An EcoSystem during Disasters for Service Provision and why it makes sense for Consumers and Providers Expectations Gemini Millenium Force 2 Expectations Katrina Isaac 3 Interesting Facts ID: 559205
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Slide1
Disaster Management 2020
An Eco-System during Disasters for Service Provision and why it makes sense for Consumers and Providers.Slide2
ExpectationsGemini
Millenium
Force
2Slide3
ExpectationsKatrina
Isaac
3Slide4
Interesting Facts
The period between 1880 and 1889 was when we had the most impacts by Hurricanes in the United States.
Since 2010, only three Hurricanes have directly hit the United States:
Irene
(2011)
Isaac
and Sandy (2012)
Has the threat
of disaster changed?
Hurricanes will continue to hit our coastSlide5
Interesting Fact
Damages from Irene, Isaac and Sandy (2011-2012), have already exceeded the amount of damages incurred by Hurricanes from 2006-2010 combined!Slide6
QUIZ TIME
WHAT WERE THE TOP 5 MOST EXPENSIVE NATURAL DISASTERS (WORLDWIDE) IN HISTORY?
6Slide7
Top 5 Natural Disasters (World)
5. Sichuan Earthquake – China (2008)
Damages: 29 Billion
4. Northridge Earthquake – California (1994)
Damages: 42 Billion
3. Kobe Earthquake – Japan (1995)
Damages: 100 Billion
2. Hurricane Katrina – Louisiana/Mississippi (2005)
Damages: 186 Billion
And #1 is….
7Slide8
Top 5 Natural Disasters (World)
Earthquake and Tsunami – Japan 2011
Damages: 235 Billion
8Slide9
Now the real question!!
What do all of these (and all other) disasters have in common?
They change the way we operate both during normal and disaster periods!
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What are the constant threats to operations?
Lack of updated Technology
Lack of Available Man Power
Lack of Physical Resources
Lack of Funding
10Slide11
What are the constant threats to operations in Disasters?
Lack of updated Technology
Lack of Available Man Power
Lack of Physical Resources
Lack of Funding
11Slide12
Possible Solutions for 2020
Incorporation of
T.O.S.S
T
echnology
Ongoing MOU’s/AgreementsShared Resources S
hared Staffing
12Slide13
Exercise (No not jumping jacks)
13Slide14
Disaster 2020
What is a key component of any successful operation?
Viable and Updated Technology InfrastructureSlide15
"We tend to overestimate the effect of a technology in the short run and underestimate the effect in the long run
.”
-Roy
Amara, researcher
, scientist and past president of the Institute for the FutureSlide16
Game Changers
16Slide17
Game Changers
17Slide18
Marketplace - Yesterday Slide19
Offerings / Delivery Models
“In a sense Ford was the most brilliant and the most senseless marketer in American History. He was senseless because he refused to give the customers anything but a black car. He was brilliant because he fashioned a production system designed to fit market needs…”
“...Our policy is to reduce the price, extend the operation, and improve the article. You will notice that the reduction of price comes first.”
Theodore Levitt
(Marketing Myopia – Marketing ImaginationSlide20
Marketplace – Today (Meeting people where they are) Slide21
Use of the Internet
79% of adults, 93% of teenagers (12-17 y.o.) in the US are online*
People in crisis are reaching out using online services (e.g. Face Book, Twitter, Craigslist, personal blogs).
People who are suicidal and in crisis are online – crisis centers need to be able to meet them where they are.
* Internet & American Life Project: adult data as of May, 2010; teenage data as of September, 2009. www.pewinternet.org
Copyright 2012 Aaron G. Blackledge Slide22
Putting the “Social” in Media
2010: More people visit Facebook than Google.
Healthcare mostly commonly searched topic on Internet
Twitter used to respond to Natural DisastersSlide23
Ears: 19th Century
Privileged technology until end of 20
th
century
Not mobile
Instantaneous contactSpans distanceSlide24
Ears: Late 20th Century
Personal computers
Internet
Email
First chat rooms
Remember when people used to say they would “never” use email…That was only 15 yrs. ago.Slide25
Ears: New millenium
Mobile technology becomes widespread.
SMS, or text messaging becomes dominant
Anyone can communicate w/ anyone. Anytime, anywhere.Slide26
And then phones got “smarter”
Our personal computers and mobile phones have a “love child.”
