Showing posts with label First Responders. Show all posts
Showing posts with label First Responders. Show all posts

August 28, 2017

Thank You To The Rescuers

With all the devastation going on around Houston and the Gulf Coast from Hurricane Harvey...

I thought it would be nice to just take a moment to reflect.

First, the pain and suffering of the people affected. 

I couldn't believe last night when I saw this image of residents in a assisted nursing facility sitting up to the necks in flood waters.

Or this morning, when I saw a photo in the Wall Street Journal of a firefighter holding a mother with her baby daughter lying on her, rescuing them through the waters. 

With over 3,000 rescues performed for people stranded in attics, rooftops, in cars, and all over the city and surroundings, I also think it's important to recognize all the firefighters and other emergency workers who put their lives on the line to help others. 

The Houston area is expected to get 50 inches of rain in under a week, which is what their usual annual rainfall is. 

So there is massive flooding and damage from Harvey as well as 250,000 people without power. 

My prayers go out to the people impacted and gratitude to the people who help them. 

(Source Photo: here with attribution to Huffington Post)
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December 18, 2011

Beyond the Four Seasons

For anyone who has ever stayed at the Four Seasons, you know it is an incredible hotel.
Customer service reins supreme and that's not just good business, it's good corporate values.
But reading about the Indian version of the Four Seasons called the Taj--it seems like they have taken customer service to a whole new level.
The Taj which has been operating for more than 100 years (opened in 1903) has 108 hotels in 12 countries, including of course India, but also Australia, South Africa, the United Kingdom, and even America (Boston, New York, and San Francisco).
Harvard Business Review (December 2011) describes not just the routine day-to-day service provided at the Taj, but rather how they behaved under one of the most trying events, a terrorist attack.
On November 26, 2008, there began a coordinated 10 attacks across India's largest city Mumbai than killed at least 159 and gravely wounded more than 200. The attack now referred to as 26/11 (i.e. 26th of November) included the luxury hotel, the Taj Mahal Palace and Tower (i.e. the Taj Mumbai).
The Taj Mumbai suffered at least 6 blasts and "stayed ablaze for two days and three nights" engulfing the beautiful domes and spires of this structure.
But while the hotel suffered significant damage resulting in months of rebuilding, the spirit of service by the workers at the Taj was tested to the extreme and thrived.
HBR describes how Taj staff, hearing the blasts and automatic weapons, safeguarded their guests during the attack going so far as "insisting that husbands and wives separate to reduce the risk to families, offering water and asking people if they needed anything,...[and] evacuating the guests first."
The Taj staff did not run out screaming--everyman and woman for themselves, but they not only stayed calm and helpful, but they actually put their guests lives above their own.
This is sort of reminiscent of the firefighters, police, and other emergency first responders on 9-11, who ran up the stairs on the burning World Trade Center to save people--but in this case at the Taj, these were not trained rescuers, they were hotel staff.
In another instance at the hotel, according to the article, hotel employees even "form[ed] a human cordon" around the guests.
This again sounds more like the Secret Service protecting the President of the United States, then waiters and waitresses serving guests.
This is not to say that culture is the driving factor here, for example just this December 9, ABC News reports on how a fire broke out in an Indian hospital and killed at least 89 residents, while the "staff flees" and 6 administrators are subsequently arrested.
So if national culture is not the difference in how organizations and its people treat customers--what is?
HBR explains that it's really a recipe for customer service and user-centricity.
Starting with a "values-driven recruitment system" where the hotel looks for employees with character traits such as respect for elders, cheerfulness, and neediness (this reminds me of a boss I had that used to say she likes to hire employees "who are hungry.").
The Taj follows up their recruitment with a commitment to training and mentoring and empowering employees fully to do whatever it takes to meet the needs of its customers at what it calls "moments of truth."
The values of the Taj go so far toward serving its customers, that they insist that employees actually put customer needs ahead of the company and this is reinforced with a recognition system for those who strive and act for making happy customers.
Is this user-centric orientation limited to just the Taj Mumbai?
Apparently not, when a Tsunami struck at 9:30 AM on December 26, 2004 and killed 185,000 people, the Taj on the Maldives Island affected "rushed to every room and escorted them [the guests] to high ground" and still managed to serve lunch to survivors by 1:00 PM.
Talking about setting the bar high for customer service--how can you beat that?
(Source Photo: here)

