Disasters are our business. Veterans are our passion.
Business Plan January 2017
TABLE OF CONTENTS Executive Summary
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History Team Rubicon has ignited a movement Team Rubicon impacts global veterans Team Rubicon impacts communities Engaging our volunteers What’s with the name? What’s with the logo? What’s with the slogan? Our values Team Rubicon Global - Board of Directors
7 8 8 8 10 11 11 12 14 16
Team Rubicon Australia Team Rubicon Australia - Board of Directors What’s the need? Our vision Disaster Response Teams (DRTs) - The model DRT roll out plan DRT costs Incremental growth and costs International operations Measuring our impact
18 20 22 24 25 26 28 30 36 39
www.teamrubiconaus.org
Strictly confidential. Not to be copied, reproduced or distributed without prior written permission. 3
EXECUTIVE SUMMARY Team Rubicon was founded in 2010 when two Marines, having recently discharged from the Marine Corp, watched the Haiti earthquake unfold on television and wanted to help. When they arrived in Haiti they realised that not only were their skills ideally suited to the disaster environment, but that in performing this kind of work they gained some things that they had missed since leaving the Services. Within days many more veterans and emergency first responders had joined them, and they soon knew they were offering something veterans could not find anywhere else: a renewed sense of purpose. A ‘band of brothers and sisters’ that were lost once when they discharged and an identity built around the positive aspects of being a veteran, there are no victims in Team Rubicon.
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In response to overwhelming demand from countries, Team Rubicon established Team Rubicon Global (TRG) as the head of a franchise model. TRG’s mission is to establish and incubate new Team Rubicons, ensuring global consistency in brand standards, operational best practice and governance. To date TRG has launched new Team Rubicons in the US, the UK, Canada and Australia. In 2017 TRG will launch Germany, France, Norway and the Netherlands. In 2018 TRG will launch Italy, Turkey, Poland and New Zealand. Team Rubicon Australia (TRA) soft launched in September 2016, and his since sent Australian volunteers to disaster zones in 6 countries around the world. As we move into 2017, TRA finds itself poised ready to bridge the gap between disaster strikes and large scale organisations respond on the ground.
TRA’s strategic objective is to: • Build a world class disaster response organisation that harnesses the skills of veterans, enabling TRA response teams to go further, faster and harder than any other disaster response organisation. In doing so we will: • Provide veterans the opportunity to repurpose their skills and the ability to provide aid to those who need it most; • Help people in the critical hours and days after disaster has struck, before larger organisations move in to take over; • Change the narrative around what it means to be a veteran in Australia; and • Provide veterans pathways into education and employment.
Team Rubicon Australia is focused on the progressive rollout of 20 veteran led Disaster Response Teams (DRTs), in every major city and town in Australia with a volunteer density sufficient to support the model. Experience in the US, UK and Canada has shown that having an organised, trained and equipped DRT helps communities to more rapidly stabilise when disaster strikes. It also allows emergency services to better focus on their core functions and allows affected residents to get back to normality sooner. We view our veterans as some of the nation’s strongest civic assets. When combined with a suite of high-tech IT platforms, Team Rubicon stands to revolutionise disaster response in Australia.
CEO, Geoff Evans served for twenty years with the Australian Army’s Special Operations Command as both a noncommissioned and commissioned officer. Geoff deployed twice to East Timor and twice to Afghanistan. Geoff also had a distinguished twelve year career as a firefighter with Fire and Rescue NSW. In 2013, Geoff founded Homes for Heroes, a National charity supporting homeless veterans, and was shortly after appointed to the Prime Ministerial Advisory Council on Veterans Mental Health. Geoff graduated from Deakin University in 2009, with a Major in International Relations and is currently studying a Juris Doctor of Law at the University of NSW.
