Firestorm® | The Boston Marathon Bombings
THE BOSTON
MARATHON
BOMBINGS
4/17/2013 Firestorm® Expert Analysis
Copyright 2013, Firestorm® | www.firestorm.com | (800) 321-2219
Firestorm® | The Boston Marathon Bombings
This document is a compilation of analysis and
preparedness strategies by Firestorm Principals and
members of the Firestorm Expert Council™ in
response to the tragic bombings at the 2013 Boston
Marathon. During the preparation of this document,
a massive explosion occurred on 4/17/2013 in
West, Texas at the West Fertilizer Plant. "Homes
have been destroyed," Waco Police Sgt. William
Patrick Swanton said. "There are homes flattened.
Part of that community is gone."
Firestorm feels more strongly than ever that personal
and business preparedness is crucial. We also wish to
express our sincere condolences to those who have
experienced such great loss in these tragedies.
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Contents
INTRODUCTION .......................................................................................................... 3
CONTRIBUTORS ......................................................................................................... 4
THE BOSTON MARATHON BOMBINGS ........................................................................ 8
Facts to Date ..................................................................................................................... 8
IMPACTS TO TRAVEL AND BUSINESS.......................................................................... 12
The London Marathon.................................................................................................. 13
JIM SATTERFIELD ON PERSONAL PREACTION™ PLANNING ......................................... 14
On Travel and Increased Security................................................................................. 14
Meeting Places ............................................................................................................. 14
HARRY RHULEN ON COPYCAT AWARENESS ............................................................... 15
4 Types of Copycat Criminals ....................................................................................... 15
What can we do? .......................................................................................................... 17
DON DONAHUE ON MEDICAL EMERGENCY RESPONSE ............................................... 17
Exemplary Response .................................................................................................... 17
“Freeze Frame” Memory .............................................................................................. 18
ANN SANCARTIER ON FAMILY ASSISTANCE SUPPORT PLANS ...................................... 18
Account for and Assist your employees ....................................................................... 19
Overall .......................................................................................................................... 20
ROCKY DELMONACO ON BOMB AND SECURITY AWARENESS ..................................... 21
If You See Something, Say Something™" ..................................................................... 21
IEDs ............................................................................................................................... 22
Cell Phones and Communication ................................................................................. 23
JIM SATTERFIELD ON BUSINESS AS UNUSUAL ............................................................ 24
Determine Your Critical Services & Functions .............................................................. 24
Preparedness and Resiliency are Brand Attributes ...................................................... 25
STAN POLIT AND KAREN MASULLO ON THE IMPACT OF SOCIAL & MERGED MEDIA .... 25
Crowdsourcing Crisis – a Caution ................................................................................. 26
On Crisis Commercialization ........................................................................................ 27
IN CONCLUSION ........................................................................................................ 30
Every Crisis is a Human Crisis ....................................................................................... 30
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The Boston Marathon Bombings A PP R O A C H E S T O P E R S O N A L S A F E T Y I N A C R I S I S E V E N T
INTRODUCTION Firestorm presents this paper as a response to the tragic effects of the Boston Marathon Bombings on
4/15/2013. Every crisis is a human crisis.
We designed this paper, along with members of our Expert Council™, to help businesses, individuals
and families create a crisis event response plan that is unique to their needs, and takes into
consideration the distinctive circumstance of large event and crowd crises.
If any part of this paper starts you thinking or prompts you to take some action, together we will have
accomplished a great deal.
Harry Rhulen, CEO, Firestorm
Jim Satterfield, President and COO, Firestorm
Suzy Loughlin, CAO, Firestorm
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CONTRIBUTORS Harry Rhulen on Copycat Awareness
Harry Rhulen, CEO - Harry Rhulen is the Chairman/CEO of Firestorm.
Mr. Rhulen, who spent the first eighteen years of his career in the
insurance industry, has been Chairman and CEO of a public insurance
holding company with United States and European operations.
Harry brings extensive experience in risk management, crisis
management, due diligence and business management to lead
Firestorm’s strategic planning initiatives.
Harry also has extensive due diligence experience, having participated
in over thirty M&A transactions. He has lead several public offerings raising in excess of $350 million.
As an insurance industry representative, serving on the board of the American Insurance Association,
he testified before Congress to expand the opportunities for financial service companies.
Harry has worked as a consultant in many industries, using his risk management, crisis management,
and business management skills, public company, legal, bankruptcy, and due diligence experience to
help his clients....Read his full bio on our website
Jim Satterfield on Family and Employee Preparedness
Jim Satterfield, COO, President - James (Jim) W. Satterfield is the
President/COO of Firestorm. Satterfield has experience as President,
CEO, and COO of various public and private companies in business
continuity, communications, crisis management, environmental,
insurance, reinsurance, risk management, and technology. Jim has
extensive expertise in the identification of vulnerabilities and risks
along with solution design.
Jim is a nationally recognized expert in the field of preparedness and crisis
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management, and has led in the development of national standards for pollution prevention, risk
management, and environmental due diligence. He has spoken to hundreds of groups on risk
management, crisis management, governance, and disaster planning...Read Jim’s full bio on our
website
Don Donahue on Medical Response in a Crisis Event
Dr. Donald Donahue JR., DHEd, MBA, FACHE, Lieutenant Colonel (Ret),
is as an Advisory Member to the American Academy of Disaster
Medicine www.aadm.us.
The American Academy of Disaster Medicine (AADM) is a unique
volunteer organization dedicated to promoting and educating
physicians and healthcare professionals concerning the critical
importance of disaster medicine preparedness.
