The United States invests heavily in safeguarding its population. Disaster preparedness is one of the areas that have received immense investment and attention (“Plan and Prepare”, n.d). The nation has learnt from past disasters and is now better prepared to ensure that disasters are contained in good time to minimize damage. Despite the preparations that have been made, disasters still occur. For example, cyclones and typhoons batter coastal areas of the United States. The preparedness has proved useful when these disasters strike as the nation is better able to respond to them. This paper addresses the issue of disaster preparedness and response. It focuses on a fictitious disaster, JPB Northern Train Derailment. The focus on this disaster is intended to identify the measures that will be put in place in responding to the disaster.
Incident management team
When disasters strike, they cause damage that can become difficult to contain. For this reason, it is important to construct teams that are made up of individuals and agencies with different capabilities and functions. The JPB Northern Train Derailment can only be addressed effectively if the incident management team is made up of competent and relevant individuals and agencies. The selection of the members of the incident management team will be based on the incident command principles. Chain and unity of command are some of the principles of incident command systems (“Unit 3”, 2013). Essentially, chain and unity of command are principles that are concerned with ensuring order and clarity in the command hierarchy. Transfer of command is another principle on which incident management systems are based (“Unit 3”, 2013).
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The incident management team will be composed of personnel from the Environmental Protection Agency. The main mandate of this agency is shielding the environment from damage (“Our Mission”, n.d). The train derailment has led to the release of such substances as chlorine into the environment. In the situation report, it is stated that plumes can be and a strong odor can be smelled. These observations are clear indication that the derailment presents a threat to the environment. In addition to the leak of chlorine, fire that threatens the vegetation in the immediate vicinity of the derailment scene has been reported. Oil has leaked and found its way to the river. It has also been observed that birds have been oiled. All these impacts underscore the need for officials from the EPA to be included in the team. These officials will advise on the right course of action to limit the environmental damage of the derailment.
Representatives from law enforcement agencies and departments will also be part of the incident management team. Crowd control is one of the challenges that those responding to tragedies grapple with (Soomaroo & Murray, 2012). It is common for crowds to mill around the scene and this poses a danger to the crowd and the responders. The law enforcement agencies will be crucial in ensuring that the public does not impede the rescue and recovery efforts. In addition, the law enforcement officials will need to conduct investigations. It is by investigating the incident that insights into the causes will be gained. In addition to the representatives from the law enforcement agencies and the EPA, the incident management team will also be comprised of officials from the local and state governments. Local officials have a better understanding of the situation since the incident occurred in their turf. They will be able to provide direction on such issues as the transport routes to use and how to deal with the local community. The incident management team reflects the complexity of the derailment tragedy. This tragedy calls for a multi-agency approach and it is for this reason that officials from different agencies will be brought on board.
After-action activities
The primary focus of the incident response initiative is to find the missing individuals and to contain the chlorine leak, the oil spill and the raging fire. It is also important to ensure that damage to the Native American burial site in Duke Island does not occur. In addition to these objectives, it is also vital to gain lessons that will be used to prevent a recurrence of the tragedy. The implementation of numerous after-action activities will allow for lessons to be gained. One of the after-action activities that will be carried out is investigation. It is common practice for investigations to be launched after a tragedy (Elliot & Hsu, 2016). The investigation focuses on the causes of the tragedy. Identifying the cause allows for measures to be taken to eliminate the cause or to reduce its impact. For instance, it is possible that the derailment was caused by speeding or poor maintenance of the tracks. If these are found to be the causes, action can be taken to avoid a repeat.
Apart from investigation, the other after-activity that should be conducted is an internal assessment. Evaluating the response to a disaster allows for insights to be gained into whether the response was adequate. Some of the performance measures that can be used in the evaluation include the response time, the extent of damage and public opinion. By assessing their performance, the responders will be able to identify areas that require improvement. For instance, in the second situation report, it is noted that the five missing workers are yet to be found. If at the end of the exercise this is still the case, the failure to find the missing workers can be taken as a lesson. It is true that the internal assessment will do little to prevent another derailment. However, it will go a long way in ensuring that the responders offer their best effort and manage to contain disasters.
