Assessment Task
World Limit- 1200
Suggest how your selected entity could better deal with your 2 identified risks. So, in other words, you have 2 risks from real-world’ business, organisation or government & for each risk you have 1 solution how they could be fixed. So, you have 2 solutions. 1 solution for each risk.
Your report MUST include the following 3 sub-sections:
1. Introduction (Suggested about, 200 words) Briefly justify why you have chosen your ‘real-world’ business, organisation or government. Please draw on relevant practice literature (e.g. company websites, reports or Press coverage). You are not required to include references to academic readings in your introduction.
2. Risk Identification (Suggested about, 500 words) Drawing upon academic literature and practice literature explain how you have identified the 2 key risks that face your selected ‘real-world’ business/company, organisation or government? References to academic readings requires.
3. Recommendations (Suggested about, 500 words) Drawing upon academic literature make 2 key recommendations as to how you would better deal with the 2 keys risks identified. So, in other words, you have in total 2 recommendations/solutions. 1 for the first key risk identified and then another 1 for the next key risks identified. References to academic readings required.
Advice
You can choose any ’real-world’ business, organisation or government and you can focus on any type of risk covered in the Unit. For example, you might focus on how a technology company such as Google might face risks related to infrastructure failure or cyber-attack, or how an airline such as Qantas might face risks from volcanic eruptions or severe weather events. If you are unsure what risks to look at, take a look at some of the Unit readings to get an idea or have a look at news websites to see what risks or problems ‘real-world’ business, organisation or government have faced.
Week 3
https://www.abc.net.au/catalyst/tamiflu/11015660
Essential reading
Sullivan-Taylor, B. and Wilson, D.C. (2009). Managing the Threat of Terrorism in British Travel and Leisure Organizations, Organization Studies, 30(2-3): 251-276.
The Essential Emergency Manager –
The Big Bang Emergency Preparedness –
Week 4
Managing the Unexpected Part 1 –
Managing the Unexpected Part 2 –
Essential reading
Roberts, K.H., Bea, R. and Bartles, D.L., 2001. Must accidents happen? Lessons from high-reliability organizations. The Academy of Management Executive, 15(3), pp.70-78.
Week 8
Essential Reading
Steyer, V. and Claude, G. (2013). Exploring the ambiguous consensus on public–private partnerships in collective risk preparation. Sociology of Health & Illness 35(2): 292-303
What do Emergency Managers do?
PICT2
13
Dr Layla Branicki – Layla.Branicki@mq.edu.au
mailto:Layla.Branicki@mq.edu.au
Emergency Managers
1. Highlight to management the importance of a variety of risks and threats
that could potentially undermine the capacity of the organization, network,
community or country to function on a daily basis
2. Have many of the formal characteristics of a profession,
• Professional bodies (e.g. Business Continuity Institute)
• Codes of ethics and conduct
• Certification (e.g. BS2
5
999-2, and ISO 22301)
• Education (e.g. degree programmes at all levels)
• Training (e.g. Emergency Planning College)
• Clear body of knowledge and legal status
3. Various job titles used – Emergency Manager, Resilience Manager,
Emergency Planner, Chief Risk Officer or Business Continuity Manager
4. Work in the private, public sector and voluntary sector
Basic Job Description
Coordinate crisis management and disaster response activities, provide training,
and prepare emergency plans and procedures for natural (e.g., earthquakes ,
floods, hurricanes), wartime, or technological (e.g., hazardous materials spills,
nuclear power plant emergencies,) disasters or hostage situations.
‘Business continuity management (BCM) is a process that helps manage risks to
the smooth running of an organisation or delivery of a service, ensuring
continuity of critical functions in the event of a disruption, and effective
recovery afterwards. The Government aims to ensure all organisations have a
clear understanding of Business Continuity Management (BCM)’.
http://www.ukresilience.gov.uk/preparedness/businesscontinuity.aspx
…However, in smaller organizations being an emergency manager may only be
part of your job!
http://www.ukresilience.gov.uk/preparedness/businesscontinuity.aspx
Key Tasks
• Risk assessment and monitoring
• Disaster planning
• Collaborate with key stakeholders inside and outside organisation
• Exercising and testing (i.e. rehearsing emergency plans)
• Design and administer training and resources
• Inspect facilities and equipment
• Keep informed about local, state and national legislation
• Attend conferences and professional meetings to expand knowledge
• Coordinate disaster response and give status reporting
• Coordinate recovery
• Learn from crisis events experienced
Considerations for Organizations
Private Sector
How would your organization cope with…
• Reductions in staff?