AADM Advisory Members provide valuable recommendations, direction and guidance to the
leadership of the academy. AADM Advisory Members are distinguished leaders with interest,
knowledge and experience in disaster medicine and preparedness. Duties and responsibilities will
include working with the academy to identify areas of importance to the citizens of the United States
in effectively preparing physicians for future disasters. Don also coauthored the article “The All Needs
Approach to Emergency Response,” published in the Feb. 2012 issue of Homeland Security Affairs.
With more than 30 years experience as a healthcare administrator in the military, government and
private sectors, Dr. Donahue is a recognized expert in healthcare operations, medical readiness,
medical and dental readiness, emergency preparedness, and bioterrorism. He applies an innovative
approach to program development, operational analysis, and marketing solutions. Read Don’s full bio
on our website
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Ann SanCartier on Family Assistance Support Plans
Ann SanCartier is a Firestorm Expert Council member and the founder
of The Crisis Compass which provides crisis management consultation,
training, plan development and response support. Ann has unique
expertise and experience on managing the human side of a crisis with
organizational excellence and compassion.
Previously a crisis manager for a major international airline, she
developed and executed emergency response plans for aviation
accidents, mass casualties, operational continuity plans and man-made and natural disasters. Her
experience includes responses to aircraft accidents and incidents, hurricanes, earthquakes, tornados
and operational disruptions. She is a national speaker on crisis management, family assistance and
grief and loss support.
Rocky DelMonaco on Bomb and Security Awareness
Rocco (Rocky) DelMonaco, Jr. served as Vice President for Georgetown
University’s Office of University Safety from 2007 through 2012. As Vice
President for University Safety, DelMonaco was responsible for the
strategy, planning and execution of all safety and security functions and
programs at the main campus, medical and law centers, and overseas
locations. Simultaneously, Rocco DelMonaco served as the Chief of
Police for the Georgetown University Department of Public Safety.
DelMonaco has more than 30 years of operational and managerial experience in domestic and
international law enforcement, intelligence, counter terrorism, protection and risk management. Prior
to Georgetown, DelMonaco served as an independent consultant and senior executive with ManTech
SMA, a large government contractor for law enforcement, counter terrorist training and homeland
security issues. He also served at the U.S. Department of Homeland Security (DHS) where he oversaw
the integration of threat monitoring and strategic responses by DHS and other Federal agencies and
served as Special Agent in Charge of the liaison division of the Federal Air Marshal Service.
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He also held a variety of responsibilities during more than 20 years as a special agent in the U.S. Secret
Service…Read Rocky’s full bio on our website
Stan Polit on Crisis and Merged Media Response
Stan Polit is a nationally recognized speaker, communication coach, and
crisis communication scholar. As a three time collegiate national
champion public speaker, he has actively worked with universities and
organizations to improve the quality of their public communication
efforts.
Prior to serving on Firestorm’s Expert Council, Stan received a Masters
in Communication while working as a coach for George Mason
University’s competitive public speaking team. As a communication coach, his students reached 11
national and international final rounds and won two international championships. He also helped
advise and coordinate the creation of numerous community outreach and public speaking
empowerment initiatives.
As a researcher, Stan focuses on the ways organizations and their leaders can embrace audience-
centered messages to repair and rebuild images in the wake of a crisis. Read Stan’s full bio on
our website
Karen Masullo with Stan Polit on Crisis and Merged Media Response
Karen Masullo is EVP, Social Media for Firestorm Solutions, LLC. In
addition to serving as Firestorm Solution's own in-house social media
advisor, she also serves on the Firestorm Solutions Expert Council and
delivers social media strategy and policy services for Firestorm clients.
As a Human Resource and Talent Management Innovation
Technologist, with specific experience in social media marketing and
emerging technologies….Read Karen’s full bio on our website
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THE BOSTON MARATHON BOMBINGS
Facts to Date
4/19/2013: 8:50 PM: Dzhokhar Tsarnaev is captured and taken into custody. Boston police soon announce via Twitter: CAPTURED!!! The hunt is over. The search is done. The terror is over. And justice has won. Suspect in custody."
10:35 a.m.: University of Massachusetts Dartmouth says it closed its campus and ordered an evacuation after confirming that Dzhokhar Tsarnaev is registered there. The school says it closed the campus "out of an abundance of caution" as the search continued
MIT, Harvard and other local colleges cancel classes. 8:40 a.m.: A U.S. law enforcement official and the uncle of the suspects confirmed that the name of the
slain suspect is Tamerlan Tsarnaev, Dzhokhar Tsarnaev's older brother. 6:45 a.m.: The surviving Boston bomb suspect is identified as 19-year-old Dzhokhar Tsarnaev, who has
been living in Cambridge, Mass. 5:30 a.m. Friday: Gov. Deval Patrick suspends all public transit service on the MBTA system. 4:30 a.m. Friday: Massachusetts state and Boston police hold a short outdoor news briefing. They tell
people living in that section of eastern Watertown to shelter-in-place. 4 a.m. Friday: Boston Police and Cambridge Police Chief confirmed that the two men involved in the fatal
shooting of an MIT campus police officer, and a shootout-chase scene into Watertown were the same suspects believed to be involved in the Boston Marathon bombing.
The Middlesex County D.A. confirmed that Suspect #1 has died while Suspect #2 escaped.
