Oklahoma City
US&R After-Action Report
CALIFORNIA TASK FORCE 3
SIXTH STREET INCIDENT, OKLAHOMA CITY
19 APRIL 1995
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Executive Summary:
On Wednesday April 19th, 1995 At 0902 hrs., a bomb was reported to have been detonated in Oklahoma City on Sixth Street next to the nine story Alfred P. Murrah Federal Building. The blast caused extensive damage to the building. The entire rear portion of the building was collapsed from ground level to the roof including a section that was collapsed almost entirely to the front of the building. There was extensive pancake type collapse and possible void spaces caused by the layering of all nine floors at the street level. Many occupants of the building were killed and a very large number were unaccounted for.
California Task Force 3 was activated on Monday, April 24th, 1995 at 0550 hrs. and was requested to respond to the site of the bombing in Oklahoma City to assist in rescue operations which had been started by several other previously activated Task Forces. (The official facsimile was received at 0624 hrs.) The Task Force was transported by C141 from Travis Air Force Base and arrived late in the evening on 4/24/95 and the Task Force leaders were given a tour of the building. The entire task force worked as a shift starting the next day and continued working for the next seven days.
Tasks included hazard mitigation, concrete and debris removal, victim location and removal and advanced search techniques involving all specialized equipment and utilization of our canine search specialists.
Unfortunately there were no live victim recoveries for our Task Force; however the service provided to the citizens of Oklahoma City in the dignified recovery of loved ones was extremely valuable to the community and gratitude was freely and openly expressed on a daily basis.
Mission Overview:
The overall mission of California Task Force 3 was to deploy to Oklahoma City and to relieve Task Force Teams that were already working at the partially destroyed Alfred P. Murrah Federal Building.
The team developed two goals on which to focus:
- Assist the people of Oklahoma City as directed by the Incident Command Staff.
- Provide, as much as possible, a safe working environment so that all personnel would return home safely.
April 24, 1995(Monday):
The Task Force was activated at 0550 hours. The team was assembled at Menlo Park Fire District Headquarters by approximately 1030 hours. The Task Force traveled as a group by bus to Travis AFB. The team left Travis AFB at approximately 1500 hours. The Task Force arrived at Tinker AFB in the late evening. Security badges and lodging were obtained in Oklahoma City. The leaders and managers of the team were given a brief tour of the damaged building and an overview of the situation. A team briefing was conducted at 0100 hours of 4/25/95 and most of the team retired for the night around 0200 hours.
April 25, 1995(Tuesday):
The Task Force was assigned to start work at 1300 hours. The assignment was to work at debris removal and body recovery at the base of the building, between columns 18 and 20. The Los Angeles County Task Force was working alongside of us, from column 20 to 22. The shift ended at 2000 hours.
April 26, 1995(Wednesday):
The Task Force started work at 0800 hours. The assignment was for half the Task Force (2 Squads) to work on hazard mitigation on the upper floors, and the other half to work on debris and body removal on the rubble pile at the base of the building between column 22 and the east end wall.
The upper floors work meant removing debris and overhanging slabs from floors nine through four. This work involved pre-rigging all of the floors with safety lines and equipment transfer/retrieval lines. The team then started to prepare the individual slabs for removal. This included core-drilling and installing cabling that would allow the large cranes to remove the piece safely after the connecting rebar was cut.
High winds (gusts to 50 mph) stopped work for approximately l-l/2 to 2 hours during the afternoon. The shift ended at 2000 with debris removed from the edges of the affected east-side floors and preliminary rigging completed..
April 27, 1995(Thursday):
The Task Force started work at 0800 hours. The assignment was to have half the Task Force work on debris and body recovery at the base of the building between columns 22 and the east end wall. The other half completed the removal of the overhanging slabs from floors nine, seven, six, five and four. Debris removal from column 22 revealed a portion of the column that was damaged to a point where temporary repair was necessary before continuing with the work. The shift ended at 2200 hours.
April 28, l995(Friday):
The Task Force started work at 0800 hours. The assignment was for half the Task Force to work on debris removal and body recovery at the base of the building between column 22 and the east end wall. The other half started work on securing the 6th and 5th floor overhanging, hazardous slabs in the chimney area (building indentation) to the building. The shift ended at 2000 hours.
April 29, 1995(Saturday):
The Task Force started work at 0800 hours. The assignment was for half of the Task Force to work on debris removal and body recovery at the base of the building between column 22 and the east end wall. The other half completed the securing of the 6th floor slab in the chimney area (building indentation) to the building. The slab was "diapered" with a large piece of canvas to prevent debris from falling. The shift ended at 2000 hours.
