Understanding India's Rescue Efforts In Nepal

India’s prompt action to assist the earthquake-ravaged Nepal is being viewed in a highly positive light. What has made the difference is the presence of a dynamic government at the Centre, which has been in the thick of action as India’s rescue efforts continue.

It is pleasing to see how the Central Government and its multiple agencies have responded to the disaster in Nepal. There can be no better way to convey India’s concern and sensitivity towards its neighbours than actions such as these which have received national approval and applause. No doubt, the recent experiences in the Uttarakhand and Kashmir floods, Orissa cyclone and the mass evacuation from Yemen’s war zone have added richly to our institutional expertise in handling unpredictable situations. However, it is the leadership at the centre which has made a major difference. Officials are learning to function and take decisions when information is initially limited and gathers momentum with time, setting forth new challenges that require instant and effective response.

While electronic news channels have been busy with visuals of the disaster and the relief buildup, public memory is short and it is important to recount what exactly is involved in such contingencies when disasters strike. We do have ten specialist units for disaster relief manned by the personnel of the National Disaster Response Force. These personnel are crucial for the initial response required in the zone of disaster. In the case of this earthquake, they are conducting rescue operations from the collapsed buildings with the aid of specialist locating equipment and sniffer dogs.

Organizationally, the relief efforts start from the rear to the front in a ‘push’ system with available resources at the place of disaster with those in the appropriate position making the first move. It involves human resources, both  specialist and muscle power, machinery, vehicles, earth-moving plant and breaking equipment, including drills, generators, communications, water purification plants with dispensers, medical equipment and drugs, apart from resources for the disposal of the dead and control of epidemics.

The importance of each individual item in the chain cannot be over- emphasized, and each crucial component must work in tandem as a matter of principle. For example, if there are no stretchers or no water dispensers, they cannot be obtained from anywhere. This explains the need to carefully register inventories. The Army does this as a Standard Operating Procedure, and tests its drills and battle procedures (everything in the Army is related to battle) through frequent mobilization exercises in which inventories and personnel are checked along with the loads, and queries directed at the personnel to ascertain that they understand their duties and responsibilities.

The first and foremost action at the operational level is to earmark the command and control so that a single commander is responsible and becomes the point of contact. Major General JS Sandhu, an officer from 5 Gorkha Rifles, for instance, is a good choice for being the overall in-charge at the Nepal end along with Brigadier Gamlin. Both are fluent in the Nepali language, which explains why.  All the commanders have adequate staff, and they swing into action to gather maximum information even as basic drills are put in place.

Up and down the chain, short co-ordination meetings are conducted in the initial stages. Before that, however, it is necessary to send out Warning Orders on the basis of available information. The result of these coordination meetings is giving the issuance of directions to subordinates and earmarking of resources. In the Nepal disaster for example, the NDRF was ready with its emergency loads and recce teams which flew out within a few hours.

It is equally essential to earmark space for communication personnel of the Air Force and Corps of Signals along with basic equipment without compromising excessively on the lifesaving equipment of the NDRF. A communication hub will then build up progressively at the airfield and inwards towards the city. Without communications, nothing can move. It may be essential to send technicians of the lead civil communication service provider to ascertain the state of mobile communications.

In modern times, this is essential so that civil mobile communications are established early to assist the emotionally-tormented relatives.  This also helps in tracing missing personnel.  As of now, the internet seems to have been restored in Kathmandu, which is a major achievement. Small charging sets with multiple-charging facilities are also useful since the availability of mobile communications in the hands of people will help in the coordination of relief efforts.

The IAF remains a key player because it has to earmark and move adequate transport aircraft to the mounting bases which are spread out. Its personnel have to be involved with technical aspects of loading and, that too, very quickly. Gradually, the rotary aircraft join in when the relief moves out into the countryside, away from the urban centres in this case. The Army’s aviation arm joins in thereafter.

The principle which has to be followed is that of ‘simultaneity’ and not ‘sequencing’. Almost everything is of importance and, in case of the IAF, this becomes the biggest challenge. Requirements for human survivability become a very high priority. In this medical equipment, doctors and paramedics and medicines take precedence.  A composite packet of medical needs has to move early, for which emergency supplies have to be in a state of readiness.