4/18/2013 – FBI Releases video and images: Video may be viewed on our website at
http://www.firestorm.com/Blog/alert-explosions-rock-boston-marathon.html
More at: http://www.fbi.gov/bostonbombings
Submit tips to: https://bostonmarathontips.fbi.gov View all Suspect Images at http://www.fbi.gov/news/updates-on-investigation-into-multiple-
explosions-in-boston/photos
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On April 17, 2013, 2:50 p.m. EDT, the FBI released the below statement in response to several media
outlets reporting that an arrest had been made in the case:
No Arrest Made in Bombing Investigation
Contrary to widespread reporting, no arrest has been made in connection with the
Boston Marathon attack. Over the past day and a half, there have been a number of
press reports based on information from unofficial sources that has been inaccurate.
Since these stories often have unintended consequences, we ask the media,
particularly at this early stage of the investigation, to exercise caution and attempt to
verify information through appropriate official channels before reporting. FBI
This is an ongoing investigation. Any persons with information on the bombings including video or
images no matter how small are being urged to call Boston authorities at 1-800-494-TIPS. Those with
information may also contact the FBI at 1-800-CALL-FBI (1-800-225-5324), prompt #3 "No piece of
information or detail too small.”
On 4/15/2013, two bombs exploded
about 10 seconds and 100 yards apart
at about 2:50 p.m. in Boston's Copley
Square, near the finish line of the
Boston Marathon. An 8-year-old boy,
a 29-year-old woman and a Boston
University graduate student from
China were killed, and more than 170
were injured. The explosions occurred
four hours into the race and two
hours after the winners had crossed
the finish line, but thousands of runners were still on the course.
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According to the official briefing on the investigation, the first of the two bombs to explode was placed
on the ground on Boylston Street, across from finish-line viewing stands where dignitaries had been
sitting earlier; the second bag was placed on the ground about 75 to 100 yards away, outside the
Forum restaurant at 755 Boylston St.
The bombs consisted of explosives put in common 1.6-gallon pressure cookers, one containing shards
of metal and ball bearings, the other packed with nails, according to a person close to the investigation
who spoke to various media outlets on condition of anonymity. Both bombs were stuffed into duffel
bags, the person said.
Investigators found pieces of black nylon from a bag or
backpack and fragments of BBs and nails, possibly contained in
a pressure cooker, an FBI agent says. An intelligence bulletin
issued to law enforcement and obtained by the AP includes a
picture of a mangled pressure cooker and a torn black bag that
the FBI says were part of one of the bombs.
One image, submitted to media by a person at the event,
shows an abandoned bag placed next to a mailbox at the
scene, just prior to the first explosion.
Richard DesLauriers, FBI agent in charge in Boston, confirmed
at a press conference that investigators had found pieces of
black nylon from a bag or backpack and fragments of BBs and
nails, possibly contained in a pressure cooker. He said the items were sent to the FBI laboratory at
Quantico, Va., for analysis.
DesLauriers urged anyone who may have seen someone carrying a heavy black bag near the scene of
the explosion to come forward.
It remained unclear if the bombs were the work of a homegrown or foreign threat, but in Washington,
both President Obama and Defense Secretary Chuck Hagel called the attack terrorism.
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“Any time bombs are used to target innocent civilians, it is an act of terror,” President
Obama said Tuesday morning.
Authorities also recovered a piece of circuit board that they believe was part of one of the explosive
devices, and also found the lid of a pressure cooker that apparently was catapulted onto the roof of a
nearby building, an official said Wednesday.
Dr. Peter Burke, chief of trauma services at Boston Medical Center, said Wednesday 19 patients (six
males and 13 females) are being treated at the facility. Seven people had amputations and two remain
in critical condition, including a five-year-old boy. He said there will be eight 'reoperations' at the
hospital. One or two patients may be released later today. He credited Boston EMS and first
responders for limiting the loss of life.
He said beside amputations, doctors have been treating lung injuries, likely caused from the force of
the explosion or impact on the ground.
"The major (injuries) ones that were life-treating were tissue injuries and vascular
injuries," Dr. Burke said.
Tufts Medical Center said it treated 14 patients, seven of whom have been discharged. None of the
patients are listed in critical condition. The hospital said it did not have any amputations nor does it
expect any in the future.
Eight-year-old, Martin Richard, who was waiting for his father to finish the race, is among those dead.
The boy's 6-year-old sister lost a leg in the attack and his mother suffered a brain injury.
Krystle Campbell, of Medford, Mass., 29, was also killed in the blast. Her father said she had gone with
her best friend to take a picture of the friend's boyfriend crossing the finish line.
The Shenyang Evening News, a state-run Chinese newspaper, identified the third victim as Lu Lingzi.
She was a graduate student at Boston University.
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IMPACTS TO TRAVEL AND BUSINESS As of 4/17/2013, Amtrak trains in and out of Boston were operating, and Logan International Airport
was running a normal schedule.
Some airlines and hotels are waiving fees for Boston trips.
Major public gatherings have been canceled or postponed. Security has been tightened significantly,
and the crime scene around Copley Square, a major focus for tourism, will likely be off-limits for
several days, authorities say.
"That area is pretty much going to be locked down," Gov. Deval Patrick said at a press
conference Monday night. "It's not going to be easy, simple, or regular. And, I think, in
most cases, people are not going to have access to that area."
The closed-off zone is nearly a mile long and three blocks across, spanning the length of Boylston
between Berkeley Street and Massachusetts Avenue and on either side of Boylston from Newbury
Street to Huntington Avenue.
Workers and visitors will not be allowed access, and Boston.com reports that exit 22 off the
Massachusetts Turnpike, which feeds into Copley Square, will remain closed to traffic on Tuesday.
Boston Public Library in Copley Square, the Shops at the Prudential Center, the Copley Place mall, and
the Hynes Convention Center will be closed, as will the Boston Common garage, although drivers will
be allowed to retrieve their parked cars.
