@article {bnh-7898, title = {Building inclusive partnerships with culturally and linguistically diverse (CALD) communities}, number = {652}, year = {2021}, month = {03/2021}, institution = {Bushfire and Natural Hazards CRC}, address = {MELBOURNE}, abstract = {

The purpose of this document is to provide basic guidance for emergency services practitioners to support the building of respectful and inclusive partnerships with culturally and linguistically diverse (CALD) communities. This document focuses on general guidance that applies when working with all CALD communities. However, as each community has its own context and character, it is important to be mindful of the need to adapt practice to work with each community{\textquoteright}s specific needs.

This document draws from the general literature, and the following reports from the BNHCRC project {\textquoteleft}Diversity and inclusion building strength and capability{\textquoteright}:

}, keywords = {CALD, communities, culture, diversity, inclusive, linguistics, partnerships}, issn = {652}, author = {Daniel Ooi and Celeste Young} } @article {bnh-7903, title = {Diversity and inclusion: building strength and capability {\textendash} final project report}, number = {655}, year = {2021}, month = {03/2021}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

In 2016, the emergency management sector (EMS) acknowledged that action was needed to address the low representation of diversity in its workforce. This was being driven by a moral imperative to better represent the communities they serve (AFAC, 2016). The role of the EMS was also changing in response to ongoing unprecedented natural hazard events and the need for more strategic approaches to building resilience. This meant renegotiating the relationship between emergency management organisations (EMOs) and their communities, reinforcing the importance of D\&I. This brought to the fore the need to understand how to improve the effectiveness and value of D\&I in EMOs.

The main goal of the three-year project was to work with those in the sector engaged in D\&I practice and develop an evidence-based framework capable of supporting more effective management and measurement of D\&I. This was carried out in three phases: (1) understanding the context, (2) development of the framework, and (3) testing. Each phase was subject to annual review and the program was adjusted in response to the outcomes of those reviews.

The project used the {\textquoteleft}working from the inside out{\textquoteright} methodology to provide the framework for its activities (see p17 for details). This is a transdisciplinary approach that aims to develop workable solutions to seemingly intractable problems through collaborative research codesigned with end-users. The transdisciplinary aspect integrates different knowledge systems. It starts with understanding user needs and context, surveys available knowledge from a wide range of sources, puts this knowledge into a format that can be used in practice, and lastly tests the research outputs and refines this with end-users. The process is iterative with the key features of systemic assessments, integration into decision-making systems, translation, learning, adjustment and communication with end-users. Its key purpose is to ensure that research is fit-for-purpose and useable.


Following the scoping phase of the research project, three lines of inquiry were established to analyse the key systems that most directly influence D\&I for EMOs {\textendash} organisational, economic and community. A mixed methods approach was undertaken that incorporated case studies, semi-structured interviews, focus groups, decision-making assessments, desktop reviews of organisational documents, informal and formal literature, and ongoing review and feedback with end-users.

The initial literature review (Young et al, 2018a) assessed where D\&I practice was considered effective, the contributing factors to effectiveness and its benefits throughout the emergency services. It also reviewed the organisational change and innovation literature. In more recent years, the literature has changed focus from addressing diversity towards understanding the role of inclusion. It highlights the role of systemic approaches and the importance of understanding context in relation to achieving effective outcomes. The literature had stagnated in some areas, with few examples of successful implementation. The emergency services were not well-represented.

The final conclusion was that there were no suitable frameworks available and that information about the specific contexts for D\&I in the emergency services was limited. To provide a focus for the project and to inform practice, a definition of effective diversity (see p16) was developed.

We undertook case studies in three EMOs to inform the sectoral context. D\&I was present in all organisations, but not well-integrated into systems and processes, or connected to day-to-day decision making and tasks. The largest barrier was culture, and the largest need was in the area of management. Strategic vision and supportive organisational frameworks and processes were limited, resulting in shorter term, reactive approaches dominating the implementation of D\&I.

