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Thursday, January 28, 2016
Situational Awareness. Zika Virus. Emerging Infectious Diseases Journal - January 28, 2016
Networking Opportunity. FREE ACPDC Meet & Greet. BCP and EM professionals. February 9, 2016
ACPDC After work "meet and greet" at the Bistro
https://www.eventbrite.com/e/acpdc-after-work-meet-and-greet-at-the-bistro-tickets-20862670810
Happy New Year!
To kick off the year, were hosting an after work "meet and greet". This is an opportunity to meet the 2016 board, network, share what’s on your “professional development” checklist, and learn about our planned initiatives for 2016.
Please invite and bring another continuity or emergency management colleague, and don't miss out on this great opportunity to engage and share - Register now!
- WHEN
- WHERE
- Marriott Courtyard Wash., DC /U.S. Capitol - 1325 2nd Street Northeast Washington, DC 20002 - View Map
Sunday, January 24, 2016
MARCH 3, 2016. Chamber of Digital Commerce DC Blockchain Summit. Georgetown University.
Join the BEMA collective during our new annual renewal period starting February 1, 2016.
2016 the Year of Change. Change from pure consumers to a change force in our communities.
I will be attending.
Charles D. Sharp. CEO. BEMA.
2016 the Year of Change. Change from pure consumers to a change force in our communities.
I will be attending.
Charles D. Sharp. CEO. BEMA.
THU, MAR 3 AT 8:00 AM
Chamber of Digital Commerce DC Blockchain Summit
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$39–$99GET TICKETS
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Event Information
Event Description
The Chamber of
Digital Commerce, in conjunction with Georgetown University, is holding the
Capital’s Inaugural Blockchain Conference.
Market leading
companies from every industry are pioneering with bitcoin, blockchain and
distributed ledger technologies to change global finance as we know it.
We are bringing
together the best and brightest minds from industry and government to
Washington, DC, to provide thought leadership on the policy challenges facing
this disruptive technology.
We invite you to
be a part of this historic event!
For more
information, visit www.DigitalChamber.org.
If you'd like to
pay for registration using bitcoin, please contact the event organizer.
WHEN
Thursday, March 3, 2016 from 8:00 AM to
7:00 PM (EST) - Add to Calendar
WHERE
Georgetown University: McDonough School
Of Business - 37th and O St., N.W. Washington, DC 20007 - View Map
Saturday, January 23, 2016
The robot revolution could wipe out 5.1 million jobs by 2020
The robot revolution could wipe out 5.1 million jobs by 2020
The “Fourth Industrial Revolution” is already underway and it’s not looking too promising for your job.
Over the next five years, automation and robots will cause 5.1 million job losses, according to a new report from the World Economic Forum. The findings are based on a survey of 15 economies that account for about 65 percent of the world’s total workforce.
The jobs that are most at risk are office and administrative roles, which are expected to be impacted by “a perfect storm of technological trends,” the report reads. The trends the report is referencing are the mobile internet, cloud technology, Big Data analytics and the Internet of things.
Other sectors that also stand to lose jobs include office and administrative, manufacturing and production, construction and extraction, installation and maintenance and the arts and entertainment.
Each industry will also face job losses, although the impact will vary considerably. The biggest negative losses will most likely occur in healthcare, thanks to the rise of telemedicine, followed by energy and financial services.
Technology alone isn’t the only force that’s driving job change, though. Other factors that will make it unreasonable to retain a large workforce in the coming years include climate change, resource efficiency and workplace flexibility.
Although the report found that job losses will hit men and women equally by net percentages, with 48 percent for women and 52 percent for men, it will be felt more acutely by women because the male workforce is larger. While men will see about one job gained for every three lost over the next five years, women will lose five jobs for every one job gained.
But the report isn’t all gloom and doom. About 7.1 million jobs will be lost, but these losses will be offset by the addition of 2.1 million new jobs.
The main sectors that will see job growth are business and financial operations, management, computer and mathematical and architecture and engineering.