• Denial of access to a site or geographical
area? Site evacuation?
• Unexpected loss of mains electricity?
• Disruption to transport?
• Disruption to the availability of oil and
fuel?
• Disruptions telecoms, IT..?
• Disruption affecting key suppliers or
partners?
Public Sector
How would your organization cope with…
• Loss of major infrastructure?
• A large-scale evacuation?
• Disruption to travel network?
• Pandemic disease spread?
• A mass casualty event?
• Loss of access to part of a city or region?
• Loss of access to homes, hospital or
school facilities?
5
Reflective Exercise
Spend 5 minutes thinking and / or talking about what would it
would be like to be an emergency manager…
•What would be rewarding about the job?
•What aspects of the job do you think would be
easy?
•What about the job might be challenging?
•Is this a job you would want?
Emergency Managers Confront Risk on a Daily Basis
(1) Exogenous macro-shocks,
• Natural disasters, e.g. hurricanes, earthquakes, flooding
• Pandemic disease
• Threat of terrorism
• War and / or political instability
(2) Man-made (Turner, 19
7
8) / manufactured (Beck, 1982) risks,
• Organizationally created risks (e.g. chemical spill)
• It can be argued that the impacts of exogenous shocks are partially
organizationally created
7
…Emergency Managers also Face Uncertainty
8
Adapted from Courtney, Kirkland and Viguerie (1997) in Angwin, Cummings and Smith, 2007: 9)
All strategic decisions are taken in the context of uncertainty and risk and predictions about future states are made
on incomplete information and commit resources (McGee, Thomas and Wilson, 2005)
Definitions:
Risk – ‘the measurable consequence of uncertainty for an organisation’
Uncertainty -‘the limits to the precision and the extent of knowledge about a subject or event’
Example – the Film Business and Uncertainty
Uncertainties in film industry:
•prediction of success
•Making decisions to continue
•No data which can reliably inform
decisions, gut feel, persuasion and
ego…
•E.g., predictable story and ending,
budget overruns big box office
success
Decision makers are surrounded by uncertainties
Uncertainties stem from…
• Not being able to anticipate changes in environment
• Not being able to predict the consequences these might have
Uncertainties can result in…
(A) False Positive – an incorrect prediction that an emergency or extreme event
will happen and have a significant impact (i.e. the predicted event does not
materialize)
(B) False Negative – an incorrect prediction that an emergency or extreme event
will not happen, and/or will not have a significant impact (i.e. the emergency or
extreme event is missed) 10
Reflective Exercise
Spend 5 minutes thinking
and / or talking about…
Q: Would it be simple to
distinguish between a false
positive and a false negative
in practice?
Q: Was Y2K a false positive?
Quote from UK Resilience Manager,
I was actually doing Y2K testing … [country a] had two nuclear power
stations go down because of Y2K on 1st of January and then the coast
guard system in [country b] went down for three days because of Y2K.
Now they are life safety issues. So I know afterwards, everyone said it
was a damp squib and nothing happened and it was all fine but we
spent billions on it. In actual fact that is not true because a lot of
organizations globally did have big problems with it on the day, but it is
a typical media response to say well actually it wasn’t a massive
disaster so we shouldn’t have bothered.
From, Branicki, Steyer and Sullivan-Taylor (2016)
.
Black Swan Events
Taleb, 2007
• Differentiating risk and uncertainty is difficult
• People think that they can predict better than
they can (problem of induction)
• Performance upon risk as contextual, e.g.
senator who unfavourably introduces tighter
regulation for airlines prior to 9/11
• People good at retrospectively predicting
random events but find looking forward
impossible (retrospective distortion)
• People think that it won’t happen to them!
13
‘I asked them to go to the recovery
centre across the city and they just
refused’
Branicki, Steyer and Sullivan-Taylor, 2016
Theme Key Features
Impossible Work
‘Damned if they do, and damned if they don’t’ as they have either over-
reacted (i.e. successful preparation results in a non-event), exaggerated (i.e.
threat doesn’t materialise) or not done enough (i.e. disruption)
Pointless work
Experienced as non-value creating work which engenders symbolic
engagement
Unsupported work
The majority of the sample experienced a lack of buy-in from across their
organization
Unpleasant work
Other organizational actors don’t want to engage in ‘nasty things’, and a sub-
set of resilience workers experienced resistance to their work from
colleagues through the use of both aggression and humour
Experiences of embarrassment, refusals to follow instructions, stigmatization,
risk to job and in extreme cases threat of prosecution
It’s Sometimes Tough to be an Emergency Manager!
