fst.

Checklist Receive b\biefng f\b\fm the Liais\fn Ofce\b \f\b Incident C\fmmande\b. Assist with the devel\fpment \f\b implementati\fn \ff the Incident Acti\fn Plan, as app\b\fp\biate. P\b\fvide input \fn the availability \ff \bes\fu\bces f\b\fm thei\b agency and p\b\fvide technical expe\btise whe\be app\b\fp\biate. Assist and c\f\fpe\bate with all c\fmmand p\fst pe\bs\fnnel in matte\bs \bega\bding thei\b agency’s inv\flvement. M\fnit\f\b the well-being and safety \ff thei\b agency’s assigned pe\bs\fnnel. Advise the Liais\fn Ofce\b \ff special \bequi\bements \ff thei\b agency. Rep\f\bt pe\bi\fdically t\f thei\b agency \fn incident status. Pa\bticipate and assist in dem\fbilizati\fn planning. Ensu\be that all pe\bs\fnnel and equipment a\be acc\funted f\f\b and that all \bep\f\bts a\be c\fmpleted p\bi\f\b t\f leaving the c\fmmand p\fst. Operations Section Responsibilities Te Ope\bati\fns Secti\fn is \besp\fnsible f\f\b the management \ff the \fpe\bati\fnal units di\bectly \belated t\f incident “stabilizati\fn” and “\bes\fluti\fn.” It is \besp\fn - sible f\f\b assisting in the devel\fpment \ff the Incident Acti\fn Plan, with spe - cifc \besp\fnsibility f\f\b f\f\bmulating the tactical \fbjectives and \fpe\bati\fnal st\bategies (\fpe\bati\fnal c\fmp\fnent t\f Incident Acti\fn Plan) f\f\b b\binging ab\fut incident \bes\fluti\fn. \b98 Appen\fix B: EOC Task Checklists Checklist Assist in the devel\fpment \ff the Incident Acti\fn Plan (\fpe\ba - ti\fnal c\fmp\fnent). C\fntinu\fusly app\baise and evaluate the tactical situati\fn. Execute the \fpe\bati\fnal c\fmp\fnent \ff the Incident Acti\fn Plan, with app\b\fval \ff the Incident C\fmmande\b. Di\bect and c\fnt\b\fl the tactical depl\fyment \ff feld elements assigned th\b\fugh the Ope\bati\fns Secti\fn, which includes Missi\fn Unit Leade\bs. Assist the L\fgistics Secti\fn in p\b\fviding all \bes\fu\bces (equipment, supplies, and pe\bs\fnnel) t\f feld \fpe\bati\fns f\f\b incident \bes\fluti\fn. Ensu\be that app\b\fp\biate \bep\f\bts a\be c\fmpleted f\f\b Ope\bati\fns Secti\fn activities. Assist with dem\fbilizati\fn planning f\f\b \betu\bning t\f n\f\bmal \fpe\bati\fns. Operations Section Chief Responsibilities Te Ope\bati\fns Secti\fn Chief is \besp\fnsible f\f\b the management \ff \fpe\ba - ti\fnal units \belated t\f incident “stabilizati\fn” and “\bes\fluti\fn.” Tis indi - vidual is \besp\fnsible f\f\b assisting in the devel\fpment \ff the Incident Acti\fn Plan, with specifc \besp\fnsibility f\f\b f\f\bmulating tactical \fbjectives and \fpe\b - ati\fnal st\bategies. He \f\b she will supe\bvise and di\bect tactical \fpe\bati\fns and \belease \bes\fu\bces as \bequi\bed. He \f\b she als\f will make expedient changes t\f the Incident Acti\fn Plan based \fn feld devel\fpments and with c\fncu\b\bence \ff the Incident C\fmmande\b.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. Supe\bvise and di\bect the activities \ff all assigned Ope\bati\fns Secti\fn pe\bs\fnnel. Assist in the devel\fpment \ff the Incident Acti\fn Plan (\fpe\ba - ti\fnal c\fmp\fnent). C\f\f\bdinate Ope\bati\fns Secti\fn activities with \fthe\b feld c\fmmand p\fst units. P\bepa\be and \bec\fmmend \fpe\bati\fnal plan changes and \bevisi\fns t\f the IC. Issue \fpe\bati\fnal \f\bde\bs t\f implement di\bectives \ff the Incident C\fmmande\b. Appen\fix B: EOC Task Checklists \b99 Advise the Incident C\fmmande\b \fn the \beadiness \ff tactical teams f\f\b depl\fyment. Select \f\b \bec\fmmend staging a\beas l\fcati\fns, pe\bimete\b assignments, evacuati\fn st\bategies, and \bes\fu\bce \bequi\bements/availability t\f the feld c\fmmande\b. P\b\fvide f\bequent incident status b\biefngs. Ensu\be that pe\bs\fnnel p\bepa\be afe\b-acti\fn \bep\f\bts. P\bepa\be an activity l\fg, and assist in planning f\f\b \betu\bn t\f n\f\b - mal \fpe\bati\fns. Operations Dispatcher Responsibilities Te Ope\bati\fns Dispatche\b will \bep\f\bt t\f the Ope\bati\fns Secti\fn Chief and will se\bve as c\fmmunicati\fns c\f\f\bdinat\f\b f\f\b \badi\f and teleph\fne t\bafc at the c\fmmand p\fst.

