FIND A SOLUTION AT AmericanWritingHelp.com
Not at all like the administrative reaction to Hurricane Katrina, have the disaster recuperation endeavors that took after the catastrophic tornado that struck Joplin Missouri, in 2011 given a model worth copying. City and state authorities encouraged recovery by waiving the regulations temporarily, employing additional building assessing officials, disregarding state acquisition, and opposing the allurement to micromanage. Both the state and the private sector ensured that the number of people reported missing reached zero. After the Joplin Missouri tornado, 1,300 people were reported to be missing. Massive recovery efforts from the government officials in Joplin saw the numbers of individuals missing dropping from the initial 1,300 to 268. Out of the 268 victims remaining, 144 survivors were finally located with the remaining 124 being confirmed dead. The success of the swift mission was facilitated by the coordination between troopers who ensured that each missing victim reported was accounted for. (Martinez, 2011).To identify the remains of the victims, the administration used the services of more than 100 officials from the National Disaster Medical System, Family Assistance Center Team, and Disaster Mortuary Operational Team (DMORT). Each of the officials from both the branches was supposed to work in close collaboration with all other team members to ensure that the families who had lost their loved ones in the tornado were able to identify the victims and the remains were given back to the bereaved families. DMORT, for instance, worked around the clock in conjunction with Disaster Portable Morgue Unit in carrying out the DNA tests to ensure expediency delivery of results. (U.S. Department of Health & Human Services, 2011). Based on the efficiency, the personnel deployed, and the financial resources used during the recovery mission, I can confirm that the authorities in Joplin handled the operation in an adequate manner.
Before the tornado, the government had laid down strategic, tactical plans, and operational plans to counter any form of catastrophe. Additionally, the state government through the National Weather Service had announced a warning on the possible occurrence of the tornado at around 1715 hours local time. (Springfield, MO, 2011). After the 9/11 attack, the United States government came up with various strategic, operational, and tactical strategies to counter different forms of calamities with varied levels of complexities and magnitudes. To enhance response, the state government has established the National Incident Management System (NIMS). The sole purpose of the system is to protect against, prevent, recover from, respond to, and mitigate the adverse effects of calamities regardless of their size. Additionally, within the NIMS, there is Incident Command System (ICS) which is a management structure meant to respond to tragedies. Apart from providing an efficient response system, the state has a broad range of qualified staff who have vast knowledge in rescue missions.The government had also ensured that almost all the hospitals were well equipped with emergency plans. Before the tornado, both the Incident Command (IC) and Emergency Operation Plan (EOP) were readily available to be activated. Since the occurrence of Hurricane Katrina, which hit Louisiana in 2005, the government has been making tremendous steps towards preventing further deaths and losses. Among the measures which government has been working on since the occurrence of the Hurricane, Katrina operation includes ensuring that there is efficient communication to facilitate the location of missing people, construction of roads in impassable areas, and having back-up power plans in case electricity goes off. Before the occurrence of the disaster, the government had sent a warning communication only that the residents of Joplin were not keen with the message. (National Oceanic and Atmospheric Administration, 2011).
Business continuity plan refers to the procedure of making frameworks of counteractive action and recuperation manage potential dangers to an organization. More than 50% of the small businesses in Joplin had no business continuity plan meaning that after the disaster many small scale businesses ended up either closing up their business operations or took a long time to recover and get back to business. For medium and large business organizations, a majority of them were well prepared. They had the disaster recovery plans which they had acquired from the Federal Emergency Management Agency (FEMA). Other business organizations had gone notch higher and insured their businesses with various insurance companies. An organization such as SNC Squared lost everything right from sophisticated computers during the tornado. But five…
Assignment status: Already Solved By Our Experts
(USA, AUS, UK & CA PhD. Writers)
>> CLICK HERE TO ORDER 100% ORIGINAL PAPERS FROM AmericanWritingHelp.com <<