Boston Common will remain a staging area for law enforcement officials, and while mass transit
resumes today, Copley Station is still closed and riders should expect delays and increased security,
including bag checks, officials say.
Both the 212-room Lenox Hotel and the 148-room Mandarin Oriental Boston, which are about a half-
block and one block west of the finish line, respectively, were evacuated and closed by the Boston
Police Department until further notice, reports Travel Weekly, and the Fairmont Copley Plaza, about a
block and a half east of the explosions, is open only to guests and hotel employees. Copyright 2013, Firestorm® | www.firestorm.com | (800) 321-2219
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Boston.com has set up a Google Doc for visitors who need a place to stay, and several lodging services,
including Airbnb and HomeAway.com, are waiving fees and/or encouraging hosts to offer rooms free
of charge, reports PropertyPortalWatch.com.
The London Marathon
The London marathon in its 33rd year is the world's largest and attracts more than 37,000 runners and
crowds of up to 500,000 each year as it snakes its way through the British capital's most famous
landmarks, finishing outside the gates of Buckingham Palace.
The London race's chief executive Nick Bitel said the Boston blasts were a sad day for athletes and ''our
friends'' in marathon running.
"Our immediate thoughts are with the people there and their families. It is a very sad
day for athletics and for our friends and colleagues in marathon running," Mr Bitel
said.
''Our security plan is developed jointly with the Metropolitan Police and we were in
contact with them as soon as we heard the news,'' Mr Bitel said.
Mr Bitel continued: ''We will not be cancelling, what we are doing we're reviewing. You look at what
has occurred, if there are steps we can take to increase security and all sorts of measures one could
deploy. We run through the city, when you have an event of this nature, a marathon, a parade, it's only
as safe as the city itself, if it's not held in a stadium you can't do a lockdown like you may do in a
building.''
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JIM SATTERFIELD ON PERSONAL PREACTION™ PLANNING First, develop a Personal Preaction™ Plan. What is a Personal Preaction™ Plan?
As detailed in the Firestorm Publication, Disaster Ready People for a Disaster Ready America, when you
“react” you may behave thoughtlessly and irrationally, often making things worse.
When you “preact” you take time to think clearly, process possibilities, options and contingencies and
develop a plan that enables you to perform well in an emergency.
You control your own disaster preparedness. No one is more interested in protecting you and your
family than you are, and more importantly, only you and your family truly understand your particular
situation.
By incorporating the best tactics and strategies and then tailoring them to your needs, a customized
plan will emerge to give you an upper hand in most crisis situations. This plan is what we refer to as a
Personal Preaction™ Plan.
On Travel and Increased Security
Authorities, particularly in major cities, are operating on heightened alert.
There has been a rash of suspicious package reports. Downtown Seattle was closed due to a backpack
abandoned on a sidewalk while New York City Police Department fielded 77 reports of suspicious
packages in less than 24 hours following Monday's attack.
In a situation such as this, all travelers should expect a higher level of alert and security regardless of
mode of travel.
Venues for events of all types – for concerts, sporting events, conventions, etc. will increase security.
Anticipate delays and plan for extra time. Cooperate with law enforcement and their representatives
in a calm and organized manner.
Meeting Places
Identify where you and your family will meet after any event. If at a public venue or large, outside
event, select a specific spot to meet up should your party become separated.
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Should the party become separated due to individual activities, and the agreed-upon meeting place is
off-limits due to security closure, identify a secondary location beforehand as the secondary meeting
spot, and assure everyone in your party knows how to get to the location.
If your primary meeting place is destroyed, or access to it is cut off, plan to meet at this secondary, pre-
arranged location. Often community centers or schools themselves are “designated evacuation
centers.” If you are unable to identify such centers in your area, contact your local Red Cross for
assistance.
To determine the best secondary meeting place for you and your family, consider patterns of
movement, routines, schedules, times of year, etc. for each family member. Take into account what
options each person may have if:
They have no personal means of transportation
They depend on public transportation and it is out of commission
The secondary meeting place is inaccessible; does a third alternative exist?
NOTE: As with all meeting places, make sure everyone is clear on how they are going to get to each
one. If you have a car, drive to your meeting places a few times. Since you may not have a car during
an emergency you should walk to each location at least once. (Your perspective and observations are
different from the comfort of a car than they are on foot.) Notice landmarks and how they might guide
you if street lights or roads are out. While landmarks are easy reference points, make note of their
relationship to other things because landmarks may be destroyed or otherwise unrecognizable.
HARRY RHULEN ON COPYCAT AWARENESS
4 Types of Copycat Criminals
In 1984, scholars S.E. Pease and C.T. Love identified four different types of copycat criminals:
Mode copiers, who hone their actions based on media reports;
Group copiers, who act in concert with each other;
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Mentally ill or deficient copiers; and terrorists or threateners, who want to stoke fear. Incidents such as this most recent tragedy may bring out threateners.
As an example and in light of the Boston Marathon Bombings, the appearance of suspicious mail sent
to President Barack Obama, and others to Sen. Carl Levin, Michigan and Sen. Roger Wicker, Mississippi
does raise concern.
The issue of copycat violence is one which is well-known. After any significant event, there tend to be
additional acts which are perpetrated by individuals who for one reason or another are motivated by
the event. This is one of the reasons that the Secret Service is very tightlipped about any attempt on
the President's life, or any threats which are intercepted before the perpetrator has an opportunity to
act out.
Copycat violence is not necessarily violence which mimics the events which occurred. In some ways the
term "copycat" is misleading. In reality the term is usually used to refer to violence which is motivated
in some way by the previous event. Unfortunately, what we are seeing in today's society is a
tremendous increase in copycat violence. This is most likely a result of the instantaneous and
continuous media coverage which these events receive.