From, Branicki, Steyer and Sullivan-Taylor (2016)
Sullivan-Taylor and Wilson (2009) found that practitioners typically
respond either…
Defensively (‘we have done all that could reasonably be expected of us’), or
Or
Fatalistically (‘an attack is inevitable and will be overwhelming, so there’s not much point
worrying about resilience’)
16
… But this isn’t always the case, in the next session we will
examine resilience and high reliability organizations
Tutorial Activity – Tourism & Leisure
Scenario:
Imagine that you are the emergency planning team for a large
theatre situated by a body of water in a major city (you can
choose any type of theatre and any country).
Part 1 (25 minutes):
In your allocated group discuss and answer the following
questions,
Q1: What are the top 3 threats/ risks facing your theatre? Why
have you prioritised these threats / risks?
Q2: What actions would you recommend that the theatre takes
to mitigate against these threats/ risks?
Q3: How will you convince the owners / managers of the theatre
to make changes, or to invest in your plans?
Part 2 (25 minutes):
Be ready to share your answers with the rest of the group, and to
discuss the issues raised by this activity.
What is Resilience?
What is a High Reliability Organization?
PICT
2
1
3
Dr Layla Branicki –
Layla.Branicki@mq.edu.au
1
mailto:Layla.Branicki@mq.edu.au
In this lesson…
• We will examine what it means
for an individual, or an
organization, to be resilient
• We will investigate how High
Reliability Organizations, such as
airlines, can work towards
producing near error free
performance
2
What is Resilience?
Resilience is usually understood as
the ability to bounce-back from a
crisis or set-back
• Coping with things that individuals or
organizations were not designed to face
• Return to status quo following an
unexpected event
• Ability to adapt to changing
circumstances
KEEP
CALM
AND
BOUNCE
BACK
Why Does Resilience Matter?
4
Carmeli and Markman (20
11
) argue that resilience can
enable survival, or even flourishing, despite an
individual or organization being stretched to, or past,
breaking point.
Definitions from the Literature
• ‘…Ability to adapt, endure, bounce back…’ (Markman & Venzin, 20
14
:1
10
6
)
• “The developable capacity to rebound or bounce back from adversity,
conflict, and failure” (Luthans, 2002 p.
7
02)
• “The amount of disturbance the organization can absorb before it loses its
structure and function” (Linnenluecke & Griffiths, 20
12
:1
9
)
• “Ability to quickly recognize and seize opportunities, change direction, and
avoid collisions” (McCann, 2004:47)
5
Figure 1: Two-
dimensional framework
for organizing the
extant resilience
literature, from
Branicki et al., 20
16
6
Figure 2: Mapping
the extant resilience
literature, from
Branicki et al., 2016
7
Resilient Individuals tend to…
✓Accept reality
✓Believe life is meaningful
✓Improvise
Coutu (2002)
✓Have high self-esteem
✓Experience subjective well-being
✓Are self-determined
✓Have strong support systems
Bimrose & Heane (2012:339)
8
Resilience enables an individual to outperform their
peers whilst under stress (Jacelon, 1997), or to
maintain well-being in high-pressure environments
(Dunn, Iglewicz & Moutier, 2008)
9
Organizational Resilience Capabilities
(1) Resourcefulness: the capacity of managers to identify
potential problems, establish priorities and mobilise
resources to avoid damage or disruption
(2) Technical: the ability of managers to ensure that
organisational systems perform to high levels when subject
to extreme stress
(3) Organisational: the preparedness of managers to make
decisions (however counterintuitive these might sound
initially) and to take actions to reduce disaster vulnerability
and impacts
(4) Rapidity: the capacity of managers to make decisions on
threats (e.g. from terrorism) without undue delay
10
What is a High Reliability Organization?
• Initially HRO theorists, such as Weick (1987), characterized HROs
based on total elimination of mistakes and inability to learn by trial-
and-error due to the severe implications of failure.
• Later reassessed to allow for the inevitability of error, referenced in
the literature as “preoccupation with failure”, and the importance of
trial-and-error learning, albeit in a limited way (Weick et al., 2008).
