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Disaster Cycle Services Prepare Respond Recover Building Resilient Communities. North Carolina Emergency Management Association March 24, 2014. What’s Different?. Shift from a linear structure … . To One Disaster Cycle. What is the Disaster Cycle?.
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Disaster Cycle Services Prepare Respond Recover Building Resilient Communities North Carolina Emergency Management Association March 24, 2014
What’s Different? Shift from a linear structure … To One Disaster Cycle
What is the Disaster Cycle? All work is accomplished through processes Three core processes deliver services to the client Five pillar processes support the three core processes
The Core Processes Prepare Respond Recover
Prepare • Calls-to-action: • Download preparedness app and make an emergency plan • Encourage membership/partnership as a Ready When the Time Comes Partner • Strengthen the public's awareness of preparedness and their participation in Red Cross programs • Facilitate a person, business, organization, or community to take action before, during or after an emergency to limit the impact of the emergency. • Increase number of individuals and families who have taken steps to be more prepared. The Core Processes
Respond • Build on the readiness and community mobilization work of our field units • Capitalize on the spontaneous outpouring of goodwill and assistance • Work more closely with government on response activities • National Headquarters’ role is to support field units, where Regional and Divisional units manage event with support from DOCC as needed The Core Processes
Recover • Begins when emergency needs have been met • Base services on clients and community needs • Make decisions at the level closest to the client • Serve as a convener of community resources to meet client’s short and long term needs The Core Processes
The Pillar Processes • Engage Volunteers & Employees • Mobilize the Community • Align with Government • Information Management & Situational Awareness • Deploy Material Resources & Technology
Engage Volunteers & Employees • Size and skill of volunteer workforce • Division & Region based leadership teams • Proactively recruit and engage event based volunteers • Volunteers can offset state and local costs (e.g., Sandy, Joplin) The Pillar Processes
Mobilize the Community • Focus on convening of stakeholders and being a facilitative leader • Weave community mobilization into all 3 phases, not just response The Pillar Processes
Align with Government • Increasing communication and strengthen relationships with government partners • Sharing and leveraging resources • Better coordination in service delivery The Pillar Processes
Align with Government – Examples • Maintain current MOU with North Carolina • Conduct joint planning and align with State & County EOP • Train and conduct exercises together • Mobilize and convene community stakeholders with government • Develop strong volunteer government liaisons and staff EOCs at the Local, State & Federal levels The Pillar Processes
Information Management & Situational Awareness • Developing new tools: • Apps • Hurricane • DigiDoc • Virtual teams • Focusing on increasing timeliness and efficiency of information reporting and sharing while improving quality The Pillar Processes
Deploy Material Resources & Technology Increased visibility & coordination of assets within Red Cross will: • Enhance coordination with government and partners • Minimize duplication of efforts • Expedite information sharing and resource requests The Pillar Processes
Western Carolinas Region • 27 County 2 State Region, 9 Paid Staff and 1200 Volunteer Disaster Responders • Developed and Offers Duke Energy Be Ready Program (Individual Preparedness Program) • Operates Regional IMT and Divisional Virtual Planning Section/Cell • Implemented Expanded Recovery Program for Multi-Family Fires and Community Disasters
Carolina Piedmont Region • 15 County Region with 730 Volunteer Disaster Responders • Developed and deployed regional Disaster Assessment and Shelter Teams for larger regional incidents • Working with local Emergency Management and other agencies for collaborative Functional Needs and Access planning • Lead agency for Recovery Case Management for large scale flood incident
Heart of Carolina Region • 16 Counties Population 1, 816,522 • 1,412 volunteers; 623 Disaster Responders; 7 paid staff • Regional Leadership Teams: Mass Care, Logistics, Government Liaison, Staffing, Planning/Situational Awareness, Disaster Health, Disaster Mental Health and Client Services • Designing Durable Medical Goods Trailer for FNSS regional response • Community Disaster Preparedness/Resilience Program • Leadership members on Divisional Leadership Teams
Triangle Region • 20 counties & 2.7 million population • As February responded to 578 fire incidents – assisted 725 families with a $469,135 in direct assistance • Disaster Preparedness & Community Resilience Program and implementing a pilot neighborhood disaster education project. • Human Resources: 9 staff, 1,800 volunteers/ 640 are Disaster Responders
Eastern North Carolina Region • 33 Counties, from Columbus to Currituck, divided into two areas, North and South, with three territories in each • Continuing to work on Hurricane Irene Long Term Recovery • Regional Disaster Operation Center in Goldsboro • Recruiting for, and building a regional response team
American Red Cross Disaster Community Resilience ModelDisaster Community Resilience Model Joselito Garcia Ruiz, MBA,CDPM
Community Vulnerability- Wisner, et al (2004), “defined vulnerability broadly in relation to natural hazards as the characteristics of a person or group and their situation that influence their capacity to anticipate, cope with, resist and recover from the impact of a natural hazard (an extreme natural event or process)”. • Social Vulnerability- Cutter, (1996). “Social vulnerability is partially the product of social inequalities—those social factors that influence or shape the susceptibility of various groups to harm and that also govern their ability to respond”. Vulnerability
Poverty • Condition in which people's basic needs for food, clothing, and shelter are not being met. Poverty is generally of two types: • Absolute poverty is synonymous with destitution and occurs when people cannot obtain adequate resources (measured in terms of calories or nutrition) to support a minimum level of physical health. Absolute poverty means about the same everywhere, and can be eradicated as demonstrated by some countries. • Relative poverty occurs when people do not enjoy a certain minimum level of living standards as determined by a government (and enjoyed by the bulk of the population) that vary from country to country, sometimes within the same country. Relative poverty occurs everywhere, is said to be increasing, and may never be eradicated. • www.businessdictionary.com
Fundamentals Questions in Project Design • What are the problems? • Who is implicated? • What should we do? What we can do? • What do we want to achieve? How? • What are the characteristics of a safe and resilient community? • How do we get there? • What are the key indicators of a successful community disaster education program?
Who Should Participate? (Partner Analysis) • Determine person/s or group/s interested in the project. • Classify in terms of influence • Classify in terms of importance • Classify in terms of capacity
Children Know when to dial 9-1-1 Know neighbors Identify a safe room Identify 2 exits from home Stop—Drop—Roll Desired Preparedness Behaviors • Teens • Kitchen fire safety • Test smoke detectors • Meeting place • Critical Phone Numbers • First Aid • Red Cross Preparedness Apps • Adults • Home/Electrical Fire Safety • Preparedness/First-Aid Kits • Documentation Storage • Critical Contact Information • Family Notification Plan • Elderly • Arrange for family to check in • Share documents with family • Compile list of medications • Compile list of physicians • Critical Contact Information
Intervention Workshops Community Resilience Workshops- Given at monthly/bi-monthly intervals
