The Importance of Mobile Technology in Our Society

Mobile technology is taking off in leaps and bounds. While this technology is relatively new in
the big scheme of things, it is certainly not new in anyones mind; indeed, it truly feels like
mobile devices have been around forever. We laugh and gawk at old photos where we see
monstrous cell phones, when in reality we thought they were cutting edge a mere 10 years ago.
Mobile technology has changed human history. It allows us to stay connected regardless of our
geographical location. The implications of this are huge: not only is it incredibly convenient to
be able to make a phone call wherever you are, but its also crucial to be able to make a phone
call when you need to most; namely, during an emergency situation. Because of this, mobile
technology has literally saved lives. Besides these obvious implications, there are also more
subtle ways by which mobile technology has helped mankind. Consider that mobile devices are
commonly used in the medical industry to enhance and simplify how things are run.
We owe a great deal of gratitude to mobile devices. Through phone calls, SMS messaging,
mobile Internet browsing and many more avenues, weve been able to stay connected as a
society and keep in touch both in times of relaxation and in times of need. Mobile devices
have truly touched the lives of millions. 1. People are Increasingly Accessing the
Internet Through Mobile Devices

Its estimated that the number of U.S. consumers who access the Internet through traditional
desktop and laptop personal computers will drop from 240 million in 2012 to 225 million by
2016. At the same time, the number of individuals who surf primarily through their mobile
devices is expected to jump from 174 million to 265 million within that same time frame.
(http://www.zdnet.com/idc-were-in-the-midst-of-the-great-pc-exodus-on-the-internet7000006532/)
2. People Are Doing More E-Commerce Transactions through Mobile
Devices

Its estimated that approximately 20% of all ecommerce sessions are now happening on
smartphones and tablet computers. Market observers also believe that this rate will climb to more
than 50% within the next three years. Unfortunately, not all ecommerce websites are well
designed to provide a quality shopping experience on mobile devices. Without a responsive
website to display to users who visit using a mobile device, businesses are likely to see poor
conversion rates for mobile shoppers.
3. Mobile Technology is Changing the Users Web Surfing Habits

Individuals who surf the Internet through their smartphones or tablets are often much less likely
trying to decipher a difficult to understand marketing message than someone on a PC. If
something isnt immediately interesting or relevant to a mobile device user, theyre likely to
switch to a new app or web page right away.

4. Social Media Has Gone Mobile

Some of the most popular apps on the iPhone and Android smartphones are those that allow
users to access their social media accounts. This means that your marketing efforts should not
only take the social media landscape into account, they must also do so with the understanding
that many social media users will be accessing their accounts through mobile devices. This trend
may become even more apparent as observers await the long anticipated launch of a Facebookbranded smartphone.
5. Mobile Technology Allows Location Based Marketing

Most smartphones and tablet computers incorporate location sensing technologies that allow
apps to access the users approximate location. For devices that include global positioning
system (GPS) technology, these apps can pinpoint the users location to within a few feet. These
apps can then display targeted coupons or offers to nearby stores. Since people usually have their
cell phones with them when theyre outside of the home, this could be a huge opportunity for
businesses.
6. Smartphones and Tablets Remove Barriers to Mobile Marketing

Less than a decade ago, the promise of mobile marketing was mostly hype. Small screens,
underpowered phones and lack of a mobile ecommerce infrastructure (and no corresponding
consumer behavior) meant that people simply werent ready to be marketed to through their
phones. We used our phones for talking and texting, and that was about it.
But the smartphones of today and the growing numbers of tablets are significantly more
powerful, and let users do almost anything theyd do on their home computers.
7. Mobile Technology is Replacing the Television and the Radio

Rather than listen to the radio, more and more users are logging into Pandora or Spotify for
music. Case in point; most new automobiles these days come with iPod and iPhone connectivity
options. And rather than watch movies and shows on television, more users are visiting network
websites, Netflix and Hulu to watch programs on their own schedules. As these behaviors
become more entrenched, marketers will need to come up with new and effective ways to get
their messages in front of potential customers.
8. The Most Valuable Demographics are Mobile
For many businesses, the most valuable demographic of potential customer is one who is young
and educated and has disposable income. This demographic aligns almost perfectly with those
who spend the most time on their iPads and smartphones. As a result, companies that want to get
their messages in front of these individuals now have a straightforward way to do so. But dont
be discouraged if your target market is older individuals this demographic is currently
experiencing some of the fastest growth rates in mobile device usage.

