Disaster Management IRTS PWMT

8/6/2019 Disaster Management IRTS PWMT

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Disaster

Management

- Samir Lohani

Prof. (WMT) / IRIMEE


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Accidents Disasters


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What is an accident An occurrence in the course of working of

Railway, which does or may affect the safety ofthe Railway, its engine, rolling stock, permanentway and works, fixed installations, passengers.

An occurrence that affects the safety of others,or which does or may cause delay to train orloss to the Railway.

For statistical purposes accidents have beenclassified in categories from A to R excludingI and O.


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Train Accident

Train accident - an accident that involves a train.

- Consequential train accidents

- Other train accidents


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1- Consequential Train accidents

This category includes train accidents having

serious repercussion in terms of loss of human

life, human injury, loss to Railway property orinterruption to Rail traffic.


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1- Consequential Train accidents

Collision: A-1 to A-4

Fire: B-1 to B-4

Level Crossing: C-1 to C-4

Derailment: D-1 to D-4


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2- Other train accidents

3- Indicative Accidents

Serious Potential Hazards

SP

AD

Averted collision

Breach of Block rules


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Equipment Failures

All failure of Railway equipments i.e. failure of

Locomotive, rolling stock, permanent way,

overhead wire, signaling and telecommunicationequipment etc. and include cases falling under

classification J,K,L & M.


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Unusual incidents

These include cases related to law and order but

not resulting into the train accidents


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Disaster

Society undergoes severe damage

Disruption of social structure

Affect on essential functions


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Severe Accident

Earthquake

Floods

Cyclones

Leakage hazardous gases


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29.06.2011 Disaster management17

RSRCs VIEW

A single flaw in the 62495 Kms of track that crisscrossesthe country, a defect in the 7500 locomotives, 40,000 Coachesand 2.5 lakh wagons that haul more than 11 million passengersand over 1.2 million tons of freight every day, an incorrect

indication of one of the signals, a mistake by one of the 6 lakhfrontline staff, a rash act by one of the million road users in38000 level crossings or an irresponsible act of carryinginflammable goods can cause a major tragedy.

But the political executive and the media seem satisfied

when a few heads roll, the more senior the better. It is palpablyunfair. It is just that they are at the wrong place at the wrongtime.

-- xx --


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Duties of Railway Officer Incharge

1.Protection ofAccident Spot

2.Conveying Information to nearest SM / Control

3.Use of on-board resources, Calling forAssistance

4.Relief5.Preservation of clues

6.Assistance in Restoration

Overall control


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Gaisal

Accident site


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The more you sweat in peace time,

the less you will bleed in wartime An Army proverb


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Preparedness Disaster Plans

Resources

Co-ordination


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GOLDEN HOUR The first hour after an accident is termed as the golden

Hour

Most Trauma patients can be saved if bleeding iseffectively stopped and blood pressure restored withinan hour.

It is likely that patients who have experienced shock andremain in that state of shock for long duration will die.Surgical intervention within the first one hour is thereforecrucial for increasing chances of survival.

This hour called the golden hour begins the momentinjury occurs.

Dr. D. Adams Cowley, Maryland Institute of Emergency medical services(Pioneer of Trauma care)


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Response Promptness

Logistics

Resources and Relief Materials

Assessment

Co-ordination Public Awareness


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Response shortcomings Major

Disasters Communication

Rescue operations

Identification of Passengers

Handling of Dead, Injured passengers

Handling of Passenger Belongings Late assistance Road cranes, Air Lifting


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Importance of Disaster Management

The real capability of an organisation is invariably tested

by the quality of its response to a crisis.

Swiftness of response in an accident primarily depends

upon various components constituting the accident relief

team being fully conversant with their areas of

responsibility.


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Importance of Disaster Management ...

In the past, people did not have high expectations of

rescue and relief operations in train accidents.

With higher standards of education, explosion in

information technology and advent of cable network into

every nook and corner, expectations are steadily

increasing.

Competition in electronic media result in such events

attracting more than their share of publicity at both

national and international level.


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Advance preparation

For achieving this, following steps are required

to be taken on a continual basis :

All existing rescue and relief equipment availablehave been commissioned and are fully functional.

None of the existing ARMV/ART or crane or rolling

stock has any speed restriction.

Sufficient number of qualified staff are available. All staff posted on ARMVs/ARTs must be adequately

trained and certified to that effect.


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Advance preparation

To keep people alert, as also to periodically check

effectiveness and efficiency of the existing system, mock

drills must be organised from time to time (say once in 3

months).

