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Tisch Center Scholars 2011: Post-Crisis Recovery Methods in Chile
1. The Preston Robert Tisch Center Scholarspresent… Post-Crisis Recovery Methods in Chile, South America
2. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
3. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
4. Our Research Question How are the various hospitality, sports, government, and non-profit organizations affected by a crisis, how do they contribute to reviving the surrounding area, and what measures are installed to prevent damage of the same magnitude from reoccurring?
5. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
6. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
7. Chile: Site Selection Seismic activity common Self-sufficiency embedded in Chilean culture Geographic dynamics Recent international spotlight Other reaffirming sources: Emerging Destination: New York Times #1 Places to Visit in 2011 NYU Schack: Post-Catastrophe Reconstruction Study
8. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
9. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
10. Organizational Overview Public ONEMI Ministry of Tourism Ministry of Sports Private LAN Airlines Grand Hyatt Santiago Sheraton Miramar ColoColoFútbol Club Un Techo Para Mi País
11. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
12. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
13. The February 2010 Earthquake Reached magnitude of 8.8 (Richter scale) Affected over 500,000 homes and 2 million people Triggered a tsunami Closed Santiago airport Hindered metro systems Damaged historic and aged buildings "Quake closes Santiago airport for three days." BDP International. 28 February 2010. <http://www.bdpinternational.com/news/QuakeclosesSantiagoairportforthreedaysmainseaportorderedclosedroadnetworkfractured.asp>.
14. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
15. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
16. CRISIS Preemptive Planning Evaluation & Revision of Policies Immediate Crisis Response Post-Crisis Recovery Initiatives Structural Social TISCH CENTER SCHOLARS: Crisis Management Cycle
17. CRISIS Preemptive Planning Evaluation & Revision of Policies Post-Crisis Recovery Initiatives Immediate Crisis Response Structural Social TISCH CENTER SCHOLARS: Crisis Management Cycle
19. ONEMIImmediate Crisis Response ONEMINational Office of Emergency of the Interior Ministry OficinaNacional de Emergencia del Ministerio del Interior Mission Statement: Planning, implementing, articulating, and executing actions for the prevention, response, and recovery from instances of public risk, emergencies, disasters, and catastrophes, both natural and man-made, by coordinating with the National Civil Protection System for the protection of people, property, and the environment. Main Goals of ONEMI Prepare individuals for potential hazards in Chile Help affected people Amettifodo, Miguel. 16 March 2011.
28. LAN AirlinesImmediate Crisis Response Affected inbound passengers: issue resolved in 7 days Calderón de la Fuente, Rodolfo. 18 March 2011.
29. LAN AirlinesImmediate Crisis Response OBJECTIVE: Have a Plan, which allows the company to manage and respond in the shortest time and in coordination in a state of an emergency SCOPE: Assist passengers and their families, employees, crew and third parties concerned Be a reliable source of information to the authorities, national and international medias, clients and public opinion Meet the Requirements of the Aviation Authority Maintain business continuity Calderón de la Fuente, Rodolfo. 18 March 2011.
30. LAN AirlinesImmediate Crisis Response Accident Aeronautical Authority Operation Control Centre Emergency Control Center INTERNAL RESPONSE Emergency Director Emergency Response Center Family Support Team Family Information Center Public Relations Direction of Logistics Official Accident Investigation Team EXTERNAL RESPONSE Lan Holding Codeshare Partners Handling Agent OneWorld Alliance Local Emergency Response (Accident place) Calderón de la Fuente, Rodolfo. 18 March 2011.
31. International AidImmediate Crisis Response Volunteers: came from Spain, Russia, Cuba, Italy and Japan Within 72 hours Federal government and the PAHO/WHO coordinated Overflow of volunteers citizens & internationally
34. International AidImmediate Crisis Response USA donated (GDP: $14.6 trillion) $13 million to rebuild a student home in Taca, Chile Over 50 satellite phones Water purification units C-130 Aircrafts Heavy duty tents/tools Temporary shelter Sanitation assistance Electrical generators $1 million to the International Federation of Red Cross and Red Crescent Societies
35. Healthcare in ChileImmediate Crisis Response 17 field or temporary hospitals were erected between one and three weeks after the earthquake 3,000 primary care centers in Chile were still intact post disaster Hospital evacuations went smoothly despite time of the earthquake
36. Chilean Red CrossImmediate Crisis Response The Chilean red Cross has 4,000 active volunteers nationwide. Received 30,000 applications to the national appeal for donations launched by red cross volunteers Set up two operational bases in Concepción and Talca Volunteers from unaffected areas Main tasks of volunteers: Coordinate with local committee Review the situation of Red Cross Volunteers and leaders Carry out water, sanitation, health and temporary shelter assessments.
