Pareto Fundraising and Pareto Phone are here to help nonprofit organisations raise more money, so that they in turn can do more to help their beneficiaries. None of this takes away the needs caused by crippling diseases like arthritis, killer diseases like liver cancer, runaway species extinction and rainforest destruction. Colleagues and I have written about the perils of fundraisers holding off fundraising activities due to an emergency that doesn’t directly affect their charity.
An emergency is a very exciting, exhausting and overwhelming time for fundraisers in such charities.
Often these donations are from people who have not ever donated to that charity before, or only during previous emergencies. Overall, charities tend to find that emergency donors are a tougher group to get motivated and become ‘normal’ donors – giving occasionally to tax or Christmas appeals, for example. Data also shows that the best time to ask someone for a regular, monthly gift tends to be soon after a single gift.
We have seen from our own work within Pareto Phone and Pareto Fundraising that this tends to hold true for emergency donors too. One theory, as yet untested, is that if that phone call is made even sooner – maybe within four days of a gift – the results would be even better.
I suggest testing email, phone and mail to solicit a second gift, within 72 hours of previous gift, whilst the emergency is still big news. In your explorations, I would also suggest testing straight to regular gift against trying to get a second gift. Whatever you do, please, make sure it is someone’s responsibility to follow up on donations. Here you will find our archive of articles, news and reports, all of which can be searched. First, I continue adding charts around the room that will help my kids remember the things we talk about without me having to remind them. Thanks to Rachelle, putting together my Sub Tub was super easy and it turned out cute if Idosaysomyself!
After I organized all of my worksheets, class list, schedule, important info about my class, sub notes, etc., I put together a very detailed plan for the sub. I just got switched from 2nd grade to 1st grade and these would be perfect for doing calendar time!
He would help me sound out words (during blending)by looking at each letter and then whispering into my ear the correct sound. FHWA Office of Operations - Coordinating Military Deployments on Roads and Highways - Chapter 4. This publication is an archived publication and may contain dated technical, contact, and link information.
A series of coordinated activities is triggered the moment the military receives a warning order and ends when convoys arrive at their destination.
Developing a plan or a set of coordination procedures requires combining the knowledge, expertise, and information of many agencies across several jurisdictions that support military deployments during national emergencies. Confidence and trust among agencies necessary to support military missions during emergencies. The focus for users of this guide is on developing procedures or plans that address operational issues or concerns associated with military convoy movements. The Emergency Response Coordinator at the SDOT should verify the existence of current procedures and plans for supporting military deployments; this information will provide insight into the scope and scale of the update required or the creation of new procedures if necessary.
A review of documents will highlight the current and proposed routes on which military deployment coordination is needed. Once this preliminary inventory and understanding has been developed, a process for developing or refining a plan or set of procedures can be selected using one of several approaches.
The DMC will be one of the best sources for identifying operational needs for a military deployment. Agency representatives should discuss their general preparedness to support military deployments. Confirming the ability to access key information about approved convoy movements such as existing permits, current and accurate roadway conditions, special needs, and other information.
As a result of steps 1 and 2, background information and lists of military and support agency needs have been identified. Based on the needs, agency representatives should describe a concept of operations—those activities the supporting agency will perform to meet those needs. Inventory of existing highway conditions based on the proposed routes and military needs—work zones, construction locations, weight restrictions, operational chokepoints, etc. Preparation for special needs or circumstances such as rest areas, time-of-day restrictions, etc. Monitoring of convoy movements and response to special needs of convoys-in-route (TOCs, road patrols, etc.).
Once the sequence of activities by the military and support agencies has been delineated, key interaction and interface points can be identified. Once the entire sequence and key interaction points have been defined and confirmed, a comprehensive review of the plan or set of coordination procedures should be made.
Similar levels of detail would be needed for other coordination and interaction points of the plan or set of coordination procedures. Interoperability of communication systems (800 MHz, 900 MHz, bridge circuits, common dispatch centers, etc.).