Smart phone adoption rapidly accelerates in 2011.
Ability to be “social” like never before.Slide27
Today - 2012
Patient Protection and Affordable Care Act
(“Train Wreck”)
is the law of the land
GM has been bankrupt – Pontiac is no more
Time Magazine Man of the Year is the Protestor
AIG had to be bailed out
Gas - $3.83 / Unemployment – 8.3% / 3.90 Average prime rate / US Credit was downgraded
China, India and Brazil are models of economic growth – EU is vulnerable
N. 0. population - 343,839 – (down from Pre Katrina – 484,674)
“People no longer believe what the government tells them.”
(Japan – International Viewpoint)
Copyright (2013) Square One Consulting
27Slide28
Today - 2012
Technology advances
Facebook - 845 million users / Twitter – 300 million users
iPhone – 108 million /
iPad
– 25 million (BlackBerry – 2012 sales down 21%)
Arab Spring / Going Viral (Verizon, Netflix, Bank of America, etc.)
Wikipedia – 26,578,195 pages (Britannica ends print edition)
Amazon - $631,000,000 net income
Telehealth / Telemedicine are evolving
Desktop manufacturing / 3-d Printing
The Cloud / Watson – Dream Coat / Artificial Intelligence / Robots /
Siri
Copyright (2013) Square One Consulting
28Slide29
Tomorrow - 2020
Populations (Communities) served –
Offerings – Commodities / Products / Services (Experiences)
Pricing (what will the market be willing to pay)
Portal = profitably delivering products and services (desired results) within the price the market will pay (talent and technology are required)
Copyright (2013) Square One Consulting
29Slide30
Possible Solutions for 2020
S
hared Staffing
Ongoing Training (Both)
Regular Communication
Ongoing Analysis of Strengths and Weaknesses of Workforce
30Slide31
Examples of Shared Staffing
Loaned Executives
National Guard (Army \Reserves)
Rebuild Volunteers
31Slide32
Possible Solutions for 2020
O
ngoing MOU’s/Agreements
Space Arrangements
Communication Arrangements
Leadership Arrangements
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Possible Solutions for 2020
S
hared Resources – HOW??
Disaster Workshops
Ongoing Meetings with PartnersShared Analysis of Strengths and Weaknesses
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Service Agencies - Disaster 2020
Incorporate into both regular and disaster operations
Flexibility in Times (As people's work schedules and availability are stretched throughout the day, so will service agency availability
.)
Communication (Gone are the days when Social Media was a beginner's game. Service agencies must improve their handicap and reach out to all consumers (Phone, Computer, Social Media, Text and Chat
)Slide35
Service Agencies - Disaster 2020
Incorporate into both regular and disaster operations
Common
Sense (Just because there are big hearts, doesn't necessarily mean a big swath in services. Smart allocation of services along with targeted marketing will alleviate issues
)
Short Term vs. Long Term (Just because a service is needed in the short term, doesn't mean it ends on a specific date. Look at capitalizing on short term services, looking at a longer range for prospective services.)Slide36
Communication -
Disaster
2020
Proactive Decision Making on the Part of Local Governments
Set up Communication Trees and Standards of Communication
Time
No Time for Heros (No one should stand out screaming at the crowds. Speak with one voice. The more screaming, the more confusion
)
Standards of Messaging (Use of comforting language, unified voice, unified timing)Slide37
Game Changes for NPOs In Disaster Management
This is not just a technology problem – requires paradigm shift with processes
Capture audience who otherwise may not reach out for
your services during a disaster
Allows additional opportunities for community investment – foundations want to fund innovation and private sector loves anything around technology
(This is especially true before and after disasters!)
Don’t box your organization into Ford’s “Model T
”
Remain agile and recognize the world we operate in is always changing. Today it may be mobile phone apps and tomorrow it may be virtual reality
Leverage relevant technology that serves a purpose.
Partner where you can and don’t reinvent the wheel. NPOs are for refusing to see synergies and instead duplicate efforts.Slide38
Q & A and Contact Info
Aaron Blackledge, ablackledge@brcic.org
(225) 802-1805
Richard LaPratt,
rlapratt@vialink.org
(504) 895-5575
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