Recovers.org in USA Today for #ImpactJournalismDay

Hi there! The blog has been quiet for a while, but a LOT has been going on under the hood. In the next blog post we’ll detail the big, structural changes that we have been working on to grow and serve more communities. In the meantime however, we are really proud and honored to share that we are one of the organizations named for 2017 Impact Journalism Day. USA Today, representing American newspapers, chose us from among many stories to highlight for a collection of good works around the world.

Our story is here:

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More soon from our team, stay tuned!

30 Days 30 Ways — Improving community preparedness with a game

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Improving community preparedness is tough. Trying to invent your own engagement strategy can seem overwhelming. But the Clark Regional Services Emergency Agency has teamed up with Firelily to create the 30 Days 30 Ways game to help raise community preparedness in any neighborhood. Here is the gist:

Who: For residents and communities
What: Complete preparedness tasks to earn points and prizes
Where: Online at the 30 Days 30 Ways website, Facebook, and Twitter
Why: Improve resident preparedness throughout your community
When: Starts Sept. 1
Time Commitment: 30 sec to 30 min per task

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Be a Helpful Neighbor – what would you do in a storm?

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What would you do in a storm to help your neighbors? The team at Recovers.org is pleased to announced the launch of the Helpful Neighbor Campaign. By visiting http://Neighbor.Recovers.org  signing up with your zipcode and email, you are pledging to be just a little bit more prepared. For each participant in the campaign, the team at Recovers will donate $1 to Hurricane Sandy recovery, up to $5,000.

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It takes a local: Recovers honored at Women in the World Summit

Recovers co-founders Caitria and Morgan O’Neill took a quick trip to New York City this weekend to attend and accept an award at the 2013 Women in the World Summit. The summit, now in its 4th year, brings together lady-changemakers from all over the world to discuss issues of importance to people everywhere. These are women fighting crime, challenging poverty and building stronger communities.

We were honored and humbled to have been included as awardees of this year’s Mother of Invention Award and $50,000 grant for development. Both the grant and the recognition will help our organization expand and assist many more communities preparing for and recovering from disasters.

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Watch the interview with co-founders Caitria and Morgan by actress Claire Danes

At the summit, we announced the launch of the new Helpful Neighbor Campaign. By visiting the site and signing up with your zipcode and email, you are pledging to be just a little bit more prepared. For each participant in the campaign, the Team at Recovers will donate $1 to Hurricane Sandy recovery, up to $5,000.

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San Francisco, a city that knows its faults

Low vacancy, so many homeless people, beautiful old buildings, shuttle busses to silicon valley… and warning, I’m going to talk about earthquakes. If it gets scary, stick with me: there’s good news at the end, ways to better understand the specific risks facing San Francisco, and some easy places to start.

Let’s Talk Numbers
After the 1989 Loma Prieta earthquake, 11,500 Bay Area housing units were uninhabitable. If there was an earthquake today, the current estimate (from Spur) is that 25% of SF’s population would be displaced for anywhere between a few days to a few years. However, San Francisco’s top shelter capacity can only serve roughly 7.5% of the overall population. And that is only for short term stays in places like Moscone center. So where would the remaining 17.5% of the population go?

1. Some people may decide to leave the city and start over somewhere else (something called “outmigration”, which is not ideal for the economic health of a city).

2. And some people take longer term housing in vacant units around the city. But this is particularly tough in SF because vacancy is currently at an all time low of about 4.2% vacant units.

3. This brings us to the most ideal scenario: staying put. Something referred to in the emergency management world as “shelter-in-place.”

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What is Shelter-in-Place?
Shelter-in-place is “a resident’s ability to remain in his or her home while it is being repaired after an earthquake — not just for hours or days after an event, but for the months it may take to get back to normal. For a building to have shelter-in-place capacity, it must be strong enough to withstand a major earthquake without substantial structural damage. […] residents who are sheltering in place will need to be within walking distance of a neighborhood center that can help meet basic needs not available within their homes.”

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Disaster Planning for the Disabled

In your community, are there any plans specific to evacuating disabled individuals?
In New York City, the answer is no.

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What’s The Problem?
New Yorkers are in federal court arguing that the city needs disaster evacuation planning specifically for the disabled.  Numerous complaints were received after Hurricane Sandy by disabled residents who were unable to access evacuation vehicles, shelters, or resources. According to the CDC, this is a widespread issue, as about 50 million Americans, or roughly 20% of the population have disabilities or access needs. It is clear that disabled individuals may need special consideration during evacuation and recovery. So why aren’t we building their needs into disaster planning? And what can you be doing as a resident or government official to help?

