DISASTER MANAGEMENT
THE CUDDALORE EXPERIENCE (TEXT BOOK)
Objectives of the Lesson
To comprehend the magnitude of tsunami and its consequences in Cuddalore
To know about the crisis management/disaster management
To inspire to take up the social responsibility during nature’s fury
To extend support during natural calamities
To understand the role of rescue and relief operations
To train how to open relief operations and restore civic amenities
To know about facilities like health, agriculture and orphaned children
To train students for Reading comprehension
To give this essay a model on Report writing
To foster speaking skills through role plays
1. Immediately after the tsunami struck Cuddalore, what were some of the first tasks the
administration had to do?
Ans: Cuddalore is a district in Tamilnadu.
It has always been prone to natural disasters of one or
the other kind. It is also one of the most backward districts of Tamilnadu in terms of social
indicators, frequent occurrence of disasters. These calamities and social backwardness of the
place were major setbacks and it also results in the inability to cope using its resources. The
tsunami experience of 26th December, 2004 was like no other. The magnitude of the loss was
huge and terrible.In the process of managing the situation, the first and foremost step in disaster management was
that of rescue and relief operations. This task becomes a tough one as the sudden tragedy of this
magnitude was unexpected. The tsunami struck it on Sunday morning following Christmas. The
holiday season added further to the difficulty to organize relief operations. Hospitals had to be
made ready for the injured and special care for the bereaved had to be given. One of the first
things they made it was public announcement system which streamlines the operations and in
reducing confusion in hospitals. Public information systems were set up to give available
information.
Their next job was to mobilize food and water for nearly 24,000 people who became homeless.
Though a gargantuan task, they did it with the help of volunteers. Rice was taken out from ration
shops while various philanthropic organizations pitched in to get it cooked.
In the meantime, the administration had the onerous task of disposing dead bodies. Mass burial
was the only solution to avoid the epidemics. For this, lot of persuasion was done by the officials
on 27th December. All the bodies were photographed individually before burial for future
identification.
One of the initial steps in this process is to set up relief centers. Though there were cyclone
shelters in most of the villages, the villagers had fled from coastal areas to the interiors of the
district in panic. About thirty-five relief camps were set up were housed in the wedding halls of the
district. This massive task was done with a good coordination between authorities and voluntary
sector. The Tracking system used there was not only of great help but also report to the control
room for the meal arrangements. To maintain tidiness, sanitary workers were also appointed and
their job was constantly monitored. Medical camps were set up and a team of doctors visit once
every day to provide medication.
The cooked food brought by the volunteers was regularly monitored as the food brought was
spoiled in some places during transportation due to heat. With the help of few agencies, Sintex
tanks were also set up in relief camps. People who exhibited leadership qualities ware given
mobiles for faster communication.
These are some of the first and foremost steps taken up by the disaster management team of
Cuddalore.
2. What steps did the administration take to ensure that potable water was available?
Ans: Besides, managing rescue and relief operations they also worked for restoration of civic
amenities such as power and water supply in the villages. They also got the assistance of
police. Intensive police patrolling was introduced to prevent thefts and other untoward
incidents.
Providing water has become a major priority for them. The water from all the sources was
tested with the assistance from voluntary agencies and was found potable in all but one
source. With the destruction of tsunami the drinking water sources became saline. With the
support NGO’s, they set up three desalination plants based on reverse osmosis in this area.
The continuous help from NGO’s helped them to keep to their commitments for maintenance
of the desalination units.
This apart, 107 shallow bore-wells were dug in other places to facilitate regular supply of
water. All the temporary shelters were provided with pipelines of water supply. Thus, the above
steps were taken up by the administration to ensure the potable water was available to the
people who were in need.
3. What were the means used to establish contact between the control rooms and the
field staff?
Ans: The disaster management team used every possible means to establish communication
between control rooms and the field staff. Control rooms were set up in all the worst affected
areas to coordinate the efforts of the field staff and to monitor the relief operations. In this
process, HAM Radio operators helped to some extent to the teams. Another priority task was
to equip the top officials with mobile phones some of them were lent and the others were
rented for this purpose. The above means of communication eased their channels and helped
them to no end in tackling SOS calls. The ways and means were taken up by the
administration to have communication between control rooms and the field staff.
4. How was the distribution of clothes and medicines that poured in for the tsunami
victims handled?
