Some stories from southern Queensland - CIMA · PDF fileWhat happened after the floods –...
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What happened after the floods – Looking at some of the effects of how recovery has been organised, managed and led Some stories from southern Queensland
Transcript of Some stories from southern Queensland - CIMA · PDF fileWhat happened after the floods –...
What happened after the floods – Looking at some of the effects of how recovery has
been organised, managed and led
Some stories from southern Queensland
HUMAN & SOCIAL RECOVERY (EMA guidelines)
DRIVERS : VISION for the future RECOVERY principles, standards & knowledge LEADERSHIP,
coordination & communications structures PROFILE of community characteristics, and flood impacts
INFLUENCES: Evacuation and welfare response, Physical response, Housing Recovery,
Infrastructure recovery, Economic recovery, Environmental recovery
INFORMATION PERSONAL & COMMUNITY
SUPPORT
PSYCHOLOGICAL SUPPORT
COMMUNITY DEVELOPMENT
Major influences on psycho social recovery
What happens after the event – leading, managing and organising Recovery efforts
• Leadership is ‘organising a group of people to achieve a common goal’. The leader may or may not have any formal authority.
• Management comprises planning, organising, staffing, leading or directing, and controlling an organisation or effort for the purpose of accomplishing a goal utilising existing resources.
• A person who brings order and organisation to an enterprise or effort.
• May be affiliated or non-affiliated to a particular group, organisation or business.
Flood recovery leadership, management and organising structures & systems
SEMI-FORMAL - local and external groups
and individuals recognised and
validated by formal structure
INFORMAL – local and external groups and individuals operating
outside of formal structure
FORMAL – Existing and emergent (incl. Qld Reconstruction
Authority)
Accidental Counselling
Welcome
Murphy’s Creek Flood Recovery -
Personal & community support
information & skills session
Monday 30 May 2011
Additional impacts on residents and groups caused by:
• Lack of experienced and capable people across roles, locations and systems
• Competition for available resources • Differentiated treatment of locations and groups of people • Displacement/ disrespect of local people by ‘outsiders’ coming in & taking
over – contradicts the theme of building resilience • New management & funding systems created after the event – time lag
between what was happening and needed on the ground and when the formal system was able to make decisions, release guidelines, etc
• Emergence of large number of semi-formal and informal groups and individuals – difficulties in engaging and supporting these people to do no harm (to themselves and/or others)
• Lack of communication, coordination or integration: – between types of leaders and organisers - formal, semi-formal, informal – across levels - state, regional, district, local – across locations – across organisations
Proposals for continual improvement
• Agile leadership, management and organising across time, people, place and structures
The roles of formal, semi-formal and informal organisers, leaders and managers are clear and supported
Systems are in place to try and maximise communication, coordination and integration
Systems are in place to monitor and control quality (and reduce negative impacts)
• Capable program development and management in the disaster recovery setting
Community development principles
Disaster recovery informed (at the individual, household and community levels)
Flexible range of (integrated) responses to local circumstances and other environmental factors
Continual learning and improvement cycles in place (planning and review)
• Affected-person focused and integrated engagement and action (including service delivery)
Developing and delivering responses that suit the local people and groups (not the agency) and their likely stage/s of recovery
Coordinating actions across agencies to enhance outcomes for affected people and groups – for example, put systems in place to share information in order to reduce the number of times people have to re-tell who they are and what has happened to them
Listening to feedback from community members about what is working and what improvements are needed, what their priorities are and what they are not
• Activity is grounded in and connected to the local community
Responses are led as much as possible by local people and local knowledge - outsiders are there to be a resource as required
Responses help local people and groups re-establish their routines and structures
Local people have the right to know what is going on at all times, so effective and regular communication is critical
