Disaster Mgt. for on line trg.ppt
- 1. 1 CONCEPT OF DISASTER AND ITS MANAGEMENT
- 2. 2 A DISASTER As per Disaster Management Act 2005 “ A catastrophe, mishap, calamity or grave occurrence in any area, arising from natural or man made causes, or by accident or negligence which results in substantial loss of life or human suffering or damage to, or degradation of, environment, and is of such a nature or magnitude as to be beyond the coping capacity of the community of the affected area.”
- 3. 3 A DISASTER Anything unusual involving large scale loss and destruction of life and property Floods, Cyclones, Earthquakes, Land slides Industrial Mishap, Public Enemy Action Rail Accident involving huge loss of life and property Norm is of treating 50 injuries; grievous & simple, amounting to a disaster
- 4. 4 DISASTER MANAGEMENT • “DISASTERS ARE RARELY ANNOUNCED- NEVER POSTPONED”- Dr. INDU PRAKASH (AUTHOR- “ DISASTER MANAGEMENT”) • DISASTERS RESULT IN (a) LOSS OF HUMAN LIVES AND RESOURCES (b) LOSS OF IMAGE (c) IMPACT ON INVESTMENT CLIMATE AND BUSINESS
- 5. 5 SECOND DISASTER “----RELIEF WORK WITHOUT METICULOUS PLANNING, COORDINATION AND TRAINING, THE SECOND DISASTER” TIME MAGAZINE REPORT AFTER LATUR EARTHQUKE, SEPT. 1993 CLEAR CUT GUIDELINES AND STANDING INSTRUCTIONS TO MEET DISASTER CAN GO A LONG WAY IN MINIMIZING THE AFTER – EFFECTS OF DISASTERS ACCIDENT MANUAL, DISASTER MANAGEMENT PLANS OF DIVISIONS / ZONES
- 6. 6 ACTIVITIES IN DISASTER MANAGEMENT -PREVENTION -MITIGATION Emergency Response Rescue Relief -RECOVERY Restoration Reconstruction & Rehabilitation
- 7. 7 ANALYSIS OF DISASTER MANAGEMENT Disaster Preparedness Response Mitigation Recovery Prevention Development
- 8. 8 PREVENTION (a) identify disaster potential (b) determine the affected audiences (c) delegation with responsibility in the organization to deal with different audiences (d) post disaster analysis
- 9. 9 PREREQUISITES OF A DISASTER MANAGEMENT POLICY Speedy and precise dissemination of information Well defined roles Availability of adequate resources Extensive teamwork and coordinated efforts (Significance of leadership)
- 10. 10 DISASTER RESCUE • AIM OF RESCUE OPERATIONS IS TO SAVE LIFE AND MINIMIZE FURTHER INJURY TO PERSONS AND DAMAGE TO PROPERTY THE PSYCHOLOGY OF RESCUE • Anxiety and fear (both victim and rescuer) • Psychological needs of the disaster victim are important.
- 11. 11 DISASTER RESCUE • RESCUE WORKERS:- Three categories of rescue workers:- (A) Survivors • The potential for good is enormous but the danger inherent in rescue work by untrained personnel is also enormous. (B) Untrained Personnel • They often bring necessary resources with them and can be very effective if brought under control and properly supervised. (C) Trained Personnel i.e. Railway Team, Police, Fire, Paramilitary forces etc. • More quickly they arrive, less time for the first two groups to aggravate the situation.
- 12. 13 DISASTERS-SOME PITFALLS • Informing to and role of medical officers • Managing communications,lighting,water & food • Preservation of clues • Relief Train • Ex:Gratia • Photography • Number of dead and injured • Communicating details to their kith & kin and arrangements for bringing them to site Others • Prima-facie cause • Expected time of restoration • Spelling out assistance required
- 13. 14 LIMITATIONS OF IR Extrication of trapped passengers/bodies requiring equipment not available in ARME Vastness of IR network, difficulty of terrain, non-existence of approach roads, tunnels Requirement of suitable power for the ARME/ART Golden hour traumatic period of critical traumatic patients
- 14. 15 WHAT IS GOLDEN HOUR ? Most trauma patients can be saved if bleeding is effectively stopped and blood pressure restored within an hour. It is likely that patients who have experienced shock and remained in that state of shock for long duration will die. Surgical intervention within that first one hour is therefore crucial for increasing the patients’ chances of survival. This hour called the “Golden Hour” begins the moment the injury occurs.
- 15. 16 HIGH LEVEL COMMITTEE REPORT Set up in September 2002 MM, MT, FC, DG/RHS, DG/RPF members and ED/Safety as secretary of the Committee 111 recommendations Recommendations accepted in principle
- 16. 17 HIGH LEVEL COMMITTEE WHICH REVIEWED THE DISASTER MANAGEMENT SYSTEM OVER INDIAN RAILWAYS •As per experience the present system of railway rescue & relief functions in most of the accidents involving passenger trains when the casualties are not heavy. •But with IR now running significantly longer passenger trains and heavier freight trains special measures are a necessity.
- 17. 18 HIGH LEVEL COMMITTEE WHICH REVIEWED THE DISASTER MANAGEMENT SYSTEM OVER INDIAN RAILWAYS RECOMMENDATIONS INCLUDE:- (A) FASTER RESPONSE •No need to obtain police clearance for rescue operations • Rationalization of ART/ARMV locations •Three coach high speed self-sufficient SPARTs (Self Propelled Accident Relief Train) for quicker initial response.