Ans: Soon after the disaster the team acted timely and made rescue, relief operations. They
also restored civic amenities like power and water beside mass cleaning and providing foodsupply. In addition to these, they deftly handled the operation of providing relief materials to all
the people. They had to have a smooth system to ensure the fair distribution and it went as
expected. The first thing they did was to computerize the inventory with the assistance of two
volunteers who had come from Bangalore. They computerized all the relief materials poured in
for this purpose. This made it easy to track the materials. The team was also in a position to
ascertain the requirement of various goods and quantify the need. These lists were circulated
to the donors so that they were made aware of what was needed and not. The immediate
positive result was, old clothes which were in excess causing problem were stopped coming
with the circulation of these lists to the coordinating agencies. Doctors and medicines were
also channelised through the department of health in equitable distribution in all the needy
areas.
Acknowledgements were given to all the donors to ensure their accountability. There
were others who would like to visit these villages and distribute things. It was not allowed as
it creates a problem. The team identified which village needs what and distribution was also
made accordingly. The cooperation of the police was sought. Coupon system was also
introduced to prevent any untoward incidents with comparisons of the materials in relief
camps. Though it was a difficult task, with good coordination the team was able to distribute
clothes and medicines for the tsunami victims.
5. What was some of the work done by the medical teams formed as part of the disaster
management efforts in Cuddalore?
Ans: The department of the health rendered selfless and responsible services in the crisis. They
responded quickly to this great disaster and put in their best efforts. Twenty-three teams
comprising of both government and private doctors were mobilized for medical camps. Initially
the cams were set up in the relief camps, but they were shifted to the villages.
Some of the figures of the operations carried out in the health sector were:
1. 80,117 people were given medical attention.
2. 437 people were treated as in-patients.
3. 9,373 doses of vaccines were given (measles and polio)
4. 17,000 typhoid vaccines were mobilized through the voluntary sector.
This apart, the team with the help of department of health organized some counseling sessions
for mentally traumatized. In the first few days, the Red Cross society’s volunteers assisted the
team in identifying people who were in need of the counseling. A group of individuals was alsogiven training to continue this counseling process. A temporary camp was also set up in one of
the villages for this purpose.
6. After reading the account, do you think Cuddalore’s district Administration did a
commendable job? Give reasons for your answer.
(OR)
Give a detailed account of the admirable job of the disaster management team in
Cuddalore?
Ans: Cuddalore is a district in Tamilnadu. It has always been prone to natural disasters of one or
the other kind. It is also one of the most backward districts of Tamilnadu in terms of social
indicators, frequent occurrence of disasters. These calamities and social backwardness of the
place were major setbacks and it also results in the inability to cope using its resources. The
tsunami experience of 26th December, 2004 was like no other. The magnitude of the loss was
huge and terrible.
Rescue and relief operations:
In the process of managing the situation, the first and foremost step in disaster management was
that of rescue and relief operations. The tsunami struck it on Sunday morning following
Christmas. The holiday season added further to the difficulty to organize relief operations.
Hospitals had to be made ready for the injured and special care for the bereaved had to be given.
One of the first things they made it was public announcement system which streamlines the
operations and in reducing confusion in hospitals.
Their next job was to mobilize food and water for nearly 24,000 people who became homeless.
Though a gargantuan task, they did it with the help of volunteers. Rice was taken out from ration
shops while various philanthropic organizations pitched in to get it cooked. Mass burial, though
onerous task, was the only solution to avoid the epidemics. For this, lot of persuasion was done
by the officials on 27th December.
Relief centers:
One of the initial steps in this process was to set up relief centers. About thirty-five relief camps
were set up were housed in the wedding halls of the district. This massive task was done with a
good coordination between authorities and voluntary sector. The Tracking system used there was
not only of great help but also report to the control room for the meal arrangements. Medicalcamps were set up and a team of doctors visit once every day to provide medication. The cooked
food brought by the volunteers was regularly monitored as the food brought was spoiled in some
places during transportation due to heat. With the help of few agencies, Sintex tanks were also
set up in relief camps. People who exhibited leadership qualities ware given mobiles for faster
communication.
Restoration of civic amenities:
They also worked for restoration of civic amenities such as power and water supply in the
villages. They also got the assistance of police. Intensive police patrolling was introduced to
prevent thefts and other untoward incidents.
Providing water has become a major priority for them. The water from all the sources was tested
with the assistance from voluntary agencies and was found potable in all but one source. With the
destruction of tsunami the drinking water sources became saline. With the support NGO’s, they
set up three desalination plants based on reverse osmosis in this area. The continuous help from
NGO’s helped them to keep to their commitments for maintenance of the desalination units. This
apart, 107 shallow bore-wells were dug in other places to facilitate regular supply of water. All the
temporary shelters were provided with pipelines of water supply.