Selected ramp metering controls to maintain desirable freeway speed and facilitate time convoy movements. Prepositioning of critical assets (tow vehicles and service vehicles, for example) or service patrols in potentially vulnerable segments of the highway network. Ultimately, the coordinating agencies should assess the appropriate level of detail and document this detail in the plan or procedures (Figure 23). Once a plan or set of preliminary coordination procedures has been developed, it should be submitted for independent agency review and confirmation. Once the preliminary coordination procedures have been reviewed and revised, the final set of coordination procedures or plan should be documented. A process which anticipates and maps out the consequences of business strategy on an organization's human resources. Turnover covers the whole input-output process from recruitment to dismissal or retirement and takes the consequences of promotion and transfer into account. HRM implies that planning has to go beyond the 'numbers game' into the softer areas of employee attitudes, behaviour and commitment. Out of all the characters you've played so far throughout your career, who has been the most difficult? Section 10204 of the SAFETEA-LU and the FY 2006 DOT Appropriations Act included specific factors that were a part of this evaluation, such as the potential modes of transportation in evacuations, coordination with neighboring jurisdictions, and communications before and during evacuations.
The objective of the evaluation was to assess the status of evacuation planning processes in the Gulf Coast region to determine how well they address the various aspects of evacuation planning and operations, the constraints that State and local jurisdictions face in preparing and implementing evacuation plans, and actions that could be taken to improve evacuation capabilities.
Hurricane evacuation plans are prepared at various levels of government including State, county, and municipal, and may be prepared by a variety of agencies ranging from a State DOT, to a State emergency management agency, to a municipal public works agency, or even to a State highway patrol agency. To meet the Congressional requirements for this study and assess the range of factors included in effectively planning and executing a mass evacuation, the U.S. The body of the report is been organized by the key elements related to mass evacuation planning and operations for catastrophic incidents.
To establish the current framework that guides evacuation planning and implementation, the U.S. Conduct Literature Review: The literature review provided additional information to guide the methodology and evaluation criteria for the study. Analyze Cost: The purpose of the cost analysis was to examine the cost of mass evacuation plans in the Gulf Coast region.
Findings from recent government reports including the White House, House of Representatives, and GAO reports and the Task Force Report to the Texas Governor on the Hurricane Katrina response.
Each attribute was also characterized into two distinct categories—essential and non-essential. Does the plan address evacuation planning considerations (e.g., decision making, communications, available transportation modes, special needs, and sheltering) with regard to catastrophic hurricanes and other catastrophic events?
Does the plan require organizations to prepare standard operating procedures that contain the detailed instructions that responsible individuals need to follow to accomplish assigned tasks? Does the plan describe the provisions and methods for alerting citizens that evacuation may be necessary?
Does the plan identify what will be done to keep evacuees informed during evacuation to reduce their level of mental and physical stress?
Does the plan describe the means the government will use to keep evacuees and the public informed on the specific actions they should take after the evacuation has started? Does the plan describe provisions for evacuating special needs populations including those in assisted living facilities, hospitals, and those living independently (e.g., people with physical, mental, cognitive, and developmental disabilities)?
Does the plan describe provisions for evacuating other special needs populations (e.g., people in schools, day centers, mobile home parks, prisons, and detention centers, as well as, people that do not speak English or who are tourists, seasonal workers, or homeless)? Does the plan describe the safe and practical transportation modes that will be available to move evacuees that cannot transport themselves (other than special needs populations)?
Does the plan include provisions to ensure availability of public and private transport modes and necessary transport operators?
Does the plan require the establishment of mutual aid agreements with other jurisdictions to formalize access to and use of shelters? Does the plan include provisions for training a volunteer cadre to support shelter management operations, transport of evacuees, and first aid stations along the evacuation routes, etc.? Evacuation planning and operations is a complex process that involves many emergency operation functions. Figure 3-5 illustrates how the study methodology starts with the assessment of individual plans and then assesses and compares the family of plans that include the individual plan.


Each attribute is scored on a scale of 0 to 3.0 = the attribute was not addressed in the plan1 = the attribute was only partially addressed in the plan2 = the attribute was completely addressed in the plan3 = the plan exceeds the requirements of the attribute, and is a potential best practice.