The mere fact that lessons have been learned does not guarantee that they will be applied to future situations. It is indeed possible that no benefit will be derived from these lessons. Several factors could hamper the application of learned lessons to future scenarios. One, poor funding could make it difficult to apply the lessons (Anwar, 2008). For example, suppose that is found that the derailment was caused by the poor maintenance of the tracks. Without funding, it would be impossible to conduct proper maintenance. Therefore, poor funding could set the stage for another derailment. Laxity and lack of support from concerned stakeholders are other factors that could hinder the adoption of the lessons. The human mind is rather forgetful and fails to learn from past mistakes. Tragedies have occurred before and continue to occur because policymakers and other stakeholders simply failed to learn from the past. For example, building collapses are reported across the globe. When the collapses occurred the first time, everyone pledged to take action to ensure that there is no repeat. However, as time passes, laxity creeps in and nothing is done to make buildings safer. Unless lessons from the investigation and the internal assessment described above are remembered, another derailment WILL occur.
Response objectives
From the discussion this far, it is clear that the task that the incident management team will be faced with is complex. Given this fact, it is necessary to develop complex and far-reaching objectives that will address various issues. Search and rescue, and environmental protection are some of the key areas for which response objectives need to be developed. It has been stated above the five workers are missing. This is cause for concern as the main objective of the response initiative is to minimize casualties. One of the objectives that will be pursued as regards search and rescue is to find the missing workers. This objective must be achieved in the soonest time possible. It is understood that as time passes, the chances of finding missing persons alive declines. Therefore, all efforts must be dedicated to finding the workers. This will require that all hazards such as the chlorine gas are contained to ensure that they do not pose a threat to the workers. Another search and rescue response objective is delivering medical assistance to the missing workers when they are found. To achieve this objective, it will be necessary for all involved stakeholders to commit their best effort.
It has been mentioned above that environmental protection is another area that the response initiative will address. One of the objectives that will be pursued to ensure environmental protection is containing the oil leak. In the second situation report, it is mentioned that the oil is no longer spreading. While this is encouraging, it is important to scoop up all the oil. If it is left to settle, it will cause lasting damage. Addressing the oil leak will also protect the birds, some of which have already suffered. The second objective regarding environmental protection is containing the chlorine leak. In the case, it is mentioned that plumes are being seen and a smell is being detected. If it finds its way to such water bodies as the Sangira River, the chlorine could cause damage to marine life. It is mentioned that the Sangira River deposits its water into the Atlantic Ocean. This fact means that the stakes are high and it is therefore important to ensure that the river is not contaminated. Chlorine poses a threat to human and animal health (“The Facts about Chlorine”, 2011).
Best practices
Responding to disasters should never be done blindly. It is important to develop a plan and identify an individual whose chief mandate is overseeing the planning process. There are various best practices that the planning section chief should adopt in the execution of their mandate. Managing data is one of these best practices (“Incident Command System”, n.d). Essentially, the planning section chief needs to develop plans that are informed by data and insight. Reassigning personnel is another best practice that the planning section chief needs to adopt (“Incident Command System”, n.d). The chief needs to match personnel with tasks for which they are qualified. This will ensure that the disaster response is not hindered by incompetence. Keeping all stakeholders informed by issuing periodic status updates is another best practice (“Incident Command System”, n.d). The planning section chief must ensure that all stakeholders are provided with update information for them to gain a full understanding of the situation. These best practices can be implemented in all sections of disaster response. However, they would be most useful in meetings.
Confusion often arises in meetings convened for the purpose of discussing disaster response. To prevent confusion, there are various measures that I would adopt. Using clear and simple language is among these measures. Complex language and jargon do little to enhance understanding. For this reason, it is recommended that simple language should be used. In addition to using simple language, I would also encourage open discussion. This will allow any individual with questions or concerns to raise them. It is only by raising questions that confusion can be addressed. I believe that by using simple language and encouraging open discussions, I would facilitate understanding.