9. Mobile Marketing can be Very Cost Effective

Marketing to potential customers through mobile devices still requires creativity, planning and
skillful execution, but in many cases this can all be done for less money than it would take to do
through traditional media outlets. Being able to target potential customers more precisely, and to
present your message only to those who you believe are the most likely to follow through and
buy your products and services, means that your marketing dollars are spent more effectively.
10. Other Parts of the World are even More Mobile

Depending on the nature of your business, if your market is truly worldwide then taking
advantage of mobile technology is likely to be a significant aspect of your overall marketing
strategy, and it might even be the primary channel through which you promote your business. In
many countries, there hasnt been a gradual switch from PCs to smartphones because very few
individuals ever owned a PC in the first place. In fact, within the next four years, its estimated
that the number of worldwide mobile app users will more than double; from 1.0 billion to 2.1
billion (https://www.emarketer.com/Coverage/Mobile).
Keep yourself on top of these mobile technology trends to ensure that you can respond in the
best possible way for your business.
The mobile workforce globally exceeded one billion in 2010 and is projected to grow by greater
than 10% over the next several years. With this anticipated growth comes an enormous
opportunity for human resource management at many companies to help improve the
productivity and satisfaction of its mobile workforce through mobile HR solutions. ADPs survey
of 400 large and midsized U.S. organizations reveals early success from those who have
deployed mobile HR apps. Read this white paper to see what is driving success for early adopters
and what these firms expect next from their investment in mobile HR solutions.

MOBILE HR SOLUTIONS TAP INTO THE WIDE USE OF SMARTPHONES AND TABLETS

Personal use of smartphones is growing exponentially and there is an ever-greater use of tablets
by consumers. Consumer-driven use of these tech devices is shaping up as a benefit for
businesses, including those in charge of human resource management. Among businesses
surveyed by ADP, over 70% of midsized organizations and 90% of large firms have either
deployed smartphones, are supporting employee-owned smartphones, or plan to either deploy or
evaluate future deployment of these devices.

Mobile HR Solutions Provide Many Ways to Connect With

Mobile Workers
With an ever-expanding mobile workforce and the already ubiquitous use of popular mobile
devices like smartphones, there is great business value in providing mobile access to many key
HR functions, from talent management and employee communications to payroll/time and
attendance to employee benefits. Practical applications include submitting time worked from
distant field locations, approving time off, and submitting employee expense reports from the
road.
More companies are seeing value in allowing their employees to access payroll and HR data
using their smartphones, tablets, or other mobile devices. According to the ADP survey, 43% of
midsized companies and over half of large organizations allow mobile device usage for these
purposes. Between 2009 and 2011, usage has grown in both the midsized and large segments and
the trend continues upward.

Human Resource Management Benefits From Deploying Mobile

HR Solutions
Mobile access allows organizations to create and help empower a more productive, satisfied, and
engaged workforce. Seventy-five percent of human resource managers in large and 71% in
midsized companies surveyed acknowledge workforce productivity has improved as a result of
allowing their employees to access mobile HR solutions. Forward-thinking organizations also
view mobile solutions as critical competitive recruiting and employee retention initiatives
vitally so, when targeting leading candidates from the next generation "Gen Y/Millennial" talent
pool.
While mobile solution security remains a critical requirement for about half of the companies
ADP surveyed, results show security is no longer standing in the way of making mobile
investments. This is largely due to improvements in the security for mobile solutions, as well as
better awareness and education concerning security capabilities.

Ensure Mobile HR Solutions Integrate With Your New HR

Systems or Services
HR decision makers should consider mobile capabilities to be a "must-have" feature when
buying a new HR system or engaging an HR service provider. Research shows that businesses
are increasingly following that line of thinking. Compared to 2009 statistics, 10% more decision
makers in midsized companies and 33% more in large firms consider mobile HR capabilities
"critical" or "important" when making future HR system and service buys.

The Advantages and Disadvantages of Technology in the Workplace

Posted by: Karehka Ramey in Techucation February 25, 2013 1 Comment
Technology is being used in almost every company to accomplish specific tasks. Technology has
changed the way we work and it has brought some fan at work, it reduces on human errors which
can be caused by too much work or stress. Business technologies like computers, tablets, social
networks, virtual meeting software, accounting software, customer management applications,
and so much more have removed workplace boundaries and they have also facilitated in the
movement of information at the workplace which accelerates quick decision making at your
workplace.