Step 2: The second step is to score the degree to which the plan fulfills each general evaluation question. The scores for each attribute from Step 1 are converted into weighted scores, using different weights for essential and non-essential attributes. The weighted scores for all attributes are added and divided by the total of their weights, to determine the average weighted score for each question.
Step 3: The final step is to roll-up the average weighted scores from all of the plans for each general question. Vet initial findings and recommendations with subject matter experts at the State and local level to clarify and refine the assessment.
The on-site meetings were a valuable source of additional information and provided a more comprehensive picture of the status of mass evacuation planning and operations in the region. Exercises test emergency response capabilities and the performance and skills of the agencies and individuals. The identified lessons learned and corrective actions will be shared with the DHS Lessons Learned Information Sharing portal, and Corrective Action Program associated with the DHS National Exercise Program, to ensure that they influence ongoing Federal, State, and local government preparedness programs and planning activities. This year fires, flood and earthquake have hammered Australia and New Zealand, as well as at least seven other countries. For example, a New Zealand cancer charity deciding to postpone its donor appeal due out the first week of March because of the earthquake.
For example, if there is an earthquake, and your charity is a development agency tasked with helping out.
People cancel leave, work 84 hour weeks, man phones, stuff envelopes; they may not have the skills for sorting through rubble but they put their soul into helping the rubble sorters’ funding.
Caught up in the passion and the moment, appalled by what I see in the media, I want to do something. For example, calling six months after an emergency will get better results than nine months later. I believe that most emergency donors give because of the media, but don’t really know how much to give. They could use them to help with expressing needs by using a certain color of frog for certain needs! I would use them to help read our morning message and to review our word wall and math wall.
I would use them as a sharing stick and people would have to wait to speak until they had a puppet stick. Some of these activities require support from various State agencies to efficiently and safely assist the military move to its destination. The current procedures may be part of an existing EHTR or may be a set of independent coordination procedures and plans. One approach involves ad hoc work groups formed on a regular basis to define and address deployment procedures. This individual works closely with the deploying military installation to identify needs, establish and track the timing of major activities, coordinate with other DMCs as needed, and act as the primary interface with other State agencies. Chapter 2 highlighted the major functions and roles—these must be confirmed among the supporting agencies and participants to ensure proper allocation of responsibilities and resources. This can help on-site and supporting personnel become aware of their responsibilities and interagency agreements during convoy movements.
These needs should be matched to the typical phases of a military deployment, namely the issuance of a warning order, followed by the notice to deploy, and the actual convoy movements. These interaction points help to further define the required information flow between and among agencies.
This review step will ensure all the detailed activities have been identified and properly sequenced, the appropriate supporting agencies are identified, and agency representatives are aware of their supporting roles and responsibilities.
The TMC operators monitor the traffic conditions within their traffic networks and provide periodic updates via telephone to the DMC, if required and requested by the DMC (subject to workload and availability at the TMC).
This step will ensure the proposed procedures are complete and properly sequenced, and the key coordination and interaction points have been identified. Based on the independent review, a revised plan or set of coordination procedures should be developed and documented. The documentation should include activities for keeping the plan current through reviews and updates at least annually.
The strategic process can be organized logically - for example, following the decision sequence shown on page 351 of Human Resource Management in a Business Context.
If the implications are major, strategic decisions are taken at the centre of the business.
To support line managers dealing with the people consequences of implementing the decision. These aspects are critical to HR development, performance assessment and the management of change. DOT's study methods used to evaluate the local, State, and Federal plans for evacuations related to hurricanes or other catastrophic incidents in the Gulf Coast region.