The shootings in Sandy Hook and the subsequent discussion of gun control have been in the news,
nonstop, since the event. This has motivated a spate of copycat violence hereto for unseen. There have
been more school shooting and violence events in the first three years of this decade than would
normally occur in a ten year period. Firestorm attributes this increase to the continuous bombardment
of media which everyone receives. No longer is it the nightly news that delivers the message, but
instantaneous news, pictures and videos via smartphone, computer, tablet, satellite radio, television,
radio, newspaper, etc.
The tremendous amount of information which is delivered to every individual on a daily basis will only
increase. Firestorm believes that it is a “new normal” that everyone will receive instant and constant
information about disasters. For stable individuals who have the ability to filter this information, this
may not represent a problem. For the mentally ill, or those who already have a predisposition to
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violence, this could be a serious problem. They are motivated to act, and through this bombardment of
information, receive constant reinforcement.
What can we do?
Is extraordinarily important that after a major violence event - until the issue has died down in the
media - that everyone and every organization have a higher level of vigilance.
The issue of reporting becomes paramount. People must understand that if they see something, it is
their obligation to say something. Every company, school and organization must have an anonymous
reporting process as part of their overall planning to ensure that their people have a methodology by
which to report anything that they see.
These programs must be implemented, trained and tested on a regular basis. Invariably, someone
knew something or saw something before every major event occurred.
DON DONAHUE ON MEDICAL EMERGENCY RESPONSE The days following a tragedy are filled with answer-seeking; an often fruitless and frustrating process,
particularly when senseless violence takes the lives of children or innocent bystanders. On April 15th,
2013, an iconic and festive day in Boston was irrevocably marked by an act of vicious violence. It was
also characterized by the best of our nation and culture.
Runners and spectators from 90 nations were in Boston, enjoying the free and open society that both
permitted the gathering but also allowed an act of unspeakable malice.
Exemplary Response
Immediately following that act, the response was exemplary. First responders and on-site medical
assets reacted immediately to save lives and prevent further injury.
Emergency departments geared up to treat an influx of patients – a mass casualty event in healthcare
parlance. This was not so exceptional. This is what we train to do. What is notable was the response
of the various volunteers and spectators.
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When the celebratory circle of the finish line area was shattered by two explosions, ordinary people
tended to the needs of others. Photographs of the ensuing chaos show guidance, first aid, and comfort
being delivered not only by public safety and medical staff, but also by average citizens.
“Freeze Frame” Memory
Commenting on the event, MSNBC journalist Mike Barnicle observed that those at the site of the
explosions will forever have a “freeze frame” memory of the unspeakable carnage – a sight no one
should ever endure but even more so for the children involved. Barnicle also cited, however, that
these witnesses will also forever carry the memory of people helping others when most needed;
people rushing into a danger zone to assist strangers is the essence of our humanity.
It is also a reminder that disaster can lurk around the next corner. Preparedness is not an option.
Taking a class in first aid, having a contact and reunification plan, and being aware of suspicious things
in our surroundings are, sadly, no longer activities for someone else. No one ever thinks they will be
victim to disaster, large or small. The Boston Marathon is a chilling reminder of the fallacy of this
belief.
ANN SANCARTIER ON FAMILY ASSISTANCE SUPPORT PLANS Every crisis is a human crisis.
Leadership must remember to follow the same course of action as they advise to their employees.
Following a crisis event:
As soon as possible, contact family and let them know your status. Connecting with a
support system during a crisis can help reduce anxiety.
Assure that visitors, vendors and others that may be unfamiliar with your building or
grounds are located and assisted as quickly as possible.
Encourage employees to put their Personal Preaction™ Plans in play. Take into
consideration any instructions on evacuations, traffic routes and rerouting.
Encourage employees to immediately contact loved ones. It gives them something to do
when the brain is in an adrenaline response and unable to think normally. This also reduces
incoming communication traffic to your organization so that you are better able to respond.
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Wait to post updates or status using social media. What is posted when an individual is in
shock may not be in their best interest, and in some situations, may put the individual and
others at risk.
Do document and save images or video taken before or after the event that may contain
information helpful to authorities.
Account for and Assist your employees
Accounting for all employees following a crisis event is critical. Implement your Employee
Check-in Plan.
If you have a family assistance support plan now is the time to assess the need and implement
it. Be prepared to do the following:
Set up a crisis call center with a specific number for people to call if they think they
know someone has been directly affected.
Activate your family assistance team, often called Care Team, members or critical
incident stress teams to work directly with those affected and their families.
Notify your Employee Assistance Program and work to create strategies and support as
needed.
If the need is great, establish a Family Assistance Center where you can better protect
those affected and meet their needs.
Assess the need for emergency medical services for employees, visitors or others as
appropriate.
As with the Boston Bombings, immediate response by persons at the scene saved lives.
If your company does not have a formal medical program, you may want to investigate
ways to provide medical and first-aid services.
Provide your employees with a written emergency medical procedure to minimize
confusion during an emergency.
If an infirmary, clinic, or hospital is not close to the crisis event, ensure that onsite
Coordinators have adequate training in first aid. Treatment of a serious injury should
begin within 3 to 4 minutes of an accident.
In the event that evacuation of the premises is necessary, some items may need to be
secured to prevent further detriment to the facility and personnel on hand (such as
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securing confidential/irreplaceable records, or shutting down equipment to prevent
release of hazardous materials).
Respond with compassion
Validate and acknowledge what employees are experiencing through the use of compassionate
crisis communication techniques. Avoid platitudes such as, “I know how you feel”. Instead, you
could say, “I can’t imagine how difficult this must be.”
