Challenges for the Disaster and Crisis Management – identification of dimensions for the cooperation of governmental and n...
Agenda<br />1. Conditions<br />2. Challenges for Emergency Response<br />3. CriticalSuccessFactors<br />4. Obstacles to ef...
1. Conditions<br />Increase of extreme events and disasters in almost every area in the world<br />Diversity of reasons (e...
1. Conditions<br />The collective success and utilization of all available capacities will largely depend on how well orga...
2. Challenges for Emergency Response <br />Emergency response demands a broad range of agencies<br />(e.g. fire and rescue...
2. Challenges for Emergency Response <br />2.1 Situational Conditions <br />Diversity:Emergency response missions vary wid...
2. Challenges for Emergency Response <br />2.2 Duties and Responsibilities<br />Organizational challenges in the search an...
3. Critical Success Factors<br />	Coordination <br /><ul><li>Among response agencies (e.g. combining of resources, sequenc...
In an extreme event it generally involves coordinating multi-organizational, intergovernmental and intersectional response...
Communication of current status allows leaders and teams to make informed decisions</li></ul>orchester-santa-maria.ch<br /...
4.Obstacles to efficient Emergency Management<br />Barriers to coordination<br />bredtmann@uni-wuppertal.de<br />9/18<br />
4.Obstacles to efficient Emergency Management<br />Barriers to communication<br />bredtmann@uni-wuppertal.de<br />10/18<br />
5.Effective Network Structure <br /><ul><li> Development of an effective network structure is a challenge and an opportuni...
5.Effective Network Structure <br /> Advantages of a network structure: <br />+ Common actions synergies <br />+ Inter-org...
5.Effective Network Structure <br />For a network structure it is necessary to analyse the different requirements:<br />- ...
 This method must combine the task and its ideal operators in the networks</li></ul>- The method needs criteria of evaluat...
 Are all requirements taken in to consideration?</li></ul> <br />familien-plus.de<br />bredtmann@uni-wuppertal.de<br />13/...
5.Effective Network Structure <br />The assignment <br /> by the external and internal dimension:<br /><ul><li> External d...
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Challenges for the Disaster and Crisis Management – Identification of dimensions for the cooperation of governmental and non governmental organisations

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Challenges for the Disaster and Crisis Management – Identification of dimensions for the cooperation of governmental and non governmental organisations