During some of these mock drills, the ARMV and ART

must actually be taken to section and complete trials

carried out.

Instead of merely requisitioning staff and ordering theirmovement.


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Advance preparation

Each division must prepare their disaster management

plan for the local level containing details of facilities

available and site conditions.

Divisional control office must have ready list containing

details of following items located within geographical

boundary of the division.

Detailed information should include names, addresses,

telephone numbers and any other relevant information.

All these information must be available in the control

office PC and updated periodically.


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Advance preparation

Doctors, hospitals, polyclinics, nursing homes etc. atall major junctions, along with facilities available.

Officials of civil administration, district wise.

Senior officials of state administration. Defence establishments.

Paramilitary establishments.

Fire brigade stations.

Organisations having road cranes, bulldozers etc.

Organisations having flood light equipment etc.

Social, voluntary and other NGOs.


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Assistance from adjoining

divisions No division can be equipped to handle a disaster of such

large magnitude like Ferozabad orGaisal.

Assistance has to be sought from adjoining divisions.

A division is normally expected to handle an accident ofthe magnitude involving up to 100 injuries.

Whenever number of injuries is estimated to go beyond100, assistance must be sought for from adjoining

divisions. This is to be co ordinated by Hdqrts. control.

As a rough thumb rule, 1 division for every 50 additionalinjuries, beyond 100 injuries.


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Assistance from adjoining

divisions In case of all major disasters, following should be used

as an approximate guideline for deciding level of

assistance required :

Injuries expected > 100 > 200

Assistance required from 1 div. 3 div.

ARMVs 2 2

140T crane 2 2 + 2


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Assistance from defence/para military

Assistance must be sought from nearest Army & para

military establishment.

Railway staff no matter how dedicated and loyal, are notexperts in extricating/handling dead bodies, injured

passenger and their evacuation etc.

Army has the necessary expertise and are trained and

equipped to handle such a war like situation.

Therefore, zonal headquarters must get in touch with the

nearest army command and request for necessary

assistance.


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Accident Site Management Plan

DRM after reaching the accident site must make an

immediate assessment of likely injuries.

Quick assessment is an absolute must in order to ensurethat assistance from adjoining divisions can be rushed.

Based on number of coaches involved.

As a thumb rule, 40 passengers/coach.

To be conveyed toA

DRM in divisional control room. Assistance from adjoining divisions and adjoining

railways even must be rushed thereafter.


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Senior most mechanical officer must assess requirement

of additional equipment required.

Permission for waiving off of all formalities connectedwith post mortem examination of deceased

passengers.

One railway doctor and commercial supervisor deputed

round the clock at each hospital.

Telephonic communication must be made available at

these hospitals for use of either patients or their

relatives.

Complete medical care of all passengers including

payment of medical bills till their final discharge.


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Clearance of accident affected passengers from accident

site.

Arrangements for water and food for strandedpassengers.

Once initial rescue operations get underway,

arrangements have to be made for water and food for

railway staff working at site.

Contract arrangement for food.

Spare coaches stabled at nearby stations.


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Assessment regarding number of deaths and injuries

likely should also be made :

Total number of coaches involved.

Number of coaches searched.

Number yet to be tackled.

Particular reference to coaches that are crushed or that have

climbed on top.

Handling of Press and Electronic media.

Honesty is the best policy.


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Forecast for completion of each activity mentioned

below. These target times must be communicated to all

officers and supervisors at accident site :

Re railment.

Track fitness.

OHE fitness.

Points and inter locking.

Clearance of section. Movement of first train.


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Emergency Control Offices

Divisional control room must be manned by assistantofficers of all departments.

Hdqrts. emergency control room must be manned by JA

grade officers of all departments. Setting up of inquiry centres at all junctions en route

the accident involved trains journey.

Inter railway co ordination required.

OC/Control must mobilise all resources required. ADRM must co ordinate with army, civil authorities and

streamline movement of assistance to accident site.


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Emergency Control Offices

All emergency measures such as opening of information

counters at originating and destination stations of the

accident involved train.

At major intermediate junctions stations on the

scheduled route of the accident involved train must

invariably be done.

Names and addresses of persons killed/injured in the

accident are also collected and are made available at allsuch information counters.


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Lessons learnt from major disasters

Surging Crowds

Carrying out any kind of rescue and relief operation

becomes next to impossible. Adequate contingent of RPF personnel required.