April 30, 1995(Sunday):
The Task Force started work at 0800 hours. The assignment was to work on debris removal and body recovery at the base of the building between column 22 and the east-end wall. A decision was made by the Command Staff to declare the chimney area between column 22 and column 26 as an unsafe area. Barrier tape and a red painted line marked the safe zone from the unsafe zone.
One Squad was given relief at 1600 hours and came back to work with the Orange County Task Force from 2000 to 2400 hours. The Orange County Task Force was just starting their first shift and it was felt that some experienced workers would help them adjust to the situation more rapidly and more safely. The shift ended at 2000 hours.
May 1, 1995(Monday):
The Task Force started work at 0800 hours with three Squads. The assignment was to work on debris removal and body recovery at the base of the building between column 22 and the east end wall. The fourth Squad started work at 1200 hours. This was the last work period for Task Force 3. The shift ended at 2000 hours.
May 2, 1995(Tuesday):
The Task Force started their 24-hour rehabilitation prior to demobilization. Task Force members visited three different schools in the local area. Also, some members visited with relatives of the victims at the request of the Governor of Oklahoma (through channels).
Task Force members were treated in the late afternoon to a tour and barbecue at the Cowboy Hall of Fame by Congressman Chris Hastings.
May 3, 1995(Wednesday):
The Task Force left Tinker AFT at 1200 hours and returned to Moffett Field in Mt. View, California. A brief welcoming ceremony was held there and then the team was taken to a stress debriefing site in Menlo Park. After a short debriefing, the team was taken to Menlo Park Fire District Headquarters in Menlo Park and reunited with family and friends at approximately 1430 hours.
More formal Critical Incident Stress Debriefings were held for all team members on May 10, l1, & 12, 1995.
Evaluation of Effectiveness
Task Force Organization:
The organization of the Task Force was enhanced during this deployment to include six new positions: two Plans Officers, two Safety Officers, and two additional Logistical Specialists.
The Plans positions were utilized as additional technical positions due to the fact that there was a plans section set up within the Incident Support Team and an individual plans section for the task force was not needed. Had we been assigned a specific area away from the I.S.T. then this position would have been highly desirable. Even without a task force plans section the additional personnel were found to be most valuable in providing relief for the Task Force Leaders and in compiling additional information for the Technical Team.
The Safety Officers were so effective that in the opinion of our Task Force Leaders and Team Managers they should be considered as permanent positions for all future deployments. They were especially important here because of the constant fear of falling debris and the number of firefighters and team members working within close proximity of each other.
The two additional logistics positions were a definite improvement over the old configuration and there were even more people used for logistics from among other technical positions such as the Canine Specialists. The logistical needs of the task force were met at this incident only because of this utilization. It would be beneficial to have some of the technical personnel cross trained in logistics so that they can assist when their specialty is not being used.
All other facets of the task force organization worked well as designed.
Call-out procedures:
The individual agencies which comprise California Task Force 3 did an excellent job of handling the call-out of their members. All positions where filled without any lost time. The advanced alert notification was received in time to be of great value.
The call-out procedures for the Canine Specialists, however, were not smooth and should be revisited. Calling dog handlers from as far away as Marin County and having them respond all the way to Menlo Park was time consuming. It would be preferable to have canine units called in who were nearer to our mobilization site to facilitate briefings and other mobilization activities.
All other items on the evaluation list were deemed effective with the exception of the position descriptions. Descriptions need to be formed for the new Plans and Safety positions.
Note on FOG manuals: Each task force member has been issued a copy of the FOG and there is an additional copy in each of the gear bags which are issued during mobilization. All personnel were encouraged to read over the pertinent sections while en route to our POA.
Lessons Learned
Safety Issues:
It was found that there were many issues of an emotional nature which threatened the safety of operations during the mission. The understandable desire to search for survivors to the last possible moment and the need for loved ones to know the facts concerning the death of friends and relatives seemed to overshadow the entire operation.
This lesson was summed up best by one of our Structures Specialists in his After Action Debriefing report: "Our two largest concerns on the deployment were the hanging debris from the upper floors and the partially damaged columns. The column instability was partially mitigated with the installation of tube bracing at the FEMA engineer's request. The hanging debris from the upper floors was stated by all Task Force engineers as well as the overhead engineers to be a hazard to personnel working below. Unfortunately the local fire department was unwilling to allow these hazards to be removed. The Task Forces made the correct move in refusing to work under such life threatening conditions. This type of stand must be taken whenever local emotions supersede sound engineering judgments."
