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A massive rescue effort has been planned by the <keyword id="44734" type="ORGANIZATION" weightage="80" keywordseo="Indian-Government">Indian Government</keyword> and is on its way to <keyword id="12266" type="COUNTRY" weightage="80" keywordseo="Nepal">Nepal</keyword>. In a press conference a short while ago, the <keyword id="107430" type="ORGANIZATION" weightage="80" keywordseo="National-Disaster-Management-Authority">National Disaster Management Authority</keyword> said that all possible relief measures are being provided not only to Nepal, but also the affected areas within India, which includes UP, <keyword id="30033" type="COMPANY" weightage="80" keywordseo="Bihar">Bihar</keyword> and <keyword id="6357783" type="CITY" weightage="80" keywordseo="West-Bengal">West Bengal</keyword>. The death toll has been rising rapidly and Nepal has requested for all possible help from India, it’s closest neighbour. 
 The <keyword id="119446" type="ORGANIZATION" weightage="80" keywordseo="National-Disaster-Response-Force">National Disaster Response Force</keyword> is sending a total of 10 teams to the affected areas in Nepal. Each team consisting of 45 trained personnel will be carrying along with them a cache of relief equipment including cutting and breathing equipment, airlifting bags, stretchers, medicines, satellite phones, other communication devices such as VHF and HF as well as paramedics and doctors. 6 of these teams will be airlifting from Ghaziabad near the National Capital Region, where as the remaining four will leave from Bhatinda today. The NDRF isn’t ruling out sending more teams if required. 
 
In addition, 2 C17 Globemasters have been dispatched to provide further help in the rescue operations in devastated Nepal. 10 Air Force planes have also been sent to Nepal to oversee and help with the rescue operations. M 17 choppers that were sent to Nepal, have however, had to return to India, given they were unable to land because of the bad weather. 
 4 NDRF teams have also been dispatched to Bihar, where the death toll o the Indian side has been the highest, with as many as 22 deaths reported. A total of 34 people have reportedly died so far in India because of the <keyword id="6362774" type="UNKNOWN" weightage="80" keywordseo="earthquake">earthquake</keyword>, from Bihar, West Bengal and UP.

Nepal earthquake: India sending 10 Nation Disaster Response Force
teams to Nepal, more help in the anvil

The June 2013 disaster in <keyword id="44522" type="CITY" weightage="100" keywordseo="Uttarakhand">Uttarakhand</keyword> is unforgettable for the heavy loss of human life, as well as the economic and ecological damages it caused. However, the inadequate disaster management and delayed response from the government were even more ominous. 
 While heavy rain (more than 375% of normal rainfall) inundated Uttarakhand and the surrounding areas, it also led to the melting of the Chorabari Glacier and the <keyword id="30363" type="PERSON" weightage="100" keywordseo="Mandakini">Mandakini</keyword> burst its banks, resulting in the region’s worst-ever flooding in five decades. 
 
Government officials committed many errors that had a direct bearing on the tragedy: 
· Early weather warnings went unheeded. Otherwise, the loss of human life would have been lower. 
· Haphazard development with hotels near the waterways, extensive tunnelling for badly planned roads and more than 70 hydroelectric projects have created a serious environmental imbalance. 
· Private sources put it to over 5,000 deaths. As the flooding occurred during peak pilgrimage season, more than 70,000 pilgrims were stranded with little or no food for over three days. 
 
Total economic loss is estimated at Rs 20,000 crore. The damage to infrastructure such as roads, hydro projects and housing will be difficult to overcome. As tourism accounts for almost 30% of Uttarakhand’s GDP, road and other infrastructural damage means the state government has to ask tourists to stay away, leading to loss of economic activities. 
 
Disaster management While the <keyword id="107430" type="ORGANIZATION" weightage="100" keywordseo="National-Disaster-Management-Authority">National Disaster Management Authority</keyword> (NDMA) and the National Disaster Response Force (NDRF), along with the Indian Army and Indian Air Force, did their best, it was not enough. The NDMA and the NDRF have to be better equipped, especially in terms of communications, to properly manage quick relief work. The director general of the NDRF has been changed every year for the past nine years, causing a lack of continuity in this body. Moreover, we don’t have fully trained and fully equipped disaster management personnel. The locals are not trained either or opt to work with the authorities. Early and prompt action is vital for all disaster management and this requires active involvement of the locals. 
 