The Army’s medical system usually needs no directions for emergency release. Many more such packets continue to move as the level of casualties is ascertained. Field hospitals with power generation equipment and surgical teams functioning with medical teams have been moved. Ambulance vehicles have also been inducted by road.

The location of Army cantonments in North India is a boon because many of the formations having medical resources are located close to airfields. Medical teams from these cantonments are the first to move.  As far as food, water and shelter is concerned, initial dependence is on food packets which consist of ready-to-eat dry items hurriedly put together by the Army Service Corps (ASC) and volunteers.

An important element here is the existing supply chain facilitated by the stocks which are with the Army at different levels. These are mostly dry items and cannot be converted into ready-to-eat items in the desirable timeframe. This is where the Army’s logisticians depend very largely on the contractors who supply fresh items and can be mustered to provide readily consumable items on deferred payment systems. The system works on trust, the best mantra for disaster management.

Civil agencies subsequently step in, and local administration has an uncanny knack of ensuring supplies as the demand increases.  It is important to remember what all the affected people need immediately- consumable food and not dry ration, baby food being one of the highest priorities.

During the Kashmir flood, the need for insulin was high and the agencies were busy procuring that for the first few days. One of the heaviest loads that is consumed really fast is of fuel. It is needed for power generation equipment for the medical facilities, and also for vehicles in the airfield of the disaster zone. This necessitates early dispatch of engineer teams by road so that road communications are opened.

The Army’s Corps of Engineers has a huge task in hand as well. Units function as composite engineer task forces (ETFs) with technical manpower, plant equipment, water supply and purification facilities, explosives to blast buildings and collapsed hillsides, power generation equipment and many other items required move to restore mobility, power and water. Their expertise in handling boats, building bridges and pumping water proves invaluable in flood-based disasters. Lifting their equipment is the most difficult as it is bulky and, if airlifted, requires substantial air effort. Hence, it is always good to send recce elements and a few initial equipment-based teams by air with bulk following by road. They can be relied upon to open the road for themselves if blocked.

The arrival of ETFs lends great weight to the disaster relief efforts because of the innate expertise that Army engineers carry with them. This is already happening with plant equipment, generators, electricity survey team etc having reached and established themselves outside Kathmandu. They are in communication with the Nepal Army personnel with whom operations are being coordinated.

It is important to mention that no disaster relief effort belongs to any one organization. Besides, the Army, Air Force and NDRF, police organizations play a most important role. Local police provides the liaison for all missions as others are unfamiliar with ground layout. The police too have tremendous manpower, but there can be contingencies where many of them being locals cannot immediately function. Social organizations are known to provide much backup to the armed forces.

The Gurdwara Committees and, in particular, the efforts of the Golden Temple towards providing meal packets made by volunteers is one of the finest examples of cooperation and support. Disaster relief may be calibrated to lower levels over a period of time, but societal support is needed exactly when this happens. Medicines, blankets, clothing and tents remain in short supply. NGOs provide help with exemplary service by setting up collection and distribution centres. Certain airlines have played a stellar role in providing free lift of logistic loads for various organizations and their efforts need to be lauded. The essential aspect is the distribution and not the collection. Mismanagement in this area leads to much misery.

The survey of damage in the countryside has only just begun in Nepal, both on foot and by helicopter. This is a task in itself, and casualty management, communications, food and medicine supply and shelter are challenges which the relief providers will increasingly face. Besides, human endurance has its limits and stamina starts diminishing after a while as the logistics for the relief workers themselves pose challenges. Many other countries are pitching in with efforts. It is essential to have a central information hub for the embassies in Delhi so that being in touch with them is possible.

Nobody can predict a disaster, but institutional knowledge can overcome many of the effects with readiness and cooperation. Disaster management is a serious subject, and it needs to evolve continuously through training and exchange of experience. However, as said in the beginning, if the direction from the top leadership is effective as seen in this case, there is increased professionalism at all levels to give that extra something in the face of such human suffering.