Your Partner in Disaster Response State of Alabama Governor’s Preparedness Conference
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Transcript of Your Partner in Disaster Response State of Alabama Governor’s Preparedness Conference
Your Partner in Disaster Response
State of Alabama Governor’s Preparedness Conference
April 2, 2014
Mission
The American Red Crossprevents and alleviates human
suffering in the face of emergencies
by mobilizing the power of volunteers and
the generosity of donors.
AgendaWhere have we been?
ReengineeringRecovery
How do you we work togetherQuestions
Superstorm Sandy Response
74,000overnight
stays
17.5 millionmeals and
snacks
7 millionreliefitems
17,000disasterworkers
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Alabama Disaster Response 2013
Type CasesExplosion 17MOTEL/HOTEL 14OTHER (INDUSTRIAL) 2Multi-family Fire 451Single Family Fire 1822TOTAL CLIENTS ASSISTED 7086
Confidential Information for Use Only by the American Red Cross
Confidential
Reengineering:The Next Logical Step
Design PrinciplesClients Our services span the entire disaster cycle, are predictable and repeatable
and are applied consistently across the country. The community knows what to expect.
Services and programs should be designed based first on the needs and expectations of clients and community consistent with the mission, and then on those of key stakeholders
Be a facilitative leader across the disaster cycle: the Red Cross will align with government and work to enable the entire community to participate in all phases of the disaster cycle by shifting from being not only a provider of direct services but also a facilitative leader.
A single integrated approach to building personal and community resilience encompasses services delivered through a single comprehensive disaster management process (whole cycle) which integrates and unifies programs and activities across the entire enterprise.
An organization and culture that continually innovates in response to client and constituent needs.
The speed and accessibility of our services enable a response that meets the urgent needs of the clients.
Design PrinciplesVolunteers & Employees Design programs and work efforts around the features of a primarily volunteer workforce. This is
a mind-shift from an organization that used to look at volunteers as an adjunct workforce, to a model where volunteers are encompassed and integrated as part of (and not an extension of) the workforce.
Systems/processes need to be designed to include a mechanism that ensures the employee and volunteer executing them are appropriately trained, skilled and supported by the organization.
Effective stewardship of time, talent and dollars.
Systems & Processes One operating model (a collection of tools and processes) that scales from a single, local event to
multiple very large disasters. Design a system that preserves and builds on existing local commitments, capabilities and
relationships. Ensure effective and efficient decision making at the lowest possible operational level. Need to be able to measure impact. Systems/processes and technologies need to operate both during steady-state as well as major
response periods. Leverage technology for efficient service delivery.
Disaster ReengineeringPuts more decision-making power in the hands of our front-line disaster workers
Makes greater use of local volunteers in disasters
Builds more resilient communities Establishes metrics to assess our delivery of high-quality service
Disaster Cycle Services
Disaster Cycle Process OverviewThe Core Processes
Customer facing, interdependent and a seamless continuum of services in the eyes of our customers and key stakeholders. Services: The information and tools
we provide our communities as they prepare,
The urgent services they depend on in the immediate aftermath of a disaster,
The critical resources individuals and families need as they face an uncertain recovery.
Disaster Cycle Process OverviewThe Pillar Processes
Critical processes that provide support that enable our core processes to be executed successfully.
Each is essential to our work and represents not only a means, but the criteria by which we measure success.
The pillar processes are the foundation upon which our service delivery is based.
What’s Different? The new model incorporating reengineering will establish an on
going mechanism that “Changes the Way We Change” A new way of operating based on focus on clients and
stakeholders first, process second, and structure third How we look at, evaluate and prioritize the things we do, and
will do, to move the organization continuously toward our vision The design supports our commitment to placing authority and
informed decision making capability to the operations leadership and the skilled and trained client-facing workers.
Redefines the primary role of NHQ as rules, tools, and support to field operations.
Creates a more nimble structure, aligned with government and tied closely to our communities
Reengineering Accomplishments
Establishment of project managementEstablishment of governance structure
Divisional structure in placeRegional implementation nearly complete
Successful operations managed during change
How We Operate
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National Headquarters
Supports work of field
Develops prepare, respond and recover protocols and tools
Provides input to emergency management leadership
Mobilizes materials & staff for disasters of national scale
Southeast and Caribbean
Division Disaster Team
Working Together
Prepare – making resilient neighborhoods; training more people
Respond – better response plans, more trained volunteers
Recover – starting from when the client is ready
Questions