Local people should be made aware of the problems likely to occur and must be taught how to respond to those. Each region or locality should have a rescue shelter and a command network in place. In other words, public awareness of ecology and environmental issues is a must. The government has to work with the people to protect the environment. Also, weather warnings should be taken seriously and government officials should focus more on prevention in order to minimise such losses. 
 
A comprehensive Himalayan environment and ecology plan covering all the Indian states concerned should be drawn up and implemented. Experts even advocate an international policy in co-operation with other countries such as China, Nepal and Bhutan. 
 
Uttarakhand today is focusing on rebuilding its infrastructure and preventing further ecological damage. The state has already reconstructed a major part of its roads, bridges and communication infrastructure. However, this should top the priority list now as transport and communication are extremely vital to keep the economy going in this mountain state. 
 
Only last month, the government reopened the Char Dham Yatra for the pilgrims, which can revive the tourism-based economy to some extent, bringing in the badly needed tourist money to the state. The government has also been criticised for the slow pace in rebuilding houses and infrastructure, and thus generating employment. 
 
The state government has come under fire for the irregular disbursal of compensation – Rs 2 lakh for every affected family and Rs 3,000 per month for two years as rental compensation to each of the 3,320 families that lost their houses. An additional compensation of Rs 5 lakh for building a house on the land owned by a family did not help either. That is because the families that lost their homes in the floods found it difficult to prove land ownership as all their belongings had been washed away. In many cases, the land itself no longer exists and it is still unclear where the new dwellings can be built. Understandably, the government will have to reassess and speed up the relief and rehabilitation process for genuine sufferers. 
 
Additionally, the government is taking steps to ensure proper development of watershed areas, water supply and sanitation. Loans to the tune of $121.20 million for a decentralised watershed development project and $24 million for rural sanitation and water supply have been obtained from the World Bank. 
 
Employment issues 
Uttarakhand is now witnessing third highest level of unemployment across the country. The state has a largely rural economy and last year’s dislocation of the tourism industry and loss of homes have increased unemployment and forced many to migrate. 
 
The failure of industrialisation also contributes to unemployment in the state. The government has to first ensure that the rural areas have access to sufficient clean water, land and clean environment. It should also actively support local agriculture and other employment-generating activities. 
 
The government is currently working towards better forest management and planned hydroelectricity management. Two of the country’s major rivers, the Ganga and the Yamuna, originate in Uttarakhand and responsible handling of these river projects is not only crucial for the state but for the entire country. 
 
However, Uttarakhand is gradually overcoming the impact of the natural disaster that struck last year and rebuilding itself. But how fast it can be back on the prosperity track is the key question now.

Uttarakhand: Dealing With The Disaster Aftermath In The Abode Of Gods

New Delhi, Apr 24 () IT group HCL on Friday said it has partnered the Tamil Nadu government to set up a Disaster Management-Data Analytics Centre to strengthen the state's disaster management efforts amid the COVID 19 pandemic. The Noida-based group is also helping to improve and expand the state's disaster management helpline (1070) through technological upgradation, manpower assistance and effective reporting mechanisms, a statement said. The Disaster Management Centre of the Tamil Nadu government (in Chepauk, Chennai) is responsible for the overall management of disasters across the entire state. The Disaster Management-Data Analytics Centre will help capture data trends from across all districts of Tamil Nadu in real time and display them live to inform the government's future decisions on degree of response needed for each district and, also for graded relaxation of the current lockdown to resume economic activities, the statement said. HCL is also helping upgrade the existing call centre (helpline 1070) that delivers the first level of response in any emergency in the state. HCL is implementing an Automatic Call Distribution (ACD) system to effectively route calls between different government departments and, also put in place an Interactive Voice Response (IVR) system to help direct the queries to the appropriate state helplines. It is also building a case flow system to track caller identity, immediate needs and follow through with relevant departments to solve their issues within defined turnaround time, the statement said. Besides, HCL will extend interim support through manpower assistance to respond to calls and provide first level response for administrative issues including queries on food shortage and availability, support to migrant population, differently abled and elderly, respond to queries related to health and issues related to transport movement among others, it added. SR SHWSHW

COVID-19: HCL sets up disaster management-data analytics centre for Tamil Nadu govt

