Abbreviated copy of presentation at the APCO Canada / NENA Ontario 2006 Conference & Trade Show, “9-1-1 in Any Language”
Toronto Sheraton Hotel and Conference Centre
October 1 – 4, 2006
http://www.cafc.ca/news-programs/2006/29-08-2006_e.php
Uploaded now for interest given current G20 protests in Toronto.
The Tsunami: Lessons Learned for North American Responders
1. The Tsunami
e su a
Lessons Learned for North American
Responders
Omar Ha-Redeye,
AAS, BHA(Hons.), CNMT, RT(N)(ARRT)
APCO Canada / NENA Ontario 2006 Conference & Trade Show
“9-1-1
“9 1 1 in Any Language”
Toronto Sheraton Hotel and Conference Centre
October 1 – 4, 2006
2. Overview
• Structure:
– Identify some major operational challenges in
the tsunami relief in Indonesia
– Provide corresponding examples from
Toronto and Ontario
3. Know your Risks
• Environmental disasters will be major
issue for entire globe in coming years
– Water related events to top the list
Water-related
• Plan for specific hazards in vicinity and
neighboring regions
• Consider industrial hazards as well
4.
5.
6.
7.
8.
9.
10. Date: Sep 24 2006 Time: 18:52:41.000
Loc: 43.3500N 79.2700W
Depth: 5.00 Km Magnitude: 1.8MN
Lake Ontario. 17 km N from St.
Catharines, Ontario.
21. Industrial Hazards
• Perrow’s Typology of systems characteristics
Perrow s
Systemic intricacies
R i on
Room for interventio
22. Allocate Your Resources
• Use of assessment teams centralized
teams,
information collection, to identify areas of
need
• Avoid bee-lining straight to center of
disaster
• Have regional resource distribution on
hand
h d
– Measured responses
23.
24.
25.
26.
27.
28. Type:Police Station Type:Ambulance Station
yp
Name:52 Division Name:EMS Stn 40
Address:255 DUNDAS ST W Address:58 RICHMOND ST E
Type:Fire Station
Name:TFD Stn 332
Address:260 ADELAIDE ST W
29. Maintain Useful Supply Routes
• Huge amount of inappropriate donations clogged
g pp p gg
tiny airport in Banda Aceh
– commercial cargo jet, a Boeing 737, collided with a water
buffalo on the airport's only runway halting aid deliveries
airport s
for nearly 18 hours
• ¼ of all aid t S i L k (500 containers) still sitting
f ll id to Sri Lanka t i ) till itti
on a dock in Colombo awaiting claiming or
processing
30.
31. From the airports… …to an open bed truck…
…and back again.
…through the virginal rainforests of
through
Aceh…
33. Utilize Community Leadership
• Identify existing organizations and power
structures
• Involve leadership of various groups in
planning and execution of response plan
• U existing networks of communication t
Use i ti t k f i ti to
obtain and disseminate information
34. Leadership in Aceh
Javanese Style
Administration
Ad i i t ti
- Kades (Kepala Desa)
- Kelurahan (Lurah)
Keutchik Imam
(village chief) (religious leader)
35. Portfolio o
o o o of
Public Safety
and Emergency
Preparedness
36.
37. Vulnerable Populations
• Women
–M l F
Male:Female Survivor Ratio 3 1 ( 80% d th f
l S i R ti 3:1 (~80% deaths female)
l )
• Children
– Reported missing often dead
missing,
– Unable to fend for themselves, orphaned
• Physically & Mentally Disabled
– Different communication media
– Evacuation challenges
• Minorities
– Disproportionate aid, further marginalization
p p , g
41. Cultural Differences
• Cultural and linguistic barriers can pose a
considerable challenge for responders
• Prepare and develop competency prior to
deployment to enhance operational
effectiveness
42.
43.
44.
45.
46.
47. Albanian Arabic Chinese Farsi
French Greek Hungarian Italian
Korean Polish Portuguese Punjabi
Russian Somali Spanish Tamil
Turkish Ukrainian Vietnamese
48. Summary
1.
1 Know your local and regional risks
– Environmental and Industrial
2.
2 Allocate resources appropriately
– Maintain supply routes
3. Utilize community leadership and support
4. Protect vulnerable populations
p p
– Socioeconomic/politically marginalized/disabled
groups require special attention
49. Discussion
• What are the major risks in your region?
• Are you adequately prepared for a major
disaster?
http://earthquakescanada.nrcan.gc.ca/recent_eq/maps/images/canada_e30d_e.l.jpg each year more than 50 earthquakes occur that are strong enough to be felt by Canadians. A further 1,400 smaller earthquakes are recorded each year by sensitive monitoring equipment. Both the West Coast and St. Lawrence Valley are at significant risk of a major earthquake.
http://www.gp.uwo.ca/docs/eqmapp3.html Many large earthquakes have occurred in Canada’s short history. Earthquakes in Cornwall, Ontario in 1944; on southern Vancouver Island, British Columbia in 1946; and in the Saguenay region of Quebec in 1988, have tallied up millions of dollars in damage. In 1929, when an earthquake-generated tsunami hit the south coast of Newfoundland, 27 people died. Past events have not resulted in greater property damage and heavier casualties primarily because a large earthquake has yet to strike a heavily populated area.
Some have described the typology of normal accidents in various industries as being affected by linear or complex organizational processes, based on their systemic intricacies and predictability of interconnections within the process, as well as either tight or loose coupling, relating to the slack built into the system to respond to mistakes or changes. Mining, such as at Westray, is described as being a moderately complex interaction with loose coupling. This means that although many various factors are involved in creating a crisis or disaster, there is typically ample room for intervention prior to the escalation of an event (Hynes & Prasad, 1997). Mining industrial crises such as Westray tend to be more linear and loosely coupled, and disasters are typically caused by straightforward operator errors and disregarding safety rules
http://www.tbs-sct.gc.ca/est-pre/20042005/PSEPC-SPPCC/image/rpp2004_psepc_structure_e.gif http://www.tbs-sct.gc.ca/est-pre/20042005/PSEPC-SPPCC/PSEPC-SPPCCr4501_e.asp The creation of PSEPC highlighted the requirement to integrate resources and approaches to public safety internal to government. It is now time to re-focus and re-double our efforts on building up the many existing solid external linkages locally, regionally, nationally and internationally over the next three years as we build on our plans and priorities. This is why it is important to clearly state that the expected results outlined in this three-year plan are shared, collective results that cannot be achieved without key partnerships at the federal, provincial/territorial, municipal and international levels as well as with the private and voluntary sectors.