Using technology at your workplace has its own advantages and disadvantages. Below i have
detailed points explaining how technology can be of great use at your workplace and how it can
also be a problem.

Advantages of Technology in the Workplace:

1.

Improves communication:

Many businesses are using various business communication technologies to change the way their
employees interact and communicate while at work. Employees can use various communication
tools to interact or exchange information at work. For example, employees from different
departments in a company can use text messaging services or video conferencing tools like
Skype to share and exchange information. Virtual communication tools like Skype can be used to
share screens and this can help workers to share projects while in different departments, the same
application can be used to support group decision making. Also communication technologies can
be used in the customer service department to serve customers on time.
RELATED:
:- 4 New Communication Technologies to Improve Organizational Communication

2.

Encourages Innovation and Creativity:

Workers can use different business technologies to create innovative business ideas which can be
used in business growth and expansion. Many companies create technological challenges and
reward employees who come up with creative ideas using technology. Employees can use
internet technology to innovate ways of promoting a business online. Social enterprise networks
like Yammer.com can be used by employees to socialize and interact with other creative
employees from different organizations, this interaction will result into information exchange
and it also encourages brain storming on various work related issues.
3.

Improves on Human Resource Management:

Technology in the workplace can change the way human resource managers do their job. It
improves on the process of screening, recruiting and hiring new employees. Many human
resource managers are using internet to advertise job openings. Targeted candidates will be in
position to apply for these positions online by submitting their resumes to the human resource
manager. The all process saves time and it makes the human resource managers work easier.
Technology can also be used to track performance and productivity of each employee at work.
Once employees are aware that they are being monitored, their productivity will increase.

4.

Saves Time:

Technology can be used to automate various tasks at work, this automation will guarantee
efficiency and will also increase on production at work. The use of computers to accomplish
specific tasks at work creates room of making corrections on instant and it also reduces on
human errors. Using databases to capture and store information can facilitate quick decision
making at work. Employees can easily access business information via one single database; this
information can be edited and saved for later use. Use of internal networks at the workplace can
help in sharing of gadgets like printers and scanners, so employees do not have to move to
different departments to share technological tools.

5.

Creates Mobility:

The use of internet and computers to work has eliminated space and time boundaries. Employees
can work from any where at anytime, this mobility makes employees stay in control of their jobs.
Technological tools like virtual meeting applications save us time, we dont have to be in
meetings physically yet information and data will be shared in real-time.

Disadvantages of Technology in the Workplace:

6.

Causes Distraction at Work:

Their so many ways technology can distract employees at work. The use of social networks at
work can cause so much distraction and it affects the productivity of employees. Some
companies have decided to block access to specific websites like Facebook, Twitter and Youtube,
because of the unlimited distraction they cause. Other business technologies which cause
distraction at work include smartphones, computers and virtual meeting applications like Skype.
7.
High Maintenance costs: It is expensive to buy technology, but it is also costly to
maintain it. Many small businesses can not afford the cost of hiring a full-time technical person,
so they resort to monthly tech contractors who charge them for work done. If business
technology tools like computers are not well maintained, their performance will decrease and the
process of buying new computers or any other business technology can even be more expensive.

8.

Makes employees lazy:

Since most tasks are automated by technology, many employees become lazy at work,
technology kills their creativity and skills. Simple tasks like calculating sales and tracking
inventory are being done with computers, so you will find that employees do not put their brains
at work, they cant solve high-end business problems because a computer or software will do it
with no challenge.

9.

Affects Workplace Relationships:

Employees communicate via cell phones, text messages, email or virtual video conferencing
tools. This type of communication technology eliminates face-to-face communication.
Interpersonal communications are important in building workplace relationships because
employees will get a chance to know each other in person, some times they can even share nonwork related information, this type of interaction is killed by communication technology tools.
Employees become more reserved and self-centered; they get buried into their work which can
be of great harm to a business.
10.

Its Risky:

Though we like the advantages that come with technology at work, it also tends to be risky,
especially when it comes to data security. All employees in important decision making positions
will need access to private business information; this can pose as a threat, because it can be very
difficult to monitor the usage and privacy of this information. Many employees come with flash
drives at work, so they can transfer critical business information and use it for their own personal
gains.