<keyword id="58585" type="ORGANIZATION" weightage="20" keywordseo="NDRF">NDRF</keyword> or the <keyword id="119446" type="COMPANY" weightage="20" keywordseo="National-Disaster-Response-Force">National Disaster Response Force</keyword> is an exclusive body formed for the sake of providing expert and dedicated response to a disaster or a threatening disaster situation. The constitutional provision for forming this body has been made via the Disaster Management Act, 2005 section 44–45. The National Disaster Management Authority (NDMA) is the authoritative Apex Body for Disaster Management. The Prime Minister of India is the Chairman of the NDMA. Why NDRF? In the federal system of governance found in India, the responsibility of disaster management lies with the State Government. Ministry of Home affairs is the nodal ministry in the central government for managing natural disasters. When the country faces some severe calamity, the central government has the responsibility to provide the necessary assistance and aid to the affected state. This will also include the deployment of Armed Forces, National Disaster Response Force (NDRF), Central Paramilitary Forces, and the communication, air and other assets that are required and available. Authority and ranks National Disaster Response Force (NDRF) is governed by the National Disaster Management Authority. The office of the head of the NDRF is known as Director General. IPS officers are posted in this position on deputation from Indian police organizations. The Director General of NDRF holds the rank on par with the army’s three star general. In addition to the Director General, there are also many Inspector Generals and Deputy IGs in NDRF. As per their ranks, they are allowed to fly flags and also wear army style badges pertaining to their ranks. <keyword id="8020071" type="UNKNOWN" weightage="20" keywordseo="What-is-NDRF">What is NDRF</keyword> made of? NDRF is composed of 12 battalions. These battalions are organized in the same fashion like the para military forces. In fact they are also managed by persons drawn from the para military forces on deputation. The total strength of personnel in each of the battalions is 1149. Each of the NDRF battalions is capable of undertaking 18 self-contained specialist service. Their team of 45 rescue personnel consists of engineers, electricians, technicians, paramedics, medical professionals and dog squads. In addition to providing assistance during a natural disaster, the NDRF can also handle the crisis situations like a nuclear, biological, chemical and radiological disaster. Deployment The 12 battalions of NDRF are stationed at 12 different locations across the country on the basis of vulnerability profile of different locations in order to cut down the response time required for their deployment. NDMA will carry out the proactive deployment of these forces during a threatening disaster situation in consultation with the state authorities. This period is also called as the preparedness period. Functional parameters National Disaster Management Authority in India works with the objective of building a safer as well as disaster resilient India by way of developing a comprehensive, proactive and technology oriented disaster management strategy. NDRF has proved its efficiency in terms of its appreciable performance during some grave instances of landslides, floods, cyclones, building collapses and many others. The personnel in NDRF are thoroughly trained, re-trained and subjected to mock drills and joint exercises with other bodies to stay prepared to combat any arising disaster situation.

Unknown facts about NDRF

New Delhi, Mar 6 () The government has reconstituted the National Platform for Disaster Risk Reduction (NPDRR) with Union Home Minister Amit Shah as its chairperson and Defence Minister Rajnath Singh and Finance Minister Nirmala Sitharaman, among others, as its members.The NPDRR is a multi-stakeholder and multi-sectoral decision making body on disaster management. In a notification, the home ministry said the functions of the NPDRR will be to review the progress made in the field of disaster management from time to time, appraise the extent and manner in which the disaster management policy has been implemented by the central and state governments, and other agencies concerned, and advise on coordination between the central and state governments.The minister of state in-charge of disaster management in the home ministry and the vice-chairman of the National Disaster Management Authority will be the NPDRR's vice chairpersons.External Affairs Minister S Jaishankar, Agriculture Minister Narendra Singh Tomar, HRD Minister Ramesh Pokhriyal 'Nishank', Health Minister Harsh Vardhan, Housing and Urban Affairs Minister Hardeep Singh Puri are among its members.The minister of each state government and union territory dealing with disaster management, a member of the state disaster management authority, mayors of Delhi, Mumbai, Kolkata, Chennai, Bangalore and Hyderabad, and municipal commissioners of these cities will also be its members.Ten chairpersons of urban local bodies, to be nominated by the urban development ministry, 10 representatives of Panchayat Raj Institutions, to be nominated by the panchayat raj ministry, four Lok Sabha members, two Rajya Sabha members, and the Union home secretary and secretaries of departments concerned will be the NPDRR's ex-officio members, the notification said. The Lok Sabha members will be nominated by the speaker and those from the Rajya Sabha by the chairman. ACB ACB ANBANB

