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).
“When operating in multiteam settings, it is important that goals are cohesive between team members, especially in high-stakes, risky, and uncertain environments. This study explored goal consistency during a multiteam emergency response simulation. A total of n = 50 commanders from the UK Police Services, Fire and Rescue Services, and Ambulance Services took part in a simulated terrorism exercise, who were split into n = 13 teams.”
Source: Power, N., & Alison, L. (2017). Journal of occupational and organizational psychology, 90(1), and available from this link (open access).
“Now that the enormity of the Grenfell Tower tragedy is apparent, it is clear that residents’ concerns about the building’s design, structure and fabric had been ignored, suggesting a catastrophic dereliction of responsibility by corporate and public bodies. In the hours and days that followed, the bereaved and survivors were left, homeless and destitute, to fend for themselves, while social and mainstream media carried often ill-informed demands for an immediate wide-ranging investigation.”
Source: Scraton, P. (2017). The Conversation and available from this link (open access).
North Head Wall/R.Read
“The purpose of this paper is to provide a review of the literature with respect to traumatic stress in a firefighting context. The goal was to provide a clear and concise review intended for use by both researchers and practitioners. Firefighters are an under-researched group in the academic literature and updated review articles are necessary to advance this body of work.”
Source: Alex Fraess-Phillips, Shannon Wagner, R. Luke Harris, (2017). International Journal of Emergency Services, 6(1), and available from this link (subscription journal).
“An independent assessment, commissioned by the Fire Services Commission Board, puts the current operational cost of providing rural fire services at $35 million a year. This is the first time a comprehensive national picture of rural fire costs has been compiled. One of the key findings of the Fire Service review is that our fire service needs proper funding – particularly in rural areas. Having a robust assessment of this cost is essential to inform future planning under the new single fire service, Fire and Emergency New Zealand (starting 1 July 2017).”
Source: Martin Jenkins Consulting (NZ). Available from this link (open access).