Predominantly response-based and hierarchical cultures and tactical decision making were often at odds with the more strategic-based softer skills required for D\&I. Many activities had not been effectively socialised or communicated, resulting in confusion, fear, resistance and difficult behaviours. There were also cultural gaps between upper and lower tiers in organisations. Implementation often focused on {\textquoteleft}obtaining (gender-based) diversity quotas{\textquoteright}, and rather than creating an inclusive culture, was felt to have polarised gender-based issues. There was a lack of awareness of what constituted appropriate language use and behaviours in relation to diverse communities and individuals. There was also no compelling narrative as to why it would be a business imperative or even perceived as such.

At the end of phase one, key components for the framework were identified. These were organised across the following areas: a strategic process of change, a programmatic continuous-improvement process and organic bottom-up growth. To develop these, further mapping and investigation of skills and capabilities in organisations and communities, and greater understanding of the economic value generated by programs were needed.

A turning point for the project was during phase two, following the {\textquoteleft}Into the future: building skills and capabilities for a diverse and inclusive workforce{\textquoteright} workshop in December 2018. Exploration of three scenarios revealed the extent of D\&I-related risk to EMOs. These related to the mitigation and management of social, human and innovation risk. These were not being formally managed or, in some cases, even recognised. It also highlighted the need to manage innovation risk during implementation activities. A better understanding of these risks provided the connection between day-to-day tasks and the business imperative for EMOs.

The participants in the workshop displayed a high level of skill and capability in these areas. Other work undertaken with Women and Firefighting Australasia (WAFA) indicated that the sector was becoming more aware of these risks, but needed further development of systems, skills and capabilities to manage them.

The risks associated with D\&I are not new, but are still largely unrecognised as part of formal risk management within organisations. Skills and capabilities associated with D\&I practice were, for the most part, being given a lower priority than those required to manage more established and accepted risks. If left unmanaged, D\&I risks are likely to {\textquoteleft}impair the ability of EMOs to perform their functions effectively{\textquoteright} (Young et al, 2019). \ 

Two economic case studies highlighted the benefits that could be achieved by successful programs. The Indigenous Fire and Rescue Employment Strategy (IFARES) program produced $20.00 of benefits for every dollar invested (Rasmussen and Maharaj, 2019). However, existing economic models need further development before programs for different cultural cohorts can be comprehensively assessed. Appropriate data also needs to be collected from the beginning of programs to support this.

The community case studies (Pyke, 2018b; Macdonald, 2020a, 2020b) illustrated some of the complexities in relation to the capabilities of diverse cohorts and young people, but each has its own context that needs further exploration. Although culturally and linguistically diverse (CALD) communities have many capabilities, these have not been examined with respect to various needs, so are unlikely to be harnessed effectively in an inclusive manner (Pyke, 2018b; MacDonald, 2020a).

The final D\&I framework \ (Young and Jones, 2020) is constructed around four components:

This is developed to be flexible and adaptable, to aid decision making in a range of different contexts, and to be useful in full or in parts, depending on the situation an organisation may encounter and the context is which this is occurring. The strategic and programmatic processes are supported by guidance that outlines the key phases and question-focused considerations for practitioners (Young and Jones, 2020) and three practitioner manuals (Macdonald, 2020a; Ooi, 2020; Young et al, 2020). Progress over the three years of the project has culminated in the following conclusive statements (Young and Jones, 2020):

Common aspects found to support effective programs include:

This project has experienced a high level of uptake and use during its three-year term. This has been aided by the sector{\textquoteright}s focus on progressing the D\&I agenda, and the work of peak agencies and end-user organisations to develop programs and leadership. It has also contributed to the repositioning of the D\&I agenda as a risk-based business imperative, and has developed and provided materials to support the integration of D\&I into resilience, risk and workforce planning frameworks. Its effectiveness and impact are due to the collaboration and commitment of the end-user group who have actively participated, supported and promoted the work over the life of the project.

