17.6 Community Reception Centers
215
• Whole-body screening: 40–50 staff
– 2 for each portal monitor,
– 20 for flow control,
– 10 monitoring with hand-held detectors
• Decontamination: 20 staff
• Radiological Assessment: 10 staff
• Registration: 100 staff
– Gives 10 min per person passing through CRC
• Mental health: 20 staff
• Information and discharge: 20 staff
• Investigations: 4 staff
• Miscellaneous: 20
– Security, cleaning, radiological surveys, etc.
This is about 250 people per shift for each CRC; a six-CRC system such as the
one planned by New York City will require close to 3000 people to operate for two
shifts daily. More will be needed if CRC staffing plans include a third shift or to
allow for people to take weekends off. Given the large number of people and skills
required to operate a CRC it is reasonable to assume that multiple agencies will be
involved, along with suitably trained volunteers or paid non-government assistants.
Given the large number of people filling a variety of positions it will be important to
determine which agency is responsible for filling which positions or staffing specific
stations. It will also be vitally important to develop appropriate procedures, policies,
forms, and training to ensure that those filling these positions are able to do so
competently.
In addition to the administrative preparation noted above, it is also important to
develop an inventory list for all of the equipment and supplies needed to set up and
operate a CRC for up to one week. In New York City, for example, the Fire Department
maintains six trailers, each filled with the radiation detectors, PPE, boundary rope,
floor coverings, and the other materials that will be needed to operate the CRC for at
least the first few days—remembering that a facility designed to process 1000 people
per hour will need sufficient supplies to attend to nearly 50,000 people in the first
two days alone.
Any city that plans to stand up and operates one or more CRCs will need to
do extensive planning in advance, will need to accumulate the supplies required to
operate these facilities, and will need to not only identify, but also to train those who
will operate them. This process can be lengthy and expensive; New York City spent
over five years and nearly $1 million developing their CRC plans and purchasing the
supplies for their CRC “kits.”
215
• Whole-body screening: 40–50 staff
– 2 for each portal monitor,
– 20 for flow control,
– 10 monitoring with hand-held detectors
• Decontamination: 20 staff
• Radiological Assessment: 10 staff
• Registration: 100 staff
– Gives 10 min per person passing through CRC
• Mental health: 20 staff
• Information and discharge: 20 staff
• Investigations: 4 staff
• Miscellaneous: 20
– Security, cleaning, radiological surveys, etc.
This is about 250 people per shift for each CRC; a six-CRC system such as the
one planned by New York City will require close to 3000 people to operate for two
shifts daily. More will be needed if CRC staffing plans include a third shift or to
allow for people to take weekends off. Given the large number of people and skills
required to operate a CRC it is reasonable to assume that multiple agencies will be
involved, along with suitably trained volunteers or paid non-government assistants.
Given the large number of people filling a variety of positions it will be important to
determine which agency is responsible for filling which positions or staffing specific
stations. It will also be vitally important to develop appropriate procedures, policies,
forms, and training to ensure that those filling these positions are able to do so
competently.
In addition to the administrative preparation noted above, it is also important to
develop an inventory list for all of the equipment and supplies needed to set up and
operate a CRC for up to one week. In New York City, for example, the Fire Department
maintains six trailers, each filled with the radiation detectors, PPE, boundary rope,
floor coverings, and the other materials that will be needed to operate the CRC for at
least the first few days—remembering that a facility designed to process 1000 people
per hour will need sufficient supplies to attend to nearly 50,000 people in the first
two days alone.
Any city that plans to stand up and operates one or more CRCs will need to
do extensive planning in advance, will need to accumulate the supplies required to
operate these facilities, and will need to not only identify, but also to train those who
will operate them. This process can be lengthy and expensive; New York City spent
over five years and nearly $1 million developing their CRC plans and purchasing the
supplies for their CRC “kits.”