Communication:
The team took every step to have continuous flow of communication. Control rooms were
established in the three worst effected areas to coordinate the efforts of the field staff and to
monitor the relief operations. To some extent, HAM Radio operators helped in this job. Top
officials were also provided with mobiles. Thus, communication was made easy with the help of
control rooms, HAM Radio operators and mobile phones.
Mass Cleaning:
It was an essential task and the local NSS and NYK volunteers helped in clearing dead bodies
and carcasses not to spread epidemics. The World Health Organization warned that more people
would die of epidemics rather than by tsunami. The team acted soon and disinfected the relief
centers and villages using bleaching powder, lime and phenyl which were made available in huge
quantities.
Community kitchen:
Besides these, the team was able to arrange community kitchens to thousands of people. It
mobilised huge quantities of vegetables, fuel and other provisions at short notices. About 7,085
people were fed in 23 community kitchens across the district for a month. This process was
systematized to ensure uninterrupted food supply.
Handling relief materials:
These lists were circulated to the donors so that they were made aware of what was needed and
not. The immediate positive result was, old clothes which were in excess causing problem were
stopped coming with the circulation of these lists to the coordinating agencies. Doctors and
medicines were also channelised through the department of health in equitable distribution in all
the needy areas.
The team identified which village needs what and distribution was also made accordingly. The
cooperation of the police was sought. Coupon system was also introduced to prevent any
untoward incidents with comparisons of the materials in relief camps.
Health:
The department of the health rendered selfless and responsible services in the crisis. Twentythree
teams comprising of both government and private doctors were mobilized for medical
camps. Initially the cams were set up in the relief camps, but they were shifted to the villages.
Some of the figures of the operations carried out in the health sector were:
1. 80,117 people were given medical attention.
2. 437 people were treated as in-patients.
3. 9,373 doses of vaccines were given (measles and polio)
4. 17,000 typhoid vaccines were mobilized through the voluntary sector.
This apart, the team with the help of department of health organized some counseling sessions
for mentally traumatized.
Agriculture:
There was a huge loss in terms of agricultural sector, about 517.7 hectares of land was rendered
saline. Mobile testing centers estimated the salinity of ninety centimeters to one metre depth and
told that the reclamation process would take 5 to 7 years of normal rain fall. Consequently, the
administration mooted an enhanced compensation package for the farmers. The help of eco-friendly technologies help was sought to guide farmers not to use excess water and to facilitate
faster reclamation.
Animal Husbandry:
This took its toll on animals too and great number of them was killed. Fast disposal of carcasses
was their topmost priority. Further, forty two tons of fodder was mobilised for the stranded cattle.
Some 20,109 animals were vaccinated. Every possible step like providing relief cheques and
insurance for cattle was taken up by the administration.
Children:
The next challenge in this process was to attend the traumatized children. On pilot basis, a
children park was built which became a huge success and it was followed by the setting up of 65
children parks in coastal areas.
To help the traumatized children, the best healer play therapy was implemented. With the help of
Universities such as Bangalore University, play therapy sessions were held in different villages
and schools. These steps had tremendous impact on the children.
The home opened by government for tsunami orphans received special attention. All the children
were provided basic amenities and comforts with the support of various donors. Even today,
every trip is organized at every weekend. This home also prevents child trafficking and other
forms of abuse. The schools were reopened and provided all the facilities for their education.
Shelter:
A large number of temporary shelters were put up on war foot basis with the help of volunteers
and Rural Development Department. The relief centers were also closed down to restore
normalcy and send them back to their villages. As per need, these shelters were continuously
improved. The sanitation needs of the rehabilitated were met with the help of voluntary agencies.
Cuddalore was applauded everywhere for the way it carried out its relief operations.
Conclusion:
Disaster both natural and man made expose the most vulnerable sections of society to grave
danger. It is believed that the worst effected party of the natural disasters was the poor. The poor
sections of the society who would live invariably in low-lying area were the first ones to getinundated by floods. Though the damages caused by floods is not of the magnitude of a tsunami,
the more recurrent nature of the damage that it costs are much more than when a tsunami hits
once in a hundred years. The interesting part is human philanthropy should not limit itself only to
such dramatic disasters or but also to extend help to undramatic one like floods, which is as
much a disaster as this one was.