Considerable work is still needed in developing measurement protocols, particularly those related to economic evaluation and the effectiveness of inclusion. Further work is also needed to identify and document the specific capabilities and skills needed to support this. As D\&I is a long-term and dynamic issue, longitudinal evaluation is needed to assess returns on investment, ensure that visibility is maintained, and deeper understandings continue to develop.\ 

The final framework, which has been developed in close collaboration with practitioners in EMOs, provides a basis on which to build. The collateral from this study also captures and consolidates some of the considerable knowledge that already exists within these organisations to be used as reference material. This project has shown that achieving truly diverse and inclusive organisations is a long road, but it is one that EMOs are already travelling.

}, keywords = {Capability, diversity, inclusion, strength}, issn = {655}, author = {Celeste Young and Roger Jones and McDonald, F and Bruce Rasmussen} } @article {bnh-6990, title = {Building resilience: understanding the capabilities of diverse communities: case studies of two communities}, number = {578}, year = {2020}, month = {06/2020}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

The Diversity and Inclusion: Building Strength and Capability (D\&I) project has identified building resilience with communities as a key focus of diversity and inclusion (D\&I) strategies for emergency management organisations (EMOs) (Young, Jones \& Kumnick, 2018). The project has identified a need for EMOs to develop greater understanding of the specific characteristics, barriers and needs of the communities they serve, and to identify their attributes, capabilities and skills. Interacting and communicating effectively with diverse communities has been identified as {\textquoteleft}critical to the building of resilience and reduction of risk associated with natural hazard events{\textquoteright} (Young, Jones \& Kumnick, 2018, p. 6).

D\&I strategies are vital to EMOs, but they cannot be developed in isolation, as communities themselves play a significant role in building relationships. The research to date has focused on developing knowledge of how EMOs must be more open to understanding and working with the diverse communities they serve. The need for strategic change in D\&I strategies and practices in EMOs is evident, and, in some cases, already in place (Rasmussen \& Maharaj, 2018; Young and Jones, 2019). However, less is understood about how aware Australia{\textquoteright}s newer communities are of potential natural hazard risks, their own capabilities and readiness to respond, and the potential roles they could play in building resilient communities with EMOs.

While D\&I strategies include greater representation of Australia{\textquoteright}s diverse communities in EMOs (Rasmussen \& Maharaj, 2018), this alone does not build resilient communities. Achieving this goal requires greater understanding of attributes, skills and capabilities from the perspective of the communities themselves. It also requires a fundamental change in the {\textquoteleft}nature of relationships EMOs have with their communities, from delivering a service (transactional), to working with them (relational){\textquoteright} (Young \& Jones, 2019, p. 8; see also Pyke, 2018; Young et al., 2018).

The case study communities reported on here were selected for their diversity rather than their specific engagement with the EMS. Neither have a strong relationship with, or even a complete understanding of, the emergency services and the role they play. The case studies reflect the disparate nature of diversity, with one a migrant community living in regional Victoria and the other an investigation of young people, aged 18{\textendash}25 years. While the migrant community is an obvious choice in developing understandings of the skills and capabilities of diverse groups, young people represent a unique challenge to EMOs in communities due to their emerging independence into adulthood, and trends in regional and rural contexts that see young people moving on to study, work and live in larger regional cities or urban environments.

}, keywords = {communities, diversity, resilience}, issn = {578}, author = {McDonald, F} } @article {bnh-7468, title = {Diversity and inclusion: building strength and capability {\textendash} annual report 2019{\textendash}2020}, number = {623}, year = {2020}, month = {10/2020}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

{\textquoteleft}Diversity and inclusion: building strength and capability{\textquoteright} is a three-year project commissioned by the Bushfire and Natural Hazards CRC, which commenced in July 2017 and has just completed its third year of exploration. It has been a challenging year in terms of delivery, and the project has had to adjust its research plan to accommodate the unprecedented bushfires and the COVID-19 pandemic, which have impacted the university and the stakeholder organisations. As a result, the project will now deliver the final outputs for the project in the second half of 2020.

During the third phase, we have focused our activities around consolidating key findings in the organisational stream and testing these in another industry to look for commonalities and points of divergence. New needs that emerged from the second year review highlight the necessity for further indepth review in relation to the economic and community areas. Activities have continued with a case study approach and three reports have been completed.

