Blog

Welcome to my ruminations

How is your business going?

Some businesses are “going gangbusters” in the COVID era. Their niche products or services are able to be delivered and they are in high demand. Other businesses are more vulnerable – either because of the nature of their products and services or because of disruptions to the availability of resources those products and services rely… Read More

AgileBCP launches (softly)

In 1998 while promoting the Australian approach to emergency risk management I used the above quote from Mazzini. It was an opportunity to reset our approach – to move from a focus on hazards to a focus on vulnerability. Similarly, today I share an exciting step we had on 1 June as our AgileBCP software… Read More


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Disaster management capability

I’ve had several interesting “pandemic preparedness” projects this last few weeks. A few in “crisis mode” but the most interesting has been facilitating a quick snapshot review of how well a particularly vulnerable hospital was prepared for a “surge” – especially coronavirus. To give an independent view we used a straightforward gap assessment approach. The… Read More

Code Red – Catastrophe, Confusion and Confidence

Good morning – or is it? Today, we wake up in Bendigo to a “code red” and what may well be a confusion of advice. Warnings exist – and are issued – with only one purpose. With only one performance required of them. To elicit appropriate protective behaviour. I have looked at the advice and… Read More

Move over “resilience”

Move over “resilience” – make room in the disaster management lexicon for “uninsurable enclaves”. It has been recognised for nearly five decades that disaster risk is a function of hazard and vulnerability.  Our efforts have focused on supporting those at risk to be more resilient – more prepared. This focus – I suggest – has… Read More

The politics of risk

The politics of those at risk is emerging quite quickly. It is manifesting itself as “focus shifts from how to weather individual storms towards identifying causes and advocating for community-wide solutions. The scale of concern shifts from the singular to the systemic.” The challenges for those in power will become more significant unless they embrace… Read More

It’s not rocket science

How often have you heard someone say that in a conversation? It may not be “rocket science” (that is to say “requiring the application of expertise”) to them, but it is just rude to be dismissive. It alienates and it isolates. It erodes respect. Things which are “not rocket science” are often just not very… Read More

How can “dry” subjects be communicated?

Effective communication is characterised by enthusiasm and focus – on the part of all involved. Too often this is not the case. Putting aside environmental influences (such as cold rooms and uncomfortable seats) I think there are three key variables: the “presenter” may be too distant, academic, or didactic. the “message or subject” may be… Read More

Can you manage uncertainty in three straightforward steps?

Management processes should always be as simple as possible – yet as complex as is necessary. First, clear, understandable, straightforward risk statements come out of mindful conversations about context. Second, we assess risks – not as an academic exercise – but in order to determine whether we need to do anything about those risks. So… Read More

Plans are nothing …

Emergency Planning for facilities is not straightforward. The “bog standard” linear, risk-based approach is a good start but context often brings complexities which require nuance. Layer over that the social and political dimensions (internal and external) and you start to explore the mire. Difficult questions arise – from the commitment of organisations to adequately resource… Read More