THE CUDDALORE EXPERIENCE (TEXT BOOK)
Objectives of the Lesson
To comprehend the magnitude of tsunami and its consequences in Cuddalore
To know about the crisis management/disaster management
To inspire to take up the social responsibility during nature’s fury
To extend support during natural calamities
To understand the role of rescue and relief operations
To train how to open relief operations and restore civic amenities
To know about facilities like health, agriculture and orphaned children
To train students for Reading comprehension
To give this essay a model on Report writing
To foster speaking skills through role plays
1. Immediately after the tsunami struck Cuddalore, what were some of the first tasks the
administration had to do?
Ans: Cuddalore is a district in Tamilnadu.
It has always been prone to natural disasters of one or
the other kind. It is also one of the most backward districts of Tamilnadu in terms of social
indicators, frequent occurrence of disasters. These calamities and social backwardness of the
place were major setbacks and it also results in the inability to cope using its resources. The
tsunami experience of 26th December, 2004 was like no other. The magnitude of the loss was
huge and terrible.In the process of managing the situation, the first and foremost step in disaster management was
that of rescue and relief operations. This task becomes a tough one as the sudden tragedy of this
magnitude was unexpected. The tsunami struck it on Sunday morning following Christmas. The
holiday season added further to the difficulty to organize relief operations. Hospitals had to be
made ready for the injured and special care for the bereaved had to be given. One of the first
things they made it was public announcement system which streamlines the operations and in
reducing confusion in hospitals. Public information systems were set up to give available
information.
Their next job was to mobilize food and water for nearly 24,000 people who became homeless.
Though a gargantuan task, they did it with the help of volunteers. Rice was taken out from ration
shops while various philanthropic organizations pitched in to get it cooked.
In the meantime, the administration had the onerous task of disposing dead bodies. Mass burial
was the only solution to avoid the epidemics. For this, lot of persuasion was done by the officials
on 27th December. All the bodies were photographed individually before burial for future
identification.
One of the initial steps in this process is to set up relief centers. Though there were cyclone
shelters in most of the villages, the villagers had fled from coastal areas to the interiors of the
district in panic. About thirty-five relief camps were set up were housed in the wedding halls of the
district. This massive task was done with a good coordination between authorities and voluntary
sector. The Tracking system used there was not only of great help but also report to the control
room for the meal arrangements. To maintain tidiness, sanitary workers were also appointed and
their job was constantly monitored. Medical camps were set up and a team of doctors visit once
every day to provide medication.
The cooked food brought by the volunteers was regularly monitored as the food brought was
spoiled in some places during transportation due to heat. With the help of few agencies, Sintex
tanks were also set up in relief camps. People who exhibited leadership qualities ware given
mobiles for faster communication.
These are some of the first and foremost steps taken up by the disaster management team of
Cuddalore.
2. What steps did the administration take to ensure that potable water was available?
Ans: Besides, managing rescue and relief operations they also worked for restoration of civic
amenities such as power and water supply in the villages. They also got the assistance of
police. Intensive police patrolling was introduced to prevent thefts and other untoward
incidents.
Providing water has become a major priority for them. The water from all the sources was
tested with the assistance from voluntary agencies and was found potable in all but one
source. With the destruction of tsunami the drinking water sources became saline. With the
support NGO’s, they set up three desalination plants based on reverse osmosis in this area.
The continuous help from NGO’s helped them to keep to their commitments for maintenance
of the desalination units.
This apart, 107 shallow bore-wells were dug in other places to facilitate regular supply of
water. All the temporary shelters were provided with pipelines of water supply. Thus, the above
steps were taken up by the administration to ensure the potable water was available to the
people who were in need.
3. What were the means used to establish contact between the control rooms and the
field staff?
Ans: The disaster management team used every possible means to establish communication
between control rooms and the field staff. Control rooms were set up in all the worst affected
areas to coordinate the efforts of the field staff and to monitor the relief operations. In this
process, HAM Radio operators helped to some extent to the teams. Another priority task was
to equip the top officials with mobile phones some of them were lent and the others were
rented for this purpose. The above means of communication eased their channels and helped
them to no end in tackling SOS calls. The ways and means were taken up by the
administration to have communication between control rooms and the field staff.
4. How was the distribution of clothes and medicines that poured in for the tsunami
victims handled?
