Title: Response to Critical Incidents
1(No Transcript)
2Training Objectives
- Recall the most common characteristics of a
critical incident response. - Analyze the difference between uncontrollable and
controllable incident factors. - Generalize the main characteristics of each
incident response phase. - Develop the appropriate strategies for each
incident phase.
3Training Objectives
- Evaluate the value of tactical leadership in the
crisis phase. - Appraise the value of a universal game plan for
a crisis response. - Describe each of the Seven Critical Tasks.
- Given a critical incident in a practical setting,
develop a response strategy and assemble a list
of resources that your agency can bring to bear
on a critical incident.
4Some History
- 1993 World Trade Center, the bombing was
initially reported as an electrical transformer
fire. - 1995 Murrah Federal Building bombing in
Oklahoma City was initially reported as a gas
main explosion. - 1999 Columbine High School, the initial call
was to investigate a student down in the parking
lot.
5Define a Critical Incident as
- An extraordinary event that places lives and
property in danger and requires the commitment
and coordination of numerous resources to bring
about a successful conclusion.
6Types of Critical Incidents
Criminal Activities
Branch Davidian Waco, TX 1993
Worcester, Mass 1999 6
Firefighters Dead
Columbine, CO 1999
Oklahoma Federal Building 1995
7Types of Critical Incidents
Terrorist Activities / Weapons of Mass
Destruction (WMD)
3 Mile Island Radiation Spill 1979
BIOLOGICAL WEAPONS
Chernobyl Nuclear Meltdown 1986
Sarin Gas Japan Subway 1996
8Types of Critical Incidents
Fires/hazardous materials accidents
- Hazardous Chemical Spills or Explosions
- Industrial Fires/Accidents
- High Rise, Hotel and Multiple Dwelling Fires
9Types of Critical Incidents
Transportation Accidents
- Train Derailment or Collision
- Motor Vehicle Accident (Truck, Car, Bus)
- Shipping/Boating Accidents
10Types of Critical Incidents
Natural Disasters
11Common Characteristics
All critical incidents share many common
characteristics. This is true regardless of
12What Are the Common Characteristics?
- Communications
- Whos in charge?
- Resources and resource coordination
- Intelligence gathering/problem assessment
- Crowd and traffic control (perimeters)
- Environment
- Planning and training
- The media
- Politics
13Uncontrollable vs. Controllable Factors
Incidents accelerate and decelerate based on
uncontrollable and controllable factors.
- Obviously, you cannot change factors beyond your
control. - So focus on the factors that you can control.
14Uncontrollable Factors
- Time
- Weather
- Location
- Initial Injuries/ Death
- Weapons
- Chemicals
15Controllable Factors
- Access to the scene
- Limiting crowd size
- Evacuating adjacent areas
- Rerouting traffic flow
- Requesting additional personnel and equipment
- Where and how you use personnel
- Establishing communication with personnel
- Your own command presence
16Phases of a Critical Incident
- All critical incidents share common traits.
Besides sharing these traits, critical incidents
can progress through four distinct phases
Termination
17Crisis Phase
- Typical duration 0-60 minutes
- Characteristics
- Confusion
- Panic
- Rush to scene
- Gridlock
18Response
Crisis Phase
- Goals
- Stabilize the scene
- Limit acceleration and growth of the incident
- Ensure citizen and responder safety
19Strategy
Crisis Phase
- Response strategies
- Initiate tactical management style
- First responding supervisor initiates Seven
Critical Tasks - Identify initial ICS functions needed
- Evaluate resource requirements
- Evaluate evacuation and/or shelter-in-place
requirements.
20Outcomes
Crisis Phase
- Outcomes
- Safety of citizens and responders is provided
- Scene stabilized
- Proactive management of scene to move ahead of
incident acceleration - If not resolved, move to Scene Management Phase.
- If resolved, move to Termination Phase.
21Scene Management Phase
- Typical duration Hours to several days
- Characteristics
- Potential for danger continues
- Continuation of incident for longer duration
- Arrival of crowd, resources, and media
- Requires increased management
22Scene Management Goal
Establish an organized decision-making team with
ICS to bring about a safe and successful
resolution of the event
23Strategy
Scene Management Phase
- Response strategies
- Select site for scene/field command post
- Expand ICS with specific functions
- Develop and implement incident action plan
- Evaluate resource requirements
- Assess communications requirements
- Initiate evacuation plan (if required)
- Deploy specialists to bring about incident
resolution
24Outcomes
Scene Management Phase
- Outcomes
- A unified command structure is established (if
required) - An organized decision-making team with ICS is
established - If not resolved, move to Executive Management
Phase. - If resolved, move to Termination Phase.
