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).
“Reforms of human resource management practices were regarded as a key policy tool in the drive to make fire brigades more representative of, and responsive to, the communities that they serve. HRM reform was largely undertaken through the introduction of the Integrated Personal Development System, which sought to reduce the ambiguity around the roles of all fire service staff at every stage in their professional development, from entry to retirement. Crucially, the IPDS was introduced to ensure career progression was linked to ability rather than rank and hierarchical position.”
Source: Murphy P., Greenhalgh K. (eds.). Fire and Rescue Services: Leadership and Management Perspectives. More about the ebook see this link. Chapter available on request for AIPM staff and students.
“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).
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).
Storm over Manly Beach/Flickr
The Victorian Fire Management Strategy Discussion Paper is the beginning of the journey in developing a new Victorian Fire Management Strategy which will provide direction to achieving a sustainable future for fire management in Victoria. The aim of the Victorian Fire Management Strategy is to provide the pathway to reduce the number and the consequences of harmful fires across Victoria, for all types of fire, and for all communities, through to 2030. Survey closes 15 December 2017.
Source: Victoria. Dept of Justice and Regulation and available from this link (open access).
Rocks and tree/PaperMonkey
“There has been a lack of meaningful information systems architecture, which comprehensively conceptualise the essential components and functionality of an information system for fire emergency response addressing needs of different job roles. The purpose of this paper is to propose a comprehensive information systems architecture which would best support four of the key firefighter job roles.”
Source: Prasanna, R.,Yang, L., King, M. & Higgin, J. (2017). Journal of Enterprise Information Management, and available from this link (subscription journal).
“Studying innovative employee behaviours within knowledge-intensive public sector organizations (KIPSOs) might seem an odd thing to do given the lack of competitive pressures, the limited identification of the costs and benefits of innovative ideas and the lack of opportunities to incentivize employees financially. Nevertheless, KIPSOs require innovations to ensure long-term survival. To help achieve this goal, this paper explores the role of supervisors in supporting innovative work behaviour (IWB) by considering the unique challenges of KIPSOs and the conditions and characteristics of IWB in this context.”
Source: Bos-Nehles, A., Bondarouk, T., & Nijenhuis, K. (2017). The International Journal of Human Resource Management, and available from this link (open access).
“Of our 2,500 employees who hold fire and emergency roles, only 26 percent are women. The number of leadership roles held by women is just 19 percent. Participation in roles is skewed, with heavy biases in traditionally feminine and masculine roles. Women are more likely to perform non field-based roles, whereas men are more likely to undertake action-oriented operational roles. We are committing to 50 percent of fire and emergency roles and leadership roles being held by women.”
Source: Victoria. Department of Environment, Land, Water and Planning (2016) and available from this link (open access).
“Canadian public safety personnel (PSP; e.g., correctional workers, dispatchers, firefighters, paramedics, police officers) are exposed to potentially traumatic events as a function of their work. Such exposures contribute to the risk of developing clinically significant symptoms related to mental disorders. The current study was designed to provide estimates of mental disorder symptom frequencies and severities for Canadian PSP.”
Source: Carleton, R. N. et al. (2017). The Canadian Journal of Psychiatry, and available from this link (open access).
“The 2012-13 Australian Capital Territory fire season saw no loss of life, no major property loss and minimal environmental damage. It was therefore successful according to the main aims of bushfire management. This outcome hinged on a few critical moments when, due to a combination of strategy and good fortune, things went right. This case study demonstrates how influential chance can be in determining the outcome of bushfires and this in turn begs the question: should agencies be held responsible for factors that are beyond human control? It is proposed that holding agencies responsible for outcomes that are not entirely within their control, acts to reduce community resilience because it implicitly removes the onus on individuals to take personal responsibility; a vital component for good outcomes.”
Source: Leavesley, A. (2017). Australian Journal of Emergency Management and available from this link (open access).