The purpose of the evaluation was not to grade the individual local and State plans, but rather to assess and gather information from those plans that will help local, State, and Federal agencies improve their evacuation processes in the future. DOT team of representatives from the Office of the Secretary (OST), FHWA, FTA, FRA, FAA, and FMCSA, with assistance from a consultant team. The State and local evaluation reviewed plans for moving people away from areas threatened by catastrophic incidents and for accepting evacuees from other areas, including emergency evacuation plans that were available from State, county, and parish emergency management agencies. DOT also consulted with the State emergency management agencies to validate that the plans provided included all relevant plans available in each State. DOT developed a systematic, analytical process to evaluate the readiness and adequacy of State and local jurisdictions to move people in the Gulf Coast region away from catastrophic incidents and to safe shelter. These elements are major categories of activities or functions that local, State, and Federal emergency management agencies would conduct to plan and execute a mass evacuation.
DOT collected and reviewed guidance, literature and research, cost data, and other information on evacuations. DOT reviewed the current guidance for local, State, and Federal agencies regarding evacuations. The cost analysis was used to identify and define the costs associated with and incurred in mass evacuation plans.
DOT developed evaluation criteria that focus on local and State actions necessary to plan for and implement a mass evacuation. DOT developed the evaluation criteria from information gathered from current Federal guidance on evacuation planning and operations as well as recent questions raised after the evacuations for the catastrophic hurricanes in 2005. Essential means that if the attribute were not addressed in the plan, executing key aspects of the evacuation would at risk. DOT assembled and assessed these families of plans relating to evacuations for the Gulf Coast jurisdictions to determine how they address the evacuation planning and operational questions developed for this evaluation.
Based on the cumulative score, each question is then given a rating, based on the levels described in Table 3-2. DOT's study methodology was the on-site discussions with key State and local emergency management, transportation, law enforcement, and non-governmental organization officials.
DOT conducted one visit in each State, and coordinated whenever possible with the DHS staff conducting the on-site peer reviews for Phase II of the DHS Nationwide Plan Review. The attendees at the State and local meetings were experts in evacuation planning and operations. The reports summarize the events and identify what did and did not perform efficiently and effectively.
Sometimes, exercises and drills are designed to severely strain the current capabilities of the emergency response agencies to the point of failure to help identify potential gaps and weaknesses and ways to improve plans, operations, and training.
DOT's study benefited from several other recent governmental reviews on emergency response to Hurricane Katrina. This chapter describes a five-step process for developing or refining coordination procedures or plans. A plan is a comprehensive description of activities, resources, roles, and responsibilities with additional detailed consideration for updates and testing.
First, the Emergency Response Coordinator at the SDOT should develop an inventory and an understanding of current procedures or plans, identify the organizational structure or format for developing the procedures, and identify key participants or agencies. The magnitude of any discrepancies or differences between current procedures and needs should be noted for later review and consideration. At the other extreme, a formal planning body or group may address military deployment coordination and activities. Because of the past working relationship among State agencies, military needs should be relatively routine and well defined.
In step three, these roles and responsibilities will be further refined during detailed discussions of activities, information flow, agency coordination, and decision making.
The intent is to build an understanding of major responsibilities and a trusting relationship among agencies prior to the need for any special multiagency response during convoy movements (Figure 21).
The following topical outline of a set of coordination procedures or plan is offered as a means of organizing and documenting the products from this step (Figure 22). If field sensors of the TMC indicate a change in traffic flow along a designated convoy route, the TMC operators may choose to observe the possible causes of the delay through closed circuit TV (CCTV).
This independent review will serve as a check for internal agency coordination procedures and that all of the key offices or departments have or can provide the necessary information or decisions to support the preparedness and actual convoy movements. Specialized cross-agency training may be necessary using the coordination procedures as a guide. For these decisions to be taken, information must be obtained, consequences gauged, political soundings taken and preferences assessed. DOT collected and assessed the plans from various agencies within a State, as well as neighboring jurisdictions that were involved, and assessed how the agencies coordinated their plans across geographic and political boundaries.


DOT study of mass evacuation planning for the Gulf Coast region and the DHS nationwide review of catastrophic emergency operations plans.
