Posts Categorised: Emergency Management

Can major post-event inquiries and reviews contribute to lessons management?

Manly/Flickr

“Significant disaster and emergency management events are invariably followed by formal post-event inquiries and reviews. Such reviews identify lessons to improve future capacities and set the agenda for policy and management reform for emergency management organisations. As a result, there is a substantial body of reflections and recommendations gathered across all hazard types and jurisdictions by formal, structured inquiry processes that contribute to lessons management for the emergency sector. However, whether there is any coherence or core lessons emerging for the Australian sector from the totality of post-event inquiries is unknown. The work reported here identifies the recommendations from these inquiries. A meta-analysis of 1336 recommendations made in 55 Australian major post-event reviews and inquiries since 2009 revealed common themes.”

Source: Cole, L., Dovers, S., Gough, M., & Eburn, M. (2018).  Australian Journal of Emergency Management and available from this link (open access).

Beyond Triple Zero: towards a digital, proactive emergency response

Manly at dusk/Flickr

“Research by the Australian Communications and Media Authority shows that in Australia in 2017, around 70% of emergency calls came from mobile phones, with 14% of Australians making at least one call to Triple Zero (000) between January and June 2017. To dispatch the appropriate emergency services (Police, Fire or Ambulance), the emergency operator has to know the caller’s location with an appropriate level of accuracy. This can be problematic, especially in a situation of extreme distress, and when the caller is unfamiliar with their surroundings – for example, in a remote area or where a street number is not immediately visible.”

Source: Bongiovanni, I. (2018). The Conversation and available from this link (open access).

Interview with Dave Grant, Former Associate Administrator of FEMA’s Mission Support Bureau

Native Daphne/PaperMonkey

“It is…important for senior government leaders who are moving on from public service to share their reflections on the work they did and the missions they pursued. Dave Grant, Former Associate Administrator of FEMA’s Mission Support Bureau reflects on his public service career and his leadership roles.”

Source: The Business of Government Hour and available from this link (open access).

Frontline online : Smarter blue light services

Queenscliff/Griffin

“Emergency services are swimming in data from the 10 million incidents emergency services respond to each year. Smart technology, such as electronic health records, videos from drones and augmented reality glasses, can empower first respondents to assess the situation en route to incidents and most effectively decide on courses of action. Mobile technology can then identify individuals through biometric data and provide links to follow-up services. This paper is sponsored by Motorola Solutions.”

Source: Timms, S. (2018). Reform.org and available from this link (open access).

Fifteen years of social media in emergencies: A retrospective review and future directions for crisis informatics

Manly dawn/Flickr

“Social media has been established in many larger emergencies and crises. This process has not started just a few years ago, but already 15 years ago in 2001 after the terrorist attacks of 9/11. In the following years, especially in the last 10, sometimes summarized under the term crisis informatics, a variety of studies focusing on the use of ICT and social media before, during or after nearly every crisis and emergency has arisen.”

Source: Reuter, C., & Kaufhold, M. A. (2018). Journal of Contingencies and Crisis Management and available from this link (subscription journal).

Recipe for disaster: building policy on shaky ground

Native Daphne

“This report tallies the successes and failures of the post-earthquake recovery effort, so we can learn from both to do better next time. The most important way in which government can do better in the next disaster is by providing greater regulatory and policy certainty. Some of that requires better contingency planning before the event. We concur with the auditor-general that a recovery agency should have access to necessary “off the shelf” internal control and operational functions from Day 1. It should not have to develop them from scratch when the urgent and pressing needs are its external activities. Similarly, councils can incorporate disaster contingencies in their longterm plans.”

Source: Wilkinson, B., & Crampton, E.(2018). The New Zealand Initiative and available from this link (open access).

Enhancing Learning in Emergency Services Organisational Work

Fishing in Manly/Flickr

“The paper outlines key themes from the work-related learning literature and introduces a modified experiential learning framework to ground real-world experiences. Interviews were conducted with 18 emergency services practitioners. The findings provide examples of the broad challenges that agencies need to manage to enhance and sustain learning. These include shifting value from action post an event, to reflection, focusing on the bigger picture and allowing enough time to effectively embed new practices after an emergency.”

Source: Owen, C., Brooks, B., Curnin, S., & Bearman, C. (2018).  Australian Journal of Public Administration and available from this link (subscription journal).

How can governments enable and support community-led disaster recovery?

Seagulls/Flickr

“This is a preliminary report of a continuing study. These results show the complex interplay between communities, governments, and community sector organisations in disaster recovery, and the varying expectations and experiences of those involved. These initial findings show potential to influence policies, processes and systems across governments and communities, and better support community-led recovery.”

Source: Owen, C. (2018). Australian Journal of Emergency Management and available from this link (open access).

Leading, Not Managing, in Crisis

Fungi/PaperMonkey

“Imagine you were the person at BP headquarters in 2010 who got the first call: A drilling platform in the Gulf of Mexico had exploded and sunk, killing 11 workers—and allowing oil to leak into the ocean at a rate of 43 barrels a minute. What would you do? Which colleagues would you convene, and which of the myriad problems would you address first? Would you put out a press statement or a tweet or send a spokesperson to the scene? Would your focus be on managing the situation—or actually leading the company through it?” The author reviews a number of books on crisis leadership including one held by AIPM Library.

Source: McGinn, D. (2017). Harvard Business Review and available from this link (personal registration required).

Report on Government Services 2018

Sydney Skyline/M. Hardy

The annual Report on Government Services (RoGS) provides information on the equity, effectiveness and efficiency of government services in Australia. Two sections of interest to the public safety sector: Part C: Justice and Part D: Emergency Management

Source: Australia. Productivity Commission and available from this link (open access).