Other safety issues which were noted and acted upon were the increased possibility of injury due to fatigue in later stages of the operation, the increase in eye injuries due to blown dust and fine debris and other general safety concerns. The fatigue issue was addressed by decreasing the amount of time a squad was assigned to a task and rotating in a rested crew to replace them.
The last safety lesson learned is that the decision of the Menlo Park Task Force to purchase a rated helmet (RK70) was a wise one. During operations which involve overhanging debris and the possibility of falls, it is paramount that every opportunity be taken to provide maximum protection.
Safety Recommendations
- Structures Specialist: Recommend that Logistics should have 25 to 50 Crack Monitors. Would assist in monitoring stress areas of structures. Cost approximately $350 to $800 to supply cache.
- Recommend rated helmets for all personnel. Besides danger from falling objects, there is always a danger of an individual falling and hitting his or her head (it happened to us).
- Recommend compressed-air safety horns, bullhorns, and whistles for Safety Officer positions. The noise factor was very high.
- Standardized accountability system (PASS, Status Board) for all Task Force Team members. There was some delay in locating all personnel during emergency evacuation procedures.
Logistics issues:
The primary logistics lesson which needs to be addressed is the fact that it was learned quickly that there was not enough rope and rigging hardware in the cache to adequately support advanced high angle rope work such as that which was encountered in this operation. Contrary to recommendations for the amount of equipment needed made by the Logistics Group in February, more equipment should be provided for this type of work.
Another lesson learned is that there needs to be a small tool kit issued for all rescue squad members which includes screwdrivers, an adjustable wrench, pliers and a striker for igniting torches (the striker is a primary item needed when doing a lot of cutting operations). Much time was lost trying to locate strikers. Also, the striker being considered is easily attachable to personal clothing and is held securely to avoid the possibility of loss.
Efficient logistics support was found to be a great booster of team morale. Having all equipment when needed made squad operations much more efficient.
Logistics Recommendations:
- Recommend a belt-style tool kit (striker, adjustable wrench, screwdriver, pliers) for all Rescue Squad members.
- Recommend increase in minimum rope and rescue equipment for cache. We used 3 Task Force complements of rope.
- Review size of equipment cache for 100% of Task Force working. If all Squads are working at the same time, more equipment is needed.
Operations issues:
Menlo Park's interactive management style seemed to be quite effective. The Team Managers worked closely with the squad officers in the management of operations, likewise the Task Force Leaders were in close communication at all times with the Team Managers.
Daily briefings are extremely important to the safety and well being of all team members. When briefings were not held there was a lack of direction the following day until word could filter down to all members as to the strategy and tactics which would be used and as to the safety concerns and issues involving operations which were brought up at the Task force Leader's briefings in IST. Due to the long work days a concise but informative briefing needs to be held. Follow the example set by the IST. Maximum time for briefing = 20 minutes.
Search Team Issues:
Work with the Search Cam was most beneficial when done with a Structures Specialist present. It would be advantageous to have the Structures Specialists drill with the Search team to point out what structural areas to watch for.
Communications Issues:
Forward Positioning of Communications Specialist. Having the communications people close to the rescue squads proved to be advantageous. Radio and battery problems were resolved quickly. Having Tech Info Specialists cross trained in communications assisted greatly in resolving communication problems when needed.
Earphones were a welcome addition in the high noise environment for many, but some found them to be uncomfortable. Headsets or something similar would be preferable in most situations.
Cell phones were extremely valuable, even on the work site. They were used for long conversations between Task force leaders and Team leaders, thus freeing up valuable radio time. They were also of great value when contacting the IST or Logistics.
Communications Recommendations:
1. Recommend purchasing of a repeater so that we don't have to rely on homemade alternatives. This would provide clearer radio transmission and would save time in set-up.
CISD Issues:
The Pre-CISD during mobilization was very beneficial according to many members. Having both counselors as well as clergy present was an excellent idea.
On demobilization day it was very beneficial to the team members to be able to visit schools and victim's families. When possible this type of activity should be encouraged for those wishing to participate.
CISD Recommendations:
- Recommend that CISD should be part of a mandatory on-site demobilization process.
- Recommend that serious consideration be given to assigning a chaplain or counselor as a member of the team. If at all possible there should be a professional with the team at all times to handle ongoing CISD issues.
Oklahoma City Chronology of Events
USAR CA TF-3 After-Action Report
Sunday, 23 April 1995 13:13hrs: ALERT STATUS RECEIVED
Menlo Park CA-TF3 received notification from the State of California, Office of Emergency Services of an alert status for possible activation and response to the 6th Street Incident in Oklahoma City, Oklahoma. Notice states that a "major explosion occurred at the Alfred Murrah Federal Building in downtown Oklahoma on April 19, 1995. Urban Search and Rescue operations are in progress to locate victims."