Govt reconstitutes National Platform for Disaster Risk Reduction with Amit Shah as head

<ul class="summary-list"><li>In "The Devil Never Sleeps," a national security expert makes the case for <keyword id="12050310" type="UNKNOWN" weightage="60" keywordseo="disaster" source="Orion">disaster</keyword> preparedness.</li><li>The book is most convincing when it argues that we should use close calls as opportunities to plan for the worst.</li></ul>Ever feel like the world is facing a series of never-ending rolling calamities? If it's not a war in Ukraine, it's a domestic constitutional crisis or a freak weather-induced disaster.What's more, doesn't it seem like it didn't used to be that way?If you're convinced that this is not just your imagination, and you want to sound the alarm that everyone — from mothers and school teachers to small business owners and Fortune 500 CEOs — needs to reorient how they operate to reflect this new reality, then CNN national security analyst <keyword id="13610625" type="UNKNOWN" weightage="60" keywordseo="juliette-kayyem" source="Orion">Juliette Kayyem</keyword>'s new book may be for you.In "<a href="https://www.amazon.com/Devil-Never-Sleeps-Learning-Disasters/dp/1541700090">The Devil Never Sleeps: Learning to Live in the Age of Disasters</a>," Kayyem — faculty director of the Homeland Security Project who's held a variety of state and federal homeland security positions — introduces us to "the infinite loop of destruction" that she claims characterizes the current era. (This may remind you of the immortal words of Father O'Flannagan from the movie "Airplane II": "You must trust me when I say it's very likely that we are all going to die.")Don't worry, it's not that bad.The good news, she assures us, is that the very "commonality and frequency of disasters allows us to focus on the few key skills needed to manage them," enabling her to finally make "disaster management simple, accessible" amidst the apparent chaos of the modern world. No longer will disaster management be treated as a unique skill delegated to professionals, she writes, but instead will be within the purview of every one of us.<h2>Unfortunately, Kayyem simply takes it as a given that we are living in "an age of disasters"</h2>It may be true, but beyond a passing reference to the increased frequency of hurricanes, the book never attempts to systematically make the case. This is much like the conventional wisdom that the world is changing faster than ever. It certainly feels like the technological disruptions in the 30 years since Marc Andreesen developed the Mosaic internet browser are unprecedented — but on reflection, it's not obviously more dramatic than going to war on horses in 1914 or dropping the atomic bomb in 1945.Even if the premise is accepted, however, the collection of tools, frameworks and acronyms offered up by "The Devil Never Sleeps" fails to provide a convincing response. Kayyem's overarching approach does, at least, deliver on its promise of simplicity: "Essentially, when we think of a disaster, we focus on all the things we can do to stop it from happening (left of boom) and then all the things we can do to pick up the pieces when it does (right of boom)."Given her assumption of relentless booms no matter what, she not surprisingly disparages efforts focused on stopping the inevitable, and instead emphasizes consequence mitigation. To underscore her preoccupation with what to do once the boom actually happens, she melodramatically ends each chapter dedicated to the lessons of various recent disasters with the words, "You are here."But many activities designed to stop disasters also mitigate consequences — <keyword id="8764262" type="UNKNOWN" weightage="60" keywordseo="covid" source="Orion">COVID</keyword> vaccines, for instance, both decrease the chance you are infected and <a href="https://www.businessinsider.com/covid-vaccine-fully-vaccinated-death-breakthrough-cases-ons-2021-9">make it less likely you will die</a> if you are — so the stark distinction repeatedly made seems a little artificial.Kayyem's point that we should "stop trying to control probabilities when it comes to disasters and start trying to control the consequences" presents a similarly false choice. Just because probabilities cannot be calculated precisely does not mean that they should be ignored. It's not possible to make intelligent resource allocations to thwart an apparently endless array of potential harmful events without considering both the likelihood and the magnitude of the specific threats involved. Kayydem's formal training is as an attorney, and that may be reflected in her belief in the relative importance of generalized processes and structures as compared to specialized knowledge. It may also infuse the various semantic distinctions that preoccupy her, often relating to what constitutes the "boom" and its left and right side in various crises. She also spends several pages complaining, unconvincingly, that the popular slogan "Keep Calm and Carry On" is somehow inconsistent with an aggressive focus on consequence mitigation.Many of the short case studies of various well known disasters of recent decades are interesting, even if they don't necessarily prove or even support all the broader disaster management principles that the book seeks to promote. Where the book is most convincing is in its emphasis on using close calls "as an opportunity for worst-case-scenario planning" rather than an excuse to justify continued avoidance of the underlying problem.We may or may not be living in the age of disasters, but it is definitely true that the devil never sleeps.Jonathan A. Knee is a professor of professional practice at Columbia Business School and a senior advisor at Evercore. His most recent book is "<a href="https://www.amazon.com/Platform-Delusion-Wins-Loses-Titans/dp/0593189434">The Platform Delusion: Who Wins and Who Loses in the Age of Tech Titans</a>."