Ans: Soon after the disaster the team acted timely and made rescue, relief operations. They
also restored civic amenities like power and water beside mass cleaning and providing foodsupply. In addition to these, they deftly handled the operation of providing relief materials to all
the people. They had to have a smooth system to ensure the fair distribution and it went as
expected. The first thing they did was to computerize the inventory with the assistance of two
volunteers who had come from Bangalore. They computerized all the relief materials poured in
for this purpose. This made it easy to track the materials. The team was also in a position to
ascertain the requirement of various goods and quantify the need. These lists were circulated
to the donors so that they were made aware of what was needed and not. The immediate
positive result was, old clothes which were in excess causing problem were stopped coming
with the circulation of these lists to the coordinating agencies. Doctors and medicines were
also channelised through the department of health in equitable distribution in all the needy
areas.
Acknowledgements were given to all the donors to ensure their accountability. There
were others who would like to visit these villages and distribute things. It was not allowed as
it creates a problem. The team identified which village needs what and distribution was also
made accordingly. The cooperation of the police was sought. Coupon system was also
introduced to prevent any untoward incidents with comparisons of the materials in relief
camps. Though it was a difficult task, with good coordination the team was able to distribute
clothes and medicines for the tsunami victims.
5. What was some of the work done by the medical teams formed as part of the disaster
management efforts in Cuddalore?
Ans: The department of the health rendered selfless and responsible services in the crisis. They
responded quickly to this great disaster and put in their best efforts. Twenty-three teams
comprising of both government and private doctors were mobilized for medical camps. Initially
the cams were set up in the relief camps, but they were shifted to the villages.
Some of the figures of the operations carried out in the health sector were:
1. 80,117 people were given medical attention.
2. 437 people were treated as in-patients.
3. 9,373 doses of vaccines were given (measles and polio)
4. 17,000 typhoid vaccines were mobilized through the voluntary sector.
This apart, the team with the help of department of health organized some counseling sessions
for mentally traumatized. In the first few days, the Red Cross society’s volunteers assisted the
team in identifying people who were in need of the counseling. A group of individuals was alsogiven training to continue this counseling process. A temporary camp was also set up in one of
the villages for this purpose.
6. After reading the account, do you think Cuddalore’s district Administration did a
commendable job? Give reasons for your answer.
(OR)
Give a detailed account of the admirable job of the disaster management team in
Cuddalore?
Ans: Cuddalore is a district in Tamilnadu. It has always been prone to natural disasters of one or
the other kind. It is also one of the most backward districts of Tamilnadu in terms of social
indicators, frequent occurrence of disasters. These calamities and social backwardness of the
place were major setbacks and it also results in the inability to cope using its resources. The
tsunami experience of 26th December, 2004 was like no other. The magnitude of the loss was
huge and terrible.
Rescue and relief operations:
In the process of managing the situation, the first and foremost step in disaster management was
that of rescue and relief operations. The tsunami struck it on Sunday morning following
Christmas. The holiday season added further to the difficulty to organize relief operations.
Hospitals had to be made ready for the injured and special care for the bereaved had to be given.
One of the first things they made it was public announcement system which streamlines the
operations and in reducing confusion in hospitals.
Their next job was to mobilize food and water for nearly 24,000 people who became homeless.
Though a gargantuan task, they did it with the help of volunteers. Rice was taken out from ration
shops while various philanthropic organizations pitched in to get it cooked. Mass burial, though
onerous task, was the only solution to avoid the epidemics. For this, lot of persuasion was done
by the officials on 27th December.
Relief centers:
One of the initial steps in this process was to set up relief centers. About thirty-five relief camps
were set up were housed in the wedding halls of the district. This massive task was done with a
good coordination between authorities and voluntary sector. The Tracking system used there was
not only of great help but also report to the control room for the meal arrangements. Medicalcamps were set up and a team of doctors visit once every day to provide medication. The cooked
food brought by the volunteers was regularly monitored as the food brought was spoiled in some
places during transportation due to heat. With the help of few agencies, Sintex tanks were also
set up in relief camps. People who exhibited leadership qualities ware given mobiles for faster
communication.
Restoration of civic amenities:
They also worked for restoration of civic amenities such as power and water supply in the
villages. They also got the assistance of police. Intensive police patrolling was introduced to
prevent thefts and other untoward incidents.
Providing water has become a major priority for them. The water from all the sources was tested
with the assistance from voluntary agencies and was found potable in all but one source. With the
destruction of tsunami the drinking water sources became saline. With the support NGO’s, they
set up three desalination plants based on reverse osmosis in this area. The continuous help from
NGO’s helped them to keep to their commitments for maintenance of the desalination units. This
apart, 107 shallow bore-wells were dug in other places to facilitate regular supply of water. All the
temporary shelters were provided with pipelines of water supply.