Monday, 24 April 1995 05:50:45: ACTIVATION: OFFICIAL NOTIFICATION
Notification received from the State of California, Governor's Office of Emergency Services, via facsimile @ 6:24, of immediate activation.
06:00 CA-TF3 personnel commence cache organization. Additional peripheral equipment loaded into boxes, box numbers labeled, and prioritization of loading queue determined.
07:30 Menlo Park Fire personnel, inclusive of cadets, pulled CATF-3 gear bags from the basement and loaded them onto the apparatus floor. Cadets (Liz and Peg) available to CATF-3 for mobilization assistance.
07:48 CA-TF3 awaiting further instruction. Pat Jocius designated to ride in the lead CHP escort vehicle to perform communications function. Phil Cutino and Steve Meredith perform initial radio equipment disbursement for mobilization.
08:35 BRIEFING
Two therapists (Steve Dosel, Bob Laberge) brief CATF-3 on expectations of Oklahoma site conditions. Stressed continual monitoring of mental stress present in selves and others. Indicated the normalcy associated with mental stress that will likely occur in the ensuing situation. In general, therapists encouraged CATF-3 to extend mutual support.
Estimated departure time at 12:00. Expected that CATF-3 will work 1 :00-13:00 shifts commencing 25 April 1995.
CATF3 will relieve Sacramento. There will be no interfacing with Sacramento.
Processes have already been established. CA-TF3 will assume the operation under those same processes.
Site conditions may warrant the use of Vics Vapor Rub to mitigate decomposition odor.
Phone banks will be available to all CA-TF3 personnel to enable frequent communications to families. It is strongly recommended that these ties be maintained as family members will experience concern.
09:55 Personnel briefings complete. Position numbers assigned. Majority of CA-TF3 personnel through medical examination. Gear bags distributed. Raincoats and gloves handed out in anticipation of rainy conditions. Temperatures have been cold and are expected to be in the 50's on 24 April 1995.
10:10 Equipment being loaded onto pallets, and into Connex boxes.
10:41 Gear bags weighed. Weight cannot exceed 60 lbs.
11:42 Gear bags loaded onto pallets. CATF-3 about to load into buses. Bus assignment by number. Transportation list available.
Harold discusses the transportation to Oklahoma and stressed the importance of maintaining hydration during the plane trip. Temperatures in the plane expected to be cool. Estimated time of departure from Travis AFB is 15:00.
12:02 BUS LOADING
Press on site to film departure.
12:15 CA-TF3 DEPARTS MENLO PARK HQ
Estimated trip time: 1 hour, 45 minutes. Aircraft departure time again estimated at 15:00.
Harold encouraged personnel; preparation time was very fast. Time elapsed from point of arrival to point of departure was impressive. However, the exercise demonstrated that CATF-3 was still in need of equipment.
It is expected that departure from Travis will be expedited based on the media attention to the incident and that a federal building was involved.
Harold wants goals established that identify work schedules and accomplished objectives every two hours.
14:10 ARRIVE TRAVIS AFB.
14:26 CA-TF3 waiting for Travis AFB to complete a manifest of CA-TF3.
15:05 Transfer to AF bus. Cargo being loaded into aircraft. Upon completion, CATF-3 personnel can board on aircraft.
15:35 Bus transports CA-TF3 to tarmac.
15:43 Waiting to board aircraft.
15:52 Boarding C141 aircraft, no. 650243.
16:11 All personnel on board craft.
16:32 Aircraft lift-off.
16:42 In-flight meals distributed. Meal consisted of a sandwich, salad, fruit, chips, fruit, and two beverages.
21:22 Aircraft arrival at Tinker AFB, Oklahoma City.
21:43 CATF-3 loaded into AF buses
21:53 Buses departed Tinker AFB-for Myriad.
21:56 Arrived at Myriad Convention Center.
23:02 CA-TF3 assembles cots.
23:15 Gear bags arrive. Half the group directed to obtain badging issued by the FBI while the other half continues in unloading.
23:51 2nd half of CA-TF3 sent to obtain badging.
23:55 2nd group arrives at "Old Oklahoma Publishing Building for FBI badging.
TUESDAY 25 APRIL 1995 - 1 ST DAY OPERATIONS
00:15 2nd group returns to the Myriad.
00:25 CA-TF3 continues to unload equipment.
