aipm afac leadership course

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?

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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

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rect

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ack

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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

Lews@ecoaus.com.au

Lew Short Lewshort14http://www.slideshare.net/LewShort