RECOMMENDATIONS
OBJECTIVE 1: Foster Global Disaster Preparedness and help to reduce barriers often
faced by private, public, and NGO ICT providers.
In the event of a disaster, the effective use of ICTs is often hampered by a lack of preparedness
and planning both by countries experiencing a disaster and by those governments and
organizations that are able to provide assistance. A lack of preparedness including aspects of
policy and regulatory frameworks, personnel, and ICT resources can delay the effective
deployment or restoration of ICTs, which as a consequence impacts coordination of overall relief
efforts and the effective deployment of core services including food, water and medical supplies.
Recommendation 1.1: In its engagement with other countries and multilateral organizations,
USG should offer information resources and examples of successful practices or country case
studies and recent innovations to foster development of internal disaster ICT preparedness
capacities.
Appendix I provides a list of topics which the USG could encourage countries to consider when
developing national or regional emergency communications preparedness and response plans.
Recommendation 1.2: USG should support (including providing financial or in-kind resources)
and advocate for training and capacity-building initiatives by government, NGO and private
sector experts in ICT-related disaster response and preparedness, particularly for developing
countries.
Having trained personnel in country will help with effective deployment and use of a countrys
pre- positioned ICT resources, support network recovery and restoration efforts, and reduce
requirements for outside personnel traveling to the disaster site to provide on-site support. Due to
its particular ICT technology expertise, the private sector can play an especially important role in
providing training in use of ICT equipment and services. Training can also address the
development and implementation of disaster communications management frameworks or plans
and best practice guidelines on regulatory and policy issues associated with the use of ICTs
during a disaster. This small up-front investment in human capacity building will lead to
substantial cost savings for USG funding agencies and responders who may have less need to
send outside personnel during a disaster event, and result in more effective operations.

Recommendation 1.3: USG should, particularly in light of lessons learned from recent disasters,
ratify the UN Tampere Convention. In absence of ratification, the USG should recognize, support
and promote the implementation of certain core principles behind the Tampere Convention as
being important to facilitating more effective disaster response.
The basic provisions of Tampere address (1) cooperation and sharing of information among
States, non- state entities and inter-governmental organizations to facilitate use of
telecommunication resources for disaster mitigation and relief, (2) mechanisms for training in
use of equipment; (3) reduction of regulatory barriers to the use of equipment and services such
as waiving import restrictions or duties, expediting or exempting licensing or other regulatory
procedures; pre-clearing telecommunication resources for use in a disaster; and (4) development
of an inventory of information about telecommunications resources available in-country for
disaster mitigation and relief.
The core principles behind each of these provisions are reflected in some way these
Recommendations. By ratifying Tampere, or at a minimum, encouraging foreign governments
and other relevant organizations to consider implementing the core principles listed above, the
USG could greatly aid its own ability to provide assistance to other countries following a disaster
and benefit NGO and private sector entities involved in international disaster response.
OBJECTIVE 2: Increase recognition of ICTs as a critical infrastructure in the context of
international disaster preparedness.
While ICTs are an essential component in ensuring information flows during a disaster, it is
often the case that ICTs are not considered by countries and organizations to be a critical
infrastructure in the context of international disaster preparedness plans and frameworks.
Because of this, adequate priority is not often given by countries to the development and preplanning of ICT resources in advance of a disaster, nor the restoration of ICT systems and
networks following a disaster.
Recommendation 2.1: USG agencies responsible for international disaster and humanitarian
response should formally recognize telecommunications / ICTs as a critical infrastructure for
international disaster preparedness, response and recovery planning, and should encourage such
recognition by other governments, NGOs and international organizations involved in disaster
relief and recovery. This recognition is an important part of ensuring that diverse USG agencies
and other governments assign the resources and attention to telecommunications/ICT operations
in emergencies that are needed to produce effective preparation, response, and recovery.
In international disaster response today, many sectors, including the UN Clusters, are focused on
restoring affected infrastructure that is deemed critical for the affected population, such as water,
food and shelter. However, ICT-related international response often is inward-focused purely on