Key responsibilities of incident commander
The incident commander serves as the overall leader of disaster response programs. The incident commander is also charged with the role of ensuring that all responders stay safe at all times. The incident commander is also required to ensure that the health of the public is safeguarded. Securing the environment is another responsibility of the incident commander. This official is also expected to provide information and serve as the liaison officer who links the different bodies responding to a disaster.
Transfer of command is one of the principles of incident command systems. Essentially, transfer of command is concerned with assigning another individual the authority and responsibility of the incident commander (“Transfer of Command”, n.d). This authority was previously wielded by another individual who served as incident commander. During the transfer of command, the new incident commander is brief. The briefing that they receive addresses a wide range of information. The information includes some of the following issues:
The objectives being pursued (“Transfer of Command”, n.d)
The progress that has been made
The plan that is currently being implemented
Any limitations (“Transfer of Command”, n.d)
The resources that are required, and
The potential of the incident, among others.
The transfer of command does not always occur smoothly. There are some incidents that can occur that hinder the smooth transfer of command. If the transfer of command does not occur in good faith, conflicts may arise. For example, the outgoing commander may regard the transfer as an indictment and a declaration that they are incompetent. The failure by the outgoing commander to surrender all control and relevant resources could also hinder the smooth transfer of command. For example, if the outgoing commander refuses to share all relevant information, the task of the incoming commander will be much tougher. The factors that could hinder the smooth transfer of command can be addressed. Encouraging the outgoing commander to cooperate is the most effective measure for ensuring that the transfer of command occurs without any hitches.
In conclusion, tragedies occur every day. While most are unavoidable, there are those that result from human negligence and failures. The JPB Northern Train Derailment is among the avoidable tragedies. This disaster has caused damage to the environment and could cost human lives. To halt the environmental damage, urgent action must be taken. Containment efforts need to be initiated. The human life can also be safeguarded by dedicating all effort to search and rescue. All the different agencies responding to this disaster must work together.
References
Anwar, H. M. (2008). The Impact of Recurring Natural Disasters on Chronic Poverty. Societies without Borders, 3 (2), 285-301. Retrieved 28th April 2017 from
http://scholarlycommons.law.case.edu/cgi/viewcontent.cgi?article=1215&context=swb
Elliot, A. & Hsu, E. L. (Eds.). (2016). The Consequences of Natural Disasters. London: Routledge.
Incident Command System (ICS). (n.d). Retrieved 28th April 2017 from https://training.fema.gov/emiweb/is/icsresource/assets/reviewmaterials.pdf
Our Mission and what we do. (n.d). Retrieved 28th April 2017 from https://www.epa.gov/aboutepa/our-mission-and-what-we-do
Plan and Prepare for Disasters. (n.d). Retrieved 28th April 2017 from https://www.dhs.gov/topic/plan-and-prepare-disasters
Soomaroo, L. & Murray, V. (2012). Disasters at Mass Gatherings: Lessons from History. PLOS Current Disasters. DOI: 10.1371/currents.RRN1301. Retrieved 28th April 2017 from http://currents.plos.org/disasters/article/disasters-at-mass-gatherings-lessons-3wkcplftb6ss-5/pdf
The Facts about Chlorine. (2011). Retrieved 28th April 2017 from https://www.health.ny.gov/environmental/emergency/chemical_terrorism/chlorine_general.htm
Transfer of Command. (n.d). Retrieved 28th April 2017 from https://training.fema.gov/emiweb/is/icsresource/assets/transfercommand.pdf
Unit 3. ICS Features and Principles. (2013). Retrieved 28th April 2017 from https://training.fema.gov/emiweb/is/is100b/visuals/pdf/03ics100b_visuals_october2013.pdf