Over the next five years, automation and robots will cause 5.1 million job losses, according to a new report from the World Economic Forum. The findings are based on a survey of 15 economies that account for about 65 percent of the world’s total workforce.
The jobs that are most at risk are office and administrative roles, which are expected to be impacted by “a perfect storm of technological trends,” the report reads. The trends the report is referencing are the mobile internet, cloud technology, Big Data analytics and the Internet of things.
Other sectors that also stand to lose jobs include office and administrative, manufacturing and production, construction and extraction, installation and maintenance and the arts and entertainment.
Each industry will also face job losses, although the impact will vary considerably. The biggest negative losses will most likely occur in healthcare, thanks to the rise of telemedicine, followed by energy and financial services.
Technology alone isn’t the only force that’s driving job change, though. Other factors that will make it unreasonable to retain a large workforce in the coming years include climate change, resource efficiency and workplace flexibility.
Although the report found that job losses will hit men and women equally by net percentages, with 48 percent for women and 52 percent for men, it will be felt more acutely by women because the male workforce is larger. While men will see about one job gained for every three lost over the next five years, women will lose five jobs for every one job gained.
But the report isn’t all gloom and doom. About 7.1 million jobs will be lost, but these losses will be offset by the addition of 2.1 million new jobs.
The main sectors that will see job growth are business and financial operations, management, computer and mathematical and architecture and engineering.
Until 29 January 2016. United Nations Working Group of Experts on People of African Descent (WGEPAD) in USA
UN Human Rights USA
& DC Visit: Rights of Afrodescendants, 19-29 January
NOTICE: The United
Nations Working Group of Experts on People of African Descent (WGEPAD) is
coming to the USA for a country visit, to investigate the state of the HUMAN
RIGHTS of the Black people from, and in, the United States.
The UN WGEPAD visit is
19 January to 29 January 2016.
In order, they will
visit DC, Baltimore, Jackson, Mississippi, Chicago, New York City, and then
return to DC, before flying back to their base, the Office of the UN High
Commissioner for Human Rights, in Geneva, Switzerland.
WGEPAD is responsible
for the creation and administration of the United International Decade for
People of African Descent, 2015-2024. THREE of the five or six members of the
Working Group will be on this USA fact-finding
visit. Current chair
of the Working Group is the late Dr. Frantz Fanon's daughter, Mireille Fanon Mendes-France
(French national; Caribbean Afrodescendant- Martinique).
Due to very limited
time, space, and resources, most of the U.S. public WILL NOT be able to meet
with the Working Group. However, everyone is welcome to email them directly at:
AFRICANDESCENT at UNHCHR.org.Be sure to spell the name correctly - UNHCHR (for Office of the
High Commissioner for Human Rights), or they will not get your email.
UN
WGEPAD Official website:
The US visit is being
coordinated by the U.S. State Department and, for civil society organisations,
by the Atlanta-based U.S. Human Rights Network (USHRN).
The
(LOCAL) part of the Washington visits is being coordinated by the Pan-African
Action Committee - Netfa Freeman, Shelly Green, Adwoa Masozi, and Max
Rameau.
PHOTO: Since 2015, Ms.
Mireille (Meer RAY uh) Fanon Mendes-France is the current chair of the WGEPAD.
She is the daughter of the late pan-African writer and psychiatrist, Frantz
Fanon, who was an Afrodescendant from the Caribbean island of Martinique (still
claimed as "part" of France).
UN International Decade
for People of African Descent, official website:
FEEL FREE TO COPY AND
SHARE THIS POST.
Marian Douglas-Ungaro
Marian Douglas-Ungaro
Message 1 of 3 , Jan 7
6:33 PM
--
Barbara~~ Care, share and be fair (Lynne McTaggart)
Barbara~~ Care, share and be fair (Lynne McTaggart)
Culture of Health. Rand Corporation. Stakeholder Perspectives
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On-site Training Opportunity. Feb-March 2016. Incident Operations. National Fire Academy.
EMS Personnel, Officers, and Supervisors:
We have openings in the 6-day class R0847: Emergency Medical Services Incident Operations at the National Fire Academy, February 28 to March 4, 2016. This class is part of our Volunteer Incentive Program, but is also open to combination and career departments.