Show practical support. Anticipate, identify and provide for any practical needs employees may
have. During the employee check-in phase, direct supervisors should be made aware of any
urgent needs. Then, assign and empower a Care Team to those who may have been seriously
impacted (e.g. injured; lost a loved one; was an eye-witness to the tragedy; encountered
significant damage to personal property).
Educate and communicate
Provide informational material. Educate your employees on common physical and psychological
responses to crisis. Your Employee Assistance Program (EAP) can provide informational
brochures.
As appropriate, offer face-to-face support by a counselor that has training and experience in
dealing with trauma.
Offer group debriefings. When facilitated by a skilled professional and conducted with
homogeneous groups, these have proven to help validate feelings, reduce feelings of isolation
and aid in recovery. A vetted, free resource which can offer these is the International Crisis
Incident Stress Foundation (www.icisf.org).
Educate employees on other practical assistance you are able to give such as working remotely,
extended time off or a flexible scheduling.
Communicate to your employees often (at least daily) even when you don’t have “new”
information, especially during the height of a crisis. Letting them know next steps is helpful
during a confusing time.
Overall
Train and Drill: Staff must know what to do. A disaster preparedness and recovery plan should include
employee training. It should address general training for all employees, including:
Individual roles and responsibilities
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Information about threats, hazards, and protective actions
Notification, warning and communications procedures
Means for locating family members
Emergency response procedures
Evacuation, shelter, and accountability procedures
Location and use of common emergency equipment
Emergency shutdown procedures
Build emergency preparedness into the culture of the organization.
ROCKY DELMONACO ON BOMB AND SECURITY AWARENESS
If You See Something, Say Something™"
As stated earlier in this document by CEO Harry Rhulen:
“The issue of reporting becomes paramount. People must understand that if they see
something, it is their obligation to say something.”
As detailed on the DHS website, the nationwide "If You See Something, Say Something™" public
awareness campaign – is a simple and effective program to raise public awareness of indicators of
terrorism and terrorism-related crime, and to emphasize the importance of reporting suspicious
activity to the proper local law enforcement authorities. The campaign was originally used by New
York's Metropolitan Transportation Authority (MTA).
If you see something suspicious taking place, report that behavior or activity to local law enforcement
or in the case of emergency call 9-1-1. Factors such as race, ethnicity, national origin, or religious
affiliation alone are not suspicious. For that reason, the public should report only suspicious behavior
and situations (e.g., an unattended backpack in a public place or someone trying to break into a
restricted area) rather than beliefs, thoughts, ideas, expressions, associations, or speech unrelated to
terrorism or other criminal activity. Only reports that document behavior reasonably indicative of
criminal activity related to terrorism will be shared with federal partners. Copyright 2013, Firestorm® | www.firestorm.com | (800) 321-2219
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IEDs
Give the above and the information that common household appliances – in this case a pressure
cooker - may have been used in the Boston Marathon attacks to create Improvised Explosive Devices
or IEDs, alertness and quick reaction to the discovery of such concealment devices in unusual locations
or circumstances can improve chances of early detection and prevention of an attack. Potential
indicators of a pressure cooker configured as an IED include:
Protruding wires or fuses.
Unusual smells such as chemical odors.
Wetness or unusual stains on a container.
Apparent abandonment of a pressure cooker in a high traffic or otherwise strategic location.
First reports of pressure cookers being used as bombs date back to the 1990s when Maoist rebels used
them during the Nepalese civil war that began in 1996.
During the early part of the last decade, pressure cooker devices were being used in the creation of
IEDs across Afghanistan and Pakistan - and were used with alarming frequency against coalition forces
in Afghanistan.
However, because pressure cookers are not as common in the United States as other developing
nations, the Department of Homeland Security issued a 2010 warning to report seeing any in public
places unattended. The 2010 warning was released several months after the failed May 2010 Times
Square bombing - which used one as part of its mechanism.
In 2011 U.S. Army Private Naser Jason Abdo was charged in plotting to set off a pressure cooker bomb
on Fort Hood, Texas. He reportedly learned how to construct the device from reading al Qaeda's online
magazine, Inspire.
As expected, authorities in New York and Washington tightened security precautions in the wake of
the blasts.
The Bureau of Alcohol, Tobacco, Firearms and Explosives sent all of its bomb technicians, explosives
officers, explosives specialists and canine officers from their Boston and New York field divisions to the
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The U.S. Federal Bureau of Investigation, Justice Department, Homeland Security Department and
other agencies are also lending assistance to the investigation.
Cell Phones and Communication
Is there a procedure for turning off a cell phone network during a crisis?
Yes. While cell towers are privately owned by telephone companies, they are licensed by the federal
government, which has the authority to silence them in an emergency. The National Communications
System, a subdivision of the Department of Homeland Security, established a protocol for emergency
interruptions in 2006, in the wake of a controversial shutdown in New York after the London subway
bombings.
The process can begin when a state authority, such as a governor, makes a shutdown request to state
homeland security advisers. These advisers, employees of an agency called the National Coordinating
Center, evaluate the request; if it seems valid, they contact the cell phone carriers, which must
temporarily dismantle the networks by shutting off their base stations.
On a smaller scale, local law enforcement agencies have access to devices that can jam signals over
specific areas and block target phones. They do not need consent from telecom companies to use
them. In this instance, Boston authorities requested there be no cell phone use immediately following
the attacks. Because cell services were quickly overwhelmed, many speculated that signal jamming
was used in Boston.
