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Your Partner in Disaster Response State of Alabama Governor’s Preparedness Conference April 2, 2014.

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Presentation on theme: "Your Partner in Disaster Response State of Alabama Governor’s Preparedness Conference April 2, 2014."— Presentation transcript:

1 Your Partner in Disaster Response State of Alabama Governor’s Preparedness Conference April 2, 2014

2 Mission The American Red Cross prevents and alleviates human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors.

3 Agenda  Where have we been?  Reengineering  Recovery  How do you we work together  Questions

4 Superstorm Sandy Response 74,000 overnight stays 17.5 million meals and snacks 7 million relief items 17,000 disaster workers 4


6 Alabama Disaster Response 2013 TypeCases Explosion17 MOTEL/HOTEL14 OTHER (INDUSTRIAL)2 Multi-family Fire451 Single Family Fire1822 TOTAL CLIENTS ASSISTED7086

7 Confidential Information for Use Only by the American Red Cross Confidential Reengineering: The Next Logical Step

8 Design Principles Clients  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.

9 Design Principles Volunteers & 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.

10 Disaster Reengineering  Puts 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

11 Disaster Cycle Services


13 Disaster Cycle Process Overview The 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.

14 Disaster Cycle Process Overview The 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.

15 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

16 Reengineering Accomplishments  Establishment of project management  Establishment of governance structure  Divisional structure in place  Regional implementation nearly complete  Successful operations managed during change

17 How We Operate 17

18 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

19 Southeast and Caribbean

20 Division Disaster Team

21 Working Together Prepare – making resilient neighborhoods; training more people Respond – better response plans, more trained volunteers Recover – starting from when the client is ready


23 Questions

24 24

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