25Executive Management Phase
- Typical duration Several hours, a week or longer
Characteristics
Size, scope and seriousness of the event is
beyond the ability of scene/field command post to
manage
26Goal
Executive Management Phase
Establish a fully expanded ICS to bring about a
safe and successful resolution of the event.
27Strategy
Executive Management Phase
- Response strategies
- Establish Emergency Operations Center (EOC) by
expanding ICS - Establish unified command structure (if required)
- Appointment of the IC is determined by the nature
of incident, by the type of resources required,
and through policy and/or legal authority. - Evaluate current incident action plan and update
as appropriate - Support field operations
- Review and evaluate evacuation plan
28Outcome
Executive Management Phase
Outcome A fully expanded Incident Command System
brings about an organized team approach for the
safe and successful resolution of the event
- When resolved, move to Termination Phase.
29Termination Phase
- Typical duration Accomplished over several days
or weeks - Characteristics
- Incident resolved
- Order restored
30Goals
Termination Phase
- Goals
- Ensure scene integrity
- Bring about a smooth transition to normal
operations - Improve agency responses to the next critical
incident - Maintain emotional and physical well-being of the
organization
31Strategies
Termination Phase
- Response strategies
- Implement plan for returning to normal operations
- Account for all personnel
- Assess damage/injuries
- Reassign personnel
- Re-establish evacuated areas
- Conduct debriefs and reviews
- Conduct stress debriefing and provide counseling
- Prepare after-action reports
- Review policy and assess training needs
- What happened?
- What was our response?
- What would we do better next time?
32Outcomes
Termination Phase
- Outcomes
- Event activity and agency response is properly
documented. - Information is provided that will benefit the
profession. - Opportunities are provided for all personnel to
receive assistance with any emotional and/or
physical needs
33Universal Game Plan
34Seven Critical Tasks
- Establish control and communications
- Identify the kill/hot zone
- Establish the inner perimeter
- Establish the outer perimeter
- Establish the on-scene command post
- Establish a staging area
- Identify and request additional resources
35Establish Control and Communications
- Control
- Dont assume that you are in control or that
others will know this. Announce that you are
taking control. - Problem Assessment
- What is the nature of the incident?
- What is the exact location of the incident?
- How many suspects am I dealing with?
- What is the number and type of weapons involved?
- What type of chemical is involved?
- Is this a possible terrorist threat?
- Communications
- The 1 issue that impacts every critical
incident. - Make sure communication lines are open and they
stay open.
36Identify the Kill/Hot Zone
- Kill/Hot Zone - The area of imminent danger to
responders and citizens. - Size of Kill/Hot Zone influenced by
- Nature of the threat
- Surrounding buildings and structures
- Terrain
- Weather conditions
37Identify the Kill/Hot Zone
38Establish the Inner Perimeter
- The inner perimeter is not the Kill/Hot zone. It
surrounds the Kill/Hot zone and thereby keeps it
from moving or expanding. - The inner perimeter can be an offensive position,
but it must afford cover, concealment, and/or
proper safe distance for responders. - The inner perimeter gives you the breathing room
you need to develop and implement more detailed
response strategies in the scene management phase.
39Establish the Inner Perimeter
Inner Perimeter - The area just beyond the
kill/hot zone and within which responders operate
to directly control the situation.
- Officers A and B - First responding officers who
answered the initial call and got pinned down by
gunfire. - Cars C and D - Positioned to isolate Main Street
between Second and Third Avenues. - Officers E, F, G and H - Positioned to contain
the kill zone and possible points of egress for
the gunman.
40Establish the Outer Perimeter
- The outer perimeter is not an offensive position.
- If it becomes one, it is too close.
- Its primary function is to control movement to
and from the scene. Prevents gridlock caused by - Responders rushing to the scene
- Media and bystanders gathering to watch
- Actual size depends on the nature of the event.