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COST SUMMARY
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YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
DEVELOPMENT COSTS
$105,932
$135,401
$146,881
$158,182
$202,976
DOMESTIC OPERATIONS
$192,410
$373,980
$525,310
$758,470
$842,390
INTERNATIONAL OPERATIONS
$145,171
$209,253
$273,334
$488,380
$572,734
GENERAL OPERATING COSTS
$237,600
$237,541
$261,852
$289,529
$321,308
PAYROLL
$633,670
$781,106
$1,021,315
$1,280,662
$1,584,018
OPERATIONAL FUNDS NEEDED (SUBTOTAL)
$1,314,784
$1,737,280
$2,228,692
$2,975,222
$3,523,426
ADD TR GLOBAL FUNDING TRIBUTE
$172,882
$86,864
$111,435
$148,761
$176,171
ADD PAYPAL SURCHARGE 2.9%
$39,444
$52,118
$66,861
$89,257
$105,703
TOTAL NET FUNDS REQUIRED
$1,527,109
$1,876,262
$2,406,988
$3,213,240
$3,805,300
HISTORY In January 2010, a 7.3 magnitude earthquake struck Haiti. Initial reports of the devastation compelled a small group of military veterans to deploy themselves to Port-au-Prince. In Haiti it became clear that military veterans are uniquely suited to providing emergency aid in the early hours of a disaster. Team Rubicon was born out of this operation. Today, “Team Rubicon unites the skills and experiences of military veterans with first responders to rapidly deploy emergency response teams�.
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TEAM RUBICON HAS IGNITED A MOVEMENT
TEAM RUBICON IMPACTS GLOBAL VETERANS
TEAM RUBICON IMPACTS COMMUNITIES
Team Rubicon recruits, trains, equips, organises and deploys veterans to aid in disaster response operations around the world. This is our way of bridging the gap between returning veterans and their home communities. We demonstrate - to society and individual veterans alike - that veterans are powerful resources with skills to be harnessed.
A Sense of Purpose: Team Rubicon offers a unique opportunity to be part of humanitarian efforts with a unified purpose, mission, and intensity that is reminiscent of a military deployment. From this veterans gain the same sense of purpose and importance they once had.
Over 140 missions rebuilding communities from disasters that range from cyclones, to tornadoes, to floods, to earthquakes. Over 40,000 volunteers committed to serve. Over 5,000 veterans have deployed to over 20 countries, with an initial response time of 24 hours or less.
Part of a Community: TR is an extension of the ‘band of brothers and sisters’ philosophy that exists in the military.
Tens of thousands of lives affected in communities around the globe.
A Feeling of Identity: Team Rubicon provides veterans an opportunity be part of something bigger than themselves again. This cultivates a sense of belonging makes veterans feel valued again.
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140+ MISSIONS rebuilding communities from disasters that range from cyclones & tornadoes to floods & earrthquakes
40,000+ VOLUNTEERS committed to serve
TENS OF THOUSANDS of lives affected in communities around the globe
5,000+ VETERANS have deployed to over 20 countries with an initial response time of 24 hrs or less 9
ENGAGING OUR VOLUNTEERS STEADY ENGAGEMENT happens via service projects, community building, and training - all of which are important ways to more consistently engage members, build the team between disasters, and be adequately prepared for disasters. In addition, Team Rubicon responds to:
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SMALLER DISASTERS are often domestic or regional and occur more frequently. MAJOR DISASTERS are more infrequent, but powerful enough that they may require specialist teams from multiple Team Rubicons from around the world.
WHAT’S WITH THE NAME?
WHAT’S WITH THE LOGO?
TEAM: Emphasises the organisation’s military ethos of small, cohesive units.
The Team Rubicon logo consists primarily of a cross turned on its side with a river flowing through it. The cross represents the traditional symbol of medical aid. It is on its side because Team Rubicon represents such a departure from the current paradigm in disaster response. The river flowing through the cross represents the “Gap” that exists between large natural disasters and conventional aid response.
RUBICON: The Rubicon River in northeastern Italy divided the Roman Republic from Gaul. When Julius Caesar crossed the Rubicon at the head of his legions and marched on Rome, it marked a point of no return. The phrase “crossing the Rubicon” has since survived in reference to any group committing itself to a risky course of action. On January 17th, 2010, despite government and large aid organization’s advice not to proceed, Team Rubicon members crossed the Artibonite River separating the Dominican Republic and Haiti, carrying crucial gear and medical supplies to the people of Port-au-Prince.
Team Rubicon serves to “Bridge” this gap; providing field triage and relief operations until large aid organisations and nations can provide definitive care.
Once across, they were irrevocably committed to their task. Hence the name: Team Rubicon.