How Can Recovers Help?

For individual residents, our new preparedness platform (currently called ‘Ready‘) provides disabled individuals with information specific to their situation and location such as: Continue reading

Disaster Outcome Brokers

BCLC’s Richard Crespin writes about challenges in post-disaster corporate giving and local organizational efforts. Read the original article here. 

In eighth grade I had to pick an independent study project. It was the ’80s, the dawn of the Reagan Revolution, and it was cool to emulate Family Ties’ Alex P. Keaton (ok, maybe not cool, but cool enough for me), so I picked investing. This was before online brokers, before E-Trade, even before the Internet, so my dad took me down to the local Sears. That’s right. Sears. For some reason Sears had decided to offer financial services, so the local office of Dean Witter was squeezed between the lay-away desk and the lawn mowers.

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As I sat there, a kindly man in shirtsleeves and a tie explained capital markets. Brokers like him earned their money by knowing who wanted something (the buyer) and who had it (the seller). He served not only as an intermediary, but he understood the goals of each party in order to ensure the trade was successful for both. That, in short, is what any good broker does, be they real estate, stock, or disaster brokers.

Wait. Disaster brokers? Do such things exist? No. But they should. Institutional and cultural barriers undermine the ability of businesses, governments, and NGOs to work together to rebuild after disasters. “Disaster recovery outcome brokers” could overcome these barriers.

A few weeks ago I helped the Business Civic Leadership Center (BCLC) lead a Business Delegation Tour of the communities damaged by Hurricane Sandy. We met with every local government, local chamber, and local business leader we could find in the boroughs of New York and up and down the Jersey Shore. In every meeting, the businesses on the tour would ask, “Whaddya need?” and the local leaders would say, “Whaddya got?” After a back-and-forth it became apparent that neither side really understood the needs of the other.

This is a classic brokerage situation: unmet needs on one side and resources in search of effective deployment on the other, compounded by a “language barrier” and a “time barrier.” The language barrier arises when NGOs don’t know how to express their needs in discreet work packages (send me 10 accountants to Union Beach on Wednesday and 100 cases of work gloves to Hoboken on Thursday) and the time barrier comes in when businesses with hard resources (people, money, products, services) have very limited management resources (executives capable of triaging and making decisions about where to deploy them).

It’s very similar to the challenge many of us face when picking investments. Assuming we’ve got the money, we lack the time necessary to learn about the markets and the different investment possibilities. Enter your friendly investment broker. This situation recurs after every disaster, which is why we need effective “disaster recovery outcome brokers.”

In his paper, “Can Government Work Like OpenTable,” my friend and colleague Frank DiGiammarino uses his insights from running Recovery.gov for the Office of the Vice President to lay out a new model for how public-private partnerships could work. In his words, “As a global society, we’re at a cross roads. Government resources are increasingly diminished, yet our problems are more complex. If the public sector wants to break its beurasclerosis it needs to understand and embrace new ways of doing things… like Kayak, Hulu, and yes OpenTable [which] all exist to sort through huge amounts of data to deliver an individualized outcome.”

Similarly, after a disaster, the needs are hyper-local (varying from town to town, even block to block) and in unstructured datasets like social media or separate databases, but the resources to solve them live inside of institutions, like governments and big businesses, who are used to structured data and detailed processes. What people need in Union Beach, NJ differs vastly from what people need in Hoboken, NJ — much less what they need in Staten Island, NY. Knowledge about those needs exists, but only at the very local level. And the NGOs and governments that have it use different databases, if any. For businesses to respond to these localized needs they need to get them in work packages that they can easily access, so that they can assign resources to them using only a very small amount of management time.

As an example, immediately following the storm, I briefly sat in the FEMA Operations Center. A call came in for temporary housing. Racking my brain for atypical sources, since all the typical ones were either underwater or already engaged, I came up with real estate management firms. I called one of the largest. They said, “Love to help, but we manage office space. We can’t convert that to housing. Sorry.” Weeks later, I relayed this story to a local NGO in New Jersey. The poor woman’s head nearly exploded in frustration, “Argh! We needed office space for staging areas!” She hadn’t thought to ask for office space from businesses, and even if she had, chances are slim that her request would have surfaced to me in DC.