This presents a dilemma for law enforcement and the public, whose needs are at odds with each other:
While no individual wishes to do anything that may jeopardize safety or an investigation, locating and
notifying loved ones, and the thirst for immediate news and updates may take priority.
It is important then to remain focused one one’s evacuation plan, clear the area, reunite with family
and friends at a pre-arranged spot, and continue to the next safe location as possible.
Bottom line, every police chief and sheriff I know (I was one of them), always say “CALL in suspicious
incidents and packages!” We would rather have the call and find out it was “all-clear”, rather than put
people’s lives at risk.
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JIM SATTERFIELD ON BUSINESS AS UNUSUAL For many companies in the area of impact in Boston, entire blocks are closed and these businesses are
unable to conduct business as usual.
However, payrolls and bills must be paid, customers served, and deadlines met. For some companies
such as hotels and restaurants in the immediate area, a plan for re-opening is the first order of
business, but must by necessity wait upon official release of the area.
For others, re-working how, where and when business is conducted may be feasible. Companies such
as Regus specialize in workspace to use immediately when disruption occurs, with dedicated,
productive working environments. You can reach a Regus Workplace Recovery Advisor at 1-800-
OFFICES.
When planning for alternate work space in a crisis, first, analyze and know your organization.
Determine Your Critical Services & Functions: Answer the following questions to help craft your
recovery plan.
What are your organization’s functions and services? (what you do—in detail)
What staff is responsible for what functions?
Which functions and services are critical, and which are less so?
Conduct a client impact analysis: in the event of an interruption, what would be the impact on
your services to your clients? For example, if your organization delivers printing to clients, how
would you get deliverables to them should your facilities be inaccessible?
Whom do you serve? Who are your clients?
Where do you serve them? (on-site, at their business, at another organization’s facilities, etc.)
How do you serve them? What do you provide to your clients: information, food, medical care,
transportation, etc.
How are these services provided: via phone, fax, or internet, in person, etc.
What are your personnel requirements? (are services provided by staff, volunteers, etc.)
What are your equipment requirements? (cars, computers, etc.)
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How do your services impact the organization’s functioning? (For example, if fee-for-service is
crucial to your operations, what will happen if you cannot perform those services?)
Preparedness and Resiliency are Brand Attributes
In order to make contingency plans, differentiate your organization’s services. If, for example, a phone
system is needed to provide services to your clients, diversify your options with multiple providers. If
it’s your computer system or your website, this may be where you want to focus your resources.
How quickly do each of your services have to get back up and running? In other words, what is the
acceptable level of downtime?
Alternative Work Sites: Do you have a place for your staff to go should your offices become unusable?
Make arrangements with another organization such as Regus to set up an office, kitchen, classrooms or
whatever is needed in order to provide your services.
Alternatively, can you make arrangements for another organization to take over your services?
STAN POLIT AND KAREN MASULLO ON THE IMPACT OF SOCIAL &
MERGED MEDIA In recent years, social media tools and applications have played an increasing role in emergencies and
disasters. Social media sites rank as the fourth most popular source to access emergency information.
FEMA, The Red Cross, first responders and others now use social media to communicate a variety of
information, and planning is underway to explore further opportunities to leverage the tools.
Uses of Social media during a disaster may include:
to warn others of unsafe areas or situations
inform friends and family that someone is safe
to request aid or assistance
to follow warnings, watches and evacuations
to locate survivors
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We have seen great benefits from the use of social media, but great risks emerging as well.
Crowdsourcing Crisis – a Caution
Karen Masullo: As reported by major news outlets, an FBI source is quoted as saying:
“There is a "significant social media footprint" on the bombings that is providing new leads to
investigators. More than 30,000 social media messages were collected within a one-mile radius of the
finish line in the 48-hour period surrounding the explosions - with "Twitter and Facebook lighting up"
after the attack. Social media generated what are called link analysis charts - which showed "the
relationships between social media messages that met investigative criteria." Investigators are
especially interested in messages that seemed "out of place or coded."
The FBI and other law enforcement officials also turned to social channels this week, requesting that
anyone with information contact their hotlines. Social media was also heavily used the day of the
explosions to help locate friends and family members on the scene while cell phones were jammed or
overloaded.
Most notably, on the anonymous (and adult) discussion board 4Chan, users have posted hundreds of
images, isolating those they deem suspicious. This has driven a host of theories as to individuals
involved and motives, sparking controversial dialogue and accusations. Sadly, the very images that are
being leveraged by investigators, may be so widely distributed now, that rather than help the
investigation, they instead help and alert the perpetrators of these crimes. Additionally, innocent
bystanders may be marked as something they are not.
Social sharing goes beyond the individual device.
As detailed in an OP-ED for Mashable, “Boston Bombings: Truth, Justice and the Wild West of Social
Media” by Lance Ulanoff
“The web has begun to consume itself, gnawing on its own tail in search of comfort and
answers. Until authorities find the bastards who did this, it should be a harmless exercise. But
it’s not.
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As I write this, Reddit users are frantically trying to stamp out a fire they started. What seemed
like a good idea at the time — crowdsourcing an investigation of video and photo forensic
evidence — has spun out of control.”
“A recent post on the site gives you an idea of where things are:
“the two Males that the media have claimed the FBI are looking for are local guys and appear to
be innocent. PLEASE DO NOT POST ANY MORE ON THEM, ESPECIALLY LINKS TO NEWS SITES
THAT IDENTIFIES THEM.”
This is not to say that that were not many positives; YouTube contributed to the crowdsource idea, by
creating a dedicated channel for video uploads, allowing officials to more easily access user generated
content. YouTube's parent company Google also adapted its Person Finder tool to help in the
aftermath of the bombings. The tool is designed to help people reconnect with friends and loved ones
in the aftermath of natural and humanitarian disasters.