Key areas of focus for this phase have been as follows:

Key findings from this phase of the research are as follows:

Stakeholder engagement has been limited during this phase, as it was put on hold between November 2019 and April 2020. Where possible, we have maintained contact through individual interactions. We have also had a reduced level of outreach such as presentations due to the cancellation of a number of conferences, however the project team was involved in three presentations at the 2019 AFAC conference.

}, keywords = {Capability, diversity, inclusion, strength}, issn = {623}, author = {Celeste Young} } @article {bnh-6810, title = {Diversity and inclusion: Building strength and capability - Annual Report 2019}, number = {558}, year = {2020}, month = {03/2020}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

The Emergency Management Sector (EMS) is a diverse and complex sector whose key purpose is the protection of life and property by implementing {\textquoteleft}a range of measures to manage risks to communities and environments{\textquoteright} (Emergency Management Australia, 1998, p39). Their scope of activities spans the prevention, preparedness, response and recovery (PPRR) spectrum and requires a range of activities that contribute to the wellbeing of communities.

The context in which many of these organisations operate is changing due to:

As these drivers are dynamic and systemic, they are changing the focus of EMS activities from shorter-term tactical approaches across the PPRR spectrum, to longer-term strategic approaches that focus on future outcomes. These drivers are also driving the need to innovate across the EMS and develop new services that aim to increase resilience of both the organisations themselves and the community. This is fundamentally changing the nature of the relationship EMS has with the community from delivering a service to them to working with them. (Young et al. 2018). There is also a recognition that emergency services need to better reflect the communities they work to serve (NEMC 2011) to achieve this outcome. Effective diversity and inclusion are central to this agenda.

Currently, there are {\textquoteleft}unacceptably low levels of diversity{\textquoteright} in the EMS (AFAC 2016). There is however, a growing awareness that there are a number of benefits that can result from increasing diversity in organisations. However, effective implementation is complex due to:

If EMS organisations are to capitalise on the emerging opportunities and fulfil their future potential in this area, they will need to develop new ways of thinking and working. Diversity is not new to EMS organisations and there are existing strengths and knowledge that can be built upon. Understanding what is effective, and why and how this agenda can be progressed, is critical to achieving future outcomes.

}, keywords = {Capability, diversity, inclusion, strength}, issn = {558}, author = {Celeste Young} } @article {bnh-8140, title = {Diversity and inclusion: towards a better understanding of management and measurement - policy paper}, number = {696}, year = {2020}, month = {07/2020}, institution = {Bushfire and Natural Hazards CRC}, address = {MELBOURNE}, abstract = {

Having effective diversity and inclusion (D\&I) in emergency management organisations (EMOs) can improve their internal\ performance, and contribute to organisational and community capacities to manage disaster risk and resilience building. A\ diverse workforce provides a broad range of perspectives, experiences and skills. An inclusively-managed diverse workforce\ can support better decision making. It can also support better management of the increasingly unfamiliar risks that\ society is experiencing. Inclusion is also central to building productive working relationships and trust with the community. However, the benefits of D\&I are poorly understood, and are often overlooked because they are hard to measure and\ account for.

This paper summarises the main concepts, findings and the framework that has been developed to support more effective\ management and measurement of D\&I in EMOs.

Key findings in relation to D\&I in the emergency management sector (EMS) are:

}, keywords = {Capability, diversity, Emergency management, inclusion, management, measurement, strength}, issn = {696}, author = {Celeste Young and Roger Jones} } @article {bnh-7664, title = {Learning as we go: developing effective inclusive management {\textendash} case studies and guidance}, number = {632}, year = {2020}, month = {12/2020}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

{\textquoteleft}Commitment is important because sometimes that is all you have.{\textquoteright}

Diversity and inclusion (D\&I) is now an imperative for all emergency management organisations (EMOs) if they are to mitigate and manage the human and social risk associated with the changing risk landscape communities now occupy. The increasingly unprecedented natural hazards events, systemic nature of the impacts and the intersection with other events (such as COVID-19), are changing what is being experienced, and what is needed to respond and recover from these events. It has brought into focus the need to build robust and resilient social infrastructure in communities and organisations prior to events or implementation of activities. The area of social and human risk that is associated with D\&I, has for the most part, been seen as secondary to more technical and tangible risks, and its value is not well understood.

