DiLorenzo Action Response Team

Over the 12 months preceding September 11, the Army’s DiLorenzo Tricare Health Clinic (DTHC) at the Pentagon works to develop its mass casualty (MASCAL) plan. This work will significantly and fortuitously help the clinic when it has to implement the plan in response to the Pentagon attack on 9/11. Major Lorie Brown, the chief nurse at the DTHC, is the chairperson for the DiLorenzo Action Response Team (DART). As she will later recall, over this 12-month period, the DART team works “on developing that [MASCAL] plan, really creating a whole new plan. We sat down and met on numerous occasions with the Air Force clinic [also based in the Pentagon], civilian EMS [Emergency Medical Services], Pentagon and [Department of Defense] hierarchy, DPS [the Defense Protective Service], and with the other civilian medical agencies.” They work through various issues, such as “what would happen in the event of a MASCAL, what each of our roles would be.” The DART team, Brown says, participates “in several large tabletop exercises with these external bodies, to include FEMA [the Federal Emergency Management Agency] and the others I just mentioned. We even did our own internal exercise where we made up the scenario of a plane crashing into the building.” [Marble and Milhiser, 9/2004, pp. 7] This “internal exercise” is likely a reference to an exercise held by the DTHC in May 2001 (see May 2001). [US Department of Health and Human Services, 7/2002, pp. B17 ] Another exercise Brown participates in over this period is the Pentagon Mass Casualty Exercise in October 2000 (see October 24-26, 2000), which also includes a scenario of a plane hitting the Pentagon. [MDW News Service, 11/3/2000] Brown will later credit this work developing the MASCAL plan as being of great benefit when the Pentagon is hit on 9/11, and the plan is initiated (see Soon after 9:37 a.m. September 11, 2001). She will say: “[O]ur planning truly made such a huge difference on that day. Our commander had the foresight to focus on MASCAL prep and gave us the time and budget to really revamp our old MASCAL plan. I can’t say enough about how critical this was to our success.” [Marble and Milhiser, 9/2004, pp. 7]