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9Information (ulletins shall be used to set forth information, notices, or announcements regarding topics of general interest. $uch bulletins shall not constitute official policy. Information (ulletins e0pire two years from the date of publication unless revised, canceled, or superseded sooner. 5embers shall retain them until e0piration.:

HIGH RISK INCIDENT RESPONSE Introduction High risk incidents can vary in scope and nature and are among the more challenging aspects of law enforcement. Adding to the difficulty in responding and supervising these incidents is their spontaneous nature and the large number of responding officers that may deploy at the scene. They frequently occur with little or no warning and rarely at a location chosen by responding officers. It is hoped that by following a few general guidelines our response to these incidents will be better organized and safer for responding officers, private persons, and those that are the sub ect of these incidents. High risk incidents include, but are not limited to, the termination point of a pursuit, and an armed!suicidal person in the street. Command During a High Risk Incident "uring a high risk incident, the command of police personnel is in succession by each member in the chain of command in the Area in which the incident occurs starting with the first responding officer #i.e., the "istrict $ergeant% the Area &ieutenant% the Area 'ommander% the (ureau of )ield *perations "eputy 'hief% and the 'hief of +olice,. Primary Responding O icer The duties of the primary responding officer is to first assess the scene while gaining a position of tactical advantage. The primary responding officer will need to assess the number of additional officers required to contain the scene and direct those officers after advising communications. The primary responding officer may also need to initiate contact with a suspect in an attempt to stabilize the scene. The primary officer needs to maintain a safe distance from the sub ect based upon the threat to prevent responding units from deploying at a similar distance which, if too close, will place all officers at a tactical disadvantage. !dditiona" Responding O icers As officers respond to a high risk incident, they will normally be directed to fill a role but this may not always be feasible. *fficers may be required to take some initiative and place themselves in tactically advantageous positions at the scene. This is not to be confused with taking self-initiated actions that may be contrary to the efforts being made to resolve the incident by officers already on scene. .esponding officers need to momentarily survey the scene in an effort to locate a position that needs to be filled. /0amples of actions that may be helpful in resolving a high risk incident include1 2oining an arrest team with insufficient numbers "eploying less lethal if none have been deployed Assisting in containment on the inner!outer perimeter

/0amples of actions taken by responding officers that would not be helpful in resolving the incident may include1 Assuming a position of cover too close to the sub ect Attempting to give commands to the sub ect while other officers are doing so

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2oining several other officers at a cover position when there are clearly enough officers at the position *rdering an officer to use force contrary to the orders of a supervisor or commander

#irst Responding Super(isor The first responding supervisor shall take command of the scene regardless of whether officers on scene are his!her direct subordinates and shall notify communications upon his!her arrival on scene. This supervisor must make an initial assessment of the scene for officer safety by ensuring officers are in tactically sound positions and are not too close to the sub ect, assess the scene for purposes of containment, and tactical planning. If the first responding officers have initiated a plan to resolve the incident, the first responding supervisor must make a quick assessment of the plan for tactical soundness. If the plan initiated by the first responding officers is not tactically sound, the first responding supervisor shall terminate the action and initiate a more tactically sound plan when appropriate. The supervisor shall then control the scene and deploy responding officers and supervisors, as necessary until relieved by a superior. !dditiona" Responding Super(isors 4ot unlike the requirements of additional responding officers, additional responding supervisors may be directed to positions by the first responding supervisor. It is likely, however, that additional responding supervisors may need to take some initiative while deploying on the scene. These supervisors shall take no action that interferes with actions being taken by the first responding supervisor. They must look for opportunities to assist the first responding supervisor by ensuring that containment is complete, assessing the proper deployment of personnel, ensure the outer perimeter is secure, and consider initiating a command post if appropriate. Commanders It is likely there will be at least one #8, supervisor on scene if not several by the time the first commander arrives. The commander shall assume command of the scene and advise communications upon his!her arrival. The commander must assess the scene to ensure there is containment and officers are appropriately deployed. In the event that a supervisor has initiated a plan to take action on the sub ect, the commander must not interfere with the plan or initiate his!her own plan without first communicating with the supervisor. If the commander considers the plan being conducted by the on scene supervisor tactically unsound, he!she shall terminate the plan. If the commander is aware that officers or supervisors are conducting counter-productive actions, the commander must control the scene. The commander shall clearly communicate his!her intention to authorize one #8, of the plans or end the action#s, all together until a more tactically sound plan can be formulated. De)*rie At the conclusion of the incident, the ranking commander or supervisor shall facilitate a de-briefing of the incident. This must be done to identify areas in need of improvement as well as affirm effective actions and commend those that performed admirably. Conc"usion ;iven the difficulty in responding to and supervising high risk incidents, the most effective manner in which they may be resolved involves sound tactics, clear communications and an established command presence at the scene whether that command presence manifests itself by the first responding officer, supervisor or command officer.

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