• Another early HRO researcher, La Porte (1996) defined HROs as
organizations that must continuously operate at a very high level of
efficiency using complex and hazardous advanced technologies
without major failure while maintaining the capacity to address
unpredictability.
11
Examples of High Reliability Organizations
• Air traffic control systems
• Chemical production plants
• Hospital ER/Intensive care units
• Incident command teams
• Naval aircraft carriers
• Nuclear power-generation plants
• Offshore drilling rigs
• Wildland firefighting crews
12
Weick and Sutcliffe’s HRO Theory
HROs are…
• Preoccupied with failure
• Reluctant to simplify
• Sensitive to operations
• Committed to resilience
• Defer to expertise
13
Preoccupation with Failure
• Report errors no matter how small
• Look out for early warning signs that let you know how well the whole system is functioning
• Catch problems when they’re small
• Systematically collect information about performance (e.g. record and grade landings on an aircraft
carrier)
• Avoid ‘liabilities of success’
Ask questions like…
– To what extent are you aware of close calls and near misses?
– How is information about near failure or failure recorded?
The challenge – in practice learning from failure of near-failure is tough psychologically and
operationally
14
Reluctance to Simplify
• Take nothing for granted
• Challenge your expectations
• Seek out alternative perspectives or interpretations
• Encourage variety in experience and skill
Ask questions like…
– Do people take their work and / or work environment for granted?
– Would a staff member feel able to express an alternative view point?
The challenge – we see what we expect, express what we have ‘labels’ for, and factor in what we
have the skills to manage
15
Sensitivity to Operations
• See the big picture / helicopter view
• Maintain detailed real-time information
• Know how technologies, processes and systems work (and how they inter-relate)
• Keep talking / communicating at all times
Ask questions like…
– Do people come into frequent contact with each other on a daily basis?
– Are employees familiar enough with what happens beyond their own job?
The challenge – resource and time consuming, easily becomes marginalised in
practice
16
Committed to Resilience
• Skilled at improvisation
• Avoids over-confidence (admit what you don’t know)
• Work effectively with others, both inside and outside of organization
Ask questions like…
– Is there a concern with building people’s competence?
– Do employees have informal contacts that they can draw upon to solve
problems?
The challenge – people feel like they can predict better than they can (see,
Taleb), people on average are not comfortable with uncertainty
17
Deference to Expertise
• Decision making is based on expertise, not formal authority
• Decision making rests at all levels of organization (particularly during crisis)
• All employees have to recognise that they do not know everything
Ask questions like…
– Under pressure would employees know who has the expertise to respond?
– Do people in the organization value expertise over hierarchical rank / role?
The challenge – formal structures may over-ride an emphasis on expertise if
the culture is not supportive, people are often over-confident about what
they think they know
18
HRO Theory Summary
Mindfulness
Preoccupation with Failure
Sensitivity to Operations
Commitment to Resilience
Deference to Expertise
Reluctance to Simplify
Reliability
Weick and Sutcliffe
(2001, 2006) view
‘mindfulness’ as a
cognitive capability
that is critical to
HROs, as it leads to
‘enriched awareness’
Capability to
Discover and
Manage
Unexpected Events
Adapted from, Weick, Sutcliffe and Obstfeld, 2008:37
Tutorial Activity – CheapFly
Adapted from a case by Dr Bridgette Sullivan-Taylor, University of Auckland
20
Scenario:
‘CheapFly’ is a low-cost ‘no-frills’ airline. It has been operating for ten years
with a fleet that has now grown to 50 planes flying to and from small airports
in the UK, the south of France and Spain. CheapFly is in the process of
expanding, and will shortly fly into the Baltic states, Turkey and parts of the
Middle East. This is considered to be riskier airspace by some CheapFly staff.
Key to the service offered by CheapFly has been its workforce. Staff are
granted discretion by managers in how they do their jobs, with efficiency
being the overriding priority. There is a perception that CheapFly was able to
operate a service in which, post 9/11 and 7/7, security procedures were met
with the minimum of fuss and with little inconvenience to passengers. As
CheapFly expands it will have to recruit many new staff, and some of the older
informal ways of working are now being questioned.
In particular, there are concerns about security, It is feared, by some staff, that
these new destinations might increase the chances of CheapFly experiencing
the threat or actuality of terrorism/ conflict. Security fears have also grown
across the sector as a whole.