providing for the internal communications needs of individual response agencies and perhaps
their partners. While the private sector (both locally and externally) plays an essential role in ICT
network restorations, the affected population's telecommunications infrastructure owners are not
typically taken into account by any agency's response plans.
Nearly all recent major global disasters have shown the importance of first responders being able
to communicate among each other and provide information to affected populations. Moreover,
communications systems enable citizens to search for and confirm the status of their loved ones,
and to offer up both resources and information about survivors and damage using channels such
as SMS and social media, and broadcast technology. Consideration of ICT as a critical
infrastructure could help to grant needed priority in preparedness and response phases to prepositioning of disaster resilient ICT resources and restoration of affected ICT infrastructure,
therefore helping to ensure seamless communications following a disaster.
Recommendation 2.2: USG should encourage advance ICT resource planning, including prepositioning of ICT equipment and information/collaboration services and training of personnel,
by countries and organizations.
Part of recognizing ICTs as a critical infrastructure is to ensure their advance incorporation into a
countrys disaster management framework or plan, including pre-positioning of ICT resources
and identification of personnel that may be required to use or restore those resources. Preplanned ICT resources would include ICT services and pre-positioned equipment (such as
equipment/services specifically tailored for public safety or disaster response requirements or
identification of operational equipment/services that are in-country and could be re-purposed for
disaster relief efforts), and personnel trained to use or restore those ICT resources. Such preplanning can help minimize the need to bring in outside resources, mitigate any interruption to
communications following a disaster, and help save lives and reduce costs.
In order to ensure that local ICT service provider resources are leveraged wherever possible, the
USG should use or develop ICT public-private partnerships to help facilitate greater
understanding of existing or pre-positioned or pre-planned resources. Local governments can
utilize established public-private sector partnership successful practices (see Appendix I) to
establish relationships as part of preparation, response and recovery. As U.S.-based service
providers/network operators/equipment providers often work with host nation carriers to restore
or replace damaged infrastructure, USG should take account of these existing partner
arrangements when considering what support it can provide (to the host country or to the private
sector) related to ICT network restorations and equipment provision. (Refer to Recommendation
3.3 for additional information regarding private sector-NGO partnering.)
OBJECTIVE 3: Improve interagency coordination and expedite engagement between host
country response leads and public, private and NGO ICT service/solution providers.

While the USG has plans and frameworks in place related to domestic disasters, it does not have
a similar plan or framework to address ICT aspects of international disasters. While the U.S.
response will differ depending on the country experiencing the disaster and the support
requested by that host country, by developing an international plan or framework, the USG
could help minimize delays in offering its own response or assisting private/NGO providers with
engagement when a disaster strikes.
Recommendation 3.1: In anticipation of emergencies, USG should identify agency point(s) of
contact responsible for ICT aspects of international disaster response, including specific
liaison(s) with the host country on ICT aspects of disaster preparedness, response and recovery.
(Refer to Section 4 for additional recommendations related to information flows.)
Where relevant, these same USG points of contact should participate directly, or through a
delegate, in international conferences and working groups aimed at improving aspects of
international ICT response and preparedness such as UN WGET, ITU, CITEL, etc.
Recommendation 3.2: In anticipation of emergencies, USG should analyze its own ability to
offer direct ICT assistance to foreign governments following a disaster.
Once the USG has established a baseline of possible areas of direct assistance, each affected
resource (such as a USG agency, or stand-by USG private sector or NGO entity) should establish
internal procedures to be implemented if activated, and to take any necessary preparatory actions
in anticipation of a potential activation. Such preparatory actions may include training with other
emergency responders, vaccinations for staff designated as deployable, establishment of
procedures for deployment timelines, and preparation of equipment or resource caches. The time
needed by each organization to deploy personnel abroad should be integrated into the relevant
USG disaster assistance planning.
Recommendation 3.3: USG should partner more effectively with private, public sector or NGO
personnel that could be used to support USG efforts in disaster response and recovery.
In many cases, the knowledge or skill set(s) vital to ICT recovery efforts lies outside of the USG.
However, it is often the case that private sector teams that are willing to travel to a disaster site to
deploy this expertise to benefit in-country network restorations are unable or otherwise
prohibited from doing so due to barriers related to credentialing, security, and logistics, e.g. food
and shelter. Advance partnering, including development of mechanisms to pre-credential
interested parties, could better enable qualified personnel from public, private sector companies
or NGOs to make themselves available as a resource for USG disaster response efforts, and
mitigate delays caused during the identification and deployment of qualified personnel.