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WHAT’S WITH THE SLOGAN? “Bridge the Gap” refers to Team Rubicon’s primary mission of providing disaster relief between the moment a disaster happens and the point at which conventional aid organisations respond. The “gap” is primarily time; the crucial window following a disaster when victims have traditionally been without aid. When the “Gap” closes - once conventional aid organisations arrive - Team Rubicon moves on.
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“Bridge the Gap” - TEAM RUBICON SLOGAN
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OUR VALUES Team Rubicon Global is an organisation that thrives because of the assets of military veterans. We believe that veterans from countries around the world have unique skills and training, and should be celebrated as skilled members in their communities. We also recognise that veterans have an ongoing desire to serve others meaningfully and that through service they may realise a renewed sense of purpose, community and identity. Providing emergency relief during times of disaster is a unique opportunity for veterans to demonstrate the power of their skills and training at a time when natural disasters are increasing in frequency and severity. The following values transcend our organisation: Global Citizenship: We are impartial, apolitical, and nonreligious. TR’s identity transcends geographic and political borders, and serves to foster cross-cultural understanding.
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Servant Leadership: We serve with humility and respect. TR members place the needs of others ahead of their own without expectation of personal gain or reward. Professionalism: We deliver the highest standards of quality in disaster response. We work with public and private organisations, and place transparency, accountability, and efficiency at the center of our operations.
Grit: We are accustomed to austere conditions, thrive in chaos, and face natural disasters head-on. We are determined to deliver aid to those who need it most, wherever and whoever they are. Humanitarianism: We are military veterans and first responders from around the world who are driven by our commitment to restore human well-being in the wake of disasters. We are committed to leaving communities we serve empowered to help themselves. Bias for Action: We are forward leaning, and when lives are at stake, we have a propensity to act or decide on the 80% solution. We do not wait for perfect information, because ‘perfect’ is too slow.
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BOARD OF DIRECTORS TEAM RUBICON GLOBAL
DR. CHARLES KAMBACH Chair GEN. DAVID PETRAEUS Board of Directors USA (Retired) Board of Directors
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GEN. SIR NICK PARKER (Retired) Board of Directors
WILLIAM MCNALTY Co-Founder and CEO Team Rubicon Global
DAVID CHINN Board of Directors MIN. KARL-THEODOR ZU GUTTENBERG Board of Directors
AIR CHIEF MARSHAL SIR ANGUS HOUSTON Advisor to the Board
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TEAM RUBICON AUSTRALIA Team Rubicon Australia (TRA) soft launched in September 2016, and his since sent volunteers to disaster zones in 6 countries around the world. Team Rubicon Australia has a dedicated Board of Directors plays a critical role in both the internal and external activities of the organisation. Accordingly Board member composition reflects the appropriate operational, functional and governance expertise. In accordance with best practice the Board has overall responsibility for the following: • Overall governance and guidance; Legal and fiduciary responsibilities; • Long-term vision/strategy and establishing policy; • Monitoring progress in achieving TRA’s vision.
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Team Rubicon Australia is a company limited by guarantee registered with the Australian Charities and Not for Profits Commission (ACNC). As such, the responsibilities of the individual directors is principally governed by the Governance Standards of the ACNC Act. In addition each director has a responsibility to act in the best interest of the organisation and in furtherance to the ‘objects’ set out in Team Rubicon Australia’s Constitution as follows: Objects of the Company (a) The dominant purposes of the Company are to: (i) provide for the relief of poverty, sickness, disability, destitution, suffering, misfortune, or helplessness; and (ii) to provide for the relief of people in distress in result of a disaster; and (iii) to provide for the welfare of past and existing members of the Australian armed forces; and
(iv) to advance social and community welfare including by: (A) the organisation and management of emergency deployments responding to natural disasters and catastrophes providing aid, emergency infrastructure, rebuilding infrastructure, the provision of emergency accommodation and activities associated with humanitarian, disaster relief projects and engagements in Australia and internationally; (B) undertaking humanitarian and disaster relief projects in Australia and internationally by the emergency deployment of trained personnel; (C) addressing disadvantage in the provision of overseas aid and undertaking social and community welfare and development projects; (D) supporting and benefiting veterans, whether serving or ex-service men and women, of the Australian Defence Force and other former military service men or
women; (E) the recruitment and training of veterans for deployment in Australia and internationally for humanitarian, disaster relief projects and engagements; (F) training, resourcing, organising and equipping personnel to undertake emergency deployments for humanitarian, disaster relief projects and engagements; and (G) raising funds for the above purposes.