00:57 BRIEFING
Personnel shifts are to commence at 08:00 on 25 April 1995. Oklahoma City Fire Department (herein OCFD) is rotating shifts every two hours. It is intended that CATF-3 work alongside OCFD because CATF's purpose is to assist them.
The task force leaders upon arrival met with Mike Tamilow and Rick Risdon.
The floors of the Alfred Murrah building are stacked atop of each other. Shoring effort has been tremendous.
The initial impression will be overwhelming. Expectations are that a minimum of 140 dead will be confirmed. Most victims are expected to be located on the lower floors. There is little work for the dogs at this point. However, dog handlers will be rotated into various functions. Everyone should be working at all times. It is expected that the duration of the deployment will be five days. As of yet, there have been no serious injuries of rescue workers.
The primary focus will be to remove debris and assist with body recovery and removal. When a body is found, management must be notified immediately. CATF-3 will assist with the placement of the bodies in body bags. After contact with a body, personnel must go through decontamination process (herein decon) If a military body is discovered, the body must be lifted out in accompaniment with a flag.
Logistics is to be established immediately. Anything that is required can be obtained from them.
Professionalism is of the utmost importance and must be maintained at all times. Conversations will be monitored, and, thus, should be careful and deliberate. Photography is not appropriate during the first DAY OPERATIONS. CA-TF3 must first develop relationships with the other crews, especially OCFD. Although there are several entities involved, the objective is to work as a consolidated group.
Although the press distributed business cards to CA-TF3 personnel at Station One, no one is to contact the press during the deployment.
Three areas will be involved. They are as follows:
North:
Exterior: Debris removal
West End: Hanging hazards
Middle: Small debris, boiler spaces
East: On going removal
2nd Floor: Search for additional victims
West: Two known victims.
Building penetration includes floors 5 and 8. Floor 4, 6, and 7 have had minimal penetration. An overhang on floor 9 creates an overhead hazard and has prevented further penetration on some floors.
Safety is imperative. Hanging electrical cords are present and pose an obvious hazard. Initial asbestos reports indicate some presence in the building.
Weather conditions are favorable over the following few days. However, wind velocities can reach up to 50 mph quickly.
Several slogans and other written messages have been placed on the building. CA-TF3 is to place no other writings other than CA-TF3.
On-site meals and amenities include 24-hour meal service, pharmaceutical paraphernalia, veterinarian, dog related items, showers, massage, hot tub, chiropractor, and laundry services.
Proper clothing shall be worn at all times.
Communications support has assembled all radios and ensured their operational capacity. An antenna will be placed on the roof of the Myriad for enhanced communications.
01:45 BRIEFING TERMINATED
11:00 BRIEFING
Shift will commence at 13:00. During the first hour, CA-TF3 will work with L.A. County.
When bodies are encountered, notify management and an M.E. will determine the entity that will move the body. The amount of time elapsed from point of discovery to removal can range from a few minutes to a few days.
The latest asbestos reports indicate that levels are minimal in the building.
Airborne pathogens are minimal but should continue to be considered as a potential hazard.
The two teams will be headed by Harold Schapelhouman and Frank Fraone. Radios will be issued to each of the squads.
The work areas will be designated in the pit (center area with debris) and the front of the building. Dogs will be used in a limited capacity. Safety is imperative. Helmets and eye protection shall be worn during operations.
All equipment at the end of the shift must go through decon.
Videos and photography can be edited and developed and be prepared for a daily viewing.
Weather continues to be favorable. Dust has been an aggravation.
11:40 BRIEFING TERMINATED
12:57 CA-TF3 assembled to depart for Alfred Murrah building.
13:24 Buses depart Myriad.
13:27 Buses arrive at site.
13:51 OES BRIEFING
L.A. County, Menlo Park, Puget Sound, OES introductions at the north side of the building.
Oklahoma wants a body count as soon as possible.
All teams are to work with OCFD. The operation is under OCFD control and the task forces are here to ASSIST OCFD and not to direct them. There have been a few problems related to this issue.
Safety cannot be emphasized enough. All team personnel must work smartly by being safe.
The objective is to work down to as many floors as possible. Locations are identified by column references. It is intended that the teams make many of their own decisions. The task forces do not have to go through OES for everything.
Debris is getting softer. The teams are trying to locate between 100 and 150 bodies. Blue tarps currently cover two exposed bodies on the open side of the building. Body removal will be performed by two squads. It is expected to take 2.5 hours. Management is to be notified immediately upon discovery of a body. OCFD will most likely be responsible for the actual removal. The operation is under the authority of the FBI and, consequently, all debris must be processed through that agency. Items that have been extracted include, and are not limited to, money, weapons, and sensitive documents. Upon discovery of these kinds of items, notify the FBI.