The DHS study assessed the overall emergency operations plans for catastrophic incidents for States, territories, and large urban areas nationwide. This included the more recent NRP and NIMS from DHS as well as SLG 101, NFPA 1600, and NRC evacuation guidance that has been used for a number of years. DOT collected relevant domestic and international evacuation reference materials, plans, policies, procedures, newspaper and magazine articles, journals, industry publications, and other documents.
Very little data are available on the costs of developing and implementing evacuation plans, and the limited cost information received for this study is incomplete. For each of the questions, a list of attributes (stated as questions) was developed to define and support the parameters of each question.
Non-essential means that failure to address the attribute could impair execution of the plan but would not be expected to cause key aspects of an evacuation to fail. Requirements relating to evacuation planning are generally addressed in several parts of the plan, rather than only in an evacuation section. The study also assessed how the jurisdictions' plans coordinated with their neighboring jurisdictions and then how all of the jurisdictions in the Gulf Coast region coordinate together to prepare for catastrophic hurricanes.
Many had years of first-hand experience managing evacuations under very difficult conditions. These lessons learned and best practices were discussed with the participants in the State visits and coordinated with the partners and stakeholders to help identify the highest priority issues. Emergency responders use this analysis of their capabilities to continually improve their plans and processes. This included the Final Report of the Select Bipartisan Committee to Investigate the Preparation for and Response to Hurricane Katrina by the U.S.
The elements of the procedures or plans are built on the roles and responsibilities of key agencies described in chapter 2 as well as a detailed understanding of military deployment planning and movements on public roads described in chapter 3. Both approaches are appropriate; they should be chosen based on the needs and requirements of each State or jurisdiction.
Additional data may need to be collected from others to gather sufficient background information about military deployment routes, current permitting processes, contact lists, communication practices (technical and organizational), and recent validation of the current procedures or plan.
Such formal bodies may exist in some States and reside in agencies with responsibility for statewide emergency management or homeland security functions. However, depending on the military mission, special needs may also be highlighted, such as unusual time-of-day movement needs, use of special vehicles, unconventional convoy operations or sizing, use of alternative or restricted routes different from the standard routes, and enhanced force protection and convoy monitoring.
This alignment of needs will provide the basis for identifying agency activities and documenting a plan or a set of coordination procedures. For example, once a notice to deploy has been received, public affairs officers in all supporting agencies should be made aware of the impending convoy movements. If the delay is increasing and is above a threshold value of importance to the DMC (for example, the delay is expected to be greater than 20 percent of the average travel time through the affected corridor), the TMC operator would contact the DMC via telephone to warn of potential convoy travel delays. Another approach is to conduct a tabletop exercise with several representatives from the military installation and supporting agencies. Once completed, the documented plan or procedures should be submitted for formal approval (signature) and distribution to the supporting agencies. DOT added other factors to develop a comprehensive view of mass evacuation planning in the region.
DOT also sought comments on the criteria from representatives of a number of its key partners and stakeholder agencies and associations. DOT reviewed evacuation plans for coastal counties and the adjacent counties along the Gulf Coast and many of the counties of Florida. DOT did not receive evacuation plans from every jurisdiction in time for the study, the Department collected and assessed evacuation plans from 63 jurisdictions in the Gulf Coast region. DOT's methodology included identifying the major components of a comprehensive evacuation planning and implementation program, collecting current practices and information on evacuations, developing criteria to evaluate current plans, conducting on-site discussions with State and local emergency management officials, assessing the plans, identifying lessons learned and best practices from recent evacuations, and developing findings and recommendations to improve mass evacuation planning in the Gulf Coast region and nationwide. These documents provide the framework, guidance, and considerations used by agencies throughout the government as well as NGOs such as the American Red Cross to prepare for and implement a mass evacuation. State officials noted that determining the amount of funding allocated and spent for evacuation planning would be difficult since funding comes from many sources at the local, State, and Federal level and many agencies within the various levels of government have agencies involved in evacuation planning.
The criteria were used for the detailed review of individual written evacuation planning documents from the jurisdictions in the Gulf Coast region. Evacuation plans are included in the basic plan, direction and control, evacuation, emergency public information, resource management, and mass care or the ESF annexes in the emergency response plan.