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TEAM RUBICON AUSTRALIA - BOARD OF DIRECTORS
MAJOR GENERAL MICHAEL SLATER (Retired) Chair Board of Directors
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MICHAELA BROWNING Deputy Chair Board of Directors
DR ELIZABETH RUSHBROOK Board of Directors
RODNEY HYMAN AM Board of Directors
WILLIAM MCNALTY Co-Founder and CEO Team Rubicon Global
AIR CHIEF MARSHAL SIR ANGUS HOUSTON Advisor to the Board
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DOMESTIC OPERATIONS - WHAT’S THE NEED? The Australian Business Roundtable for Disaster Resilience and Safer Communities estimates that the total annual cost of natural disasters in Australia is expected to increase from $9 billion to $33 billion by 2050. During large scale disasters there are not enough resources to adequately respond to all areas of need. A recent Australian Government report noted that in the future the distribution of disaster response resources will be increasingly problematic as the increase in the frequency and the severity of disasters is compounded by the continual reduction per capita in the number of volunteers and emergency services personnel. Australia is also experiencing a paradigmatic shift in the way volunteers interact with professional services. This was most recently illustrated in Victoria when in 2015, the Victorian State Government contracted a civilian not for profit agency to provide command and control services during protracted wild fire-fighting operations.
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TRA sees its role, at least initially, in the recovery phase of domestic operations - providing clean-up, debris removal, render safe and secure and other recovery operations after the main danger has passed. In these circumstances many residents find that their insurance does not cover the cost of the clean-up and TRUSA and TRUK experience has shown that TR can have a meaningful and positive impact on affected communities in this space. The NSW Government has committed to including Team Rubicon Australia in the NSW Emergency Management plan.
NATURAL CATASTROPHES WORLDWIDE 1980-2011 Number of events with trend
Source: Munchener Ruckversicherungs-Gesellscharf, Geo Risks Research, NatCatSERVICE - As at March 2012
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OUR VISION Our vision is to build 20 Veteran led Disaster Response Teams across Australia, serving local communities before, during and after disasters. We will provide a renewed sense of purpose to over 3000 veterans, in addition to emergency service workers and civilians looking to be part of something greater than themselves. In doing so we will change the narrative around what it means to be a veteran in Australia and place our nation’s best trained leaders at the forefront of their local communities when and where they are needed most. No other Australian veteran’s organisation is willing to place veterans back at the tip of the spear. By preparing for and responding to disasters, TRA provides a renewed sense of purpose, community and identity to our nation’s veterans. Disaster response has proven to be a powerful tool to help veterans step down from war and back in to society.
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100 DISASTER RESPONSE TEAMS - THE MODEL
Members enlisted in each DRT
• The Disaster Response Team is a discrete capability level achieved within a city area.
25 Provides 25 members deployable
• The DRT’s manning is driven by set ratios applied to cities with over 100,000 residents. • The DRT has the organic capability to recruit, train and deploy volunteers at the local level. • The DRT model allows for the decentralisation of command and administration to the local level. This will decrease our response time, increase our impact, (train more people, deploy more members on operations) and have a greater impact on our communities.
8 - T3 Including 8 who are ‘train the trainer’ and ‘heavy equipment’ qualified
3 - ICS And 3 who are ‘incident command’ qualified
25
DISASTER RESPONSE TEAM ROLL OUT PLAN
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No.
