Multi-objective performance optimization of a probabilistic similarity/dissimilarity-based broadcasting scheme for mobile ad hoc networks in disaster response scenarios

Communications among crewmembers in rescue teams and among victims are crucial to relief the consequences and damages of a disaster situation. A common communication system for establishing real time communications between the elements (victims, crewmem-bers, people living in the vicinity of the disaster scenario, among others) involved in a disaster scenario is required. Ad hoc networks have been envisioned for years as a possible solution. They allow users to establish decentralized communications quickly and using common devices like mobile phones. Broadcasting is the main mechanism used to dissemi-nate information in all-to-all fashion in ad hoc networks. The objective of this paper is to optimize a broadcasting scheme based on similari-ty/dissimilarity coefficient designed for disaster response scenarios through a multi-objective optimization problem in which several per-formance metrics such as reachability, number of retransmissions and delay are optimized simultaneously

Research Directions in Information Systems for Humanitarian Logistics

This article systematically reviews the literature on using IT (Information Technology) in humanitarian logistics focusing on disaster relief operations. We first discuss problems in humanitarian relief logistics. We then identify the stage and disaster type for each article as well as the article’s research methodology and research contribution. Finally, we identify potential future research directions

Design and assessment of pro-poor financial soft policies for expanding cities

Recent major earthquake disasters have highlighted the effectiveness of financial soft policies (e.g., earthquake insurance) in transferring seismic risk away from those directly impacted and complementing ‘hard’ disaster risk mitigation measures (e.g., structural retrofit). However, the benefits of existing financial soft policies are often not guaranteed. This may be attributed to: (1) their low penetration rate (e.g., in the case of earthquake insurance); (2) the fact that they typically neglect the explicit needs of low-income sectors in (developed and developing) modern societies, who are often disproportionately impacted by natural-hazard driven disasters; and/or (3) their failure to consider the time-dependent nature of urban exposure. We contribute towards addressing these shortcomings by proposing a flexible framework for designing and assessing bespoke, people-centred, household-level, compulsory financial soft policies (including conventional earthquake insurance, disaster relief fund schemes, income-based tax relief schemes, or a combination of these) across cities under rapid urban expansion. The proposed framework leverages the Tomorrow's Cities Decision Support Environment, which aims to facilitate pro-poor disaster-risk-informed urban planning and design in developing country contexts. The framework specifically enables decision makers to strategically design and then assess the pro-poorness of mandatory soft policies, using financial impact metrics that discriminate losses on the basis of income. We showcase the framework using the hypothetical expanding city, “Tomorrowville”, successfully identifying pro-poor seismic-risk-related financial soft policies for different instances in the lifetime of the urban system

Giving in Numbers: 2012 edition

CECP, in association with The Conference Board, produces this annual report, Giving in Numbers, which is corporate philanthropy's premier year-over-year analysis of the CGS data focusing on trends in giving, including cash giving, non-cash giving, volunteer programs, management and program costs, giving focus areas, and more. While global economic uncertainty persists, 2011 data show us that giving is being restored across industries as companies acknowledge that the communities in which they operate need their unique resources and skills now more than ever. A majority -- sixty percent -- of companies gave more in 2011 than in 2009, the year during which companies reduced corporate giving in response to the recession

FEMA's Integration of Preparedness and Development of Robust Regional Offices

In October 2006, Congress enacted major legislation to reform the function and organization of the Federal Emergency Management Agency (FEMA) in response to the recognized failures in preparation for and response to Hurricane Katrina. The Post-Katrina Emergency Management Reform Act of 2006 (PKEMRA) focused national preparedness responsibilities within FEMA and directed additional resources and responsibilities to FEMA's ten regional offices. Directed by Congress, in October 2008 a National Academy Panel began an independent assessment of FEMA's integration of preparedness functions and progress in development of robust regional offices.Main FindingsOver the past three years, FEMA has taken significant steps in an effort to integrate preparedness and develop more robust regional offices. These efforts, undertaken by both the previous and current Administrations, are documented throughout this report and should be recognized and applauded. However, FEMA has yet to define specific goals and outcomes that would permit it, Congress or the public to determine when preparedness has been fully integrated into all aspects of FEMA's work and whether the development and ongoing operation of robust regional offices has been achieved. In the absence of well-defined, measurable outcome indicators, the National Academy Panel relied upon the assessments of FEMA leaders and staff, documentation provided by FEMA, and a review of secondary sources material to inform its findings and recommendations. Based upon this evidence, the Panel has concluded that, while progress has been made: (1) preparedness is not fully integrated across FEMA, (2) FEMA's regional offices do not yet have the capacity required to ensure the nation is fully prepared, (3) stakeholders are not yet full partners with FEMA in national preparedness, and (4) FEMA has ineffective internal business practices, particularly with regard to human resource management. The Panel made seven recommendations for FEMA:Establish a cross-organizational process, with participation from internal and external stakeholders, to develop a shared understanding of preparedness integrationEstablish a robust set of outcome metrics and standards for preparedness integration, as well as a system to monitor and evaluate progress on an ongoing basisWork to eliminate organizational barriers that are adversely impacting the full integration of preparedness across the agencyContinue to build regional office capacity and monitor implementation consistent with the Administrator's recent policy guidanceUndertake steps to improve the ongoing working relationship between headquarters and the regions in accord with Panel-identified principlesTake steps to improve stakeholder engagement and relationships at all levels in accord with Panel-identified principles; andStrengthen internal business practices, especially in the area of human capital planning

Giving in Numbers: 2013 Edition

Developed by CECP in association with The Conference Board, "Giving in Numbers: 2013 Edition" is based on data from 2companies including 60 of the largest 100 companies in the Fortune 500. The sum of contributions across all respondents of the 2012 Corporate Giving Survey (CGS), from which the data is pulled, totaled more than $20 billion in cash and in-kind giving. This report not only presents a profile of corporate philanthropy in 2012, but also pinpoints how corporate giving is evolving and becoming more focused since before the recession of 2008 and 2009. This is the ninth annual report on trends in corporate giving