The Boston Marathon Bombings

The Boston Marathon Bombing and the

Rapid Response from Multiple Agencies

Michele Concannon

Florida Gulf Coast University

Instructor: Shawn Keller PhD

CCJ 4450 CRN 80766

Leadership and Management in Criminal Justice

Abstract

This paper explores articles regarding the Boston Marathon Bombing that took place on April 15, 2013. Two bombs went off near the finish line of the Boston Marathon, killing 3 spectators and wounding more than 260 other people. (History.com) Much like the athletes that prepare for months or even years, the multiple agencies like the police department, the fire department, and other emergency personnel spent a lot of time preparing for such emergencies. It was the foundation of communications planning, training, and coordination that made a lifesaving difference when one of Boston’s best days became one of its worst. (dhs.gov)

The Boston Marathon Bombing and the

Rapid Response from Multiple Agencies

Since the tragic events of 9/11, many law enforcement agencies incorporate into their routine practices preparedness training for mass casualty events. (Oxfordhandbooks.com) Basically, this training requires that the officers cooperate with first responders, which lead police to develop predisaster relationships with other law enforcement agencies, emergency workers, physicians, and others who all participate in these trainings. (Oxfordhandbooks.com)

Before the race, the region created a comprehensive event communications plan (Incident Command Form 205). Steve Staffier is the Communications and Interoperability Manager for the Commonwealth of Massachusetts and Statewide Interoperability Coordinator (SWIC). According to Staffier, the state has worked with the Boston Athletic Association, Federal authorities, and the eight communities affected by the race for the last several decades, planning and coordinating communications among the various agencies that support the marathon. (dhs.gov)

In 2010, the Department of Homeland Security’s Office of Emergency Communications (OEC) saw the capabilities of the Metro Boston Homeland Security Regions Communications. The region requested that the OEC train additional Communications Unit Leaders (COML) and used the Interoperable Emergency Communications Grant Program to train more Communications Unit Technicians (COMT). The COMLs planned and managed communications during an event and the COMTs support the technical needs of the plan and communications unit. (dhs.gov) During the planning of the 2013 race, the communications unit added a medical command and control radio network, enabling public safety supervisor and coordinators to better circulate and share medical information. This medical network turned out to be a critical part in saving lives. As news of the bombs spread, Staffier says land and cell phone communications became saturated with users and were largely unavailable for about 90 minutes. During that intense period when first responders were tending to and treating the wounded, moving runners and spectators to safety, and securing the area, Staffier reports that the State’s 800 MHz trunked radio system kept up with the demand. “The radio system absolutely worked and became the key connection for the key decision makers back to their respective dispatch centers or command centers,” Staffier says. (dhs.gov) In the immediate aftermath of the blasts, we learned again the fundamental lessons: All homeland security events are local, beginning with local consequences that require local officials to respond. We learned that effective response depends on robust relationships among people who have learned to work together before events happen. And we learned that skilled, problem-focused improvisation can fill in the gaps.

Other than the communications aspect, leaders from numerous jurisdictions, with different authorities and priorities, all came together to respond to this complex situation.  Because these leaders were all able to work together and effectively lead an operation with remarkable results. These outcomes are measured in lives saved, suspects quickly captured, public confidence maintained, and population resilience fostered. (cdn2.sph.harvard.edu) These leaders all worked together, where no one person was in charge. This was likened to “Swarm Intelligence.” As evidenced in Boston, the principles of swarm intelligence included: 1) unity of mission; 2) generosity of spirit and action; 3) deference for responsibility and authority of others; 4) refraining from grabbing credit or hurling blame; 5) a foundation of trust-and-experienced-based relationships. (cdn2.sph.harvard.edu)

What these leaders accomplished together was astounding. Although three people were killed instantly, there were no fatalities among those who survived the initial blasts. Many of those serious injuries were saved as a result of the speed and effectiveness of the responders. (cdn2.sph.harvard.edu) Despite the horror that occurred that day, the theme “Boston Strong” was established.

Just like any major event of this capacity, it shows that some things could have been done better. One major issue during the bombing and its aftermath was the battery life of the portable radio’s carried by law enforcement and public safety during the long shifts the situation required. (dhs.gov) Another issue was incomplete implementation of the Massachusetts Tactical Channel Plan. Best practices suggest that standard interoperability channels that help provide baseline interoperability across all jurisdictions statewide should be programmed into each public safety radio. (dhs.gov) Also, during the response to the bombings and the investigation and manhunt, public safety was reminded of the need for communications staff and operational staff to work in concert to ensure seamless response efforts. (dhs.gov) In the week between the tragic bombing at the Boston Marathon and the surviving suspect’s arraignment in his hospital room, we saw how far homeland security has come since the Sept. 11 terrorist attacks. The message is overwhelmingly good. (governing.com)

We saw tremendous bravery in the moments after the bombs exploded, as citizens and first responders raced toward the victims without regard to whether more bombs were primed to explode. Civilians applied tourniquets to prevent some of the wounded from bleeding to death. The field station, originally set up to treat chilled, dehydrated runners, quickly became a triage station. The city’s network of ambulances, police and hospitals responded magnificently, in large part because they had practiced over the years for just such a day. (governing.com)

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