Each division should identify RPF battalions who were

required to be kept in readiness for attending to such

disasters. At all major accident sites extra RPF personnel should

be immediately rushed.


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Identifying Railway Personnel

They should be supplied with orange coloured armbands

to be kept in ARMEs/ARTs. .

Adequate number of armbands, gloves and face masks

have also been provided in the ARMEs/ARTs.

Microphones/loud speakers provided in ARMEs/ARTs

for crowd management purpose.


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Co ordination amongst various agencies

Unified Command Centre (UCC) should be set up at the

accident site. This should be some kind of a sub control office to be

located near the centre of accident site.

Telephonic links to divisional and hdqrts. emergency

control rooms.

The UCC should be provided with FAX, Photocopier, PC

etc.


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Additionally, the UCC should have a combined assistance centre

located towards the rear side for rendering help to passengers and

their relatives.

Depending on the spread of the accident site, 2 or 3 more minicontrols on the pattern as the UCC can be set up.

These mini control offices also serve as co-ordination centres for

various teams that are working spread out over different

geographical locations.

Telephonic connection to UCC and with each other, loudspeakersfor announcements, a small assistance booth for helping the

passengers and their relatives.


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Handling of dead bodies

On IR it is not clearly spelt out as to who will handle.

Accident Manual is silent as to who will extricate deadbodies from coaches, and then take them to either

hospital or the mortuary.

It can only be inferred that the Medical Department will

do this work. In case of a major disaster, the usual complement of

medical staff in any ARME is grossly inadequate for

undertaking work of this magnitude.


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Often rescue and relief operations continue for more

than 48 hours.

Dismembered bodies began emitting foul odour after twodays.

Carrying out this task under such circumstances became

a real problem.

Adequate number of Safaiwalas, other health workersmust be mobilised and sent to the accident site in the

second train carrying other logistic back up support.


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Bodies taken out of coaches were stacked close to the

track, in order to speed up extrication of more bodies.

However, this hampered further relief operations once

these bodies started piling up.

Bodies taken out from different coaches get mixed up.

Identification problems in case of mutilated bodies.

In all such accidents the passengers are invariably

separated from their belongings; as such in many cases

there are no tickets or other identification papers on their

persons.


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This problem is further compounded in unreserved

coaches where no reservation charts are available.

Each body should be assigned a number along with the

coach number, for easier identification later on.

The number assigned to each body must appear

prominently on each photograph.

In case of mutilated bodies, more than one photograph

from different angles must be taken.

Video photographer can be arranged for video recording

of relevant details.


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Bodies may be kept coach wise well removed from the

track, after they have been numbered and

photographed.

Numbering and photography of bodies must be done

even when relatives are on hand to claim the body.

Adequate number of shrouds/coffins should also be

arranged and these should also be numbered.

Adequate number of polythene covers for dead bodies,

since it protects them from both sun and rain for the time

that these are kept exposed to nature in open space.


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Whoever claimed a dead body as that of their next of kin,

with some sort of documentation was normally handed

over the body.

Keenness of railway staff in handing over as many dead

bodies as possible to their apparently rightful claimants.

This sort of arrangement leaves scope for unscrupulous

elements to fish in troubled waters.

Stricter system of verification of identity of the claimant

together with video recording of the person taking the ex

gratia payment.


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Arrangements have to be made for a more permanent

location for them till such time as the next of kin arrive to

claim the bodies.

Arrangements for hiring of a couple of big halls, if

necessary in school premises.

The rooms should preferably be at a single location so

that the relatives do not have to go around from mortuary

to mortuary.

Bodies should be neatly lined up with their numbers

prominently displayed, and kept in different rooms,

coach wise.


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These details should be posted on a notice board

outside each room.

This will prevent unnecessary handling of these bodiesthat in any case would be in an advanced state of

decomposition.

Adequate quantity of ice should be arranged.


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Arrangement of transport for various purposes

Clearance of stranded passengers by road is much

faster and convenient. A large number of buses are also required for taking next

of kin and relatives to different hospitals and mortuary

and for ferrying them to and fro.

Requisitioning of buses from the nearest StateG

ovt.depot along with the relevant staff for manning them

round the clock.


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Close co ordination with the civil administration is

required to be maintained at different levels.

Civil and police officials of the concerned district. At the state level this co ordination has to be done with

the high civil and police officials at the secretariat level.

First team which will be available at the accident site will

liaison with local officials from the civilian side. Second team for liaison work should consist of officials

from division where secretariat is located.

