Within Decisions in Paradise I and II, I have described the following: identify the problem, define criteria, goals, and objectives, evaluate effect of the problem, identify causes of the problem, frame alternatives, evaluate impacts of alternatives, and make the decision. In part III of Decisions in Paradise, I will implement decision and measure impacts.
Implement decisionFor humanitarian aids, the company will hire consultants from World Food Programme (WFP) to do an emergency assessment on how much, how long and how to delivery the food and water to the people. Once we have the assessment, WFP and Nihon, Inc. will draw up an Emergency Operation (EMOP), including a plan of action and budget, this includes what type of transport will use, set up sites in Kava where the supplies will be distributed, and rent warehouses in the U.S to receive and store the donated supplies (WFP, 2007).
The company will then hire qualify people to work at warehouses in the U.S.
and Kava. These people will be responsible for handling and organizing the donation such as receiving and pick-up form donors, arrange shipments to Kava, monitoring, and distributing supplies to the islanders. In addition, the company will inquire Kava's citizen to volunteer as well to work for a reasonable fee.
The next step is to petition with U.S. and international governments, and national communities for funds, food, and services. Nihon, Inc. can request its employees to ask their local communities to donate as well. As the funds and food start to flow, WFP and Nihon, Inc. link the gap between the donors and the people in need. The supplies will be either carry by ship or air. Once the supplies arrived on the island, transporting the supplies from trucks to distribution sites will be the final link.
As the supplies arrived...