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May 31, 2011

CPR by iPhone


Great new iPhone App by the San Ramon Fire Department called FireDepartment.
This life-saving iPhone app notifies citizens trained in CPR (that have opted-in) of a cardiac emergency occurring in a public area near them.
An article in Government Technology (May 2011) explains that citizens can "start administering CPR before first responders arrive at the scene."
The problem it addresses is that generally it takes about 7 minutes from a heart attack to death, and it can take about just as long for rescue crews to reach victims.
So, if there are qualified people in the vicinity that can help in the the crucial minutes in between, they can literally save lives.
This is how it works:
1) Emergency dispatchers receive a call for help.
2) They enter "CPR assistance needed" into the dispatch system.
3) First responders AND local citizens with the CPR app (within 500 feet of the emergency) are alerted.
4) Location-based technology in the iPhone directs you to not only where the assistance is needed but also to where the nearest automated external defibrillator (AED) can be found.
"If you're at Starbucks and next door at the deli someone goes down, you're getting a notification."
Currently, the app covers San Ramon County's 155 miles, but there are plans to make it available as open source code to other jurisdictions across the country as well.
The app was developed with the help of Fire Chief Richard Price who previously was a software engineer and is bringing a new technology focus to life-saving emergency response.

There are also iPhone apps that walk you through performing CPR, such as CPR-Choking and CPR Hero.
Hopefully, we never need these apps, but it's good to know people and information are there to help just an iPhone app away.

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March 6, 2011

Meet ATLAS




This is amazing (watch the whole thing)!

Meet the latest and greatest military humanoid robot from Boston Dynamics--Atlas (aka PETMAN).

(Boston Dynamics is the same company that makes BigDog, the 4 legged, ground transport robot, that looks like a mule--called the Legged Squad Support System, LS3)

Watch the movement of the Atlas robot--it is JUST like a person: heel to toe walking.

See what happens when you push it--Atlas reacts/recovers like a human would.

The built up version has hands that help it balance and squeeze through tight spaces.

BusinessWeek (March 7-13, 2011) explains that this robot will be used initially for surveillance and emergency rescue missions.
I'm thinking Atlas should be pronounced like "at last" to recognize the amazing leap forward in robotics.

This is great stuff--and it demonstrates our growing understanding of not only computers and robotics, but also of the physical and behavioral sciences.

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October 1, 2010

Awesome Emergency Management Technologies

Obviously, I am a technology aficionado, but there is none more awesome than technology, which saves lives.

So to me, defense systems (a topic for another blog) and emergency management systems are two of the most fascinating and compelling areas of technology.

Recently, I have been closely following the story of the Chilean miners trapped beneath 2,200 feet of rock and earth due to a cave-in on 5 August.

It took 17 days to even find the miners in the winding underground mineshaft, and since then the ongoing determination and ingenuity of the emergency rescuers has been incredible.

The Wall Street Journal, 1 October 2010, in an article called “Inventions Ease the Plight of Trapped Miners” describes this unbelievable rescue effort.

Here are some of the technologies making their way a half-mile underground to the 33-trapped miners:

- The Paloma (or Pigeon)—supply pod that is “a five-foot-long hollow cylinder that works like a pneumatic tube.” Rescuers stuff it with supplies and lower about 40 of these every day through a 4 inch diameter shaft to supply the miners food, medicine, electrical supplies.
- The Phoenixrescue capsule, 10 feet tall, 900 pounds, with its own oxygen supply and communication systems designed to extract the trapped miners and bring each of them for the 15-40 minute ride it will take to get them to the safety of the surface.
- Fiber Optic Communications—the miners are using a fiber-optic video camera and telephone link hooked to videoconferencing equipment. This has been cited as one of the biggest boosters of the miner’s morale.
- Video Projectors—cellphones with built in projectors have been sent down to the miners allowing them to watch films and videos of family and friends.
- iPods—these were considered, but rejected by the chief psychologist of the rescue effort who feared that this may isolate the miners, rather than integrate them during this emergency.
- Modern Hygiene Products—Dry shampoo, soap-embedded hand towels, and self-sterilizing socks, have helped reduce odor and infection from the miners.

