aipm afac leadership course
TRANSCRIPT
Lew ShortPrincipal, Emergency Management & Resilience
2013 AFAC Volunteer Leaders Program 22nd – 26th May 2013 Demands and expectations of Volunteer Leaders in 5-10 years.
Breakup of the group
Volunteer
Both
Salaried
Quick Background
• RFS Volunteer• Managed interface with brigade and Council• RFS• Private sector
Don’t poke the bear
Constructive Subversion
• leaders, in order to challenge those around you to do what is right when social or organisational norms would say that slightly ‘less right’ or even ‘wrong’ is ok, we should adopt the notion of “constructive subversion,” or constructively challenging those things which we do not believe are right.
Outline
• Motivations & Expectations• Engagement and the Dark Arts• Speed of government• Recruitment & Retention• Gen y• Motivation for volunteers and the community• Provision of advice
MotivationsExternal• Who are our customers?• What is our core business?• Who are our stakeholders?• What are their expectations?Internal• Why are you a part of your organisation?• What do you give up to be a part of it?• What are your expectations?• Is there a gap
Who are our customers?
What is our
core business?
Who are our stakeholders?
• Is there a difference between “who are our customers?”
• The key theme… for all stakeholders are trust, transparency and timeliness
What are their expectations?
Time0
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Community Interest
Interest
The
big
fires
fires
on
the
new
s
fires
on
the
new
s, s
mok
e
Time0
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Community Interest
Interest
Time0
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Community Interest
Interest
Time0
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Community Interest
Interest
How do we engage during crisis?
Brian Humphrey of LAFD:“We can no longer afford to work at the speed of government…we have responsibilities to the public to move the information as quickly as possible…so that they can make key decisions.“
On an average day:• 47 billion (non spam) emails• 95 million tweets on Twitter• 30 billion pieces of content
shared on FacebookSource. The Emergence of a New Asset Class. World Economic Forum
(2011)
What does this mean
for command &
control
Situational Awareness
MotivationsExternal• Who are our customers?• What is our core business?• Who are our stakeholders?• What are their expectations?
Internal• Why are you a part of your organisation?• What do you give up to be a part of it?• What are your expectations?• Is there a gap
Public policy is getting more complex
• People expect information as it
arrives
• Our previous good responses may
have created a culture of
immediacy in the community
“The world has entered the era of ‘mega crisis’ or
catastrophic emergencies’ whose force and
magnitude defy even the best laid plans and the
most robust response systems”Professor Paul ‘t Hart
• Over the next 100 years
projected temperature rise is
likely to be greater than any seen
over the last 1000 years.
• There will be less water in South
Eastern Australia and
temperatures will rise by 1.4 –
5.8 decrees Celsius (BOM).
Provision of Advice
• Risk Management V Harm Minimisation
Inefficiency
• Duplication
Lessons Learnt from Victoria & Challenges
• Plain language, get away from jargon & make information accessible
• Speed of change and expectations• Challenge of getting information in and
making it into intelligence• Is it enough that people discuss what they will
do, do they need to have a written plan• Can community make decisions in times of
stress
Lim
it to
dire
ct a
ttac
k
Para
llel a
ttac
k
Indi
rect
att
ack
Def
ensi
ve
Lim
it to
saf
e op
erati
on o
f he
licop
ters
(~50
km/h
)
Potential:• Loss of radio & telco towers• Loss of situational awareness
Capacity of community to receive and act on triggers
Focus on suppression
Focus on life safety
Lew ShortPrincipal, Emergency Management & ResilienceEco Logical Australia0419 203 853
Lew Short Lewshort14http://www.slideshare.net/LewShort