37. Domestic AidImmediate Crisis Response While there are still volunteer groups that visit Chile today, there is no longer a need for governmental help from international sources Volunteer groups like Habitat for Humanity continue to visit the smaller towns that need help recovering from the earthquake and the tsunami
42. Grand Hyatt SantiagoImmediate Crisis Response Employees 6-7 staff houses damaged Offered psychological counseling to all employees on property Celebrated employees who were involved with crisis Next day: 90% of expected staff arrived at work Oehler, Jens and Laurent Schauder. 16 March 2011.
46. 142 rooms and suites, 10 event spaces,Assisting affected employees Sheraton- rainy day fund Co-workers supplied personal donations Brunel, Patricio. 17 March 2011.
47. Sheraton MiramarImmediate Crisis Response March 11, 2011- Tsunami warning 1:00 am evacuation to hotel on higher ground Knocked on all guest doors Police came to enforce evacuation Guests stayed overnight at other hotel Sheraton bore cost of accommodations Guest rooms comp-ed that night Brunel, Patricio. 17 March 2011.
48. CRISIS Preemptive Planning Evaluation & Revision of Policies Immediate Crisis Response Post-Crisis Recovery Initiatives Structural Social TISCH CENTER SCHOLARS: Crisis Management Cycle
49. CRISIS Preemptive Planning Evaluation & Revision of Policies Post-Crisis Recovery Initiatives Immediate Crisis Response Structural Social TISCH CENTER SCHOLARS: Crisis Management Cycle
53. Oversees units of production and technological development: public and private, domestic and internationalDamage Control Top 7 feeder markets Outreach to affected tourists International embassies to broaden communication reach PR opportunity: Miners’ rescue Lopez, Daniel Pardo. 14 March 2011.
56. Seeks to remedy social disparities by educating excluded individuals in community empowerment & engagementTorres-Hermoza, Andrea. 16 March 2011.
57. Un Techo Para Mi PaísPost-Crisis: Structural Recovery Post Earthquake: Built 26,886 transitional homes in 3 months 85, 989 volunteers assisted $45 mil USD raised Partnerships: Government, UNDEF, Deloitte, LAN Airlines Power of volunteer mobilization – 400,000 young volunteers already committed. Future – one size does not fit all. 76, 410 houses built in 19 Latin American countries 2011 goal: 13,000 new homes. Torres-Hermoza, Andrea. 16 March 2011.
58. CRISIS Preemptive Planning Evaluation & Revision of Policies Immediate Crisis Response Post-Crisis Recovery Initiatives Structural Social TISCH CENTER SCHOLARS: Crisis Management Cycle
59. CRISIS Preemptive Planning Evaluation & Revision of Policies Immediate Crisis Response Post-Crisis Recovery Initiatives Structural Social TISCH CENTER SCHOLARS: Crisis Management Cycle
61. Ministry of SportsPost-Crisis: Social Recovery Government’s Goals: Increase physical activity Access to sports facilities & fitness resources Focus on low-cost : running, cycling, hiking Public recreational centers Have multiple sizes & models for various situations Establishes standards and procedures Eventual privatization of self-sustaining operation Facilities can serve as shelters in crisis situations Utilizing sports to address a social issue About 11% of Chileans live in poverty About 70% partake in physical activity once a week José Torrealba, Maria. 15 March 2011.
66. ColoColoFútbol AcademyRed box? ColoColo Quiénes Chile? 48% of Chileans are ColoColo fans Litvak, Rodrigo. 15 March 2011.
67. ColoColoFútbol ClubPost-Crisis: Social Recovery 2 months before attendance began to rebound ColoColo had the only functional stadium post-earthquake Brought other teams to play free of charge: good will gesture Low attendance = minimal revenue generated Operational cost > Ticket, F&B, & Parking revenue Litvak, Rodrigo. 15 March 2011.
68. ColoColoFútbol ClubPost-Crisis: Social Recovery ColoColo offered to bring food/clothing to games instead of paying for ticket after quake Stored food & clothing Professional players participated in distributing to damaged cities Press opportunity Why is this important? Sets an example. It is the “right” thing to do Litvak, Rodrigo. 15 March 2011.
69. Grand HyattPost-Crisis: Social Recovery Gala dinner for Un Techo Para Mi Pais Famous Chilean piano player Model home in lobby for attendees to see Staff went on site to Un Techo neighborhoods to build houses Why is this important? Could have simply assisted guests but Chilean culture, society & hospitality promotes helping all in need, especially the Chilean people Oehler, Jens and Laurent Schauder. 16 March 2011.