Scene:
The scene is the boardroom of CheapFly. A review meeting has been arranged
by the firm’s CEO, Seamus McSweeney. He wants to hear options for the
firm’s strategy in relation to resilience and reliability that are well-grounded in
theory and analysis and that also give him a clear view as to action. He is torn
between two views of the airline’s future: continuing as a very low-cost
producer; and hitting an agenda of quality and security.
What advice will you give to Cheapfly?
Your tutor will allocate you to one of the roles
below at the start of your tutorial
CheapFly’s Emergency Planning team, led by Chief
Emergency Planner Hugh Rellaby
Your task is to lay out and justify a ‘high reliability’
strategy for CheapFly
Please prepare your presentation in your allocated role
Part 1 (25 minutes):
In your allocated group discuss and answer the
following questions,
1. Why does CheapFly need to pursue a high
reliability strategy?
2. What will the airline, and its staff, need to do
differently to improve resilience and reliability?
Part 2 (25 minutes):
Be ready to share your answers with the rest of the
group, and to discuss the issues raised by this
activity.
CheapFly’s finance team, led by Chief Financial
Officer Laura Kost
Your task is to defend the low-cost model used by
Cheap-Fly
Please prepare your presentation in your allocated role
Part 1 (25 minutes):
In your allocated group discuss and answer the
following questions,
a) What is the disadvantage of pursuing a high
reliability strategy for CheapFly?
b) How can you meet at least minimum
standards of security and safety without
dramatically increasing costs at CheapFly?
Part 2 (25 minutes):
Be ready to share your answers with the rest of the
group, and to discuss the issues raised by this
activity.
21
Public-Private Partnerships
and
Emergency Management
PICT213 S
8
Dr Layla Branicki – Layla.Branicki@mq.edu.au
mailto:Layla.Branicki@mq.edu.au
In this session we will examine:
• Critical goods & services supplied by
business
• How public-private partnerships
contribute to safe & resilient
communities
• Role of the private sector in disaster
response & recovery
• Responsibilities that businesses have in
responding to natural disasters
Public, Private or Non-Governmental?
Sometimes the boundaries can be blurry
Why does business matter to emergency management?
1. Emergency management is often complex, drawn-out and involves many organizations
from the public and private sector
2. Businesses provide the facilities, systems, sites and networks necessary for the functioning
of the country and the delivery of the essential services which we rely on in every aspect of
our daily life
3. Examples of essential services commonly provided by the private sector include energy,
food, water, transport, telecommunications, health care, housing and finance
4. Critical National Infrastructure is often privately owned
5. Failure of business services can produce severe economic or social damage and/or large
scale loss of life
6. Businesses have different resources and capabilities than governmental organizations
High consequence risks facing the United Kingdom (source National Risk
Register, UK)
Non-conventional Attacks
Coastal Flooding
Pandemic Influenza
Inland Flooding
Attacks on Transport
Attacks on Crowded Places
Extreme Weather
Electronic Attacks
Major Transport Accidents
Attacks on Critical Infrastructure
Major Industrial Accidents
Animal Disease
5
http://news.bbc.co.uk/1/hi/uk/7548990.stm
http://news.bbc.co.uk/1/hi/uk/7548990.stm
The Case of the 2007 UK Floods
• As a result of exceptionally heavy rainfall in July 2007 floods
in Gloucestershire and Worcestershire led to the closure of
the Mythe water treatment plant on 22 July and about
340,000 people had to endure more than a week without
running water.
• Severn Trent’s managing director, Tony Wray, said: “This
was a completely unprecedented event that has rewritten
the records of flooding in the UK. It was on a scale 10 times
bigger than anything the industry has dealt with in the
past.”
• Heavily criticised for their lack of preparedness
6
More information: http://www.youtube.com/watch?v=eN2OJjd_fXw
Findings of The Pitt Review 2008
• UK 2007 floods largest emergency since World War II
• Decision making was hampered by insufficient preparation and lack of information
• There must be greater involvement of private sector companies
• We need partnerships between the public and private sector, which enable coordination between
multiple sectors, organizations and localities
But it was recognized that this would not be easy…
• Impossible to anticipate all hazards
• Not practical on economic or any other grounds to completely protect all organizations
• Businesses need to be competitive this drives out spare capacity and redundancy
• CNI is a complex system of interlinked networks, if one part fails it is likely to impact another
How do you coordinate across these interfaces?