DOT discussed and validated the initial results from the evaluation of the written evacuation plans.
Lessons learned identify gaps, mistakes, or problems encountered that can or should be fixed. Likewise, actual events provide insights into the capabilities and needs of emergency responders. In either case, the development of a plan or set of succinct procedures will require cross-agency and jurisdictional coordination and collaboration for military convoy movements to be effective. The Emergency Response Coordinator should then distribute the coordination procedures or plan with a proposed approach for further testing and updates. This format would simulate the deployment process, including the use of specialized scenarios to test the robustness and completeness of the coordination procedures. Some agencies include the coordination procedures as part of statewide emergency transportation management procedures. These included AASHTO, APTA, the American Trucking Associations, American Association of Railroads (AAR), American Bus Association (ABA), Amtrak and the National Council on Disability. In addition, the evaluation included an assessment of sheltering plans for the States of Arkansas, Georgia, Oklahoma, and Tennessee, because these states may be among those to receive large numbers of evacuees from a catastrophic hurricane. This included plans from each of the 5 Gulf Coast States and 58 plans from county and parish jurisdictions from Florida and the coastal counties of Alabama, Louisiana, Mississippi, and Texas.
DOT study focused on mass evacuation planning elements for States, counties, and parishes in the Gulf Coast region. The literature review also identified lessons learned and best practices from after-action reports and case studies.The literature review addressed both anecdotal information and documented assessments of hurricane evacuation experiences, lessons learned, and guidance for transportation, public safety, and emergency management agencies that may have been developed following evacuation events. Information from the Gulf Coast States on the costs of evacuation is provided in Chapter IV, the Planning Key Element section, later in this report. The criteria were also reviewed and validated during the discussions with the State and local officials during the site visits. Does the plan include provisions for communicating with special needs evacuees such as hearing, vision, and physically impaired?). Written State and local plans did not contain all of the information needed to assess key issues pertaining to evacuation plans. DOT evaluated a number of after-action reports from the 2005 hurricane season to glean lessons learned that would have broad applicability for jurisdictions in the Gulf Coast region. In any case, a determination must be made as to the type of planning approach and the use of formal or informal organizational structures. For example, for substantial convoy movements planned through a metropolitan area, traffic operation centers may need to be alerted about the timing and volume on the convoy routes. Similarly, interagency communications procedures and protocols during normal and emergency situations should be confirmed. This information would allow the DMC to make a decision on the need to reroute the convoy to meet destination orders and requirements.
Still another approach might include one or two experts offering detailed review and comment. DOT also evaluated its own response to Hurricanes Katrina and Rita and incorporated these findings with the results of the State and local assessments to develop lessons learned, best practices, and findings and recommendations for this report.
The set of collected plans provided a representative base from which to assess the overall adequacy of evacuation planning for those areas in the Gulf Coast region with the greatest threat of catastrophic hurricanes. Evacuation plans are generally a subset of or an annex to overall emergency operations plans. It collected documentation on pre-event public information campaigns that agencies implement to inform the public of evacuation routes and procedures and to manage public expectations.
Appendix E provides the detailed list of questions used to evaluate State and local evacuation plans. Whether a single plan or a family of plans, these are the primary documents that governments rely on to detail what they will do in catastrophic incidents that warrant mass evacuations. For example, plans do not usually include the cost of implementing the plans, constraints on what can be included in the plans, and recommendations for actions to improve State and local evacuation capabilities beyond the scope of the plan.
DOT prepared a summary of each State visit, and a group of separate reports documents the constraints, recommendations, and best practices. It is typically based on an actual event, so that it has been proven effective in the field.
These deployment needs and supporting agency services should be identified because they may affect staffing and workload assignments.
Appendix B lists the jurisdictions and agencies included in the assessment of the 5 Gulf Coast States. DOT and DHS study teams coordinated site visits and discussed feedback and results and findings and recommendations from the site visits.
Appendix D includes a list of the State and local agencies that participated in the on-site meetings.




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Comments

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