- During events affecting a wide area, you may not
be able to adequately staff an outer perimeter. - At a minimum, set up work areas that are large
enough to hold staging and command functions but
small enough to control access.
41Establish the Outer Perimeter
The outer perimeter completely encloses the inner
perimeter and provides a safe work area for
responders.
42Establish the On-Scene Command Post
- A command post should NOT be located within the
line of sight of an incident. - This makes it easier to focus on the big picture,
not just on one aspect of the incident. - If you can see armed suspects, they can see you.
- Always consider the effects of wind when
establishing a CP. - You dont want to be downwind of a chemical
spill. - If tear gas is used against barricaded gunmen,
you dont want to be suffering as much as your
suspects. - Be prepared to transition to a fixed or larger
command post once resources arrive. - You need a CP that allows response leaders to
meet and make decisions.
43Establish the On-Scene Command Post
Any command post must be conducive to
communications and decision-making. It should
minimize stress factors, such as noise, confusion
and panic, and the distracting effects they can
have on those in charge.
- A command post (CP) should be located outside the
kill zone but between the inner and outer
perimeters. - Command posts can be mobile or fixed. Often the
initial CP is the first supervisors vehicle, as
shown in the example.
44Establish a Staging Area
- Establishing a staging area keeps your resources
from responding directly to the kill/hot zone. - Keeps them safe.
- Prevents gridlock.
- Keep the staging area separate from the command
post. - Combining the two leaders to an area that is
crowded, noisy and hard to accessnot exactly the
calm decision-making atmosphere we want in a
command post. - Be sure to appoint a staging area supervisor.
- Arriving resources need to be briefed.
- The staging manager can advise when resources are
available for deployment.
45Establish a Staging Area
The staging area is a specific location to which
resources respond and await deployment.
The staging area should be well out of the
kill/hot zone but between the inner and outer
perimeters. It must be Large enough to
accommodate all of the responding
resources Close enough for a quick transfer to
and from the scene Parking lots and blocked-off
streets are optimum locations.
46Identify and Request Additional Resources
- The last task discussed but not the last task to
do. - The sooner you identify and request resources,
the sooner theyll be ready for deployment. - Be proactive. Dont just request what you need
right now think about what you might need later. - Always request EMS support.
- Critical incidents by their very nature pose a
threat to lives. - EMS personnel should be standing by in the
staging area for every critical incident.
Dont just think of the Fire Service for scenes
involving flames or hazardous materials.
- Specialized equipment such as tear gas and
distraction devices can create fire hazards. - Fire trucks have tools and equipment not readily
available in law enforcement vehicles.
47Identify and Request Additional Resources
- Other Considerations
- Personnel - Who has special skills, such as
- Special skills and experience
- Advance first aid experience
- Media experience
- Equipment
- Whats available through the agency?
- Whats available through the community?
- What are some possible sources of unofficial
resources? - Other sources
- Utility companies (Power, Telephone,
Cable/Satellite TV) - Media
- Be prepared to improvise
- The date and time of the incident may have an
impact. - An unofficial resource might be more readily
available. Going through normal channels may take
too much time.
48Exercise
Practical
- Response to Critical Incidents
49ALLEY
ALLEY
ALLEY
7-11 Store
FOURTH STREET
550
Doughnut Heaven
410
GREEN STREET
Gas For Less
Adult Book Store
Laundrymat
SCHOOL
ALLEY
Utility Poles
Parked Cars
Bushes
Sidewalk
Fence
50Summary
- Critical incidents have common characteristics.
We can use a universal game plan. - The universal game plan uses the Seven Critical
Tasks. - Learn and use the ICS.
- Develop a respect for Hazmat.
- Take care of your people.
- Develop, assess, revise, and train your plans.
51Training Objectives
- Recall the most common characteristics of a
critical incident response. - Analyze the difference between uncontrollable and
controllable incident factors. - Generalize the main characteristics of each
incident response phase. - Develop the appropriate strategies for each
incident phase.
52Training Objectives
- Evaluate the value of tactical leadership in the
crisis phase. - Appraise the value of a universal game plan for
a crisis response. - Describe each of the Seven Critical Tasks.
- Given a critical incident in a practical setting,
develop a response strategy and assemble a list
of resources that your agency can bring to bear
on a critical incident.