14:05 BRIEFING TERMINATED, MANAGEMENT TAKES BUILDING TOUR.
DAILY OPERATIONS (Details documented on ICS 214s)
20:00 OPERATIONS CEASED
Personnel and equipment going through decon, equipment being reloaded into Connex boxes.
21:24 BRIEFING
CA-TF3 performed well on the first day. The working relationship developed with OCFD is proceeding well.
Rescue squads became frustrated because progress had to be ceased at 20:00.
Safety continues to be a critical focus. Due to several arm injuries, long sleeve shirts must be worn at all times to mitigate possibility of infectious lacerations. Consequently, shirts are not to be rolled up. Personnel reminded to ensure that they go through decon at the end of the shift.
Personnel must double glove due to the potential big-hazard created with contact of bodies and body bags. Individuals should go through decon even if necessity is questionable. Provide a list at the end of the day of those individuals who had to go through a complete decon.
Personnel should rotate using the tools to gain working experience.
Although debris may appear to be "garbage," it, in fact, may not be garbage. Personnel are reminded to handle documents with consideration.
CATF-3 doctors stated that because of the cold weather, bodies have been preserved. Odor and maggots increase as time elapses from point of death to point of recovery. One rescue worker not associated with CATF-3 was injured by falling concrete debris. Doctors reminded team members that it is important to maintain hydration.
Medics were rotated into safety positions.
Communications on operations channels must be limited to personnel involved in the operations. General, non-emergency traffic must communicated on channel 1. Team members are to retain their radios and return to communications 26 April 1995 for replacement batteries for their clamshells.
Logistics personnel to be rotated between the Myriad and the site. Dog handlers will assist with the equipment requisition process.
26 April 1995 shift will commence at 07:30. Buses will depart at 07:00.
22:00 BRIEFING TERMINATED
Wednesday: 26 APRIL 1995 2nd DAY OPERATIONS
07:00 CATF-3 personnel preparing and loading equipment.
07:37 Personnel loaded into public transportation buses.
07:40 Buses depart
07:47 CA-TF3 arrives on site.
07:55 Majority of equipment unloaded from Connex boxes.
08:00 BRIEFING
The objective is work columns 22-24, and the pit. Hanging debris will be removed. Groups will be rigging. Once the ceilings have been tied off, hanging debris will be cut loose. This will enable the teams to begin working the pile. Team 1 will work the blue carpet area while team 2 works the red carpet area.
Several bodies had been pulled out near column 12 earlier in the day. Approximately 75 OCFD personnel will work directly with CA-TF3.
Weather conditions are fairly mild. Temperatures are expected to be in the mid-50s. Winds are expected to pick up intermittently.
08:48 Equipment being staged on Fl. 8. Freight elevator is being used to transport equipment. Body pulled out of pile and placed in body bag. Teams awaiting the M.E. to take possession.
08:57 M.E. takes possession of the body.
09:02 MOMENT OF SILENCE OBSERVED.
One week has passed since the 19 April 1995,09:00 bombing of the Alfred Murrah building. Oklahoma Governor Keating, accompanied by his wife, is on site to share in the somber moment. Several minutes of uninterrupted silence were spent in remembrance of the tragedy.
DAILY OPERATIONS (Details documented on ICS 214s)
19:30 OPERATIONS CEASED
19:32 Team departs site.
19:38 Team arrives at Myriad.
22:21 BRIEFING
One team worked the east side of the building to the back wall. The crane was located in the wrong place and will be moved on 27 April 1995. The relocation of the crane will take one hour. Debris was cleared from FL-9. Several hundred weapons were located on FL-9. One missing DEA agent was suspected of being located on FL-9. However, a dog team searched the area and did not locate the victim.
Debris was cleared from FL-7. Dogs went on FL-7. It was not possible to secure a safety harness on the dogs.
Some concrete debris went over FL-6. There were no resultant injuries.
The structural specialists analyzed the structural integrity of the building. Consensus has been reached that things will continue to occur with increased rapidity due to instability.
The second team worked the "bird's nest" areas. Crews working below the team during this effort. Only small tools can be used to clear the overhangs because of the danger of falling debris.
Body recovery will increase over the following two days. A child or baby is located, the discovery cannot be transmitted on the radio. Instead, directly notify management and the TFL will go to operations with the information.
Wind gusts mandated the cessation of further work.