Management of D\&I happens at all levels of the organisations {\textendash} from upper level leadership to frontline workers {\textendash} and is strategic and short-term. It has two aspects:

Due to the new needs arising, management of D\&I is emergent and inherently risky as there is a high level of innovation involved in many activities. Obtaining an inclusive and diverse workforce is a long-term proposition requiring stamina and flexibility. It requires changing not only social and organisational structures and culture, but how people think and act within them. This not a straightforward task; it requires not only progressing the agenda, but also {\textquoteleft}holding the line{\textquoteright} and thinking creatively when there are adverse responses, which are a natural part of the change process. It is also an agenda that requires deep collaboration within organisations and all those within the emergency management sector (EMS) for the foreseeable future.

The case studies in this document illustrate that although there may be common principles that underpin practice, there is no one management prototype or model. It is a process of conscious decision making where what is managed and how it is managed is determined by who is being managed, their context, and the specific needs that arise from this. These factors are also influenced across time by changing social, environmental, political and economic circumstances, and ongoing learning and being able to adapt in response to this are central to effective management. What works one year may not work in the next (Young and Parry, 2020), and what works in one context will not necessarily work in another. There is no fixed-point destination to arrive at, rather a series of destinations that organisations and communities transition through as they work towards the desired inclusive outcome.

As a result, management of this area is highly dynamic and more reliant on process to manage the multiple uncertainties associated with achieving outcomes. It also requires leading from behind and guiding, rather than dictating, so that people achieve awareness and feel enabled to act.

The case studies also highlight the importance of having a social mandate to operate. This is particularly important for maintaining longer term activities, as it is built upon trusted relationships and the connections that support this. Trust-based relationships are not something that can be manufactured. They are earned through authentic and respectful interactions that are maintained, and where actions match the words that are spoken. It is critical for leaders at all levels to appreciate that people will not follow, engage with, or take instruction from someone they do not trust or they feel is being tokenistic. It is also important to note that management starts at the top of organisations, but its effectiveness is ultimately determined by how it is grown and maintained at the bottom and middle of organisations.

The other common aspects found to support effective D\&I programs include:

Inclusion is not about being permissive. It is about understanding the formation of new boundaries and who should decide those boundaries. The diversity conversation is also not one conversation. It is the coming together, and inclusion, of many different voices so a collaborative outcome can be negotiated.

This document presents case studies and examples of best practice and knowledge that have been collated with experts within EMOs who were part of this study. As practice is evolving rapidly, its purpose is to provide reference points for practitioners to support broader development of the D\&I agenda. They show that organisations are learning and building as they go, and that some of the best resources the EMS have are their practitioners. It also provides resource materials that have been developed to support D\&I practitioners by the EMS and other industries.

This document is a support document for the Diversity and inclusion framework for emergency management policy and practice (Young and Jones, 2020), which provides overarching concepts, principles and processes that guide management activities. As a result, it should be read in conjunction with the framework.

}, keywords = {case studies, diversity, guidance, inclusion management}, issn = {632}, author = {Celeste Young and Craig Cormick and Roger Jones} } @article {bnh-5414, title = {Diversity and Inclusion: Building Strength and Capability- Annual Report 2018}, number = {453}, year = {2019}, month = {02/2019}, pages = {16}, type = {Report}, keywords = {diversity, Emergency management, inclusion}, author = {Celeste Young} } @article {bnh-5570, title = {Effective diversity in emergency management organisations: the long road}, journal = {Australian Journal of Emergency management}, volume = {32}, year = {2019}, month = {05/2019}, abstract = {

Traditionally, the human face of emergency services organisations has lacked diversity. However, escalating natural hazard risks due to social, environmental and economic drivers requires a transformation in how these risks are managed and who needs to manage them. With communities becoming more diverse, building community and organisational resilience to more frequent and intense emergency events needs organisations to change from working for communities to working with them.

