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Disaster Recovery Plan

The Federal Emergency Management Agency (FEMA) was called in to assist in dealing with the problem (No, 2018). Strange occurrences are referred to as catastrophes and the time spent resolving them is limited. Training recommendations for before, during, and after a natural disaster. When the crisis response has reached its zenith, the recovery cycle is often initiated. Like those in the Villa Health sector, disaster recovery procedures are concerned with the reconstruction and repair of networks that disasters have damaged. Rather than creating new challenges, recovery strategies that do not effectively set the groundwork for action are deemed unsuccessful. Fires, floods, earthquakes, hurricanes, storms, lightning, and airline mishaps are just a handful of the disasters (Wood & Miller, 2021). Villa’s medical facilities have been decimated due to the climatic calamity, and they need assistance in rebuilding. After talking with the clinic and the local community, they should revise their disaster recovery plan accordingly.

MAP-IT is a welfare management system the Healthy People 2020 Program uses to coordinate and assess welfare initiatives in areas such as recurrence of mistakes. A participation request is sent to the participants right at the start of the interaction. All the elements that should be the ultimate objective of the rehabilitation endeavor are brought together in this way. The collaboration of tight support links to encourage outreach and referral methods for those who have been hurt and need a quick clinical examination should be a must because the failure harmed villa Health’s socioeconomic class. Doctors should be rated based on their emergency procedures and the number of emergency clinics that detect and treat patients in an emergency (Sylves, 2019). In addition, search and rescue teams must be dispatched to areas outside of the immediate risk zone to save lives. A disaster’s repercussions will always surpass the assets of the affected area, which is why public and governmental specialists are engaged.

MAP-IT framework assessment will be the following phase, which will take place in the next months (No, 2018). Following are some of the questions raised during the meeting: Who would be impacted? What resources will be required to attain the objectives? What resources do you have at your disposal to help you reach your objectives? These expectations assist the congregation in understanding what they may and cannot accomplish in their tasks. For this cycle of collaboration to continue, cooperation is also required. It is necessary to identify and solve the most pressing concerns of all local pioneers and essential partners. Local pioneers must thus include emergency medical service pioneers, emergency and clinical managers, task managers, and those who work in inclusive domains.

Each socioeconomic level has its requirements and resources at Villa framework. The placement of certain elderly persons in a nursing home or life support institution is more probable than other older adults (Sadiq et al., 2020). These individuals need medications and energy to operate heavy machinery such as oxygen tanks. People who do not have health insurance are more vulnerable to disease because they cannot cover the costs of hospitalization. Finally, two or three crossings in the Villa Health area need to be removed before the storm comes through.

During the evaluation process, it is critical to consider the many characteristics of wealth that will impact the environmental experience. The recovery efforts after a natural catastrophe could strive to prevent adding to prejudice by valuing this monetary component with more significant clinical judgment, as prosperity specialists say is vital (Wood & Miller, 2021). Here are a few illustrations: Local pioneers have been utilized as a source of social welfare statistics in a coordinated attempt to gather data. To contribute to the topic, you must be in a specific location. The ability to provide remote emergency help, asset recovery, and more excellent operations coordination. Cooperation among neighbors is also crucial for mitigating the effects of economic diversity.

This may be shown by drawing cumulative neighbors on a graph. This should be completed as soon as feasible to guarantee that collection happens throughout the recovery phase. Participants in courses and planning must be included and accessible; they must be performed in the workplace, and they must be notably open and accessible to all. In addition, they must connect the inept at guaranteeing that neighbors participate. Access to intermediates is required by those who work or have school-age children, and scheduling arrangements must be flexible enough to suit this need. Lastly, as a participant in this dreadful social event, it is essential to remember the significance of establishing a welcoming environment for community meetings (Sadiq et al., 2020). This aids provider in distinguishing between susceptible network resources and vulnerable requests on their networks.

People have been powerless in the face of natural calamities in the past due to social, physical, and economic inequality. Failure to overcome possible obstacles should be seen as a necessity for weak joints. One of them is an increase in the officers’ attentiveness and awareness. Many meetings are missed, and those attending do not have the political strength to get funding. The difficulty of altering one’s level of unhappiness may sometimes be a hindrance. The outage completely wrecked the network, which had already been hacked before the incident. To survive, weak individuals rely on the environment they live, work, and play. Finally, the adaptability of one’s feeling of belonging impacts the ability of the whole population to recover. After a tragedy, relationships that are powerless aid individuals might become frail as a result of the stress (No, 2018). They may discover that their resources have been drained and that they cannot react to calamities. They are unlikely to suffer the same issues that service firms do continuously.

