'Disaster Response Operations'
Aiming to cover emerging costs of volunteers and equipment for a "whole community" response.
As in-field first-responder resources reach capacity, early on.
During the search, rescue, and critical response phase of emergency services operations.
When 'big government' and other aid are days away.
With global increases in occurance and severity, have you come close to a sudden-onset climate or natural disaster?
Is to deliver critical cash and supplies to support respective community-based relief efforts. To fill widely recognized inherent funding gaps at the frontline in the early stages of the natural disaster cycle, during the life-threatening evacuation—search, rescue, and critical response phase of disaster relief operations. When needed, not soon after. Globally, where we can . . . without borders.
To deliver aid to those fighting for survival. For themselves or in service to others. Through a professionally guided, "whole community" approach to search, rescue, and critical needs response.
First, for clarity, we use the phrase 'big government' to define the federal, state/provincial integrated emergency oversight agencies. This is to distinguish their response from that of the community and regional governments.
Our objectives for delivering certain relief align with government, big and small. Although there are logistical and other operational slow-ups (red tape) to be recognized with these and other traditional gatekeepers of disaster relief aid.
Organizations like the US Federal Emergency Management Agency (FEMA,) are the national lead on these issues. History shows big government normally takes days to arrive on the scene. Often post-storm into the recovery phase . . . no truer than when predictably, a monstrous severe-level weather event tracks and behaves unpredictably.
Reference the USA FEMA 2018-2022 Strategic Plan for disaster response.
The same transitioning times hold for national and international Non-Government Organizations (NGOs). Depending, of course, on the location and severity of the storm.
Weighty bureaucratic approval processes are common with the government and other relief agencies. Often problematic for getting critical aid out in a rush. Inherent lag time, therefore, is repeatedly a factor slowing the search, rescue, and response effort early on.
In widespread catastrophic severe weather, first responders often need rescuing too . . . no one is immune to nature’s fury.
Every widespread natural disaster is different. The myriad of related responder challenges is as well.
Therefore, we seek to deliver aid directly to in-field community emergency services. To the acutely aware, such as the local fire, police, and other quick response (land and water) search & rescue services. For whom, incidentally, limiting finite resources, including having enough front-line personnel to deploy, often fails the challenge. Where every extra dollar helps because annual budgets rarely prepare for the unknown. Particularly when a widespread natural disaster has set upon their community with fury and little warning.
Our goal, therefore, is to support exiting emergency response services . . . not to limit or circumvent. Rather augment a more restrictive response from systemically slower resources. To reduce, where we can, inevitable delays within their country’s integrated emergency management system. If the country even has one, that is.
Tapping the whole community:
For the initial phases, we aim to be a more readily accessible front-line funding source. When big governments cannot get there fast enough. According to FEMA, slower responses from 'non-resident' agencies are the norm. A factor that is difficult to overcome and therefore not likely to change.
So shortages of first responders and resources are commonplace early on, and since self-rescue is not an option for many, disaster response management best look to fortify a lack of response services with citizen volunteers. In order to plug the gaps as they appear. A fundamental piece of the "whole community" response.
Again, our goal in raising awareness and funds is to provide a quicker funding fix than to wait on big government and others for relief. By example, to help eliminate early on, the burden of costs for key volunteers and therefore, limits placed on the district itself. A first step toward turning victims into survivors.
In review, big government resources are often systemically slow to arrive on the scene. In the early stages, often too late. Let alone quick enough to dispense targeted local relief dollars once they arrive. The big wheels of government keep moving, but it takes time.
In affirming this, FEMA recommends systematic community pre-planning to deal with this shortfall. They encourage family, neighbours, and strangers to act to save themselves, sure . . . though that is limiting for those not so able.
This is precisely why citizen volunteers should be organized in advance to be ready to assist, as called upon.
When early-stage rescue resources are inadequate, related issues cascade, compounding by the minute. The larger the scale of operations, the more acute these issues are.
The thing about having a volunteer on call is the cost. There is none, not unless there is a deployment that costs money. So having to come up with respective funds would only kick in, in the event of.
The other thing. What small to medium-sized government could realistically have a fully funded contingency in place, for the size and scope of a widespread natural disaster suddenly striking like this? Therefore, it is best to have a contingency plan in place for extraneous funding needs like this as well. This is where an outside-of-government donor-funded source would come into play.
In rapid-onset natural disasters, there can be nothing as important as being prepared for it. To be ready and able with help, to pitch in when traditional help needs help. Funding for this is the central message here. To pre-establish, a disaster management contingency plan is what FEMA recommends. Where a mix of able volunteers’ is foundational to a sustainable community plan.
Volunteers, both willing and able. Such as off-duty, healthcare workers and those with access to specialized equipment. Nurses, doctors, boat owners, snowmobile owners in winter, scout leaders, and so forth. As well as labour, drivers, etc.
For instance, when EMS is overwhelmed and unable to respond, volunteer nurses and doctors can help administer medicines or help set up and staff triage if needed. Volunteer drivers can transport survivors or deliver medicines. Volunteer snowmobile operators can get to the stranded . . . these sorts of things.
Former FEMA Director, Craig Fugate (2009-2017.) Considers this part of a "whole community" response.
So getting direct financial support (and other aid) to survivors surviving where we can is a start. Before big government is there to act. Paying out-of-pocket costs for citizen volunteers and others in the initial stage of relief operations is also. Stepping up to supplement these costs should relieve already stretched community resources from having to. Yet another element of a "whole community" plan.
The costs to cover for the individual volunteer might include gas, lodging, food, search & rescue supplies, and so forth.
The availability of this sort of funding will also help coax many into the volunteer relief effort. To help knock down economic barriers to volunteering. Like the cost of fuel to operate that snowmobile, for instance. What is often the sort of barrier to agreeing to volunteer.
Why? Because preserving personal means (cash, gas, survival supplies) would be 'the' priority for many. A key to one’s survival, as well as that of their family. For our funding to elevate such a burden is a major 'get' for securing an organized volunteer network.
Lest we forget. Responder agencies and staff are themselves, often handicapped by the catastrophic event itself. Personnel stuck in place and unable to get to work, for instance. So preparing to fund these sorts of costs of standby volunteers is a backstop to many unforeseen shortages in critical personnel. Another example in the broader scheme of possibilities in disaster services management.
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Ascent is a 'bespoke' provisioner . . . a 30-year veteran in the emergency response space. With a notable community-outreach skill set, to get this done.
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