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WHO LET THE BUNKER BURN

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WHO LET THE BUNKER BURN

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    1. WHO LET THE BUNKER BURN? An investigation into the City of Philadelphia’s Final Battle with MOVE Presentation by Shawn Dudley

    2. Introduction On May 13, 1985 Philadelphia Police Department bombed 6221 Osage Avenue. The home of the MOVE Cult Six adults, and 5 children were killed. All were MOVE members The fire engulfed the whole block. Destroys sixty-homes 260 people become homeless

    3. Introduction Over 10,000 rounds of ammunition was fired into the alley in the rear of the house after the fire was put out Evidence that some members were killed by gunfire The only two survivors were found escaping from the house through the alley

    4. What Contributed to the Disaster? Three Factors that contributed to the Disaster Anger between the residents of 6200 Osage Avenue and members of the MOVE House Structural Failure within the City Administration Oversight Failure on the part of the Chief Executive and his designees

    5. THE PLAYERS

    6. The Mayor Wilson Goode Took office in Jan, 1984 Authorized a plan to arrest four MOVE members living at 6221 Osage Avenue on May 13, 1985.

    7. 2nd IN COMMAND Leo Brooks Managing Director for the City of Philadelphia. Retired Army General Supervised the Osage Avenue Operation

    8. Top Cop Gregore Sambor Police Commissioner Led the police operation against MOVE Made the decision to let the bunker on top of 6221 Osage to burn

    9. The Fireman William Richmond Fire Commissioner In charge of firefighters on May 13th Agreed with Sambor’s decision not to put out the fire. Instructed firefighters not to put out bunker fire on top of 6221 Osage

    10. The Rambos Lt. Frank Powell Police lieutenant, Bomb Disposal Unit. Dropped bomb on the MOVE house from the helicopter. William Klein Police Officer, Bomb Disposal Unit. Made the bomb which was dropped on the MOVE house

    11. 6200 Osage Avenue MOVE Naturalist Movement founded by John Africa, a.k.a John Leapheart Confrontation with police in 1978 led to the death of a police officer. Conrad Africa, a.k.a. James Conrad. Leader of 6221 Osage Avenue MOVE house. Frank Africa, aka Frank James listed on arrest warrant to be served on May 13, 1985

    12. 6200 Osage Avenue Residents of Osage Avenue Clifford Bond, block captain Lloyd and Lucretia Wilson residents of adjoining house 6219 Osage Avenue Wayne Butch Marshall-assaulted by MOVE members Inez Nichols- former block captain

    13. Structural Failure Anger on Osage Avenue Neighbors complain of large number of animals occupying MOVE house Neighbors get into arguments with MOVE members regarding the blocking of their alleyway Neighbors complain to police that MOVE members were building things on the rooftops

    14. Structural Failure Anger on Osage Avenue MOVE members violate city ordinances Neighbors complain about unsanitary conditions at 6221 Osage Avenue Vermin and insect start to infest adjoining homes Litter and waste gather on sidewalks MOVE members verbally assault neighbors and children

    15. Structural Failure Anger on Osage Avenue

    16. Structural Failure Anger on Osage Avenue Goode took office in January 1984 April 1984 MOVE members threaten Dept of Water employee May 30 , 1984 Residents meet with new Mayor who refuses to take action against MOVE. May 1984 Frank Africa declared delinquent by the state parole board. MOVE announces preparation for demonstration on August 8, 1984 July 4, 1984- residents met with Mayor. Warrant for rank Africa remained outstanding. April 30 1985 Residents send a warning letter to the governor.

