Incident Command System

The sequences of earthquakes facing the Kanto region because of the subduction zone within the Philippines and the Pacific Ocean is of great concern for disaster mitigation agencies in the region and the globe as a whole. The Kanto region is a focal point of earthquake waves that trigger a tsunami in the region (Fujiwara, Masuda, Sakai, Irizuki, & Fuse, 2000). Tsunamic waves as high as 5.6 magnitudes are common in the region and have led to the increased number of deaths and property losses. In most instances, tsunami alerts are never issued, constraining response programs by humanitarian bodies. The aftershock resulting from the waves has continued to deteriorate weak structures in the Kanto region of Japan. The current paper will explore the main features of an Incident Command System in the earthquake region. Basically, it will indicate how the system can be used to address earthquake disasters that frequently strike the Kanto region. In addition, ICS will be useful in solving nuclear disasters that frequently face the region due to its higher number of nuclear facilitates, determining the roles that an incident commander has in respect to an incident action plan.

A disaster response refers to actions that are taken in response to an emergency. During it, several plans and programs are laid to alleviate the situation. Disaster response mechanisms range from intermediate actions of taking cover to escaping a disaster itself. It involves providing adequate aid to the victims through basic facilities such as food, shelter and first aid. In addition, it involves providing emotional support to the disaster victims to heal them of their psychological problems. Disaster response mechanisms require collaborated efforts to save the victims and alleviate the situation. Delays in the response can result to huge losses and deaths.

A critical look at the earthquake disasters that frequently affect the Kanto region indicates that several actions are needed to alleviate the situation. Firstly, communication systems need to be upgraded to ease disaster alerts and response system. During the recent tsunami that hit the region, it was reported that no warning had been issued. Consequently, disaster response preparedness was scanty, which resulted to great destruction. A communication system is needed to ensure that early warnings are detected and that prerequisite programs are implemented in a coordinated fashion. Uncertainties that face most disaster occurrences have led to the development of an Incident Management Systems (IMS) in consistency with the principles of organizational management applicable to a routine emergency. Disaster management authorities at the Kanto region should adopt the IMS through the Incident Command System (ICS) to tackle the effects of disaster occurrences as well as the aftermath effects. Thus, the key role of a disaster response manager in such situation is to coordinate response efforts and other troubleshooting problems that may be faced by rescuers through the integration of the communication system.

Another feature of disaster response actions is that it requires adequate training and experience of the key personnel who handle potential risks (Lutz & Lindell, 2008). The incident commander should map all potential risks related to operations of firms and take measures to deal with the risks identified. Effective training of the personnel is an important element in situations where response mechanisms are critical, infrequent, and difficult. Through the government and other non-governmental organizations, the Kanto region should embark on training the personnel who can handle disaster incidents that face the region. It includes training at all nuclear plants to handle nuclear gas emissions. It should be done on the regular basis to identify new opportunities that may have been overlooked. Training must address job demands and must be consistent with the trainees’ motivation and willing to learn.

Disaster response and recovery actions involve the formulation of plans at the organizational and national levels. In the first case, nuclear plants at the Kanto region should establish disaster recovery plans that portray management’s commitment to ensuring a safe working environment (Fujiwara & Kamataki, 2007). The disaster manager should set out safety guidelines at plant stations and establish a risk department in response to incidents that may occur unexpectedly. At the national level, the government should formulate plans to deal with frequent tsunamis at the Kanto region. The government should collaborate with humanitarian bodies to develop sustainable mitigation and response mechanisms to tsunami waves caused by frequent earthquakes.

To conclude, disaster response actions require collaborated efforts by several stakeholders. These include the government, firms involved in activities with key risk factors, as well as individuals. Tsunami waves that face the Kanto region as well as the nuclear facilities cause frequent disasters. Thus, adequate measures should be stepped to deal with the risks. These include early detection measures through effective communication systems. In addition, the personnel should be trained on how to deal with unexpected disaster outbreaks.