What is the role of law in regulating these risks?
7
“There are many risks that can affect an
organisation’s ability to continue its day to
day business and these can affect
organisations of all sizes, across all sectors,
both directly and indirectly.”
Bruce Mann, Director of Civil Contingencies Secretariat, Cabinet Office
8
9
Systems, Ripples & Interdependencies
Extreme events give organizations a stake in each others preparedness,
as a neighbour or suppliers fallibility may have a direct impact upon
other businesses or communities
Organizations need to consider the vulnerabilities of the system they
are part of, and the risks they create for others
For example,
‘It’s not their problem when the water’s coming in through your
theatre. They might be to blame, but it’s not their immediate problem…
… Their priorities will be different to ours, so therefore I can’t rely on
them …. …What happens if its multiple events and we come down the
pecking order?’ (Director, Postcard Target)
An emergency plan that doesn’t consider interdependence is unlikely
to be effective in practice
Examples organizational inter-dependence
1. UK fuel crisis which almost became a
crisis for farmers, as supply was
stopped, jeopardizing livestock and
ultimately food security
2. A flood which threatened electricity
power supplies, drinking water and
sanitation impacting upon both
business and residential properties and
ultimately the economic productivity of
the region
If interdependence is important then partnerships
matter
The FEMA Approach
FEMA believes that every community benefits from public-private collaboration in
emergency management
“There’s no way government can solve the challenges of a disaster with a government
centric approach. It takes the whole team.” (FEMA Administrator Fugate)
Through public-private partnerships both government and the private sector can:
• Enhance situational awareness
• Improve decision making
• Access more resources
• Expand reach and access for communication efforts
• Improve coordination with other efforts by segments of the private sector
• Increase the effectiveness of emergency management efforts
• Maintain strong relationships, built on mutual understanding
• Create more resilient communities
Source: https://www.fema.gov/public-private-partnerships
https://www.fema.gov/public-private-partnerships
Public-private partnerships are collaborations built on:
1. Needs: Each member of a partnership has resources or
support it needs from the partnership
2. Capabilities: Each member of the partnership brings its own
unique set of capabilities that can be leveraged
3. Two-way communication: Partners should communicate their
needs as well as their capabilities to all members of the
partnership
Source: https://emilms.fema.gov/IS660/indexMenu.htm
https://emilms.fema.gov/IS660/indexMenu.htm
Bajracharya, B., & Hastings,
P. (2015). Public-private
partnership in emergency
and disaster management:
Examples from the
Queensland floods 2010-
2011. Australian Journal of
Emergency Management,
30(4), 30-36.
Sharing Capabilities
“What’s interesting about this for me is the opportunity to
engage with other sectors on the issue, whereas traditionally in
an integrated approach to managing issues of this nature, it’s
usually within one sector, and if it’s going to be done properly we
need to take full advantage of the resources and skills that exist
elsewhere” (Senior Manager, Manufacturing).
As argued by Cole in a 2010 Royal United Services Institute Report:
“… organizations will be forced to consider whether capabilities can be
shared or held centrally, as there may not be sufficient budget for each
organization or regional force to hold every resource it needs.”
The Value Chain
Support
Activities
15
Firm infrastructure
Human resource mgmt
Technology development
Procurement
Inbound
logistics
Operations
Outbound
logistics
Marketing
and
sales
Service
(Porter, 1985)
Barriers to Successful Partnerships
• Lack of clarity about purpose
• “No single locus of control” (Power, 2007:5)
• Clashes between professional cultures (Webb and
Vulliamy, 2001: 315)
• “Joined-up crisis preparations do not necessarily
lead to joined-up responses” (Drennan &
McConnell, 2007:33)
• Expectations misaligned, accountability unclear,
legislation unsupportive
• No culture of sharing information
• Who is in charge can arouse great passion and
politics (Boin, t’Hart, Stern, and Sundelius, 2005)
There’s also confusion about partnership…
• Terminology (Huxham, 2000: 338)
• Partnership purpose
• Allocation of costs and rewards
• Rhetoric versus reality
• Private sector production of
public sector goods
18
“The crucial point is that managers
of public companies do not own the
businesses they run. They are
employed by the firms’ owners to
maximise the long-term value of the
owners’ assets. Putting those assets
to any other use is cheating the
owners, and that is unethical.”