A clinical examination and referral to a medical facility would be necessary if a severe storm in the Villa Health region; were discovered during the evaluation phase. According to the findings of the research, search and rescue activities should be planned and prepared in the same manner as people who are unable to help themselves are structured and prepared (Sadiq et al., 2020). Businesses that offer energy and utilities must be prepared to publicize their services.

Building the MAP-IT structure is separated into various phases, each of which is described below. In this situation, it is critical to identify the control goal and devote sufficient attention to it (Wood & Miller, 2021). Public procurement services, which are responsible for the integration and administration of the EMS, must be centralized and readily available to all public members. Disaster recovery professionals, environmental watchdogs, paramedics, and other critics are required to lead the war zone. If it is a center, it should oversee channeling utilities to the locations where they are needed.

This group includes nursing homes, life support centers, and other enterprises that depend on their capacity to provide care and containment during storms (Sylves, 2019). In addition, they must react to requests for assistance. Establishing a 24-hour emergency clinic with well-trained and attentive personnel is highly recommended. While storms are approaching, most medical institutions have processes that enable employees to phone beforehand and remain on the premises. Following the hurricane, explicit instructions were sent to the following organizations. Before a storm, it is critical to have immediate legal preparation to ensure that everyone who requests assistance receives it. In the aftermath of catastrophic catastrophes and crises, national governments are authorized to assist states under the Stafford Act in several ways. A coordinated reaction by government and environmental authorities results in catastrophe preparation, which is made possible thanks to the provisions of the Stafford Act.

The Stafford Act permits large amounts of money from the Disaster Relief Fund become immediately accessible (Wood & Miller, 2021). These organizations give financial support in the case of a catastrophe at home or for other disaster-related needs. The Stafford Act, as revised by the FEMA Disaster Recovery Reform Act in 2018, offers additional chances for disaster survivors with disabilities by bridging the gap between unstable social events and more stable ones. This increases the amount of assistance provided to catastrophe victims and their families while simultaneously decreasing the availability of individuals with disabilities, who have the most significant turnover rates (Sylves, 2019). You may also prepare ahead of time rather than just waiting for something to happen or replacing what you presently have.

It is now possible to track your progress over time, which is an enhancement to the MAP-IT idea that was introduced recently (Wood & Miller, 2021). Rescue actions during tropical storms must be both practical and noticeable. Search and rescue teams should be structured into crews responsible for specific areas of operation. After scanning the area, advise the dispatcher that there will be no additional efforts. Utilities must collaborate to restore power and water service. Fixation exercises for screening should be performed in an easily modifiable area. Tragically, communication limitations must be recognized amid a natural disaster such as a storm. The information must be communicated as soon as possible in the case of a catastrophe. Studies have identified three constraints when it comes to direct interaction for leaders in catastrophes and emergencies. The observed discrepancies between emergency group members and members of the broader public make it difficult to communicate with one another socially.

Due to the recession, there have been difficulties in creating bosses, which has created impediments to innovation (Sadiq et al., 2020). During the crisis, the council formed a progressive bloc between the ties to help them work together. When faced with a crisis or a period of recovery in contemporary society, mechanical impediments highlight the need for growth. Using innovation, you may break through boundaries and communicate effectively with individuals who respond and notice circumstances. Disappointment with the foundation is seen as a distinct issue that must be addressed as soon as possible. Mobile and telephone network disruptions, damage to correspondence infrastructure caused by wind, water, or lousy pre-management, a failure to develop the correspondence organization, and a disruption to the foundation’s assistance are all factors that may lead to disaster (Painter, 2019). To overcome this obstacle, you must be well-organized and experiment in various ways. The repair of foundations that have been destroyed due to accidents is likewise a severe problem.


The recovery approach must adhere to the MAP-IT framework to be well-organized and visually appealing. Participants must be identified, the surrounding environment must be assessed, attempts to attain objectives must be launched and executed, and progress must be tracked. The strong bonds that develop between persons of different socioeconomic backgrounds at Villa Health and stakeholders may aid in the healing process (No, 2018). Effective restructuring plans make the best use of government resources while considering a diversity of assets, communities, and employment opportunities. It is beneficial to everyone when proper planning and execution are undertaken.


No, Y. N. Y. N. Y. (2018). Federal Emergency Management Agency.

Painter, W. (2019). The disaster relief fund: Overview and issues. Congressional Research Service: Washington, DC, USA.

Sadiq, A. A., Tyler, J., Noonan, D. S., Norton, R. K., Cunniff, S. E., & Czajkowski, J. (2020). Review of the federal emergency management agency’s community rating system program. Natural Hazards Review21(1), 03119001.

Sylves, R. T. (2019). Federal emergency management comes of age: 1979–2001. In Emergency management (pp. 113-165). Routledge.

Wood, E., & Miller, S. K. (2021). Cognitive dissonance and disaster risk communication. Journal of Emergency Management and Disaster Communications2(01), 39-56.


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