If you are a member of a volunteer, combination or career department and have or will have responsibility for implementing the initial and early expanding EMS functions of an ICS at medium- or large-sized incidents, here is an opportunity for you.
In this 6-day course, EMS personnel/officers/supervisors review ICS and study proper incident command techniques for management of medium to large incidents involving multiple sick or injured patients. Topics covered include problem-solving and EMS functions within incident command, resource management, interagency and mutual aid, sizeup and strategy, tactics and action plans, EMS company operations, preincident preparation, incident organization, and strategic command.
More course information, including Student Selection Criteria and Prerequisites, can be found at https://apps.usfa.fema.gov/nfacourses/catalog/details/10432.
Here is the link to the application: https://www.usfa.fema.gov/training/nfa/admissions/apply.html. Apply today!
We have openings in the 6-day class R0847: Emergency Medical Services Incident Operations at the National Fire Academy, February 28 to March 4, 2016. This class is part of our Volunteer Incentive Program, but is also open to combination and career departments.
If you are a member of a volunteer, combination or career department and have or will have responsibility for implementing the initial and early expanding EMS functions of an ICS at medium- or large-sized incidents, here is an opportunity for you.
In this 6-day course, EMS personnel/officers/supervisors review ICS and study proper incident command techniques for management of medium to large incidents involving multiple sick or injured patients. Topics covered include problem-solving and EMS functions within incident command, resource management, interagency and mutual aid, sizeup and strategy, tactics and action plans, EMS company operations, preincident preparation, incident organization, and strategic command.
More course information, including Student Selection Criteria and Prerequisites, can be found at https://apps.usfa.fema.gov/nfacourses/catalog/details/10432.
Here is the link to the application: https://www.usfa.fema.gov/training/nfa/admissions/apply.html. Apply today!
Wednesday, January 20, 2016
Seeking Volunteers Representing African Diaspora Audiences. Nat. Museum of African American History and Culture.
Volunteers accepted through January 30, 2016.Sign-up now!
Seeking
Volunteers Representing African Diaspora Audiences
The National Museum of African
American History and Culture would like to hear from our African Diaspora
community who live in the metro DC area for a project that will help the museum
tell stories of contemporary African descent populations in the U.S. — stories
that include a wide range of communities and experiences.
The main purpose of
the project is to discover the perceptions of and expectations for the museum
from diverse African diasporic audiences. Project findings will assist in the
planning of post-opening exhibitions, programs and collaborations for the
museum.
Thursday, January 14, 2016
Fellowship Opportunity. White House Social and Behavioral Sciences
Apply Now for the White House Social and Behavioral
Sciences Team
Fellows and Associate Fellows translate insights from the social and behavioral sciences into concrete recommendations on how to improve Federal programs, policies, and operations. They work closely with agency collaborators to identify the opportunities for improvement and to evaluate the relative efficiency and effectiveness of proposed interventions.
To learn more about the responsibilities and qualifications of Fellow and Associate Fellows, and details on how to apply for this unique opportunity, please visit https://sbst.gov/apply. The deadline to submit an application is 11:59 PM on Sunday, January 24, 2016.
Please contact sbst@gsa.gov with any questions.
Washington, D.C. The HIVE Upcoming Events. January\February 2016
Hey Folks,
I am so excited about the
events we have coming up at the HIVE 2.0. Before you dip out of town for the
Holiday Weekend mark your calendar for these events.
January 26 - The Sales
& Margin Entrepreneurship Class begins! This
is a FREE class offered by The Hive 2.0 for students looking to build and
improve their small business.
January 28 - Happy Hour & Social Networking evening. Join us
for our monthly social time with entrepreneurs, small businesses and local
agencies. Food and adult beverages served!
February 4 - Sales &
Margin in partnership with DLSBD will host "Intro
to CBE" The OCTO Mobile Tech Lab will be onsite as well!
