Crisis Planning forMajor Cities MASTERCLASSSMi Training Presents…Creating CM Capabilities for 21st Century Challenges11th July 2013, Central LondonHosted By: David Rubens, MD of David Rubens AssociatesOverview:2007 was the first year in the planet’s history that more humans lived in an urban settingthan in a rural one. The move from the country to the city, and the rapid expansion of thenumber of mega-cities, together with the explosive growth of unplanned, unmanagedshanty towns that surround them, is one of the looming problems that strategicplanners of the next generation are going to be facing. Whether it is in the developingmega-cities of Africa, Asia and South America, or the established cities of the developedworld, the reality of a catastrophic failure of city management is no longer merely apossibility, but is a statistical certainty that is inexorably approaching on a daily andmonthly basis.The potent mixture of high population density; the fragmentation of supply chains forbasic needs combined with ‘just in time’ delivery systems that means that reservestocks are held at the absolute minimum level; the increasing complexity andinterdependence of management systems combined with a decaying infrastructure thatis rapidly degrading due to the lack of investment and long-term strategic management;the increasing development of cities and other urban settings in areas where there is ahigher than normal propensity to natural disasters, whether it is flooding, drought,storms or fire, all of which is taking place in a social environment where disease is bothmore likely to arise and more likely to escalate rapidly into a major health issue, meansthat Crisis Planning for Major Cities is an area of academic study and practitionerdevelopment that is gaining ever greater prominence.Urban crisis management can be roughly divided into two separate strands: the routinemanagement of ‘daily crises’ that are familiar to any resident of any city in the world –problems with transport, basic services, overflowing drains, emergency repairs and thethousands of major and minor disruptions that are the constant background to the humof city life, and then the ‘catastrophic failures’ that threaten the safety and well-being ofmillions of citizens, and which challenge the viability of the city itself. www.smi-online.co.uk/crisis-major-cities.aspWe are already seeing increasing numbers of cases where major conurbations arebrought perilously close to the edge of collapse. Examples such as the Fukushimatsunami which, combined with the fear of a radioactive cloud, led within days to asituation where Tokyo was a city of ten million people that was literally running out offood; or Ukraine, where the unprecedented winter weather in December 2012 led tomajor cities being cut off from their supply chains; or New York, where the threat ofcatastrophic storm patterns has led to repeated evacuations of the city; or bush fires inAustralia which rapidly moved beyond the ability of emergency managers to control.These, and countless other similar situations all highlight common concerns: how dowe create a crisis management capability that is robust enough to deal with the hyper-complex and mega-impacts of a modern urban disaster.This one-day seminar will bring together leading experts in the field of urbanmanagement and crisis planning, and will give all of those involved in these issues,whether from a strategic policy perspective or an active management perspective, anopportunity to share research and insights, experiences and lessons learned. It is ourbelief that the sharing of knowledge and the development of an active community ofurban management experts is the prerequisite for creating effective managementcapabilities appropriate to the challenges of the modern urban world. MC315 Register online and receive full information on all of SMi’s conferences Alternatively fax your registration to +44 (0) 870 9090 712 or call +44 (0) 870 9090 711 GROUP DISCOUNTS AVAILABLE
www.smi-online.co.uk/crisis-major-cities.asp Register online and receive full information on all of SMi’s conferences FULL DAY PROGRAMME Alternatively fax your registration to +44 (0) 870 9090 712 or call +44 (0) 870 9090 711 GROUP DISCOUNTS AVAILABLE09.00- 09.30 coming in unplanned and unmanaged slum settlements thatCoffee / Introductions are associated with the mega-cities of Africa, Asia and South America. An urban environment characterized by traffic09.30 -10.30 congestion, pollution (air, water and natural environment),Chair: David Rubens, David Rubens Associates energy shortages, illegal development and creeping (and oftenSetting the Scene: Mega-Cities, Hyper-Complexity and Crisis rushing) expansion at the peripheries will need to be able toPlanning respond to, if not manage, the ever growing likelihoods of21st century cities are the most complex social groupings on catastrophic and fast-moving health hazards and other risksthe planet – and yet we have a greater understanding of how associated with a self-fuelling cycle of social andan ant colony or beehive works than we do our own urban geographical exclusion and increasing poverty. An examination of the challenges being faced at the extremeenvironment. If the opening question to this seminar is ‘Do you outer edges of urban management will undoubtedly highlightknow how your city works?’, then the answer is almost issues being faced by urban planners and managers workingcertainly going to be ‘No’. Rather than encouraging active in less volatile conditions.management, modern city management is often limited to thedelivery of controlled failure – responding when a water main 13.00 – 14.00breaks, a railway line is disrupted, a bridge collapses or there Lunchis a change in weather conditions. This session looks at theissues that need to be considered when framing the 14.00-15.00discussion on crisis management and major cities, whether Chair: TBC Social Media and Urban Crisis Managementfrom a local, regional or national government perspective, Social media is undoubtedly the single most significanttaking into account the multiple stake-holders that will be development in urban crisis management over the last teninvolved in developing a city-wide management and crisis years. From the days when the sole means of alerting theresponse capability population to an impending disaster was an announcement on the radio, we have now come to a situation when real-time10.45-11.45 updates are available from as many people as have mobileChair: Graham Brown, London Resilience phones and access to the internet. Whilst there are still manyPractical Lessons from the Front Line areas where the potential impact of this still developing urbanThe London Resilience Partnership is made up of more than crisis management tool remain unclear, the ability to harness170 organisations, including: the power of social media is one that is going to be• The Emergency Services increasingly critical to urban crisis planners and operations• Local Authorities managers across the globe.