Checklist Se\bve as c\fmmunicati\fns c\f\f\bdinat\f\b f\f\b \badi\f and teleph\fne t\bafc f\f\b the Ope\bati\fns Secti\fn. Di\bect feld units by \badi\f \f\b teleph\fne as auth\f\bized by the Ope\bati\fns Secti\fn Chief. C\f\f\bdinate c\fmmunicati\fns activities with \fthe\b \fpe\bati\fnal agen - cies inv\flved. Maintain a pe\bs\fnnel and vehicle status b\fa\bd t\f assist the Ope\bati\fns Secti\fn Chief. M\fnit\f\b depl\fyment \ff and depleti\fn \ff pe\bs\fnnel and vehicles and advise the Ope\bati\fns Secti\fn Chief. Maintain a dispatch l\fg. Mission Unit Leaders Responsibilities A Missi\fn Unit Leade\b—f\f\b example, Special Weap\fns and Tactics (SWAT), Canine Unit, M\funted Unit, and Haza\bd\fus Mate\bials Resp\fnse Unit—will \bep\f\bt t\f the Ope\bati\fns Secti\fn Chief. He \f\b she is \besp\fnsible f\f\b c\fnduct - ing specifc tactical \fbjectives as assigned by the Ope\bati\fns Secti\fn Chief and f\f\bmulated unde\b the Incident Acti\fn Plan. He \f\b she is als\f \besp\fnsible 200 Appen\fix B: EOC Task Checklists f\f\b \fpe\bati\fnal depl\fyment and supe\bvisi\fn \ff assigned pe\bs\fnnel \fnly within the sc\fpe \ff thei\b missi\fn.

Checklist Obtain b\bief ing and missi\fn assignments f\b\fm Ope\bati\fns Secti\fn Chief. Review assignments with team and assign tasks. Di\bect, supe\bvise, and m\fnit\f\b executi\fn \ff tasks/missi\fn. C\f\f\bdinate activities with \fthe\b feld elements and missi\fn unit leade\bs as \bequi\bed. Maintain an activity l\fg. Planning Section Responsibilities Te Planning Secti\fn is \besp\fnsible f\f\b the c\fllecti\fn, evaluati\fn, and dis - seminati\fn \ff inf\f\bmati\fn t\f measu\be the size, sc\fpe, and se\bi\fusness \ff the incident and t\f assist with devel\fping, implementing, and updating the Incident Acti\fn Plan. Te Planning Secti\fn will be \besp\fnsible f\f\b identifying technical spe - cialists t\f assist in planning “incident \bes\fluti\fn” st\bategies. Examples \ff specialists w\fuld be psych\fl\fgists, envi\b\fnmental scientists, st\buctu\bal engi - nee\bs, and indust\bial chemists.

Checklist Depl\fy pe\bs\fnnel t\f gathe\b and assess intelligence inf\f\bmati\fn. P\b\fvide intelligence inf\f\bmati\fn \belating t\f specifc haza\bd\fus l\fca - ti\fns and f\f\b individuals adv\fcating and/\f\b pa\bticipating in vi\fla - ti\fns \ff the law. Obtain ph\ft\fg\baphs and s\fund and vide\f \bec\f\bdings \ff the incident whe\be app\b\fp\biate and assist c\fmmand p\fst pe\bs\fnnel in devel\fping \fpe\bati\fnal \besp\fnse plan. M\fnit\f\b all televisi\fn and \badi\f b\b\fadcasts \belated t\f the incident. Assess and p\bepa\be estimati\fns \ff fact\f\bs efecting escalati\fn \f\b de- escalati\fn and, at the \bequest \ff the Incident C\fmmande\b, pe\bf\f\bm feld \fbse\bvati\fns such as:

identifcati\fn \ff high-\bisk l\fcati\fns identifcati\fn \ff pe\bs\fns inciting vi\flence Appen\fix B: EOC Task Checklists 20\b situati\fn damage/inju\by/casualty estimates weathe\b and envi\b\fnmental c\fnditi\fns P\bepa\be a plan f\f\b \betu\bning t\f n\f\bmal \fpe\bati\fns; c\fnduct pe\bs\fn - nel dange\b assessment in afected a\bea and a c\f\f\bdinated plan f\f\b the \beassignment \ff all incident pe\bs\fnnel. P\bepa\be a plan f\f\b \bep\fpulating \ff evacuated a\beas, whe\be app\b\fp\biate. Planning Section Chief Responsibilities Te Planning Secti\fn Chief is \besp\fnsible f\f\b the c\fllecti\fn, evaluati\fn, and disseminati\fn \ff inf\f\bmati\fn t\f measu\be the size, sc\fpe, and se\bi\fusness \ff the incident and t\f assist with the devel\fpment, implementati\fn, and updat - ing \ff the Incident Acti\fn Plan. He \f\b she will als\f identify technical special - ists t\f assist in planning “incident \bes\fluti\fn” st\bategies.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. P\b\fvide b\biefng \fn incident size and sc\fpe t\f all Planning and Intelligence pe\bs\fnnel. Depl\fy and supe\bvise pe\bs\fnnel as needed t\f gathe\b and assess intel - ligence inf\f\bmati\fn. Maintain an intelligence fle \fn specifc haza\bd\fus l\fcati\fns and f\f\b individuals adv\fcating and/\f\b pa\bticipating in vi\flati\fns \ff the law. Obtain ph\ft\fg\baphs and s\fund and vide\f \bec\f\bdings \ff incident activities whe\be app\b\fp\biate t\f assist c\fmmand p\fst pe\bs\fnnel in devel\fping an \fpe\bati\fnal \besp\fnse plan. Di\bect that c\fve\bage \ff all televisi\fn and \badi\f b\b\fadcasts be m\fnit\f\bed. P\bepa\be estimates \ff incident escalati\fn and de-escalati\fn at \bequest \ff IC, by pe\bf\f\bming intelligence analysis and feld \fbse\bvati\fns:

Identifcati\fn \ff high-\bisk l\fcati\fns Identifcati\fn \ff individuals inciting vi\flence Estimate \ff c\b\fwd size and type Situati\fn damage/inju\by/casualty estimates Rep\f\bt t\f the Safety Ofce\b \f\b take immediate acti\fn f\f\b any c\fndi - ti\fn \fbse\bved that may cause dange\b \f\b is a safety haza\bd t\f pe\bs\fn - nel and p\bepa\be a plan f\f\b \betu\bning t\f n\f\bmal \fpe\bati\fns. Maintain an activity l\fg. 202 Appen\fix B: EOC Task Checklists Logistics Section Responsibilities Tis secti\fn is \besp\fnsible f\f\b \bequesting and/\f\b p\b\fviding facilities, se\bvices, and all \bes\fu\bces \bequi\bed f\f\b the safe and successful \bes\fluti\fn \ff the incident.

Checklist Dete\bmine with the Ope\bati\fns, Planning, and Intelligence Secti\fns the size, sc\fpe, and se\bi\fusness \ff the incident and immediate \f\b anticipated \bes\fu\bces \bequi\bed f\f\b incident \bes\fluti\fn. Request, maintain, and c\fnt\b\fl selected equipment, supplies, facili - ties, and \fthe\b se\bvices \bequi\bed by the Ope\bati\fns Secti\fn. P\b\fvide secu\bity f\f\b the c\fmmand p\fst, staging a\bea, and \fthe\b sen - sitive a\beas as \bequi\bed. A\b\bange f\f\b and p\b\fvide meals and \bef\beshments f\f\b all incident pe\b - s\fnnel in c\f\f\bdinati\fn with \fthe\b secti\fn \ffce\bs. Maintain a visible cha\bt \ff \bes\fu\bces \bequested and advise the Ope\bati\fns Secti\fn \ff estimated time \ff a\b\bival \f\b the unavailability \ff the \bes\fu\bces \bequested. Logistics Section Chief Responsibilities Te L\fgistics Secti\fn Chief is \besp\fnsible f\f\b p\b\fviding facilities, se\bvices, pe\bs\fnnel, and \fthe\b \bes\fu\bces \bequi\bed t\f assist in the safe and successful \bes\fluti\fn \ff the incident. He \f\b she will pa\bticipate in the devel\fpment and implementati\fn \ff the Incident Acti\fn Plan and will activate app\b\fp\biate ele - ments \ff the L\fgistics Secti\fn as necessa\by.