NASA engineers have exclaimed about the innovation shown by the Chilean emergency rescuers: “they are crossing new thresholds here.”

There are some great pictures and graphics of these devices at an article in the U.K. Telegraph.

What was once being targeted as a holiday rescue, by December, is now being envisioned as an October-November rescue operation. And with the continued application of innovation and technology, the miners will soon we back safe with their families and loved ones.
Also, ongoing kudos to the heroic rescuers!

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September 3, 2010

What's In An IT Acronym

In the military and public safety world, information technology is often discussed in broader strategic and operational terms.

For example, in the Coast Guard, it is referred to as C4&IT--Command, Control, Communication, Computers and Information Technology.

In the Department of Defense, they often use the term C4ISR--Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance.

According to GovTech Magazine, some public safety agencies (i.e. law enforcement and firefighting) often use another version of this, namely 4CI--Command, Control, Communications, Computers, and Intelligence.

The article provides some simple straightforward definitions for these (although perhaps skewed for first responders), as follows:

"- Command: The authority and responsibility for effectively using available resources, and for organizing, directing, coordinating and controlling personnel and equipment to fulfill a mission.

- Control: The ability to issue orders or directions, with the result that those directions are carried out.

- Communications: The most essential element. Communications between responders on the ground and command staff are critical to ensure that both groups have a common operating picture of the situation.

- Computers: They process, display and transport information needed by commanders, analysts and responders. Today this increasingly includes mobile devices, such as laptops and smartphones.

- Intelligence: The product of the collection, processing, integration, analysis, evaluation and interpretation of all available relevant information."

While these capabilities are all critical to mission performance, I am not sure why we have all these variations on the same theme, but at least, we all agree on the 4Cs or is it C4?


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August 7, 2010

No Real Solution Without Integration

Emergency Management Magazine (July/August 2010) has an article called “Life Savers” that describes how a convergence of new technologies will help protect and save first responder lives. These new technologies can track first responders’ location (“inside buildings, under rubble, and even below ground”) and monitor their vital signs and send alerts when their health is in danger.

There are numerous technologies involved in protecting our first responders and knowing where they are and that their vitals are holding up:

  • For locating them—“It will likely take some combination of pedometers, altimeters, and Doppler velocimeters…along with the kinds of inertial measurement tools used in the aerospace industry.”
  • For monitoring health—“We’ve got a heart monitor; we can measure respiration, temperature. We can measure how much work is being done, how much movement.”

The key is that none of the individual technologies alone can solve the problem of first responder safety. Instead, “All of those have to be pulled together in some form. It will have to be a cocktail solution,” according to the Department of Homeland Security (DHS), Science and Technology (S&T) Directorate that is leading the effort.

Aside from the number of technologies involved in protecting first responders, there is also the need to integrate the technologies so they work flawlessly together in “extreme real world conditions,” so for example, we are not just monitoring health and location at the scene of an emergency, but also providing vital alerts to those managing the first responders. This involves the need to integrate the ability to collect inputs from multiple sensors, transmit it, interpret it, and make it readily accessible to those monitoring the scene—and this is happening all under crisis situations.