City
State
Population
Maximum DRTs
Actual DRTs
1
Sydney
NSW
4,920,970
32
4
2
Brisbane
QLD
2,308,720
15
3
3
Melbourne
VIC
4,529,496
30
2
4
Townsville
QLD
180,333
1
1
5
Gold Coast - Tweed Heads
QLD - NSW
624,918
4
1
6
Canberra
ACT
424,666
3
1
7
Perth
WA
2,039,193
13
1
8
Adelaide
SA
1,316,779
8
1
No
City
State
Population
Maximum DRTs
Actual DRTs
9
Darwin
NT
142,258
1
1
10
Newcastle
NSW
434,454
3
1
11
Sunshine Coast
QLD
302,122
2
1
12
Wollongong
NSW
292,388
2
1
13
Hobart
TAS
220,593
1
1
14
Cairns
QLD
147,993
1
1
TOTAL
104
20
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DISASTER RESPONSE TEAM COSTS - Single DRT Raising Cost*
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Start up cost breakdwn
Cost
Proportion
Recruitment and Engagement
$4,000
40%
Equipment
$3,086
17%
Training
$10,617
60%
Total cost to build 1 x DRT
$17,702
100%
Sustainment cost breakdwn
Cost
Proportion
Recruitment of Greyshirts to replace attrition rate
$1,600
29%
Equipment replacement
$617
11%
Training to replace attrition rate
$3,291
60%
Total Sustainment per DRT
$5,508
100%
TOTAL COST PER DRT
$23,211
*Assuming 40% attrition rate of basic Greyshirts, 15% attrition rate of Specialists and 15% attrition of ICS staff. Annual inflation rate assumed at 2% year-on-year and depreciation rate assumed at 20% under the Straight Line method with zero salvage value. More detailed breakdowns of TRA costs can be presented across a 5 year time horizon.
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TOTAL COSTS VS. CAPABILITY - Costs input forecast
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YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
DEVELOPMENT COSTS
$105,932
$135,401
$146,881
$158,182
$202,976
DOMESTIC OPERATIONS
$192,410
$373,980
$525,310
$758,470
$842,390
INTERNATIONAL OPERATIONS
$145,171
$209,253
$273,334
$488,380
$572,734
GENERAL OPERATING COSTS
$237,600
$237,541
$261,852
$289,529
$321,308
PAYROLL
$633,670
$781,106
$1,021,315
$1,280,662
$1,584,018
OPERATIONAL FUNDING
$1,314,784
$1,737,280
$2,228,692
$2,975,222
$3,523,426
ADD TR GLOBAL FUNDING TRIBUTE
$172,882
$86,864
$111,435
$148,761
$176,171
ADD PAYPAL SURCHARGE 2.9%
$39,444
$52,118
$66,861
$89,257
$105,703
TOTAL NET FUNDS REQUIRED
$1,527,109
$1,876,262
$2,406,988
$3,213,240
$3,805,300
To generate the following capability YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
DRTS RAISED
3
4
4
4
5
DRTS SUSTAINED
0
3
7
11
15
TOTAL DRTS
3
7
11
15
20
DRTS
31
To lead the following domestic disaster response missions
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YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TYPE 1: 21 DAYS / 40GSs
-
-
-
1
1
TYPE 2: 28 DAYS / 60GSs
-
1
1
2
2
TYPE 3: 21 DAYS / 50GSs
1
2
3
4
4
TYPE 4: 10 DAYS / 25GSs
4
6
8
10
12
TYPE 5: 4 DAYS / 10GSs
8
6
16
15
22
And support the following international disaster response missions YEAR 1
YEAR 2
YEAR 3
YEAR 4
YEAR 5
TYPE 1: 21 DAYS / 40GSs
-
-
-
-
-
TYPE 2: 28 DAYS / 60GSs
-
-
-
-
-
TYPE 3: 21 DAYS / 50GSs
-
-
-
1
1
TYPE 4: 10 DAYS / 25GSs
1
2
3
4
4
TYPE 5: 4 DAYS / 10GSs
4
4
4
5
5
Assumptions and break-downs of each line item can be provided separately.
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INTERNATIONAL OPERATIONS The increasing severity and frequency of natural disasters will also have a significant impact on the rapidly growing urban populations in the Asia-Pacific Region. A recent report by the Economic and Social Commission for Asia Pacific (ESCAP) titled the State of Asian and Pacific Cities, revealed that half of the region’s population currently lives in urban areas, and that urbanisation is expected to increase to around twothirds of the population by 2050. Already unable to provide basic services, cities are being pushed to their limits, leaving the poorest communities even more exposed to disasters. ESCAP estimates that 742 million city dwellers now face extreme to high disaster risk. This is estimated to increase to 980 million by 2030.