February 11 - Hive member Carrie-Ann will host a "How to write a Economic or Social Disadvantage Narrative for CBE/8a Certification" workshop
February 11 - Hive member Carrie-Ann will host a "How to write a Economic or Social Disadvantage Narrative for CBE/8a Certification" workshop
We have so many great things happening at The HIVE 2.0.
visit our website and social media sites for more information. We are filling
up our calendar for 2016 and would very much like to host an event with you.
Thanks to our sponsor Capital One for their continued support.
Monday, January 11, 2016
Weds. January 13, 2016. Uncovering the Secrets to Finding and Applying to Jobs with the Federal Government and at HHS
HHS is hosting a Find and Apply Webinar on Wednesday, January 13 from 1-3
p.m. EST. Additional information is listed below.
WHIHBCU Team
Theme: Uncovering the Secrets to Finding and
Applying to Jobs with the Federal Government and at HHS
Time: 1-3 p.m. (EDT)
Speakers: HHS Talent Acquisition
Division
Audio only Dial In: 1-888-996-4917,
Participant Code: 8029936
To join via Adobe Connect: https://hhs.adobeconnect.com/_a1020204752/tad/
We hope you will join!
Thursday, January 7, 2016
AmeriCorps, and the chance it offers for travel, pay, and a life-changing experience
Do you know any high school seniors or college students plotting their next career moves?
Tell them about AmeriCorps, and the chance it offers for travel, pay, and a life-changing experience.
AmeriCorps volunteers work on projects across America to strengthen communities and reduce poverty.
Tell them about AmeriCorps, and the chance it offers for travel, pay, and a life-changing experience.
AmeriCorps volunteers work on projects across America to strengthen communities and reduce poverty.
- Short-term opportunities are available through the AmeriCorps Vista Summer Associates Program. (The deadline for applications will be posted when available.)
- Longer opportunities are available through AmeriCorps NCCC, a 10-month program that provides room, board, a living allowance, and a $5,775 education award.
The Emergency Management Gap - Why It Could Threaten Business Resilience. Vincent B. Davis. CEM
Vincent Davis-CEM
Manager-Emergency Preparedness at Sony
The Emergency Management Gap - Why It Could Threaten Business Resilience
- 6 views
Vincent B. Davis - CEM
This past summer I began my 15th year as an emergency manager on an exciting new path, moving from frigid Chicago to sunny southern California to assume a newly created position of Corporate Emergency Preparedness Manager for Sony Network Entertainment in San Diego. As I began to settle into my new role, I attended a series of internal meeting and events with colleagues, part of a carefully planned on boarding process to acclimate me to the culture of the company.
In preparation, I held a fresh stack of business cards, a single page bio, and a firm understanding of my profession as an emergency manager. As I walked into meetings with an outstretched hand and met my new colleagues from the various business units , the response was quite welcoming, although a bit awkward at times. “Oh, you’re part of the Business Continuity team” was the standard greeting. Not exactly, I politely retorted. Then without missing the opportunity for clarity, I forged ahead to explain the difference between emergency management and business continuity.
In the years since the Y2K scare, through the tech boom, the explosion of the internet, and evolution of sophisticated cyber systems, corporations have spent billions of dollars in their efforts to ensure business resiliency in the face of new threats, risks and vulnerabilities. Often lost within these processes, procedures and plans for redundancy of data systems and information, is a subtle but powerful reality…..If you can’t effectively manage the event response, none of your long-term efforts to protect the business will succeed.
Many corporations have invested little time, effort and resources to prepare to “manage” the inevitable outcome of a catastrophe at its onset. That discipline is the core of emergency management, not business continuity. I equate this failure to having a new, state-of-the-art computerized automobile with all the bells and whistles, but forgetting to include a tire jack with instructions on how to use it.
If the wheels fall off all your continuity planning work, it will likely be the result of a disorganized and disconnected response, fraught with chaos and confusion at every level. This means facing some hard facts about where your corporate team is with regard to emergencies.
Four fundamental realities make up a phenomena I call the “Emergency Management Gap”.