OBJECTIVE 4: Improve communication and information flows regarding use of ICTs

during an international disaster.
ICTs are a tool to facilitate the collection and dissemination of critical information between key
personnel and citizens during a disaster. ICTs in themselves are critical; however, issues related
to personnel and process can be significant barriers to the effective and efficient flow of
information between parties during a disaster. By working in advance to identify key points of
contact and establish relationships, the USG can help alleviate barriers related to a lack of
information about network status, ICT and personnel requirements, or licensing or import rules
that are often most needed following a disaster.
Recommendation 4.1: In anticipation of emergencies, the USG should develop relationships
with, and maintain Points of Contact lists of, foreign officials, particularly those responsible for
ICTs, disaster preparedness and response, and the operation of ICT-related critical infrastructure
and key resources. These relationships and contact lists could be maintained with support of U.S.
Embassy officials who likely would have more frequent interaction with relevant host nation
officials.
The USG should provide preparedness support via information resources and training as
described in Recommendations 1.1 and 1.2, and provide private sector and NGO responders with
critical information during a disaster such as the ICT capabilities of the affected country;
available logistics resources; and immigration, customs, and security contacts, rules, and special
emergency procedures. Ideally this would be completed as part of Preparedness so that outreach
can be conducted quickly during the Response phase. If such relationships or contact lists have
not been established in advance, the USG should work through appropriate channels quickly to
establish host government contacts at the time of a disaster.
Recommendation 4.2: USG should identify a common interface point(s) that can field questions
from private, public and, NGO ICT providers, and collect information from the host nation for
dissemination to private, public and NGO ICT providers. This interface point, such as a
particular USG agency, should publicly identify particular individuals tasked with this role on the
first day following an emergency.
Having an identified liaison can address a common challenge that private, public and NGO ICT
providers encounter in identifying and navigating multiple agency contacts within USG. This
USG interface point would triage requests from private, public and NGO representatives and
ensure that they are delivered to the appropriate point of contact within the USG, host nation or
even the UN-developed Cluster. In some cases, the USG could also simply act as an information
bridge between requesting organizations that may be in a position to assist each other.

Recommendation 4.3: The USG should provide support and share guidance on its international
best practices for host country ICT impact, needs, and capability assessments.
USG should utilize the contacts identified as part of Recommendation 4.1 and the ICT Needs
Assessment Checklist Model (see Appendix II) to provide guidance, if requested, based on
international best practice for the types of information that are needed by ICT providers in order
to determine how best to provide assistance or to guide host nation representatives in defining
and vetting requests for external ICT assistance.
Areas of information often needed by ICT service/solution providers to be able to provide
support to a host country include: current, in-country ICT capabilities, operational strategy, and
potential needs related to: networking/connectivity, communications infrastructure restoration,
network engineering information including documentation, power, collaboration technologies,
operational location information/accessibility, radio standards, regulations and allocations,
logistical support and situational awareness information sources.
Recommendation 4.4: The USG should work with the relevant host government points of
contact to facilitate entry of needed external technology and expertise resources.
The USG should serve as a bridge, as needed, between U.S./multi-national private, public and
NGO ICT service/solution providers and the host country (government, operators of ICT-related
critical infrastructure and response organizations) if those relationships do not already exist.
The USG c/should communicate with relevant host government authorities to identify and share
information on licensing, immigration and import procedures for emergency equipment and
personnel, and then if appropriate or necessary, help to address any barriers that may exist such
as by encouraging the development of an emergency waiver process for restrictive licensing or
import requirements. (Refer to Appendix I for additional information on successful practices in
the regulation of international disaster relief.)
Recommendation 4.5: The USG should promote the sharing of information across the ICT
response sector and host nation to foster a common understanding of needs, resources, priorities
and status of response and recovery efforts during a disaster.
During a disaster response, there are often many parallel activities underway simultaneously,
including the deployment of ICT solutions and services. More effective flows of information
(from USG to the private sector/NGO community, from host nation to USG and private
sector/NGO community, or across the private sector/NGO community) can help improve
engagement across the ICT response sector when organizations have been mobilized, and will
enable more effective partnerships, identification of efficiencies, coordination and prioritization
of resources, and increase the ability for ICT providers to support response efforts. The USG

should collect and disseminate (and validate, when appropriate or possible) information about
host nation requirements, logistics and status of response efforts among interested parties. The
NGO/private sector community could also seek ways to improve cross- collaboration during a
disaster situation.