Safety continues to play a critical role in all operations. Safety personnel are located with each team. Carpet tiles must be pulled back in order to ascertain the quantity of rebar contained within the slabs. As slabs were cut back, the whole floor could be felt shifting. The buddy system must be employed during all operations to ensure safety.
Other agencies have been notified of dangers as they are identified. However, most people have been ignoring the warnings. The operation is under the charge of the OCFD; however, CATF-3 will not endanger any of its personnel at any time.
Oxygen bottles cannot be laid down. They must be kept in a vertical position.
Long communication transmissions should be avoided on the radios. In the event of such a message, use the cell phones. Channels are required for tactical operations.
Personnel reminded that three short blasts sounded by the horn means immediate evacuation of the premises.
Decon is mandatory each night for both personnel and equipment.
Logistics responds to requests for equipment immediately. However, delays occur between time of request and receipt of the requested items because of availability. Checklists will be used to ensure that the cache equipment can be tracked and maintained for use in the morning.
Wind caused two dog crates to overturn several times. The dog crates were occupied during the event.
A dog handler award will be issued to the dog handlers. CATF-3 was selected as the recipient of the award. The award is to be given 5 May 1995 in Tulsa, Oklahoma. Caroline Reichard, of CATF-3 has been selected by the dog handlers to accept the award.
There were four injuries on the site. Two members from the Montgomery team, one CATF-3 member, and one ATE agent sustained minor injuries. Ben Marra, of CATF-3, incurred a laceration to his arm.
Overall, the work is very challenging and scary. Movement of the building often could be felt.
Crews did an excellent job.
The generosity of the Oklahoma people is overwhelming. Task force members would like to express their gratitude to these people. It is suggested that team members contribute toward the cost of an advertisement in the Daily Oklahoma.
Personnel are reminded to contact family members to keep them informed to mitigate the stress they might be experiencing.
27 April 1995 shift to commence at 07:30.
23:20 BRIEFING TERMINATED
Thursday 27 APRIL 1995 3RD DAY OPERATIONS
07:29 Communication channels assigned to teams, logistics, tactical, dogs, and search.
Teams will be leaving soon. Cell phone batteries need replacement.
07:45 Buses depart for site.
07:50 CATF-3 arrives on site.
DAILY OPERATIONS (Details documented on ICS 214s)
21:35 OPERATIONS CEASED.
21:58 Buses arrive on site.
21:59 Headcount.
22:05 All CA-TF3 personnel accounted for.
22:24 Buses depart site.
22:30 Buses arrive at Myriad.
NO BRIEFING.
Friday 28 APRIL 1995 4th DAY OPERATIONS
07:58 Buses depart Myriad.
BRIEFING
The team will not work in the pit. It has been determined that the shoring is potentially insufficient. The team will not engage in anything unsafe.
The support has been very good. All team members are contributing toward the task. Additionally, other teams have made mention of the commendable performance of CATF-3.
A communications log is required to be turned into the IST Communications group.
CA-TF3 will be receiving some items from FEMA. It is expected that the team will obtain the items 28 April l 995 at 21:00. IST Logistics has advised that the time required to obtain the items is one hour.
08:05 Buses arrive on site.
08:17 Majority of the equipment is unloaded from the Connex boxes.
DAILY OPERATIONS (Details documented on ICS 214s)
20:00 Equipment being reloaded into cache area.
20:30 Buses depart site.
20:38 Buses arrive at Myriad.
NO BRIEFING.
Saturday 29 APRIL 1995 5TH DAY OPERATIONS
07:18 Buses depart Myriad. Weather is rainy.
BRIEFING
Safety is an important issue as the conditions will be dangerous due to the rain. If the rain becomes an obstacle, operations will be ceased. Work will be stopped at 18:00 to allow for sufficient time to load equipment back into cache.
The rain may wash some bodily fluids from the upper levels.
07:23 Bus arrives on site.
DAILY OPERATIONS (Details documented on ICS 214s)
19:35 OPERATIONS CEASED.
Equipment being loaded in Connex boxes.
20:00 Buses depart site.
20:08 7Buses arrive at Myriad.
BRIEFING
The situation in the building becomes increasingly uncertain as time elapses. The dependence on technical support is simultaneously increasing. CATF-3is concerned about leaving the incoming team, Orange County, with a precarious situation. The "mother slab," or the overhang on FL-9 poses an obvious potential hazard. It is suggested that it is not desirable to leave a single team during the last days of the operation with a dangerous work environment. CATF-3 or Puget Sound should assist, to some extent, Orange County in the first part of their operations. CATF-3 management will make the attempt to extend the mission.
No children were found today. Four to five infants are still unaccounted for.