Now, it is true that systems like Aidmatrixexist and act as big spreadsheets in the sky for cataloging needs, especially for product donations. Those systems have their own advantages and disadvantages and smart people are hard at work trying to improve them. But even those plans won’t address several core challenges.

First, at a basic level, we need systems for dealing with services, skills-based volunteers, and directed cash donations. To deal with part of this challenge BCLC has partnered with National Volunteer Organizations Active in Disasters (NVOAD) to launch a Disaster Recovery Aid Portal for these specific needs. More fundamentally, however, we also need a bit of rapid human intervention. My Dean Witter broker, back when I was in eighth grade, did more than just match cells on a spreadsheet. He helped broker high-value relationships by understanding both the buyer’s and seller’s needs. The same thing is needed for disaster recovery and rebuilding. The BCLC/NVOAD portal will do some of that by inserting an actual human being into the posting/matching process to ensure the needs from NGOs and governments are expressed in a way that a company can respond to.

We also need a broader conversation about the role of businesses in disaster rebuilding and recovery. It has become increasingly common practice for companies like UPS and FedEx or Walmart and Target to embed in emergency management operations centers so they can coordinate with the governments and bring their supply chains to bear immediately following a disaster. That kind of partnership needs to extend beyond immediate relief efforts and security issues (so called “first response”) to the medium-term issues of rebuilding and long-term recovery (“second response”). Doing that will help breakdown several cultural and institutional barriers that currently impede long-term recovery.

On the cultural side, many people in NGOs and governments inherently distrust business. Part of that is inherent to their position: they have to keep potential vendors at arm’s-length to avoid compromising the procurement process. But it also comes from a knee-jerk suspicion of the motives of the private sector. On the other side, businesses, like the rest of us, have short attention spans. While they’re willing to open their wallets in the immediate aftermath, once things leave the front page, their interest and giving often wanes. Which is a shame, because if anyone has the know-how to solve these long-term issues, it’s business. We need to simultaneously better educate NGOs and governments on how to work with businesses and raise awareness among companies of the roles they can play in a long-term solution. Governments and NGOs shouldn’t be naïve in selecting partners, as there will always be bad actors, but they need to learn how to separate the good from the bad. And businesses need to give smarter, focusing their resources on the problems they can uniquely solve.

Disasters, like many other problems, are beset by silos. Government agencies work in their lanes, NGOs in theirs. Businesses, same story. “Outcome brokers aren’t slowed down by silos. Instead, they’re focused and designed to solve problems,” says Frank DiGiammarino. An outcome broker for disaster recovery would cut across these different sectors and craft hyper-local solutions, drawing on the vast institutional resources from each.

I haven’t cracked the code on what an outcome broker would look like for disaster recovery, but drawing on lessons from other models, here are some attributes:

  • Cross-sector governance. The major parties — businesses, governments, and NGOs — need equal seats at the table. A study by the Center for Strategic and International Studies (CSIS) pointed out that the US federal government still comes to the table in public-private partnerships (PPPs) with  the mentality of “my wallet, my rulebook,” meaning that as the major funder it calls the shots. The CSIS report calls for a “catalytic checkbook, dynamic rulebook” model, where the government pitches in the starter capital and adjusts its rules to the situation. For outcome brokers to emerge, that mentality needs to spread.
  • Access and analysis of large data sets. What makes the Kayak or OpenTable model work is those companies’ability to use localized data and customize it for easy use. I often hear problems of data security and confidentiality as barriers to data sharing in PPPs, but I can think of few more competitive environments than restaurants and travel. If Kayak and OpenTable can figure out how to get competitors to safely share information, so should we.
  • Integrated operations. Beyond overall governance and access to data, we also need integrated day-to-day operations. I recently interviewed a broad set of business leads responsible for their companies’ management of PPPs. Almost every one of them mentioned the importance of integrated day-to-day operations as the key to their success or lack thereof. Without trust and good working relationships at the ground level, things fall apart, even with intense backing from executive leadership.

I hope these principles can start a new conversation. Recovery and rebuilding will always be hard. But it doesn’t have to be as hard as it is today. By shedding light on these principles I hope outcome brokers will emerge who, like my old Dean Witter stock broker, will understand the needs of all sides and break through the cultural barriers, institutions, and data to find tailored solutions to hyper-local needs.