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ASIA’S DISASTER TOLL 9,663,389 Despite numerous efforts to build disaster resilience in the region, there is no prospect of regional governments being able to adequately respond to major disasters in the foreseeable future. Likewise, during large scale events, Australia’s existing international disaster response resources are strained and bureaucratic. This will be increasingly so as the Australian Government continues to direct funding away from disaster response towards capacity and resilience building. Australian efforts to respond rapidly to disasters will continue to be hampered by the inherently bureaucratic nature of government-led international response efforts. There remains no robust, flexible system to provide effective aid and assistance to the region in the immediate aftermath of a disaster.
DROUGHT
6,794,304 FLOODS
1,559,558
EARTHQUAKE
1,242,150 CYCLONE
261,915 TSUNAMI
People killed in natural disasters from 1901 - 2013. Source: Centre for Research on the Epidemiology of Disasters
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APPROACH Given its geographical proximity to Asia and the Pacific, its access to uniquely trained and resourced veterans and the obvious and growing need for rapid disaster response in the Region, Australia is ideally situated to develop a strong Team Rubicon with a regional focus. The opportunities for proactive missions in the region are significant, and practically speaking, reactive missions will be all too common. TRA will utilise its DRT domestic model to alert, mobilise and deploy response teams to disasters around the Asia Pacific. The services and capability we will bring to bear in the region will leverage our world class technology resources and our foundational response capabilities to provide a level of support unlike any other currently in place with NGOs that are dominant in the Asia Pacific. Our capability revolves around five pillars of operations:
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1.
Rapid Response
Our ability to rapidly mobilise and deploy skilled, capable teams into a disaster setting is proven. TRA in conjunction with our global network possesses an efficient system to be able to put a reconnaissance team on the ground within 24 hours of a disaster. This team established a foothold begins conducting an analysis whilst a formal response team is being organized in order to deploy and begin conducting operations with an additional 48 hours. Surprising such a capability is not readily available within the existing disaster response framework in the region. TRA will bridge that gap. 2.
Reach
As a result of the inherent skill sets of military veterans in conjunction with our nimble and robust command and
control systems our response teams go deep into the disaster zone. We do so quickly and efficiently with the ability to be self sufficient and begin to provide practical assessments and services in an immediate and sustained manner. We do not set up shop in the city and wait out for reinforcements. Instead we pack, helicopter, drive or boat to where the need is. The longer we are there the deeper we go. We are not afraid to get dirty. In fact we enjoy it. 3. Information collection, analysis and dissemination TRA among all other Team Rubicon entities is developing a heretofore unseen ability to collect, analyse and disseminate real time information about what is happening on the ground in the immediate wake of a disaster. We leverage the existing suit of technologies available to us, such as Palantir and combine
that with military trade-craft to begin conducting assessments across a variety of inputs and contextualised needs and begin processing and sharing that information as soon as possible. This capability can be facilitated for government, industry and fellow NGOs.
ability to employ this capability thus having access to licensed medical assistance via this communications platform. Additionally, we are currently developing a formal Medical Team, Level 1 capability to be certified by the World Health Organization. 5.
4.
Resiliency and Recovery support
Medical Response
TRA has the ability to provide varying levels of medical support as a foundational capability within all of our response efforts. Providing medical aid is a part of our DNA. Basic first aid training is integrated across our entire training framework. Each of our response teams has volunteers with advanced medic training and we are already developing a deep bench of Paramedics, nurses and doctors into our volunteer base. TRA utilises DaVincian Telemedicine technology and each or our DRTs has the
We will build strategic relationships with regional nation-states that are at high risk and under resourced. TRA will engage with them to assist in resiliency and preparedness efforts and well as assist well after the response effort in order to build capacity and confidence in the wake of a disaster. These relationships will be enduring and sustainable so that we may become a trusted partner with our neighbors over the long-term.
with key stakeholders across Australian government and international response frameworks. As a result of being a part of the Team Rubicon Global network we are already assimilated into the UN Cluster System. We are also currently working with RedR to integrate into their consortium as a part of the Australian Department of Foreign Affairs and Trade revamped approach to deploying NGOs to respond to regional disasters.
TRA is currently developing partnerships
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MEASURING OUR IMPACT
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Contact: Geoff Evans Chief Executive Officer Team Rubicon Australia PH: 61 425 315 794 evans@teamrubiconaus.org