This requires greater diversity in skills and capabilities in the people who apply them, making diversity and inclusion a moral and business imperative. This paper summarises findings from an assessment of the diversity and inclusion literature relevant to the emergency management sector. Three case studies that are elements of the Bushfire and Natural Hazards CRC project, {\textquoteleft}Diversity and Inclusion: Building strength and capability{\textquoteright} are examined.

The research assessed the current context in which diversity and inclusion exist in each organisation and identified barriers, needs, challenges and opportunities. The major findings provide a basis to develop a support framework for effective management and measurement of diversity and inclusion.

}, keywords = {diversity, emergency services, inclusion in the emergency services/emergency management sector}, url = {https://knowledge.aidr.org.au/resources/ajem-april-2019-effective-diversity-in-emergency-management-organisations-the-long-road/}, author = {Celeste Young} } @article {bnh-5772, title = {Risky business: Why diversity and inclusion matter}, number = {499}, year = {2019}, month = {08/2019}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

Effective diversity and inclusion (D\&I) is at the heart of what emergency management organisations (EMOs) are and do. It is now clear that if they are not inclusive of the difference that diversity brings, they are placing at risk their organisations and the communities they work with.

Australian communities and the risks they face are changing. For the Emergency Management Sector (EMS), this emphasises the importance of building resilience and developing community partnerships. EMOs need to see themselves represented within the community and communities need to see themselves represented within EMOs. As a result, effective D\&I, which can support these activities, is starting to be seen as a core capability. There is also a growing recognition that if EMOs are to become agile, learning organisations who can effectively manage diversity and change, D\&I will need to move from a peripheral activity to a central focus. A clear message from this project is that the key to this is for EMOs to focus on developing an inclusive culture.

A key barrier to achieving effective D\&I is a limited understanding of how to join conceptual aspects of D\&I to practical application and tasks, and to use that to develop a set of focused activities capable of achieving their goals. Specifically, understanding why D\&I is important for core business and how it enhances service delivery {\textendash} particularly in lower levels of organisations. Without answers to these questions, it can be difficult to develop the strategies needed to support and guide the multiple areas of activity required to achieve a diverse and inclusive workforce.

The workshop {\textquoteleft}Into the future: building capabilities and skills for inclusive and diverse organisations{\textquoteright} held in December 2018 at Victoria University, aimed to explore these issues. In particular, it aimed to understand:

}, keywords = {Capability, diversity, inclusion}, isbn = {978-1-86272-807-3}, issn = {499}, author = {Celeste Young and Roger Jones} } @article {bnh-4689, title = {Community values survey}, year = {2018}, month = {08/2018}, institution = {Bushfire and Natural Hazards CRC}, address = {Melbourne}, abstract = {

Values are the basis of decision-making. They direct the beliefs that determine what is most important and so underpin desirable goals that motivate action (Schwartz, 2012, p4).
Understanding similar and differing values is increasingly being used by organisations as a way to understand gaps between their organization, clients and communities they serve. For emergency management services to better represent the diversity of the communities they service, they need to not just understand the demographics of those communities, but also the values across their communities, particularly in relation to diversity.
This study undertook a community survey across 539 community members to ascertain values and attitudes in relation to Emergency Management Organisations (EMO). The survey used Schwartz{\textquoteright}s measurement of values, comprised of ten different values, based around four key areas: openness to change, self-transcendence, conservation and self-enhancement, as a basis. Questions from the Schwartz values study were amalgamated with the World Values Survey to develop the survey. The demographic varied across age, gender and cultural spectrums.
The data from this survey provide a baseline for understanding existing community values relating to diversity and inclusion. These results will be compared to those held by EMOs and their staff in later work. This has potential to help discern where there may be significant similarities and differences between EMS organisations and the community that influence current and future strength and capability of diversity and inclusion in the emergency management sector.

}, keywords = {decision-making, diversity, Emergency management, inclusion, multi-hazard., Preparedness, response}, issn = {365}, author = {Craig Cormick} }