The Economist – The ethics of business, Good corporate
citizens, and wise governments, should be wary of CSR,
Jan. 20th 2005
(Senior Manager, multinational financial services).
“Well, that’s part of the problem
isn’t it? There’s a wider debate
about, you know, this is a private
sector organisation with
shareholders and other
stakeholders around the place,
and it’s got conflicts of interest’”
Businesses Might Not Be Invested
https://www.bing.com/videos/search?q=you+tube+hurricaine+katrina+wal-mart&&view=detail&mid=8B5C099BCB741F2F35F58B5C099BCB741F2F35F5&FORM=VRDGAR
20
Q1: Why was Wal-Mart able to
effectively respond to Katrina?
Q2: What is the responsibility of
companies in responding to natural
disasters? Where does this
responsibility end?
Tutorial Activity – Wal Mart & Katrina
Part 1 (25 minutes):
In your allocated group discuss and answer
the questions below.
Part 2 (25 minutes):
Be ready to share your answers with the rest
of the group, and to discuss the issues raised
by this activity.
PICT 2013
Crisis Management & Disaster Relief
1
Week
2
Legislative Responsibilities of Combat Agencies
Vincent Hurley
Lecturer
Dept. of Security Studies & Criminology
This week we are going to look at the Legislative (or legal) responsibilities of combat agencies.
Who has the legal power to do what in an emergency?
2
Context. A Quick rehash
of last week
Where does combat agency
legal power come from?
What legal powers do they have?
How does each combat
agency know what the other
is doing in an emergency?
I’m in charge of only me
.
Rehash
1. National Emergency Management Projects, fund and administer nationally significant emergency
management initiatives that support measures to minimise adverse effects of disasters in Australia.
2. Crisis Coordination Centre. The Crisis Coordination Centre is a dedicated all-hazards monitoring
facility that operates 24 hours a day, seven days a week. The centre provides whole-of-government
situational awareness to inform national decision-making during a crisis.
3. Domestic response plans and arrangements, maintain response plans to assist the states and
territories respond an emergency.
4. Standing Council on Police and Emergency Management. This Standing Council promotes a
coordinated national response to law enforcement and emergency management issues.
20/02/2020 4
20/02/2020 5
20/02/2020 6
20/02/2020 7
Centre Piece of Emergency Management
20/02/2020 8
But who
actually
manages
EM in NSW
then?
Centre Piece of Emergency Management
20/02/2020 9
State
Rescue
Board
NSW
State Rescue Board NSW
20/02/2020 10
State Rescue Board NSW
20/02/2020 11
This week we are going to look at the Legislative (or legal) responsibilities of combat agencies.
Who has the legal power to do what in an emergency?
12
Context. A Quick rehash
of last week
Where does combat agency
legal power come from?
What legal powers do they have?
How does each combat
agency know what the other
is doing in an emergency?
I’m in charge of me only.
Centre Piece of Emergency Management
20/02/2020 13
But, where does combat agency legal power come from
to decides who does what at an emergency?
The NSW State Emergency & Rescue Management (SERM) Act
It defines what agencies are defined as Emergency
Organisations.
i. NSW Police Force
ii. Fire & Rescue NSW
iii. NSW Rural Fire Service
iv. Ambulance Service of NSW,
v. NSW State Emergency Service,
vi. NSW Volunteer Rescue Association or
vii. Any other agency which manages or controls an
accredited rescue unit.
State Emergency & Rescue Management
(SERM) Act
It defines who are the:
i. NSW Police Force
ii. Fire & Rescue NSW
iii. NSW Rural Fire Service
iv. Ambulance Service of NSW,
v. NSW State Emergency Service,
vi. NSW Volunteer Rescue Association or
vii. Any other agency which manages or controls an
accredited rescue unit.
It defines what an “emergency” is and this dictates who can
do what at an emergency by law. It’s a “rule book”.
State Emergency & Rescue Management
(SERM) Act
It defines who are the:
i. NSW Police Force
ii. Fire & Rescue NSW
iii. NSW Rural Fire Service
iv. Ambulance Service of NSW,
v. NSW State Emergency Service,
vi. NSW Volunteer Rescue Association or
vii. Any other agency which manages or controls an
accredited rescue unit.
It defines what an “emergency” is and this dictates who can
do what at an emergency by law. It’s a “rule book”.
