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

4

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

17

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

24

Jack.morgan@redcross.org