- Most businesses don’t employ a full-time emergency manager because they believe managing disasters can be handled by an existing security or functional management staff such as facilities.
- The heavy emphasis of business managers on data and IT recovery has left a gap that does not account for prevention, protection, employee preparedness and capabilities essential to response and recovery of the whole business.
- The assumption that managing emergencies is a “natural” consequence of managing the business has itself led to a deficiency of proper planning, training, and exercises to manage life-safety and response operations for many businesses.
- The training, experience, and insight needed to effectively harness the coordination of response and recovery in a major emergency is best left to those most qualified....emergency managers.
Contributing to the Emergency Management Gap is something I’ve found to be conspicuously absent in the business planning cycle of companies with whom I’ve worked, dialogued, and benchmarked……a robust employee and family preparedness program.
Add in a mix of “corporate fear” among business managers, many of whom may feel intimidated and threatened by their deficiency of understanding of emergency management best practices such as ICS and EOC operations, and you’ve got the perfect storm for a failed response to major disasters, or even minor emergencies.
In my many travels throughout corporate structures, I’ve experienced multiple models and hybrid subsets of emergency management and business continuity planning, most of which evolved independently within wide-ranging corporate structures. The result has been a mixed bag of programs that vary in their emphasis and approach. For clarity I’ve provided the following matrix of program types:
The matrix is a first step in assessing where you are with regard to BC Planning and Emergency Management. Integrated programs work, however, they must be firmly anchored in true collaboration and understanding of what is needed, what is important, and what is effective. When it fails, the results can be catastrophic. A fully mature program will have no gaps that are unchecked either as part of overall planning.
An example of such failure is a company I’ll call ABC manufacturing. They spent hundreds of thousands of dollars establishing very detailed IT recovery plans and strategies, but excluded (intentionally) all other departments and disciplines from the planning process.
The “we’re in charge and we know what’s best” attitude of the company’s lead planners was fully in play. A structural fire at a main data facility exposed the fact that despite their planning, the company had not created a simple evacuation plan or conducted a drill for the employees at the data facility.
Although this sounds improbable, it actually happened, and thankfully nobody was killed or injured. The incident did, however, underscore the very weaknesses I’ve described in many corporate plans, and led to changes in the company’s planning policies.
A few lessons learned may help corporate leaders address the Emergency Management Gap.
- Lesson A: Don’t allow BC, IT, Risk, Compliance, Security or other key business functions to plan in a vacuum. While these organizations are typically specialists, they often lack a broader understanding of emergency planning. Not a criticism, just a fact. This means you can’t necessarily expect your key stakeholders to play nice and collaborate on their own, because chances are it won’t happen. To ensure accountability, consider the following:
- Lesson B: Establish a planning team representative of the key players. If possible, retain an outside consultant to help establish regular planning meetings, goals, objectives and outcomes. This will help prevent “turf wars” and ensure all voices are equally heard in the planning process
- Lesson C: If you don’t already have one, hire an experienced emergency manager. Although your BC and other teams may be staffed with quality people, they are not necessarily experienced in the nuances of emergency planning and operations.
- Lesson D: Establish an inclusive and comprehensive guidance document that clearly sets forth the company’s philosophy, culture, and methodology for handling emergencies. Don’t leave planning to chance, and don’t assume all your key managers and departments are entering the discussion from the same vantage point. Collaborate at all costs, don’t assume any function has all the answers
Finally, every company’s goal is to be resilient to support its stockholders, investors, and customers, and to continue to lead the long-term financial viability of the communities it serves. Often forgotten in that effort is the people who make it happen.
Every business continuity or emergency management program plan should begin and end with the understanding that regardless of your business controls and sophistication of technology, it can’t run by itself without employees.
Part of every resilience plan, emergency program, and business continuity activity must beg the question, what have we done today to ensure our employees are equipped and capable of supporting recovery?
Disaster planning should be anchored in a robust employee and family preparedness program. Be sure you actively engage HR on your planning team. If an employee’s family is affected by the emergency, they won’t be inclined to come to work to play their part in the company’s recovery.