- 18. 19 SELF PROPELLED ACCIDENT RELIEF TRAIN
- 19. 20 Inside view 50 KVA Tata Cummins D/Alternator The Drivers Control Desk
- 20. 21 Equipment INSIDE VIEW OF THE AIR CONDITIONED OPERATION THEATRE A VIEW OF AC MEDICAL WARD WATER PURIFIER
- 21. 22 Equipment 12 line Electronic Exchange A fixed cellular terminal (FCT) with data and voice channels (No.9925001717) To tackle fire at site prior to attending of Fire Fighter a fire fighting equipment has been provided in SPART. The arrangement can direct a jet or spray of water under pressure at 50 – 100 litres per minute at the fire zone. Arrangements are also there to mix foaming chemical AFFF for extinguishing petrochemical fires.
- 22. 23 Equipments Protective devices for handling Ammonia and LPG leakages
- 24. 25 Equipped with An Air Conditioned Medical Ward with a capacity of 12 beds and an Air Conditioned Operation Theatre. Equipped with Hydraulically operated Rescue Devices like spreaders & cutters. Equipped with a 50 KVA Alternator for Train lighting, battery charging and operation of the AC plant in stationary condition. SALIENT FEATURES OF SPART
- 25. 26 Additional Equipment in SPARTs Inflatable Lighting Towers Luminous jackets for rescue staff Portable cutting tools Self-contained breathing apparatus Inflatable air bags Inflatable tents
- 26. 27 Coffins and body bags Air-conditioned mortuaries, embalming guns and chemicals Wrist band to identify injured/dead Folding ladders Oxy fuel cutting equipment Portable electrical cutting tools Digital Video Camera Additional Equipment in SPARTs
- 27. 28 IMPORTANT RECOMMENDATIONS MOU with • State Governments • Civil/Private hospitals • Armed forces • Private air operators Rescue ambulances (vehicle ordnance factory, Jabalpur)
- 28. 29 Walkie talkie and VHF sets with ART Communication with accident site through satellite phones to Zonal Hq/RB Video conferencing facility between RB and Zonal Hq. PC with high speed satellite modem for Internet connectivity Roof & under floor hatches and emergency windows in coaches Emergency Automatic lights in coaches IMPORTANT RECOMMENDATIONS
- 29. 30 • Enhancing maximum permissible speeds of ART (Accident Relief Train) and ARMV (Accident Relief Medical Van) • Formation of Disaster Management Plans at various tiers • Crack teams at each Zonal Railway with containerized equipment for rescue and relief. • Standby ART/ARMV gangs for use when required. • Empowering field units to effectively tackle post disaster situation. • Full scale disaster management exercises. IMPORTANT RECOMMENDATIONS
- 30. 31 • Ensure specified minimum running of diesel locos on all electrified routes (average 50 KM) • ISO-9000 Certification for Disaster Mgt. Plan • Multi-disaster resistant control rooms • Hiring of vehicles for rescue and relief operations • Spot payment to private hospitals • Purchase of life saving drugs • Withdrawal of money from station earnings • Standing spot purchase committee for ART/ARMV • Disaster management team of RPF IMPORTANT RECOMMENDATIONS
- 31. 32 However, for ensuring rescue and relief within Golden Hour, disaster management plans at District and State level will have to converge and complement the railway disaster management system. DISASTER MANAGEMENT
- 32. 33 • Check list of safety/Disaster Management items at stations • Formation of special task teams • Concept of controlling station • Check list of action to be taken by concerned officials like crew, guard, TS/TTE, Control, Safety Branch, Operating Branch, Commercial Branch, Engineering Branch, Mechanical Branch, S&T Staff, Personnel, RPF & Medical DISASTER MANAGEMENT PLANS OF THE ZONES/DIVISIONS
- 33. 34 Similar details branch wise for • Cyclones & Storm • Earthquakes • Landslides DISASTER MANAGEMENT PLANS OF THE ZONES/DIVISIONS
- 34. 35 • List of infrastructure available section wise - Railway •List of infrastructure available section wise – Non-railway • List of important telephone numbers – Railway & Civil •Guidelines for ex-gratia payments DISASTER MANAGEMENT PLANS OF THE ZONES/DIVISIONS
- 35. 36 • Complete details of all level crossing gates • Lay outs of different sections with road approaches clearly marked like NH, SH and links etc. DISASTER MANAGEMENT PLANS OF THE ZONES/DIVISIONS
- 37. 38 REAL TIME MEDIA HANDLING Planning Commission Tenth Five Year Plan requires management to plan for it during disasters High Level Committee on Disaster Management has assigned the responsibility of briefing the Media to the Senior most officer at site
- 38. 41 OBJECTIVES OF MANAGEMENT IN CRISIS Portray image of an organization which is • Professional • Caring • Socially responsible
- 39. 42 BASIC RULES FOR CRISIS COMMUNICATION Be Pro-active. Getting your version out before someone else does will enable you to control the contents, tone and timing of the coverage COOPERATE WITH THE MEDIA - In times of crisis, lack of cooperation sends reporters and editors to seek other sources usually less knowledgeable and one-sided
- 40. 43 CONTD. Be sure of the facts and have confidence Honesty is the best policy but a good sense of humour can help ease tensions
- 41. 44 CONTD. Never go ‘off - the -record’ - If the information can’t be attributed to the organisation, don’t say it.
- 42. 45 CONTD. Do not make promises you can’t keep Do not be patronising. Do not speculate Do not cast aspersions and make inflammatory statements
- 43. 46 DISASTER MANAGEMENT (a) no delay in providing relief (b) no bad publicity (c) empathetic internal attitudes (d) proper fixing of responsibility TO SUM UP, THE CONCERNS SHOULD BE
- 44. 47 THANK YOU