70. CRISIS Preemptive Planning Evaluation & Revision of Policies Immediate Crisis Response Post-Crisis Recovery Initiatives Structural Social TISCH CENTER SCHOLARS: Crisis Management Cycle
71. CRISIS Preemptive Planning Evaluation & Revision of Policies Immediate Crisis Response Post-Crisis Recovery Initiatives Structural Social TISCH CENTER SCHOLARS: Crisis Management Cycle
73. ONEMIChanges Since the Earthquake Videos played on buses, in airports (English subtitles) Frequent tsunami evacuation drills Map of safe zones online Development of informational videos & flyers fire volcanic eruption landslide earthquake tsunami flooding Amettifodo, Miguel. 16 March 2011.
74. ONEMIChanges Since the Earthquake http://www.youtube.com/watch?v=Zjb7C0yUn_s Amettifodo, Miguel. 16 March 2011.
75. ONEMIChanges Since the Earthquake Staffing Central emergency team: 5 people Regional emergency teams: 24/7 Technological Press Room Educational technology (models/maps/simulators) Satellite technology Earthquake sensors Current: 64 (vs. Japan’s 1000) Goal: to double earthquake sensors in the next year Amettifodo, Miguel. 16 March 2011.
77. LAN AirlinesChanges Since the Earthquake Network of partners and alliances for emergency simulation and training! Public sector partners Military, armed forces, and police forces (investigation, uniform) SAMU and other medical services Red cross and civilian volunteers Legal and infrastructural support Private sector partners Hospital Insurance 35 psychologists Corporate-wide volunteer program Contacted via SMS, e-mail, and automated messages Identification with Hand Print Developed Calderón de la Fuente, Rodolfo. 18 March 2011.
79. DECEASED TRIAGE RESCUE MORGUE INJURED PASSENGERS EVACUATION HOSPITAL UNINJURED CREW & PASSENGERS AIRPORT CREW ROOM CREW HOTEL FAMILIES HOTEL PRESS ROOM FAMILY UNINJURED ROOM FAMILY ROOM MEETING ROOM UNINJURED/ FAMILY AIRLINE PRESS ROOM PASSENGER HOME TRANSPORT PRESS Calderón de la Fuente, Rodolfo. 18 March 2011.
80. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
81. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
82. Overview of Key Findings Geographic and cultural contexts set the tone for crisis management Crisis for one nation is opportunity for another An established organizational hierarchy is vital to effective resource allocation Economic stability enables rapid recovery Importance of preparing for expected and unexpected crises
83. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
84. Agenda Our Research Question Site Selection Organizational Overview Earthquake Overview Crisis Management Cycle Overview of Key Findings Areas for Future Research
85. Areas for Future Research What factors determine the rate of economic and structural recovery? How does a region’s geographical situation affect crisis response? Is there a correlation between technological investment and success in crisis management?
93. Acknowledgements Sr. Daniel PardoLópez Head of Office, Subsecretariat of Tourism Ministry of Economy, Development and Tourism Sr. Rodrigo Litvak Commercial Manager ColoColoFutbol Club Srta. Maria José Torrealba Cabinet Chief Ministry of Sports Srta. Andrea Torres-Hermoza Director of Development for Latin America and the Caribbean Un Techo Para Mi País Sr. Miguel Amettifodo Emergency Manager ONEMI Sr. Laurent Schauder Food and Beverage Director Grand Hyatt Santiago Sr. Jens Oehler Sales Manager Grand Hyatt Santiago Sr. Patricio Brunel Revenue Manager Sheraton Miramar Resort. Sr. Rodolfo Calderón de la Fuente Submanager of Emergency Management LAN Airlines Sr. Felipe Salas Director of Finance and Business Development Lowe Porta
94. Thank you! Thank you, everyone, for being here today. An enormous thank you to the Tisch Center and to Dean Hanson, Tatum Soo Kim, Professor McDonnell, LimaryCarrasquillo, and Dr. Fred Mayo for all of your hard work, for your guidance, and for making this research possible. It has been an incredible experience, and we can’t thank you enough for this opportunity.
Regional areas:Police, firemen, army distribution info for citiesRegional directions determine amount, 1 office in each 15 region5 people on emergency teams, takes 5 min to start mobilizing
(communication, dissemination of information to regional offices and thereby the nation)Warning by news radiosSiren in some cities
SP
There were no plans in place for an earthquake of this magnitude However, Healthcare system was successful despite hits that it took from the earthquakeChileans were dedicated to re establishing medical infrastructure
LB
AW
AW
AW
LAWant to close gap between young professionals with opportunities for the poorReduce vulnerability and exclusion of these people as well as increase empowermentUn Techo methodology ( survey, points, etc)
LA
AW
Full capacity 45000Post-earthquake: 1000-2000 in the first 4 matches after the quake
LB
SW
LAONEMI leads the way in earthquake and disaster technology
SPhazards and risks derived from operations, illicit acts, work conditions, natural disastersSAMU- emergency government assisted medical service At private costs (no government funding)With contracts to come up with cooperative training and preventative measures Ensure that in next crisis, response will be fast and effective (well oiled…)