    17. Structural Failure Failure to modify 1978 confrontation plan to accommodate change of circumstances in 1985 City refuses to intervene on residents behalf PPD allows MOVE to manipulate them into revealing their response tactics City’s Non-involvement on Osage Avenue gives MOVE time to build the bunker, and fortify property djdjdjjdjjvmdmmvdlpimmdmv djdjdjjdjjvmdmmvdlpimmdmv

    18. Structural Failure Broken Chain of Command Communications failure Objective was clear, concise and agreed upon Method was not discussed in detail Brooks and Goode not informed of police plan Sambor took full control of the plan Brooks unaware of capacity of officers in charge of the operation, specifically the bomb unit

    19. Structural Failure Broken Chain of Command Divided Authority Brooks is responsible for supervising operation Sambor runs the operation without supervision from Brooks, or Mayor Goode

    20. Structural Failure The Bomb Members of the bomb units were not experts Very little research done regarding the use of the explosives in this type of setting Police ignored the flammable items on the roof.

    21. Structural Failure The Bomb Making of the Bomb Restricted materials used. Materials obtained illegally Powell’s lack of experience in disposing of explosives Klein’s limited knowledge of manufacturing bombs No one questioned the use of the explosives Bomb experts were not consulted prior to operation Ignitable materials on the roof overlooked Overemphasis on targeting bunker Missed targets Possibility of considerable collateral damage not weighed against importance of taking down the bunker

    22. Oversight Failure Neutralization of key leaders Brooks Mayor Goode Fire Commissioner Richmond

    23. Oversight Failure Unmonitored Leadership Police Commissioner Sambor had free reign of the mission Ability to keep Goode out of the decision making process by dispensing misinformation, and half truths Neither Sambor or Richmond sought Goode's or Brooks’ approval to let the bunker burn

    24. Oversight Failure Mayor Goode failure to obtain critical unbiased information No one to ask “Alexander’s Question” An unusually restrictive dependence on information provided by subordinate officials

    25. Oversight Failure Fire Commissioner failed in his duty to protect the public Relied on Sambor’s directions Did not directly communicate concerns with the Mayor or Brooks Did not instruct firefighters to fight fire until too late

    26. Oversight Failure The decision to let the bunker burn Sambor and Richmond used fire as a weapon Sambor made the decision was made to let the fire burn until bunker was destroyed Richmond admitted he balanced the lives of the MOVE members (including children) against the lives of the firefighters and police. He made reference to the 1978 confrontation with MOVE Richmond claimed his intention was not to burn the entire house Mayor and Brooks were assured that the bomb could not lead to a fire

    27. Oversight Failure The decision to let the bunker burn 5:27 p.m. fire starts 6:00 p.m. Mayor instructs Brooks to put out the fire Fire Department puts water onto roof of 6219 The hose does not reach past 6219 Richmond tells firemen to shut of hose 6:10 p.m. fire starts to spread Firefighters start to squirt water on 6219 and 6223. 6:30 p.m. firefighters ordered to put fire out Water squirts were turned on and off during the duration Sixty two houses were destroyed

    28. The Commission Mayor Goode’s administration showed serious system failures The Commission finds that both current Mayor and former Mayor showed poor leadership in handling MOVE situation These failures were directly responsible for the disaster Brooks showed ineffectual leadership and was ignorant to facts which should have been known to him

    29. The Commission The direct and most immediate cause of the death of the MOVE children and destruction of 6200 Osage Avenue was attributed to Commissioners Sambor and Richmond They eventually retired from their positions without penalty Dept of Justice conducts investigation into MOVE disaster and decides that no indictments will be handed down

    30. Treating the Symptoms The Commission found that many factors were played a role in the tragedy. Structural Failure Leadership should be understood and respected There should be clearly defined roles for people who make decisions Placing of the right people in the right positions No splintering of authority Address issues immediately, make decisions and correct what needs to be corrected Leaders should ask themselves what would they do if factors change in the midst of an operation Have an alternative plan that address those changes

    31. Treating the Symptoms Oversight Failure The leader must maintain control over the operation Crisis decision making not to be confused with final authority by subordinate managers Communication systems must be put into place, and be operational Leaders must be aware of every decision made in an operation. Orders and instructions should be clear and concise. They should also be delivered to those directly responsible for carrying them out. Avoid giving subordinate managers free reign of an operation. Leaders must be informed of all options Base decision on all information presented and not presented by managers.

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