This contest is for 2 images, drawn from any of the 8 points discussed below. I would prefer that points #4 and #6 were used while we identify the winning designer. The winning designer agrees to complete the remaining images for an additional payment of US$550 via a 1-to-1 project, in the same style, in time for my presentation on June 14th (ready at least 24 hours before).
For a more detailed explanation of the presentation, please see the attachment.
Broadly, I would like images that somehow connect to the discussion points below. I will be speaking while showing the images, so the images do not need to 'capture' all aspects of each point; if you can visualise a key aspect of any point, that's great. Perhaps a helpful way of thinking about this is that I would like a memorable set of images to replace a more traditional powerpoint presentation.
In this context, simple, clean, and easy-to-understand images are preferred. Cluttered, 'busy', or text-heavy will confuse and distract the audience. My preference is for a central aspect of each point to be crystal clear to the audience, which I will be speaking to.
Roughly, the presentation will cover the 8 points below in this rough order:
1) The emergency services sector needs to switch from 'service delivery' to 'supporting the public take actions for themselves'. But this transition is poorly understood and rarely studied. How to make this transition while continuing to deliver essential services is a critical and poorly understood challenge?
2) Prevailing approaches of 'raising awareness' and 'education' are ineffective at prompting behaviour change by publics.
3) Existing practices (e.g., public forums, pamphlet distribution, door-knocking) do not appear to be prompting people to take preparatory actions. At best they are ineffective, and there is the chance such actions inhibit disaster risk reduction by members of the public.
4) The emergency management sector can be described as having '1 degree of knowledge and impact': we know the number of pamphlets delivered, the number of people at a forum, the number of doors knocked on, but we know nothing about the impact of those actions. For example, we have no idea if people leave a forum and go home to take action; we have no idea if people take action following a door-knock from emergency services' volunteers.
5) Existing practices need to change.
6) What's needed? a) move from '1 degree' to 'ripples' of behaviour change throughout a community (i.e., a member of the public prompts a neighbour/friend to take an action); b) to measure and track the impacts (i.e., ripples/2, 3, 4 degrees) of partnerships between emergency management and publics.
7) How to accomplish this? a) reconceptualise 'engagement' to be a long-term partnership in order to 'learn with' publics; b) power-sharing: allow communities to direct what emergency services does to help; c) emergency services need to respond when publics 'want to change'; d) we need to measure 'thought' and 'intent' to take preparatory actions; e) work with publics and demonstrate that their views have direct impact on what's done; f) be 'action-focused' (learning improves when people have the opportunity to physically act); g) ask for the public's help.
8) The Community Engagement for Disaster Risk Reduction (CEDRR) project and methodology: a) can assess/measure what actions have been taken by members of the public; b) can assess and (subtly) raise awareness; c) can elicit commitment to take preparatory actions at the household scale; d) prompts people to take actions (with repeated household visits); and e) ongoing refinements are determining whether 'ripples' can be incited and measured.