Column 22 is unstable. Discussion continues about the possible ramifications of the column failure. Columns are well secured with lateral bracing.
Failure Analysis is sending a senior engineer to the site to work with Dave Hammond.
The unveiling of the banner stating "God bless OK" occurred while the governor was on site. The governor also attended the Task Force Leader Briefing at 19:00.
On 1 May 1995, Monday, a small group representing CA-TF3 will visit with victims' families.
A few injuries occurred. These were most likely caused by fatigue.
The team doctor stated that no team member should perform disarticulations. The M.E. must perform the procedure.
The doctor again reminded personnel of the importance of wearing the proper attire. One member was exposed to body fluids and was not properly clothed.
Safety must be focused on operations. One member fell approximately 12'. The individual received only minor scratches. Another task force member sprained his ankle.
The team was warned of the film processing taking place at Myriad. Several members who had fumed film in for developing received only the prints back while the negatives were not resumed.
30 April 1995 will be the last DAY OPERATIONS. Ensure that safety is key to all operations.
The 1 May 1995 edition of the Daily Oklahoma will contain the half page advertisement that CATF-3 purchased to express their sentiment of gratitude.
The team will have the opportunity to visit a couple of schools and talk about the issues with the children. Targeted areas include lower income districts.
The tentative departure time will be 16:00
23:35 BRIEFING TERMINATED
Sunday 30 APRIL 1995 6TH DAY OPERATIONS
07:10 Buses depart Myriad.
07:17 Buses arrive on site.
Decision has been reached to use heavy equipment instead of personnel to remove debris in the pit.
DAILY OPERATIONS (Details documented on ICS 214s)
20:50 Buses depart site.
21 :00 Buses arrive at Myriad.
Monday 1 MAY 1995 7TH DAY OPERATIONS
07:15 Buses depart Myriad.
07:22 Buses arrive on site.
DAILY OPERATIONS (Details documented on ICS 214s)
VICTIM FAMILY VISITATION
Four task force personnel, accompanied by Oklahoma Police, visited the families of the victims. No press would be present. Personnel were quickly briefed on the mental status of the families and introduced. After brief task force introductory remarks, personnel were eagerly approached by families. Overall, the families were willing to talk freely about their tragedies. There were, however, those that because of the trauma were unable to speak. Caroline Reichard, dog handler, was successful in providing a therapeutic benefit to various family members. She and her dog, Lucy, were able to provide an outlet to release the emotion felt so strongly by everyone present. Family members responded well to Ed Greene who was able to provide comfort to many he met.
20:00 Buses depart site. Squad A returns to building to continue operations until 24:00.
20:10 Buses arrive at Myriad.
Tuesday 2 MAY 1995 DEMOBILIZATION
09:00 Additional task force personnel return to the church to visit with family members.
The remainder of the team commenced demobilization. Equipment was loaded into Connex boxes.
11:00 Several team members embarked on trip to visit several schools. During the visit, team members introduced themselves to the children and discussed various aspects of the task force functions. Many children had questions directly related to the victims found and the stability of the building. Task force personnel were able to answer the questions in the most appropriate manner. Children were very interested in the group members and expressed their sincere appreciation of the visit that CA-TF3 paid them with drawings and many hugs. All CA-TF3 personnel were equally glad to have met the children.
16:00 Task force personnel loaded into buses to visit the National Cowboy Hall of Fame. In addition, personnel were given an appreciation dinner. Team members had a chance to visit the Oklahoma culture and visit with some state representatives.
Wednesday 3 MAY 1995 DEMOBILIZATION
07:30 Personal gear bags loaded onto pallets.
08:57 Bus departs Myriad.
09:13 Bus arrives Tinker AFB. CA-TF3 personnel disembark to eat breakfast on base.
10:21 Buses depart.
10:30 Buses arrive at aircraft, no. 650265.
11:26 Plane take off.
CHANGE TO PST
13:08 Plane arrives at Moffett Field.
13:40 CA-TF3 greets the public and the press. Personnel are given the opportunity to talk with the press at their option.
13:55 Depart Moffett Field.
14:18 Bus arrives at Menlo Presbyterian Church.
14:30 BRIEFING
Bob Laberge stated that an extended briefing would be conducted at a later date.
14:36 BRIEFING TERMINATED.
14:40 Bus departs church.
14:52 Bus arrives at Menlo Park Station One. Personnel greet family and friends.
END OF REPORT
For more information on the FEMA US&R Task Forces see the profile in our Jan-Feb 1999 issue. More information on CA-TF3 can be found on their web site at www.usar.org