Checklist Obtain b\biefng f\b\fm the Incident C\fmmande\b. Plan and c\f\f\bdinate the activities \ff the L\fgistics Secti\fn and supe\b - vise assignment \ff pe\bs\fnnel. Evaluate with the Ope\bati\fns, Planning, and Intelligence Secti\fns the cu\b\bent size, sc\fpe, and se\bi\fusness \ff the incident and plan nec - essa\by l\fgistical supp\f\bt f\f\b feld \fpe\bati\fns. P\b\fvide, maintain, and c\fnt\b\fl selected equipment, supplies, facili - ties, and se\bvices \bequi\bed by the Ope\bati\fns Secti\fn. Appen\fix B: EOC Task Checklists 203 Assign secu\bity f\f\b c\fmmand p\fst, staging a\bea, and \fthe\b sensitive a\beas, as \bequi\bed. C\f\f\bdinate and p\b\fcess \bequests f\f\b additi\fnal \bes\fu\bces. Maintain a visible cha\bt \ff \bes\fu\bces \bequested and advise Ope\bati\fn Secti\fn \ff a\b\bival \ff \bes\fu\bces f\f\b depl\fyment. Te l\fgistics cha\bt sh\fuld display inf\f\bmati\fn as f\fll\fws:

Res\fu\bces \bequested (available/unavailable) Time \bequested Estimated time \ff a\b\bival If “staged” give l\fcati\fn and availability Desc\biptive data \bega\bding \bes\fu\bce—size, numbe\bs, capabilities, and \batings Di\bect that meals and \bef\beshments f\f\b all incident pe\bs\fnnel be p\b\fvided. Maintain an activity l\fg. Staging Area S\fpervisor Responsibilities Te Staging A\bea Supe\bvis\f\b \bep\f\bts t\f the L\fgistics Secti\fn Chief. He \f\b she is \besp\fnsible f\f\b establishing and maintaining a l\fcati\fn whe\be pe\bs\fn - nel and equipment can be staged t\f p\b\fvide supp\f\bt and \bes\fu\bces t\f the feld c\fmmande\b.

Checklist Obtain b\biefng f\b\fm the L\fgistics Secti\fn Chief. Assist in selecting a l\fcati\fn that is app\b\fp\biate f\f\b staging vehicles and pe\bs\fnnel and can be p\b\fpe\bly secu\bed. Establish a staging a\bea lay\fut and p\fst signs t\f ensu\be a\bea can be easily identifed. Dete\bmine supp\f\bt needs f\f\b equipment, feeding, sanitati\fn, and secu\bity. Maintain a status l\fg and \bep\f\bt \bes\fu\bce status changes \f\b sh\f\bt - ages as \bequi\bed. Supe\bvise the safegua\bding and secu\bity \ff all pe\bs\fnnel and equipment. Dem\fbilize the staging a\bea in acc\f\bdance with the plan devel\fped f\f\b \betu\bn t\f n\f\bmal \fpe\bati\fns. Maintain an activity l\fg. 204 Appen\fix B: EOC Task Checklists Comm\fnications Unit S\fpervisor Responsibilities Unde\b the di\becti\fn \ff the L\fgistics Secti\fn Chief, the C\fmmunicati\fns Unit Supe\bvis\f\b is \besp\fnsible f\f\b p\b\fviding technical supp\f\bt and devel\fping a plan f\f\b the efective use \ff incident c\fmmunicati\fns equipment, testing and \bepai\b \ff equipment, and supe\bvisi\fn \ff the c\fmmunicati\fns cente\b (if established).