Legislation NSW
Hazard-specific Legislation, post 1989
Numerous other Acts are relevant, including ones
which allocate specific hazard management tasks to
agencies, including those represented by
Functional Areas. These Acts include:
Animal Diseases (Emergency Outbreaks) Act 1991
Biological Control Act 1985
Dams Safety Act 1978
Dangerous Goods (Road and Rail Transport) Act 2008
Health Services Act 1997
Maritime Services Act 1935
Plant Diseases Act 1924
Public Health Act 2010
Radiation Control Act 1990
State Water Corporation Act 2004
Stock Diseases Act 1923
Sydney Water Catchment Management Act 1998
Terrorism (Police Powers) Act 2002
17
This week we are going to look at the Legislative (or legal) responsibilities of combat agencies.
Who has the legal power to do what in an emergency?
18
Context. A Quick rehash
of last week
Where does combat agency
legal power come from?
What legal powers do they have?
How does each combat
agency know what the other
is doing in an emergency?
I’m in charge of me only.
Who has the power to close roads?
When an authorised person closes or opens or regulates traffic f low on a major road the Roads and
Maritime Service Transport Management Centre (TMC) is to be notified, together with any other
appropriate organisations, including the NSW Police Force. This includes classified roads (arterial
and sub-arterial) and unclassified roads (road owner).
Who gives community warnings in emergency?
Combat Agencies
have statutory
responsibilities to
issue warnings and
public information
regarding their
particular hazards.
Evacuation of persons or domestic
animals is given by?
Evacuation of persons or
domestic animals from an area
of danger or potential danger
is a possible strategy to
mitigate the impact of any
hazard.
Agencies that manage or
control evacuation
arrangements under any sub
plan are to ensure that such
arrangements do not conf lict
with overall evacuation policy.
This week we are going to look at the Legislative (or legal) responsibilities of
combat agencies. Who has the legal power to do what in an emergency?
22
Context. A Quick rehash of
last week
Where does combat agency
legal power come from?
What legal powers do they
have?
How does each combat
agency know what the
other is doing in an
emergency?
I’m in charge of me only.
How does each combat agency know what the other is doing in an emergency?
Liaison Arrangements, Liaison
Officer means a person, nominated
by an organisation or to represent
that organisation at an emergency
operations centre (or coordination
centre).
Liaison officer maintains
communication with and conveys
directions/requests to, their
organisation and provides advice on
the status, capabilities, actions and
requirements of their organisation
or functional area.
Where appropriate, liaison officers
have the authority to commit their
agency’s resources. Combat
Agencies conduct planning and
preparation on their own initiative
in addition to providing support
during operations. During
operations, their specialist support
assists the combat agency to
coordinate core activities
How does each combat agency know what the other is doing in an emergency?
Liaison Arrangements, Liaison
Officer means a person, nominated
by an organisation or to represent
that organisation at an emergency
operations centre (or coordination
centre).
Liaison officer maintains
communication with and conveys
directions/requests to, their
organisation and provides advice on
the status, capabilities, actions and
requirements of their organisation
or functional area.
Where appropriate, liaison officers
have the authority to commit their
agency’s resources. Combat
Agencies conduct planning and
preparation on their own initiative
in addition to providing support
during operations. During
operations, their specialist support
assists the combat agency to
coordinate core activities
Ambulance Rural Fire Service Fire & Rescue NSW NSW Police EPA TMC BOM Sydney Water
This week we are going to look at the Legislative (or legal) responsibilities of combat agencies.
Who has the legal power to do what in an emergency?
26
Context. A Quick rehash
of last week
Where does combat agency
legal power come from?
What legal powers do they have?
How does each combat
agency know what the other
is doing in an emergency?
I’m in charge of me only.
State Emergency & Rescue Management
(SERM) Act
It defines what agencies are defined as emergency
Organisations.
i. NSW Police Force
ii. Fire & Rescue NSW
iii. NSW Rural Fire Service
iv. Ambulance Service of NSW,
v. NSW State Emergency Service,
vi. NSW Volunteer Rescue Association or
vii. Any other agency which manages or controls an
accredited rescue unit.
NSW State Rescue Board
I’m in charge of only me
NSW State Rescue Board
NSW State Rescue Board
NSW State Rescue Board
NSW State Rescue Board
NSW State Rescue Board
NSW State Rescue Board
NSW State Rescue Board
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
Volunteers
NSW State Rescue Board
David ELLIOTT, NSW Minister for Emergency Services
So, to sum up