While the first responder technology “for ruggedized vital-sign sensors could begin in two years and location tracking in less than a year,” the following lessons are clear:

  • The most substantial progress to the end-user is not made from lone, isolated developments of technology and science, but rather from a convergence of multiple advances and findings that produce a greater synergistic effect. For example, it clearly takes the maturity of numerous technologies to enable the life saving first responder solution envisioned.
  • Moreover, distinct technical advances from the R&D laboratory must be integrated into a solution set that performs in the real world for the end-user; this is when product commercialization becomes practical. In the case of the first responder, equipment must function in emergency, all hazard conditions.
  • And finally, to bring the multiple technologies together into a coherent end-user solution, someone must lead and many parties must collaborate (often taking the form of a project sponsor and an integrated project team) to advance and harmonize the technologies, so that they can perform as required and work together seamlessly. In the case of the first responder technology, DHS S&T took the lead to come up with the vision and make it viable and that will save lives in the future.


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March 20, 2010

Leading In Times of Crisis

“Though I walk through the valley of the shadow of the death, I will fear no evil; for thou art with me; thy rod and thy staff they comfort me.” (Psalm 23-4).

We all go through difficult times—we are all human. What differentiates us is how we react to adversity—some of us will crumble beneath the weight and others will be strengthened by it.

Harvard Business Review (January-February 2010) has an article called “How to Bounce Back from Adversity” by Margolis and Stoltz.

The article defines psychological resilience as “the capacity to respond quickly and constructively in a crisis.” A challenge indeed, when at the depths of the crisis, we feel “paralyzed by fear, anger, confusion, or a tendency to assign blame.”

It is certainly understandable that those suffering under crisis conditions can succumb to feelings of depression, helplessness, and perhaps hopelessness. The vision of all they do have—faith, family, friends, and more—becomes obscured by the darkness of a bad situation, which they cannot seem to see through in those moments. Hence, the saying when there is hope again for “seeing the light at the end of the tunnel.”

The authors define resilient managers as those that can “shift quickly from endlessly dissecting traumatic events to looking forward, determining the best course of action given new realities. They understand the size and scope of the crisis and the levels of control and impact they may have in a bad situation.”

When something bad happens, there is a natural period of shock and despair, which is part of the healing process. If someone doesn’t react to the pain of a situation, there is probably a lot more to worry about, then if they do cry out. But resiliency means that like the analogy with children who fail off a horse, “you get right back up and ride again.” You feel the bruise on your buttocks, but you shake it off and go on to ride on—you go on to fight another day.

Leaders when faced with challenges cannot fail back into their chair and close the door for long, because others are waiting outside for their direction. While we all need to resiliency to persevere, a leader has a special need for resiliency, because others are looking to them for a way forward. The actions of the leader affect not only him/her, but also the people they are charged with. So the trait of resiliency is especially important for leaders.

Demonstrating leadership means quickly moving to “response-oriented thinkingactions to improve, impact, and contain the situation. This is in contrast to “cause-oriented thinking”—which instead focuses on a “woe is me” attitude and asking over and over again “why is this happening?”

Time waits for no one, especially someone in a leadership position. The message of hope for our organizations from leadership is that we “replace negativity with creativity and resourcefulness, and get things done despite real or perceived obstacles.”

Why do leaders have trouble with responding in crisis as well as acting proactively to prevent it?

Certainly, one big issue is the fear of acting or reacting badly. This is the misguided thinking that it is better to do nothing and “be safe”—not make mistakes and not be blamed (i.e. take the heat)—then to do something and be accountable for the results—good or bad.

Difficulty rebounding from crisis can be seen as understandable – rooted in the desire for self-preservation. After all, crisis management takes strong action, and it is easy to take potshots at the leader, and turnover among senior executives tends to be high. Unfortunately, we tend to back away from leaders who make strong and difficult choices, and so we end up with crazy organizations—where just sitting in the chair and not “making a mistake” perpetuates a paycheck. This situation leads to a de-prioritization of the organization’s real needs, which is, to put it mildly, unfortunate.

One lesson that I’ve absorbed from working in law enforcement, is that you do what needs to be done for others first and deal with your own needs later. Law enforcement and first responders in general are the ones who you see running to the scene of trouble, when everyone else is running away. That is real “response-thinking” and I believe it teaches us a lesson about how leaders of any organization can respond to crises and rebound effectively.


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