• Health Organisations (e.g. hospitals, primary care trusts, the Health Protection Agency) 15.00-15.45• The Greater London Authority Chair: David Rubens• Transport Companies Incident Command Systems for Urban Crisis Management• Utility Companies However much planning and exercising is done prior to a• The Military major incident, the reality within any crisis response situation• Central Government is that the fog of chaos soon descends, and pre-planned• Voluntary Organisations response are almost immediately rendered either irrelevant• Business Representatives. or inoperable. It is the ability to develop ad hoc responses, based on available resources and the collaboration betweenThis session looks at the issues surrounding the development whichever teams happen to be on the ground at the time, thatof an integrated resilience and crisis management community has the greatest impact on the success or otherwise of thethat is robust enough to deal with the crisis response response operations. 9/11, Hurricane Katarina, Fukushima,situations likely to arise in a modern urban setting. Haiti, the Utoya massacre in Norway have all taught us lessons about how a dependency on a centralised command11.45 – 12.00 and control system can lead to a breakdown in effectiveMorning coffee communications and decision-making frameworks. This session looks at the strengths and weaknesses of presently12.00 -13.00 accepted Incident Command Systems, and offers lessonsChair: Marco Hekkens, Project FUEL-L (Future Urban from the cutting edge of academic research into theExtremes Littoral - Land) management of ICS within hyper-complex disaster scenarios.Lessons from the Extreme Edge of Urban Growth and City 15.45 – 16.00Management Afternoon teaProject FUEL-L is a multi-disciplinary research into thecombined effects of migration towards the mega-urban 16.00-17.00conglomerations, in particular those cities built in coastal Open Discussionregions within the developing woprld. Project FUEL-L studies It is expected that all participants in this event will bring theirthe drivers behind, and potential effects of any downward own skills, experiences and insights to the room, and thatspiral caused by a growing imbalance between the present there will be real value in sharing those experiences in aand future ‘human requirements and expectations’ and the round-table discussion with other like-minded practitioners.actual delivery of these demands. This is especially timely as Although the whole day will be run in an open and fully inter-the number of mega-cities of >10million population are active way, the last session will create a space where theprojected to grow from the current nineteen to twenty-seven participants can share their ideas, as well as identifyin 2020 and thirty-seven in 2025, with most of that growth significant points for future investigation.
www.smi-online.co.uk/crisis-major-cities.asp Register online and receive full information on all of SMi’s conferences Alternatively fax your registration to +44 (0) 870 9090 712 or call +44 (0) 870 9090 711 GROUP DISCOUNTS AVAILABLEWhy you should attend: Who should attend:This one-day seminar offers an opportunity to share • Senior managers responsible for any aspect oftop-level practitioner insight as well as cutting-edge PCNI or working with agencies involved in CNI.academic research into all aspects of crisis • Policy-makers responsible for managing CNI withinmanagement and strategic planning as it relates to their own jurisdictionsProtecting Critical National Infrastructure. Comingfrom a systems-management and network-centric • Strategists, Crisis Management specialists,approach, the material within the programme academics and others who are engaged with, andreflects the need to approach issues of PCNI from a can make a contribution to, this issues covered inwider and higher perspective than merely protecting this event.and maintaining individual components on a case-by-case basis. All material is designed to give Your Masterclass Leaders:participants a deeper understanding of PCNI thatwill be immediately applicable to their own workingenvironment. David Rubens, MD of David Rubens Associates, holds an MSc in Security and Risk Management from Leicester University, where he is a Visiting Lecturer and Dissertation Supervisor on their Security, Terrorism and Policing programme. He was a Visiting Lecturer (2009-‘10), on the Strategic Leadership Programme at the Security and Resilience Department, Cranfield University, UK Defence Academy, focusing on terrorism and public policy, and the management of complex multi-agency programmes. He is currently on the Professional Doctorate programme at Portsmouth University Department of Criminology & Justice, where his Doctorate research involves developing models of strategic management at the extremes of organisational complexity, looking at issues of capability development, decision-making and multi-agency interoperability in highly-unstable situations such as natural disasters, corporate failures and government-level crisis management scenarios. Graham Brown, London Resilience, has been involved at the highest level of strategic planning for civil contingencies and urban management. His roles have covered major incident planning and response, pan-London strategic consequence management, Business Continuity Management and national-level Risk Assessment. Graham managed the London Resilience planning for the 2012 London Olympics. Marco Hekkens, Project FUEL-L, was formerly a Colonel in the Royal Netherlands Marines Corps, was Deputy Commander of Netherlands Naval Forces, and has acted as a senior advisor to NATO, European and African governments on issues concerning strategic planning and capability development. As leader of the Project FUEL-L team, Marco is currently involved in issues surrounding the rapid growth of unplanned and unmanaged mega-cities in the coastal regions of the developing world. About David Rubens Associates David Rubens Associates is a specialist corporate security consultancy offering strategic security services to individuals and organisations across the world. DRA has worked with government agencies, NGO’s, international conglomerates and major global events, and brings a mixture of strategic vision, operational experience and academic research to all of its projects, however large or small.
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