@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-7899, title = {Young people and the emergency services: working towards inclusive partnerships}, number = {653}, year = {2021}, month = {03/2021}, institution = {Bushfire and Natural Hazards CRC}, address = {MELBOURNE}, abstract = {

The {\textquoteleft}Diversity and inclusion: building strength and capability{\textquoteright} project identified the need for Emergency Management Organisations (EMOs) to develop a greater understanding of the communities they serve, and to look for ways to engage more effectively with the diverse nature of Australian communities.

The community aspect of the project introduced a new perspective for EMOs and the development of diversity and inclusion (D\&I) strategies by introducing the experiences of communities themselves. The research focused on two key groups: a refugee community in regional Victoria; and young people aged 18{\textendash}25 years old. Findings from the young people{\textquoteright}s group informed the development of this resource.1

Young people, 18{\textendash}25 year olds, may not identify themselves as a diverse community. We define diversity as the way we differ and this age group has a low level of community participation with the emergency services.

Young people represent a unique challenge for EMOs, with low levels of community engagement. Their life stage of emerging adulthood and increasing independence, as well as their focus on study and/or work, present barriers to their community engagement. The changing nature of volunteering presents new opportunities for EMOs to engage with this age group and to develop inclusive partnerships.

The resource begins with an overview of what is important to young people, their areas of interest, and motivation to engage in their community. Communicating effectively and through their popular social media mediums is vital, and this resource provides an overview of how to engage with this age group online. The resource also provides strategies of how to find ways to work together, and the skills, attributes and capabilities young people bring to your organisation.

The resource has a practical focus, and provides links to organisations who have developed effective strategies to engage young people. Links to existing resources with checklists and more information about how to work with young people in your organisation are also provided. Young people have a lot to offer EMOs, but they are not necessarily aware of their own potential. Developing an understanding of young people{\textquoteright}s interests and motivation is important if you are to find ways to develop inclusive partnerships that are mutually beneficial.

{\textquoteleft}It{\textquoteright}s just how you make these links where people can see you have all of these capabilities that we would really love to have and this would be a great resource to have and maybe inspiring or making young people aspire to be part of these emergency services. Because for a lot of people, I{\textquoteright}m generalising, I think people think they{\textquoteright}d love to do it, but don{\textquoteright}t think they{\textquoteright}re capable. I have so much respect for people who are in the police or fire brigade and things, but I don{\textquoteright}t know if I could.{\textquoteright} {\textemdash} Young female

}, keywords = {emergency services, inclusive, partnerships, young people}, issn = {653}, author = {McDonald, F} } @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} } @inbook {bnh-4194, title = {Legal and Ethical Aspects of Disaster Management}, booktitle = {Disaster Health Management: A Primer for Students and Practitioners}, year = {2017}, publisher = {Routledge}, organization = {Routledge}, abstract = {

Disaster health is an emerging field that focuses on developing prevention, preparation, response and recovery systems for dealing with health problems that result from a disaster. As disasters worldwide differ in their nature, scope and cultural context, a thorough understanding of the fundamental tenets of sound disaster health management is essential for both students and practitioners to participate confidently and effectively in the field.

Disaster Health Management\ is the first comprehensive textbook to provide a standard guide to terminology and management systems across the entire spectrum of disaster health. Authored by experienced educators, researchers and practitioners in disaster health management, this textbook provides an authoritative overview of:

Using Australasian systems and structures as examples of generic principles which will find application globally,\ Disaster Health Management\ is an essential text for both undergraduate and postgraduate students, as well as for professionals involved in all aspects of disaster management.

}, isbn = {9781138911185}, url = {https://www.routledge.com/Disaster-Health-Management-A-Primer-for-Students-and-Practitioners/FitzGerald-Tarrant-Aitken-Fredriksen/p/book/9781138911185}, author = {McDonald, F and Michael Eburn and Smith, E} }