Readying While Recovering: Atlantic Hurricane Season 2018

Readying While Recovering: Atlantic Hurricane Season 2018

Readying While Recovering: Atlantic Hurricane Season 2018

The unprecedented hurricane response by state, local, and Federal agencies in 2017 is only months in the rearview mirror. Ready or not, June 1st marked the beginning of the 2018 hurricane season.

Disaster recovery often continues as the next threat approaches. How can agencies best prepare for the next disaster when communities are still reeling with the aftereffects of a previous event? To achieve simultaneous preparedness and recovery, solutions must be citizen-focused and flexible while including innovative pathways to mitigation.

The key is to not only focus on recovering from a disaster but also preparing for the next one. This requires simultaneously balancing the need to return life to normal quickly with the imperative to rebuild better, smarter, and more resilient. Recovering quickly without sacrificing resilience in the face of an approaching hurricane season (or other potential disasters) requires prior planning: communities that have recovery and mitigation plans developed and pre-approved by FEMA before disaster strikes can recover faster, more easily implement community-focused solutions, and jump-start preparedness.

How can the Federal Government encourage this kind of pre-planning for disaster recovery and mitigation when authoring proposals can be time-consuming and expensive? FEMA has already put strategies in place to encourage pre-planning and include mitigation projects in recovery funds. Innovation is not always intuitive, but it is required to prevent repetitive disaster losses: in 2016, the Department of Housing and Urban Development awarded over $1 billion to states, cities, and counties, encouraging applicants to get creative through the National Disaster Resiliency Competition.

 

Can agency strategies encourage innovation by grant applicants by themselves getting creative and thinking outside the box? At Arc Aspicio, we think so. We bring leading edge ideas from academia, private, and public sectors together with expertise in Design Thinking at the Strategy Innovation Lab (SILab). The SILab allows Arc Aspicio to look ahead and anticipate future challenges and opportunities. Stakeholder analysis using personas to explore the perspectives of different key stakeholders, data mining for the less obvious lessons learned, and a focus on mission-critical functions are all components of envisioning the needs of the future disaster victims and survivors.

For the agencies that partner with communities to face down every fire, hurricane, and tornado season, along with unpredictable threats, preparedness and recovery are an overlapping, never-ending cycle. With flexible, community-centric grant strategies, they have already recognized this cyclic nature. Identifying processes where innovation can be injected can only improve the nation’s resilience further.

About Arc Aspicio
Arc Aspicio is a management, strategy, and technology consulting firm that takes a mission-oriented approach to complex client challenges. Focused on innovation, Arc Aspicio provides services in strategy, design, human capital, operations, analytics and visualization, technology, and information sharing. The company is known for a strong, collaborative culture that values gratitude, provides leadership opportunities, and explores the future. Our teams use a human-centered approach to working with clients and are flexible and responsive within dynamic Government client environments that often have new priorities and evolving missions. We thrive on these situations and promote continuous improvement and new ideas. And, #welovedogs! Follow us on Twitter @arcaspicio or learn more at www.arcaspicio.com.

Contributors

* Arc Aspicio |

Arc Aspicio is a management, strategy, and technology consulting firm that takes a mission-oriented approach to complex client challenges. Focused on innovation, Arc Aspicio provides services in strategy, design, human capital, operations, analytics and visualization, technology and information sharing. The company is known for a strong, collaborative culture that values gratitude, provides leadership opportunities, and explores the future. Our teams take a human-centered approach to working with clients and are flexible and responsive within dynamic Government client environments where missions evolve and new priorities arise sometimes even daily. We thrive on these situations and promote continuous improvement and new ideas. And, #welovedogs! Follow us on Twitter @arcaspicio or learn more at www.arcaspicio.com.

Lynn Ann Casey / Chief Executive Officer info@arcaspicio.com 703.465.2060

LeadersNest Names Lynn Ann Casey a FedFem Award Honoree

LeadersNest Names Lynn Ann Casey a FedFem Award Honoree

Washington, DC, October 19, 2018 — LeadersNest named Arc Aspicio CEO Lynn Ann Casey a FedFem Award Honoree. The FedFem awards salute high-impact women executives and leaders of the government contracting community. FedFem Award Honorees blend their entrepreneurial courage and Federal government support that effectively impacts the industry, national economy, and the local marketplace. 

Boosting the Mission: Developing Acquisition Requirements Guidance

Boosting the Mission: Developing Acquisition Requirements Guidance

To keep up with the fast pace of change in the field of Government acquisitions, Department of Homeland Security (DHS) components are developing their own acquisition requirements (AR) policies. However, without specific timeframes to finalize these policies, DHS agencies often lack guidance on how to develop ARs. Among DHS agencies, the U.S. Coast Guard is leading the way with their own formal policy to describe this process. To compliment the U.S. Coast Guard’s policy, DHS created the Joint Requirements Integration and Management System (JRIMS) to offer direction for agencies—to review, validate, and suggest solutions for capability gaps and requirements.

Top Qualities of Design Thinking Leaders

Top Qualities of Design Thinking Leaders

Design Thinking is on the rise in the business world. Design Thinking leaders focus on creating the best product for their clients and working with the experiences and insight of fellow coworkers. Some of the key characteristics of Design Thinking leaders present themselves in individuals who are open and subject themselves to vulnerability with clients and coworkers. These qualities help leaders to connect and build relationships with others. They also create an open flow of communication that allows for others to better share their knowledge to align with and understand the company's mission.

Think, Key, Speak: Purposeful Communications

Think, Key, Speak: Purposeful Communications

I spent the early years of my career in the United States Navy as a Naval Flight Officer on the E-2C Hawkeye, the Navy’s aircraft carrier-based Airborne Early Warning and Command and Control platform. The various missions of the aircraft demand that aircrew monitor up to ten radio frequencies, and actively speak on three or four of those, at any given moment in flight.

How Can Communities Ready Themselves for a Major Power Grid Event?

How Can Communities Ready Themselves for a Major Power Grid Event?

Communities are often the foundation for an expedited recovery following major events. But how can communities strengthen their response to, for example, a major cyber-attack or natural event, such as an Electronic Magnetic Pulse solar flare? A United States electrical grid failure could destroy a number of the nation’s high voltage transformers causing widespread outages for several weeks, even months. A public health emergency could quickly ensue particularly among the vulnerable as the ripple effects cause significant societal disruption. The Federal Emergency Management Agency’s (FEMA) strategic plan encourages and empowers communities to prepare for the inevitable impacts of future disasters. How can communities prime for major events?

Confessions of a Chief Strategy Officer

Confessions of a Chief Strategy Officer

I’ll admit it, I was a little smug. After more than 20 years in the consulting business helping clients develop, implement, and integrate their strategies, I thought… “how hard could it be to do the same things for my own company – a company of consultants?” I had the commitment of my leadership, a group of talented people, and a plan and resources to grow the company. We had energy and we had a great process and tools to successful. What could go wrong?