Communication:
The team took every step to have continuous flow of communication. Control rooms were
established in the three worst effected areas to coordinate the efforts of the field staff and to
monitor the relief operations. To some extent, HAM Radio operators helped in this job. Top
officials were also provided with mobiles. Thus, communication was made easy with the help of
control rooms, HAM Radio operators and mobile phones.
Mass Cleaning:
It was an essential task and the local NSS and NYK volunteers helped in clearing dead bodies
and carcasses not to spread epidemics. The World Health Organization warned that more people
would die of epidemics rather than by tsunami. The team acted soon and disinfected the relief
centers and villages using bleaching powder, lime and phenyl which were made available in huge
quantities.
Community kitchen:
Besides these, the team was able to arrange community kitchens to thousands of people. It
mobilised huge quantities of vegetables, fuel and other provisions at short notices. About 7,085
people were fed in 23 community kitchens across the district for a month. This process was
systematized to ensure uninterrupted food supply.
Handling relief materials:
These lists were circulated to the donors so that they were made aware of what was needed and
not. The immediate positive result was, old clothes which were in excess causing problem were
stopped coming with the circulation of these lists to the coordinating agencies. Doctors and
medicines were also channelised through the department of health in equitable distribution in all
the needy areas.
The team identified which village needs what and distribution was also made accordingly. The
cooperation of the police was sought. Coupon system was also introduced to prevent any
untoward incidents with comparisons of the materials in relief camps.
Health:
The department of the health rendered selfless and responsible services in the crisis. Twentythree
teams comprising of both government and private doctors were mobilized for medical
camps. Initially the cams were set up in the relief camps, but they were shifted to the villages.
Some of the figures of the operations carried out in the health sector were:
1. 80,117 people were given medical attention.
2. 437 people were treated as in-patients.
3. 9,373 doses of vaccines were given (measles and polio)
4. 17,000 typhoid vaccines were mobilized through the voluntary sector.
This apart, the team with the help of department of health organized some counseling sessions
for mentally traumatized.
Agriculture:
There was a huge loss in terms of agricultural sector, about 517.7 hectares of land was rendered
saline. Mobile testing centers estimated the salinity of ninety centimeters to one metre depth and
told that the reclamation process would take 5 to 7 years of normal rain fall. Consequently, the
administration mooted an enhanced compensation package for the farmers. The help of eco-friendly technologies help was sought to guide farmers not to use excess water and to facilitate
faster reclamation.
Animal Husbandry:
This took its toll on animals too and great number of them was killed. Fast disposal of carcasses
was their topmost priority. Further, forty two tons of fodder was mobilised for the stranded cattle.
Some 20,109 animals were vaccinated. Every possible step like providing relief cheques and
insurance for cattle was taken up by the administration.
Children:
The next challenge in this process was to attend the traumatized children. On pilot basis, a
children park was built which became a huge success and it was followed by the setting up of 65
children parks in coastal areas.
To help the traumatized children, the best healer play therapy was implemented. With the help of
Universities such as Bangalore University, play therapy sessions were held in different villages
and schools. These steps had tremendous impact on the children.
The home opened by government for tsunami orphans received special attention. All the children
were provided basic amenities and comforts with the support of various donors. Even today,
every trip is organized at every weekend. This home also prevents child trafficking and other
forms of abuse. The schools were reopened and provided all the facilities for their education.
Shelter:
A large number of temporary shelters were put up on war foot basis with the help of volunteers
and Rural Development Department. The relief centers were also closed down to restore
normalcy and send them back to their villages. As per need, these shelters were continuously
improved. The sanitation needs of the rehabilitated were met with the help of voluntary agencies.
Cuddalore was applauded everywhere for the way it carried out its relief operations.
Conclusion:
Disaster both natural and man made expose the most vulnerable sections of society to grave
danger. It is believed that the worst effected party of the natural disasters was the poor. The poor
sections of the society who would live invariably in low-lying area were the first ones to getinundated by floods. Though the damages caused by floods is not of the magnitude of a tsunami,
the more recurrent nature of the damage that it costs are much more than when a tsunami hits
once in a hundred years. The interesting part is human philanthropy should not limit itself only to
such dramatic disasters or but also to extend help to undramatic one like floods, which is as
much a disaster as this one was.
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