How to build resilient communities? This session will provide an insight into one of the fastest growing and most significant areas of emergency management: i.e. how do we best keep communities informed so that they are empowered to make decisions?
This session reviews the unprecedented operational activity that occurred during the first quarter of 2011, triggering the mobilisation of local, national and international emergency responders to natural disasters in Queensland, New Zealand and Japan.
Truly resilient leadership can be the deciding factor in determining the success or failure of the response to critical events. But what is resilient leadership and, just as importantly, is it an inherent quality or something than can be developed, or both?
The Victorian Royal commission recommended a burn target for the Department of Sustainability and Environment of 5%.
This panel session explores the distinction between what agencies need to tell communities and what they really want (or don’t want).
Large scale disasters in recent years (including the Canberra Fires in 2003, the Victorian Fires in 2009, and the Queensland Floods in 2010/11) have highlighted the need for a critical shift in emergency management thinking and capability.
With its origins in the corporate financial industry, risk management has become a mainstream business activity and has increasingly become accepted as a means of systematically dealing with community and organisation risk in the context of natural hazards.
The scale and number of disasters emergency management agencies are responding to is increasing as the impacts of climate change are experienced across our Region. Major floods in Queensland and Victoria, bushfires in WA, cyclones in north Queensland and earthquakes in NZ and Japan all contributed to one of the busiest periods we as an industry have ever faced.