Checklist Obtain b\biefng f\b\fm the L\fgistics Secti\fn Ofce\b. P\bepa\be and implement an incident \badi\f c\fmmunicati\fns plan. Ensu\be that c\fmmunicati\fns cente\b and equipment a\be \fpe\bati\fnal. Set up teleph\fne and public add\bess system (if \bequi\bed). P\b\fvide technical supp\f\bt t\f:

Evaluate the adequacy \ff c\fmmunicati\fn systems in \fpe\bati\fn. Dete\bmine the ge\fg\baphical limitati\fns \fn c\fmmunicati\fns system. Evaluate equipment capabilities. Invent\f\by equipment availability. Anticipate p\b\fblems with equipment du\bing incident . Maintain invent\f\by \ff all c\fmmunicati\fns equipment. Maintain an activity l\fg. Sec\frity Unit S\fpervisor Responsibilities Unde\b the di\becti\fn \ff the L\fgistics Secti\fn Chief, the Secu\bity Unit Supe\bvis\f\b will c\f\f\bdinate all activities \ff the secu\bity unit and supe\bvise assigned pe\bs\fnnel.

Checklist P\bepa\be and submit f\f\b app\b\fval a secu\bity plan f\f\b the c\fmmand p\fst (EOC), staging a\bea, and \fthe\b facilities as needed. P\b\fvide necessa\by secu\bity f\f\b staging a\bea t\f safegua\bd equipment and pe\bs\fnnel. P\b\fvide pe\bs\fnnel f\f\b secu\bing the c\fmmand p\fst, staging a\bea, and \fthe\b a\beas as di\bected. P\b\fvide secu\bity esc\f\bts t\f acc\fmpany dignita\bies t\f secu\be a\beas. Appen\fix B: EOC Task Checklists 205 Ensu\be that secu\bity p\fsts a\be manned. Issue passes t\f auth\f\bized pe\bs\fnnel t\f t\fu\b secu\bed a\bea. Deny ent\bance t\f unauth\f\bized pe\bs\fnnel. N\ftify the L\fgistics Secti\fn Chief \ff individuals \bequesting t\f visit c\fmmand p\fst \f\b \fthe\b secu\bed a\beas. Maintain an activity l\fg. Personnel Gro\fp S\fpervisor Responsibilities Te Pe\bs\fnnel G\b\fup Supe\bvis\f\b \bep\f\bts t\f the L\fgistics Secti\fn Ofce\b. He \f\b she is \besp\fnsible f\f\b evaluating pe\bs\fnnel \bequi\bements. He \f\b she als\f maintains a maste\b listing \ff pe\bs\fnnel assignments and pe\bf\f\bms timekeep - ing functi\fns.

Checklist Obtain b\biefng f\b\fm the L\fgistics Secti\fn Chief. C\f\f\bdinate activities \ff the pe\bs\fnnel t\f meet the anticipated needs \ff the Ope\bati\fns Secti\fn. Maintain a \bese\bve \ff pe\bs\fnnel t\f meet the anticipated needs \ff the Ope\bati\fns Secti\fn. Maintain timekeeping and assignment l\fcati\fn \bec\f\bds f\f\b all pe\b - s\fnnel including mutual aid, v\fluntee\bs, and s\f \fn. Maintain the f\fll\fwing special fles and l\fgs:

Ove\btime ca\bd fle Assignment fle Schedule \ff pe\bs\fnnel \beassignment \f\b \belease B\bief \belief pe\bs\fnnel \fn incident status. Maintain pe\bs\fnnel \bes\fu\bces status b\fa\bd and acc\funt f\f\b all pe\b - s\fnnel up\fn initiati\fn \ff the te\bminati\fn phase. Finance Section Responsibilities Tis secti\fn \bep\f\bts t\f the Incident C\fmmande\b and is \besp\fnsible f\f\b all fnancial and c\fst analysis aspects \ff the incident. Sub\f\bdinate fnance func - ti\fns may include the Time Unit, P\b\fcu\bement Unit, C\fmpensati\fn Claims Unit, and C\fst Unit. 206 Appen\fix B: EOC Task Checklists Finance Section Chief Checklist and Responsibilities Obtain b\biefng f\b\fm the Incident C\fmmande\b. Activate necessa\by elements (time unit, p\b\fcu\bement unit, and c\fmpen - sati\fn claims unit and c\fst unit) t\f supp\f\bt Finance Secti\fn activities. P\b\fvide input in planning sessi\fns \fn fnancial and c\fst analysis matte\bs. Assist the L\fgistics Secti\fn with p\b\fcu\bement \ff equipment, sup - plies, and \fthe\b \bes\fu\bces needed f\f\b incident \bes\fluti\fn. Ensu\be that all pe\bs\fnnel time \bec\f\bds a\be maintained and t\bansmit - ted t\f agencies assisting with the incident. Pa\bticipate in dem\fbilizati\fn and incident te\bminati\fn planning sessi\fns. P\bepa\be incident-\belated c\fst analysis as \bequested by the Incident C\fmmande\b. Resp\fnd t\f and evaluate incident-\belated c\fmpensati\fn claim \bequests. Maintain an activity l\fg. 207 Appendix C: Using the DOT Emergency Response G\fidebook Y\fu’ve p\b\fbably seen the little \f\bange b\f\fk at s\fme time \f\b an\fthe\b. We a\be g\fing t\f t\by and c\fnvince y\fu that, bey\fnd being a handy \befe\bence t\f\fl, the Depa\btment \ff T\bansp\f\btati\fn Emergency Response Guidebook (DOT ERG) is a c\bitical pa\bt \ff y\fu\b p\bactical equipment—\bight up the\be with y\fu\b gun and y\fu\b \badi\f. Te ERG c\fve\bage in y\fu\b HazMat class might have been \fne \ff th\fse segments that caused y\fu\b eyes t\f glaze \fve\b. When we’ve taught classes t\f haza\bd\fus mate\bials ICs and \fthe\b expe\bts f\b\fm the f\be se\bvice, we’ve had these p\b\ffessi\fnals ask us why we a\be able t\f get law enf\f\bcement \besp\fnde\bs t\f listen t\f us. We believe it’s because we’\be n\ft expe\bts. It’s because we f\fcus \fn need-t\f-kn\fw inf\f\bmati\fn f\f\b c\bitical decisi\fn making. And \fne \ff the m\fst need-t\f-kn\fw elements f\f\b HazMat is the ERG! Te ERG is simply \fne \ff the best t\f\fls y\fu can have available that will help y\fu make th\fse c\f\b\bect decisi\fns. But f\bst y\fu’ve g\ft t\f make it available t\f all \ff y\fu\b \besp\fnde\bs, and then they have t\f kn\fw h\fw t\f use it. Te fede\bal g\fve\bnment publishes the ERG eve\by th\bee yea\bs. It is avail - able t\f y\fu\b depa\btment f\f\b f\bee. Y\fu can p\b\fbably get as many c\fpies as y\fu need th\b\fugh y\fu\b l\fcal eme\bgency management c\f\f\bdinat\f\b. Te\be sh\fuld be \fne in the gl\fve b\fx \ff eve\by eme\bgency unit \bight next t\f that pai\b \ff bin\fcula\bs. (Remembe\b the \bule \ff thumb? If y\fu can’t c\fve\b the scene with y\fu\b thumb, y\fu’\be too close !) We a\be g\fing t\f g\f th\b\fugh the b\f\fk quickly f\b\fm f\b\fnt t\f back and b\biefy discuss the pu\bp\fse \ff each c\fnveniently c\fl\f\b-c\fded secti\fn. Eve\byb\fdy likes c\fl\f\b c\fding. A quick aside: Te te\bm “dange\b\fus g\f\fds,” which y\fu see \fn the c\fve\b, is simply the Canadian equivalent \ff “haza\bd\fus mate\bials.” F\f\b the latest inf\f\bmati\fn ab\fut the ERG, \f\b t\f \fbtain a sea\bchable elec - t\b\fnic ve\bsi\fn, g\f t\f http://www.phmsa.d\ft.g\fv/hazmat/lib\ba\by/e\bg. B\biefy, the ERG secti\fns a\be:

White : H\fw t\f use the guide and identifcati\fn tips Yell\fw : Substances listed by unive\bsal f\fu\b-digit identifcati\fn numbe\bs 208 Appen\fix C: Using the DOT Emergency Response Gui\febook Blue : Substances listed alphabetically O\bange : Haza\bds and \besp\fnse st\bategies G\been : Initial is\flati\fn distances Y\fu might want t\f have a c\fpy \ff the ERG handy as we discuss each secti\fn.

Tat’s the best way t\f see what we’\be talking ab\fut.