As with any tool, especially when used during or in the aftermath of a crisis, caution and maturity are
called for. As we have said in the past, social media has created millions of newsdesks of one. Do we
really now want to see millions of investigators of one?
On Crisis Commercialization
Stan Polit: When news of the bombing broke, I felt the same sense of shock, surprise, and anger
shared by so many across the
world. What a senseless and
tragic taking of human life. As
I attempted to learn more
about the situation, I found
myself increasing disturbed by
the decision of major media
outlets to not disable the
video ads preceding the live
streaming coverage. As I
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watched these ads, I could not help but feel a strong sense of cognitive dissonance. The image of a
happy couple planting flowers they just purchased seemed hauntingly at odds with the video of a
crime scene where dozens of people had been seriously injured.
One of the problems that these ads seem to highlight is the fact that crises are major commodities for
news outlets and websites. These periods are golden opportunities for news agencies to not only "sell"
their coverage as superior in quality, but also sell their ad space as superior in value. In other words,
one city's crisis quickly becomes another party's jackpot.
Karen Masullo: Along with the idea that crisis is a saleable commodity, it is regrettable, as with any
crisis or disaster event, that scams and scammers will use the event for profit maliciously. This has
been especially true of social media; given the rapid-fire nature of information sharing today, it doesn’t
take long for malicious or misinformation to go viral.
Fortunately, there are
those who are quick to
spot and call out the
fakes, and they have the
reputation and brand advocate numbers to help push corrections and real messages out.
We also observed that users and groups had changed the name of their Facebook pages and groups to
Boston-related titles, YouTube users included the words Boston, Marathon, and Bombings as keyword
tags and titles in newly upload video completely unrelated to the event, and domain names with the
same keywords in URLs were quickly purchased. One such site however,
http://bostonmarathonconspiracy.com/ displays this simple message: “PLEASE KEEP THE VICTIMS OF
THIS EVENT AND THEIR FAMILIES IN YOUR THOUGHTS THANK YOU”
The below information is provided for your situational awareness by the National Cybersecurity and
Communications Integration Center:
Individuals wasted no time registering domain names related to yesterday’s explosions at the
Boston Marathon. Some of the domains are likely to take advantage of those interested in
learning more details about the explosions. Others will likely target individuals looking to
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contribute to fundraising efforts. It is unclear what each registrants intent may be, but
historically, scammers, spammers and other malicious actors capitalize on major news events
by registering such domains.
In addition to fake domains, malicious actors may also create fake social media accounts with
similar intent. Twitter account @_BostonMarathon was created shortly after the explosions
took place. The account stated it would donate $1.00 for each retweet, and was crafted to
closely resemble the legitimate Boston Marathon Twitter account (@BostonMarathon). This
account has since been suspended by Twitter; however, the likelihood that similar social media
accounts will surface remains high.
NCCIC recommends that all persons looking to donate money in support of those affected by
yesterday’s events rely on official fundraising charities such as the American Red Cross. Exercise
caution when clicking on links or interacting with social media accounts that claim to represent
the best interests of those involved in this incident. Additionally, when searching for updates on
the story, it is safest to go directly to trusted news sources rather than conducting general
search engine queries.
Stan Polit: One person's crisis becomes another party's jackpot.
As I thought more about these ads in the context of the overall crisis, I kept going back to the question
of whether or not viewing a localized event as a international crisis is the most effective route towards
resilience and recovery. On one hand, we certainly see a proliferation of Facebook statuses and
Tweets devoted to the honor of the victims. But, the reality of the situation is that for most people the
bombing will not really change their lives in any substantive way.
Ironically, their lives will more closely resemble the normalcy depicted in the video ads, rather than the
intensity of the crisis.
Karen Masullo: As eloquently stated by Mark Blank-Settle, of the BBC College of Journalism, in a post
on his site:
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“There is human need to feel involved, concerned, part of the conversation. We all saw
those poor people, struggling across a finish line, only to be blown backwards by the
force of a truly shocking explosion. We all want to say “I’m the kind of person who is
appalled by this” but, in doing so, it can so sometimes come across as trite.”
Stan Polit: While the goal of crisis management is to localize harm, perhaps events like these do have
the benefit of showing us that the reason we come together as a nation and global community is
because there is no such thing as a "local" crisis.
Crises bring out the best in communities because they exhibit a world without boundaries. These
events bring people together in a way that allows them to recognize the collective power of the human
spirit. While there is some tension in wanting to localize the effects of a crisis and promote
compassion on a global scale, inevitably there is a great deal of human capital that can be mined from
our collective responsibility to help strangers in need. Compassion becomes the international language
of resilience and recovery.
Preparation is the tool.
IN CONCLUSION
Every Crisis is a Human Crisis
In today’s world, events such as these in Boston and Texas are not going to be exceptions. If you
haven’t put plans in place, outcomes will be worse.
Firestorm strongly recommends that you follow a PREDICT.PLAN.PERFORM.® approach to protecting your
family and your company. Please let us know if we can help.
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Firestorm® is a national leader in crisis management, vulnerability analysis/threat assessment, and
business continuity. Firestorm’s PREDICT.PLAN.PERFORM.® process leverages next-generation consulting
services, tools and software creating resilient organizations. We are the Crisis Coach™ for Crisis
Management, Critical Decision Support, Crisis Communications, Crisis Public Relations, and
Consequence Management.
Corporate office
1000 Holcomb Woods Parkway Suite 130
Roswell, GA USA 30076
(800) 321-2219
www.firestorm.com
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