@article {bnh-4664, title = {The long road: building effective diversity and inclusion in emergency management}, number = {363}, year = {2018}, month = {07/2018}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

Although diversity and inclusion (D\&I) is not a new concept or area of practice for the Emergency Management Sector (EMS), there has been little clarity of what effective D\&I practice is, particularly in relation to its management and measurement. EMS organisations are complex, and increasingly, dynamic social, environmental and economic factors are driving the need for transformation in the sector.

This report presents a synthesis of key findings from the organisational assessments and relevant research from the literature review (Young et al., 2018) undertaken for the project Diversity and Inclusion: Building strength and capability. Case study assessments were undertaken with three EMS organisations {\textendash} Queensland Fire and Rescue, Fire and Rescue New South Wales) and South Australian State Emergency Services. These comprised a desktop study of public documents to assess their recent history, current activities and the policy context, website audits to ascertain the visual narrative in relation to D\&I, and a series of interviews to capture the {\textquoteleft}lived experience{\textquoteright} of D\&I from their employees. The aim of the research was to develop an understanding of the key factors influencing effective implementation, and key components needed for a draft D\&I framework, which is presented in this report.

Using a systemic analysis focused on decision making, this research provides insights into how past and present practice and the evolution of these organisations influences their current approaches to D\&I. It also provides an analysis of the barriers, needs, opportunities and benefits collated during the interviews and key themes that arose. D\&I is now a key business imperative for all EMS organisations but much work still needs to be done before effective practice in D\&I can be achieved. However, these organisations also contain pre-existing strengths and knowledge that present considerable opportunities. Achieving effective D\&I is a long-term proposition with many challenges, and for organisations who have the courage to persist through this process, the benefits of a more diverse and inclusive organisation are there to be realised.

}, isbn = {978-1-86272-784-7}, issn = {363}, author = {Celeste Young and Roger Jones and Margarita Kumnick} } @article {bnh-3801, title = {Risk ownership framework for emergency management policy and practice}, number = {252}, year = {2017}, month = {07/2017}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

The purpose of this framework is to assist this process with guidance that supports practitioners by providing a starting point for understanding and clarifying risk ownership as part of strategic risk planning. It does this through a framework that outlines:

The framework process uses a flexible, values-based approach that shows how to identify the most important values in a variety of settings, to assess how those values are at risk from natural hazards, and to identify and evaluate actions to preserve and recover those values in the face of natural hazard risk. A list of diverse evaluation tools and methods to do this are also summarised. The process is designed to add to, and be integrated into, current risk planning assessments. Although this framework uses natural hazards as the focus, it can be applied in other areas of emergency management where strategic approaches to systemic risk are needed.

Aspects of this framework may be uncomfortable because they challenge established forms of thinking and acting, so it is important for those using this framework to approach it through a change management/transformation lens. What is possible and when will be dictated by situational contexts and available resources. As with all innovation, developing the new skills and knowledge needed will help people understand and accept the changes they may need to make to undertake new and unfamiliar activities.

This type of planning goes beyond surviving an event and rebuilding back to focusing on sustaining the values we treasure most. It is about planning for the future we want to have in the face of change.

}, issn = {252}, author = {Celeste Young and Roger Jones and Margarita Kumnick and Greg Christopher and Nicholas Casey} }