First Responders
I live in Minneapolis, so the collapse of the Interstate 35W bridge over the Mississippi River earlier this month hit close to home, and was covered in both my local and national news.
Much of the initial coverage consisted of human interest stories, centered on the victims of the disaster and the incredible bravery shown by first responders: the policemen, firefighters, EMTs, divers, National Guard soldiers and even ordinary people, who all risked their lives to save others. (Just two weeks later, three rescue workers died in their almost-certainly futile attempt to save six miners in Utah.)
Perhaps the most amazing aspect of these stories is that there’s nothing particularly amazing about it. No matter what the disaster—hurricane, earthquake, terrorist attack—the nation’s first responders get to the scene soon after.
Which is why it’s such a crime when these people can’t communicate with each other.
Historically, police departments, fire departments and ambulance drivers have all had their own independent communications equipment, so when there’s a disaster that involves them all, they can’t communicate with each other. A 1996 government report said this about the first World Trade Center bombing in 1993: “Rescuing victims of the World Trade Center bombing, who were caught between floors, was hindered when police officers could not communicate with firefighters on the very next floor.”
And we all know that police and firefighters had the same problem on 9/11. You can read details in firefighter Dennis Smith’s book and 9/11 Commission testimony. The 9/11 Commission Report discusses this as well: Chapter 9 talks about the first responders’ communications problems, and commission recommendations for improving emergency-response communications are included in Chapter 12 (pp. 396-397).
In some cities, this communication gap is beginning to close. Homeland Security money has flowed into communities around the country. And while some wasted it on measures like cameras, armed robots and things having nothing to do with terrorism, others spent it on interoperable communications capabilities. Minnesota did that in 2004.
It worked. Hennepin County Sheriff Rich Stanek told the St. Paul Pioneer-Press that lives were saved by disaster planning that had been fine-tuned and improved with lessons learned from 9/11:
“We have a unified command system now where everyone—police, fire, the sheriff’s office, doctors, coroners, local and state and federal officials—operate under one voice,” said Stanek, who is in charge of water recovery efforts at the collapse site.
“We all operate now under the 800 (megahertz radio frequency system), which was the biggest criticism after 9/11,” Stanek said, “and to have 50 to 60 different agencies able to speak to each other was just fantastic.”
Others weren’t so lucky. Louisiana’s first responders had catastrophic communications problems in 2005, after Hurricane Katrina. According to National Defense Magazine:
Police could not talk to firefighters and emergency medical teams. Helicopter and boat rescuers had to wave signs and follow one another to survivors. Sometimes, police and other first responders were out of touch with comrades a few blocks away. National Guard relay runners scurried about with scribbled messages as they did during the Civil War.
A congressional report on preparedness and response to Katrina said much the same thing.
In 2004, the U.S. Conference of Mayors issued a report on communications interoperability. In 25 percent of the 192 cities surveyed, the police couldn’t communicate with the fire department. In 80 percent of cities, municipal authorities couldn’t communicate with the FBI, FEMA and other federal agencies.
The source of the problem is a basic economic one, called the collective action problem. A collective action is one that needs the coordinated effort of several entities in order to succeed. The problem arises when each individual entity’s needs diverge from the collective needs, and there is no mechanism to ensure that those individual needs are sacrificed in favor of the collective need.
Jerry Brito of George Mason University shows how this applies to first-responder communications. Each of the nation’s 50,000 or so emergency-response organizations—local police department, local fire department, etc.—buys its own communications equipment. As you’d expect, they buy equipment as closely suited to their needs as they can. Ensuring interoperability with other organizations’ equipment benefits the common good, but sacrificing their unique needs for that compatibility may not be in the best immediate interest of any of those organizations. There’s no central directive to ensure interoperability, so there ends up being none.
This is an area where the federal government can step in and do good. Too much of the money spent on terrorism defense has been overly specific: effective only if the terrorists attack a particular target or use a particular tactic. Money spent on emergency response is different: It’s effective regardless of what the terrorists plan, and it’s also effective in the wake of natural or infrastructure disasters.
No particular disaster, whether intentional or accidental, is common enough to justify spending a lot of money on preparedness for a specific emergency. But spending money on preparedness in general will pay off again and again.
This essay originally appeared on Wired.com.
EDITED TO ADD (7/13): More research.