In an age of disasters, a new book explains how we can better prepare for worst-care scenarios

<div class="KonaFilter image-container display-table float_right"><div><div class="image on-image">Scott Olson/Getty ImagesRepublican presidential candidate Donald Trump speaks to guests during a campaign rally at the Radisson Paper Valley Hotel on March 30, 2016 in Appleton, Wisconsin.</div></div></div>Republican presidential candidate Donald Trump <a href="http://www.businessinsider.com/donald-trump-poll-numbers-economy-2015-8">wants America to win economically again.</a> Create jobs, produce more, grow the country's GDP.According to Ricardo Bekin, CEO and Chief Investment Officer for Ativo Capital Management, none of that would happen if Trump were elected. In fact, by Bekin's assessment, it would be economic disaster."There is no question that [a Trump presidency] would create significant instability for the economy and market," Bekin told Business Insider. "It would not be good for either.""He has a plan at 9 a.m. and then by the afternoon that's totally changed," Bekin, whose firm manages around $1.5 billion, said. "Companies need stability from the government and a Trump presidency would not provide that."To Bekin, companies need an idea of the future path of policy. It's impossible to adjust if firms don't know what their tax rate is going to be, how much they can import or export, and the like. In turn, when companies are unsure of the future they are usually unwilling to spend on hiring and capital investments.Trump has proposed various economic platforms such as <a href="http://www.businessinsider.com/donald-trump-45-tariff-chinese-imports-china-2016-1">a reported 45% tariff on Chinese imports</a>, forcing Apple and other companies to <a href="http://www.businessinsider.com/why-donald-trumps-plan-to-build-iphones-in-us-wont-work-2016-3">bring manufacturing back from overseas</a>, and <a href="http://www.businessinsider.com/donald-trump-tax-plan-2015-9">lowering taxes on many corporations.</a>Bekin said that investors don't appear to be worried, but they should be."It seems that markets are discounting the actual possibility that [a Trump presidency] is going to happen," Bekin said. "It seems like they expect him to implode and lose whatever support he has left. I think the markets should be very concerned, however, it would be terrible."Bekin said that at first, Trump was attractive to businesses but that faded."I think we went through a phase where everyone was impressed by his pro-business views," said Bekin. "Tax reform, more favorable trade deals, it all looked good. Then this stuff just kept coming, all of this uncertainty, and it became clear that he would not be good for companies."<div class="KonaFilter image-container display-table"><div><div class="image on-image">Rob Bennett/AP ImagesDonald Trump accepts Gold Bullion from APMEX CEO Michael Haynes as a deposit on a commercial lease for the 50th floor at 40 Wall St. on Thursday, Sept. 15, 2011 in New York.</div></div></div>Ram Gandikota, senior portfolio manager at Ativo, said that the evidence of the shift is already becoming apparent."You already have a lot of companies questioning whether or not they want to sponsor the Republican National Convention," said Gandikota.Bekin agreed saying that it isn't attractive to sponsors because there's going to be a "gun battle on the floor of the convention."In sum, both Gandikota and Bekin agreed that the combination of Trump's policies and his erratic nature would spell disaster for the US economy and financial markets.

You Searched For "disaster management" and got 7 results

Nepal earthquake: India sending 10 Nation Disaster Response Force teams to Nepal, more help in the anvil

BI India Bureau

Uttarakhand: Dealing With The Disaster Aftermath In The Abode Of Gods

Preetam Kaushik

COVID-19: HCL sets up disaster management-data analytics centre for Tamil Nadu govt

PTI

Unknown facts about NDRF

BI India Bureau

Govt reconstitutes National Platform for Disaster Risk Reduction with Amit Shah as head

PTI

In an age of disasters, a new book explains how we can better prepare for worst-care scenarios

Jonathan A. Knee

FUND MANAGER: Here's why President Trump would be an economic disaster

Bob Bryan

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