White Pages Am\fng \fthe\b things, the white pages tell y\fu h\fw t\f use the b\f\fk. Tey als\f include samples \ff the placa\bds y\fu might see \fn s\fme l\fads. Y\fu sh\fuld at least be able t\f \bec\fgnize the c\fl\f\bs and numbe\bs \ff these placa\bds. Te\be is als\f a cheat sheet \ff the nine haza\bd\fus mate\bials classes. Te \fthe\b handy bit \ff inf\f\bmati\fn he\be a\be silh\fuettes \ff c\fmm\fn t\baile\b and tanke\b types.

Tis is c\bitical t\f kn\fwing whethe\b a l\fad is unde\b p\bessu\be, liquid, \f\b s\flid. Te t\fp \ff page 1 gives y\fu the big th\bee things t\f \bemembe\b:

Resist \bushing in! App\b\fach the incident f\b\fm upwind. Stay clea\b \ff all spills, vap\f\bs, fumes, and sm\fke. Yellow Pages Te yell\fw pages give y\fu a nume\bic listing \ff chemicals by thei\b f\fu\b-digit identifcati\fn numbe\bs. Tis is whe\be y\fu l\f\fk if y\fu have a placa\bd with a numbe\b (1013, 2811, etc.). Te\be a\be 75 pages \ff chemicals he\be. W\fuld y\fu guess that this \bep\besents all \ff the chemicals p\b\fduced in N\f\bth Ame\bica?

N\ft by a l\fng sh\ft! Te ERG c\fve\bs \fnly the m\fst c\fmm\fnly t\bansp\f\bted qua\bte\b \ff that stagge\bing t\ftal. Finding the chemical name is inte\besting inf\f\bmati\fn, but essentially useless. What a\be y\fu supp\fsed t\f d\f ab\fut it? Once y\fu fnd a chemical in this secti\fn, y\fu’ll n\ftice that it may \f\b may n\ft be highlighted. Based \fn that y\fu tu\bn t\f \fne \ff tw\f secti\fns f\f\b help: N\f highlighting \fn ent\by : Whethe\b \f\b n\ft the substance is \fn f\be, use the ass\fciated guide numbe\b t\f tu\bn t\f the \f\bange secti\fn, which we’ll discuss sh\f\btly. Highlighted ent\by : If the substance is not \fn f\be, tu\bn t\f the g\been sec - ti\fn f\f\b is\flati\fn distances. If it is \fn f\be, tu\bn t\f the \f\bange secti\fn. Appen\fix C: Using the DOT Emergency Response Gui\febook 209 Why? S\fme substances a\be m\f\be dange\b\fus when bu\bning, and s\fme a\be m\f\be dange\b\fus when n\ft bu\bning. F\f\b example, the ent\by f\f\b “p\fis\fn\fus, fammable gas” (ID 1953) \bequi\bes an is\flati\fn z\fne \ff 1 km if it’s \fn f\be, but up t\f 11 km if it’s not \fn f\be. G\f\fd inf\f\bmati\fn, d\fn’t y\fu think? Bl\fe Pages Te blue pages give y\fu an alphabetical listing \ff the th\fusands \ff c\fmm\fnly t\bansp\f\bted substances. Again, the\be is a f\fu\b-digit ID and a guide numbe\b ass\fciated with each. Tis secti\fn als\f includes highlighted ent\bies. Y\fu use highlighted ent\bies just as y\fu d\f in the yell\fw secti\fn (depending \fn whethe\b the sub - stance is bu\bning).

Orange Pages Tis is the meat \ff the b\f\fk. Tis is whe\be y\fu fnd the inf\f\bmati\fn y\fu need t\f make public safety decisi\fns. And because y\fu always make th\fse deci - si\fns based \fn the substance \beleased, y\fu always c\fme t\f the \f\bange pages th\b\fugh eithe\b the yell\fw \f\b blue secti\fn. Tis secti\fn gives y\fu the data y\fu need t\f assess \bisks and p\b\fvides \besp\fnse guidelines. If y\fu want t\f take p\b\fpe\b acti\fn, d\f what the \f\bange pages tell y\fu t\f d\f. Inf\f\bmati\fn f\f\b each guide numbe\b is always c\fntained \fn tw\f facing pages. Tat makes the b\f\fk easie\b t\f handle in the da\bk with a fashlight. At the t\fp \ff each \f\bange page is a guide numbe\b ass\fciated with eve\by substance listed in the ERG. (Obvi\fusly, the\be a\be fewe\b guide numbe\bs than substances. Many substances call f\f\b the same \besp\fnse.) Next t\f the numbe\b is a gene\bal desc\bipti\fn \ff the natu\be \ff the substance—f\f\b example, fam - mable liquid, expl\fsive, mixed l\fad, and s\f \fn. Remembe\b the tw\f p\bima\by HazMat th\beats we discussed ea\blie\b? Te p\ftential haza\bds a\bea \ff each guide numbe\b gives y\fu that p\bima\by th\beat:

f\be/expl\fsi\fn \f\b health. It’s in big p\bint \bight up f\b\fnt because it’s the m\fst imp\f\btant inf\f\bmati\fn. One thing that y\fu sh\fuld n\fte is that eve\by \fne \ff these guide pages \bec - \fmmends wea\bing SCBA. M\fst \bec\fmmend a chemical suit. And h\fw many \ff y\fu have these available? Y\fu\b best defense is distance! It’s n\ft unusual t\f have n\f idea at all what y\fu’\be dealing with. Y\fu can still \besp\fnd app\b\fp\biately. In this case, tu\bn t\f the f\bst guide in the \f\bange secti\fn, numbe\b 111. Use these guidelines t\f p\b\fvide a safe \besp\fnse until the exact substance can be identifed. 2\b0 Appen\fix C: Using the DOT Emergency Response Gui\febook Green Pages Tu\bn t\f the g\been pages t\f fnd is\flati\fn distances f\f\b \beleases that d\f n\ft inv\flve f\be. N\fte that this secti\fn divides \beleases int\f small (200 lite\bs \f\b less) and la\bge (m\f\be than 200 lite\bs). F\f\b the n\fn-met\bic-lite\bate, 200 lite\bs is ab\fut 50 gall\fns. When in d\fubt, assume a la\bge spill. Te \fthe\b big c\fnside\bati\fn is time \ff day. Y\fu will n\ftice that is\flati\fn z\fnes f\f\b spills at night a\be f\bequently th\bee \f\b f\fu\b times as g\beat as th\fse du\bing the day. Tis is la\bgely due t\f the dife\bence in atm\fsphe\bic c\fndi - ti\fns. A specialist sh\fuld, if at all p\fssible, decide \fn the actual size \ff the is\flati\fn z\fne and whethe\b t\f evacuate \f\b shelte\b-in-place. Management/Law Enforcement Terrorism threats and increased school and workplace violence have alwa\fs generated headlines, b\bt in recent \fears, the response to these events has received heightened media scr\btin\f. Critical Incident Management: A Complete \fesponse Guide\b Second Edition provides evidence-based, tested, and proven methodologies applicable to a host of scenarios that ma\f be enco\bntered in the p\bblic and private sector.

Filled with tactical direction designed to prevent, contain, manage, and resolve emergencies and critical incidents effcientl\f and effectivel\f, this vol\bme explores:

• The phases of a critical incident response and tasks that m\bst be implemented to stabilize the scene • Leadership st\fle and techniq\bes req\bired to manage a critical incident s\bccessf\bll\f • The National Incident Management S\fstem (NIMS) and the Incident Command S\fstem (ICS) • G\bidelines for responding to hazardo\bs materials and weapons of mass destr\bction incidents • Critical incident stress management for responders • Maintaining contin\bit\f of b\bsiness and deliver\f of prod\bcts or services in the face of a crisis • Roles of high-level personnel in setting polic\f and direction for the response and recover\f efforts A\bgmented b\f Seven Critical Tasks ™ that have been the ind\bstr\f standard for emergenc\f management and response, the book g\bides readers thro\bgh ever\f aspect of a critical incident: from taking initial scene command, to managing reso\brces, to resol\btion, and fnall\f to recover\f and mitigation from the incident.

The a\bthors’ compan\f, BowMac Ed\bcational Services, Inc., presentl\f cond\bcts fve co\brses certifed b\f the Department of Homeland Sec\brit\f. These hands-on “Sim\blation Based” Co\brses will prepare \fo\br personnel to handle an\f \bnexpected scenario. For additional information contact: 585-624-9500 or johnmcnall@ bowmac.com. ISBN: 978-1-4398-7\ 454-7 9 781439 874547 90000 K13455 w w w . c r c p r e s s . c o m w w w. c r c p r e s s . c o m CRITICAL INCIDENT MANAGEMENT Second Edition Faggiano McNall Gillespie K13455 cvr mech.indd 1 10/12/11 4:25 PM