  1. 1. Challenges for the Disaster and Crisis Management – identification of dimensions for the cooperation of governmental and non-governmental organisations<br />Dipl.-Oec. Jennifer Bredtmann - University of Wuppertal<br />Dipl. Wirt.-Ing. Tim Stadie - Aalen University<br />International Disaster and Risk Conference<br />IDRC – Davos 02.06.2010<br />
  2. 2. Agenda<br />1. Conditions<br />2. Challenges for Emergency Response<br />3. CriticalSuccessFactors<br />4. Obstacles to efficient Emergency Management<br />5. Effective Network Structure<br />6. Conclusion<br />bredtmann@uni-wuppertal.de<br />2/18<br />
  3. 3. 1. Conditions<br />Increase of extreme events and disasters in almost every area in the world<br />Diversity of reasons (e.g. extreme weather events, terrorist threads) <br />Emergency management becomes more complex and more specialized<br />bredtmann@uni-wuppertal.de<br />3/18<br />
  4. 4. 1. Conditions<br />The collective success and utilization of all available capacities will largely depend on how well organizations can coordinate their activities and resources in these situations.<br />Increase of extreme events <br />+<br /><ul><li>Diversity of reasons </li></ul>+<br /><ul><li>Emergency management become more complex and specialized</li></ul>Focus on: - Problems of interagency collaborations and <br /> - the role of networks to achieve collective success in emergency response operations. <br />bredtmann@uni-wuppertal.de<br />4/18<br />
  5. 5. 2. Challenges for Emergency Response <br />Emergency response demands a broad range of agencies<br />(e.g. fire and rescue services, police, health facilities )<br />Depending on the circumstances other services like federal and state agencies, private companies, non-profit organizations and volunteers are required <br />These organizations differ regarding their skills and specializations<br />bredtmann@uni-wuppertal.de<br />5/18<br />
  6. 6. 2. Challenges for Emergency Response <br />2.1 Situational Conditions <br />Diversity:Emergency response missions vary widely (e.g. local, regional or trans-border) - the required skills and the forms of cooperation are interrelated<br />Interdependency: Teams partly depend on each other to perform their tasks (e.g. sequential vs. parallel activities)<br />Dynamic: Rapid changing conditions, importance of improvisations, adaptability and creativity<br />Uncertainty: A lack of information can lead to ambiguous assessments and wrong decisions. => sharing of information is essential<br />bredtmann@uni-wuppertal.de<br />6/18<br />
  7. 7. 2. Challenges for Emergency Response <br />2.2 Duties and Responsibilities<br />Organizational challenges in the search and rescue phase: <br />Goal Setting: The assessment of the situation, the derived mobilization of resources (based on an accurate estimation of need) <br />Problem Solving: Emergency managers have to innovate, adapt and improvise because plans and procedures often don´t fit the circumstances <br />Anticipation: Effective emergency management captures the need to anticipate future problems, creating their solution before they occur <br />bredtmann@uni-wuppertal.de<br />7/18<br />
  8. 8. 3. Critical Success Factors<br /> Coordination <br /><ul><li>Among response agencies (e.g. combining of resources, sequencing of actions)
  9. 9. In an extreme event it generally involves coordinating multi-organizational, intergovernmental and intersectional response and recovery operations </li></ul> Communication <br /><ul><li>The effective flow of information across organizational boundaries, to ensure common situational awareness
  10. 10. Communication of current status allows leaders and teams to make informed decisions</li></ul>orchester-santa-maria.ch<br />http://www.kidstalk.ch/uploaded/Image/Kommunikation.gif<br />bredtmann@uni-wuppertal.de<br />8/18<br />
  11. 11. 4.Obstacles to efficient Emergency Management<br />Barriers to coordination<br />bredtmann@uni-wuppertal.de<br />9/18<br />
  12. 12. 4.Obstacles to efficient Emergency Management<br />Barriers to communication<br />bredtmann@uni-wuppertal.de<br />10/18<br />
  13. 13. 5.Effective Network Structure <br /><ul><li> Development of an effective network structure is a challenge and an opportunity for future disaster management </li></ul> <br /><ul><li> Networks in general are relations of interaction between actors</li></ul>(Wilkesmann 1999)<br /><ul><li> An enterprise network consists of a number of autonomous organisations, in order to achieve goals mutually, which cannot be reached by them separately. (Chisholm 1996) </li></ul>familien-plus.de<br />Transferred to the field of disaster- and crisis-management a network of governmental and non-governmental organisations offers the possibility to face future disaster situations and its developments.<br />bredtmann@uni-wuppertal.de<br />11/18<br />
  14. 14. 5.Effective Network Structure <br /> Advantages of a network structure: <br />+ Common actions synergies <br />+ Inter-organisational learning <br />+ Mutual knowledge about processes and methods => new input<br />+ Organisations complement their competencies with other <br /> organizations in the network<br />+ Networks offer the possibility to identify trends and new <br /> developments in disaster management<br />But...networks can only work efficiently by common exchange of knowledge<br />familien-plus.de<br />bredtmann@uni-wuppertal.de<br />12/18<br />
  15. 15. 5.Effective Network Structure <br />For a network structure it is necessary to analyse the different requirements:<br />- Need to identify the competencies of the potential operators in the network<br /><ul><li> Need of an assignment method
  16. 16. This method must combine the task and its ideal operators in the networks</li></ul>- The method needs criteria of evaluation for the assessment of assignment:<br /><ul><li> Is the assignment of task to operator effective?
  17. 17. Are all requirements taken in to consideration?</li></ul> <br />familien-plus.de<br />bredtmann@uni-wuppertal.de<br />13/18<br />
  18. 18. 5.Effective Network Structure <br />The assignment <br /> by the external and internal dimension:<br /><ul><li> External dimensions describe the disaster situation
  19. 19. Internal dimensions deal with the knowledge, methods and experience of the different organisations within the network. </li></ul>Immaterial resources are know-how, knowledge, methods, and the experience of the employees. The assignment of tasks for the network participants is important for the success of the tasks. This means that the network material and immaterial resources are criteria concerning the assignment of tasks.<br />familien-plus.de<br />bredtmann@uni-wuppertal.de<br />14/18<br />
  20. 20. 5.Effective Network Structure <br />Approach <br />to build a network structure and a possible assignment method for disaster management tasks:<br />1. Creating awareness of the need to cooperate in a network <br />2. Presenting the possibilities and options of the network <br />3. Describing the organisations, their resources and requirements<br />4. Start the network exchange, first locally (then regional,...)<br />5. Examination of effective functioning of the network by exercise<br />6. Creating trends and future scenarios, analysis of the situations, and development of action plans in the network <br />7. Continuous cooperation in the network <br />familien-plus.de<br />bredtmann@uni-wuppertal.de<br />15/18<br />
  21. 21. 6.Conclusion<br /><ul><li> Each enterprise uses to develop strategic plans for the next years.
  22. 22. Governmental organisations generate and develop plans as well.
  23. 23. A network of all involved parties and organisations creates the possibility to develop strategies and plans mutually for future prevention actions.
  24. 24. Knowledge and experience of individual participants get a new usability by being connected and linked in a network.
  25. 25. And this new usability is greater than the sum of its individual parts. </li></ul>bredtmann@uni-wuppertal.de<br />16/18<br />
  26. 26. Conclusion<br />!<br />We have described the conditions and main problems for emergency management<br />!<br />We havedescribed the idea of a inter-organizational Network as astandard in crisis- and disaster management<br />We have purposed the first steps to build a network<br />?<br />Scenario thinking within the network and its members<br />Realisation andconcretesteps<br />bredtmann@uni-wuppertal.de<br />17/18<br />
  27. 27. Thank You For Your Attention!<br />!<br />Contact: <br />Jennifer Bredtmann: bredtmann@uni-wuppertal.de <br /> Tim Stadie: tim.stadie@htw-aalen.de<br />?<br />bredtmann@uni-wuppertal.de<br />18/18<br />

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