Officials may be stationed in secretariat building/police

headquarter itself so that they are available on phone.


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Assistance to passengers and their relatives is of utmost

importance in relieving them of some of their misery.

After a few hours next of kin of the deceased and

relatives of the injured start arriving at the accident site.

Adequate number of display boards should be available

on ARMEs/ARTs for being put up at accident site.

These should be displayed near those areas where

incoming relatives arrive and congregate.

By and large these display boards should indicate the

direction towards the Unified Command Centre and the

combined assistance centre towards its rear.


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Periodic announcements on loud speakers should also

be made for guiding them.

The combined assistance centre must have different

counters for various purposes.

The original reservations charts of the trains involved in

the accident should invariably be available.

To start with, at the reception counters, the name of the

passenger involved should be checked up from the listdead or injured, if available and their current status

informed.


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Thereafter, commercial staff should be deputed for each

relative,

Taking them around hospitals/mortuary.

Arranging their stay and accommodation.

Information counters should be opened at each hospital

and mortuary :

Lists of dead and injured passengers

Along with their whereabouts regarding ward no., bed no. etc.should be prominently displayed.


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The combined assistance centre should have counters

for helping relatives regarding their return journey.

Personnel branch staff for issuing passes.

Extra coaches to be attached to trains going to these

destinations for the next 2 or 3 days.

Reservation of berths must be provided only from the

accident site onwards.

Reserved space in SLRs for some of them to carry

coffins etc, in case they so desire.


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It was only thereafter that they are given physical

custody of the body.

Each of these formalities is under the jurisdiction of adifferent agency,

some of which were under the railway,

some under the civil administration and

some under agencies for which both disowned responsibility.

In such a situation the level of co ordination between

these various agencies left much to be desired.


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It took almost 24 hours before all these documentary

formalities could be completed.

There should be single window clearance for all such

paper formalities.

This single window should be set up in the combined

assistance centre with different counters being provided

in sequence for each of these formalities, so that the

entire exercise can be completed in about half an hour. Post mortem formalities should be waived off by the

police officials.


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Large amounts of cash required for various purposes. Payment of ex-gratia,

Hiring of vehicles, men and materials etc.

Couriers sent from divisional offices carrying largeamounts of cash.

Two problems Unwilling staff and

Arranging RPF escorts.

Arrangements with local bank for permitting railway towithdraw money under over draft facility.

Financial formalities should be organised by zonalhdqrts. with regional offices of bank concerned.


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Shortage of cranes and cold cutters available at site.

Two ARTs with 140 Tonne Cranes can work at one time.

Requisitioning of heavy duty road cranes which couldhave got to work at intermediate points.


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Review Railways Disaster

Management Systems 1982 For laying down principles of Disaster management

infrastructure a Committee of CMPE R&Ls was formed

1999 Khosla Trivedi Committee went into Modernisationand reorganization of accident relief trains over IR

2002 High level committee Report in April 2003

111 recommendations involving Rs.350 Crores in the M+Xformat. approved by Minister and submitted to Parliament.


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HLCR - 2003

6: Air Support

7: Upgrade ARMEs to 110 kmph

8: Upgrade ARTs to 100 kmph

9: Emergency RCRV

11: First-Aid Training

14: Details of Local Resources

15: Disaster Management Plan


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HLCR

16: ISO 9000

21: Assistance Neighbouring Divisions

22: Expeditious Clearance State Police

24: Gangmen to assist in Rescue

29: Civil Engineering Agreements

30-35: Delegation of Powers

36: Purchase Powers


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HLCR

37: Procurement ART/ARMV

38: Standing SPC

39-42: Cash Imprest

48: Luminous Jackets

57: Nominated staff forART/ARMV

58: Air-brake ARTs

60: Inflatable Lighting Towers


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HLCR

61: Oxy-Fuel Equipment

62: Portable Electric Cutting Tools

63: SCBA

64: Inflatable Air-Bags

65: Digital and Video Camera

66: Laptop

67: Charging Facilities


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HLCR

68: Inflatable Tents

69: Synthetic Packing

70: Re-railing Ramps

72: Luminescent Barrier Tape

73: Livery ofART/ARMV

74: 20 Stackable Chairs

75: Nylon Slings


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HLCR

97: WLL Xchg

98: Video-Conferencing Facilities

104: DM Training Films

107: Training to handle fire related

disasters


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MOCK DRILL NDRF BATTALION


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MOCK DRILL NDRF BATTALION


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Disaster Management IRTS PWMT