OECD Observatory of Public Sector Innovation’s Post

I have seen firsthand General Counsels (GCs) taking a lead role in high profile investigations & crisis management. According to a new Economist Impact survey sponsored by FTI Consulting, nearly 60% of GCs are more involved in crisis planning than they were five years ago. Download the report to learn more about GC’s growing role in navigating turbulent waters: https://bit.ly/3UdUV9n #CrisisManagement #GeneralCounsel

While crisis preparedness is now recognised as a cornerstone of organisational resilience, this Economist Impact and FTI Consulting survey report reveals major gaps in corporations’ ability to anticipate, plan for and respond to crisis events: https://bit.ly/3UdUV9n

Over the last year I've had the opportunity to participate in numerous development sessions for FEMA's new National Resilience Guidance (NRG) which was just released. Throughout the process, there were two areas that I wanted to ensure were advocated for. First, I wanted to make sure that the perspective of the emergency manager at the state, local, tribal, and territorial levels was represented in the continually emerging topic of resilience, especially with emerging roles like chief resilience officers, recovery managers, and other adaptation and sustainability-oriented positions becoming more involved in mitigation and recovery activities. Second, with such an integral piece of guidance, I wanted to ensure we did not fall into the trap of the “adding machine” phenomenon (see page 6 of RAND's Streamlining Emergency Management: https://lnkd.in/e5TNtdQM). Often new constructs are developed, without cleaning up ones that are duplicative (or just similar enough to cause confusion). Knowing that overarching constructs like the "national preparedness" from PPD-8 (https://lnkd.in/emcDy8_k) were not going away, it would be important to ensure the guidance would fill a gap that wasn't already being met with existing doctrine. I think the team from FEMA and Argonne National Laboratory hit the mark. The document is intuitive and accessible and helps provide clarity to the term "resilience" when applied to many of the activities emergency managers engage in. I'm particularly pleased with how the "Principles" section of the document turned out. Most importantly, the document provides jurisdictions with pros and cons of options that can be used based on their specific contingencies.   FEMA will host a series of 60-minute webinar sessions in September and October to discuss the NRG and additional resources available. To view the document and learn more about the webinar sessions, visit the FEMA website at https://lnkd.in/eSRatgiQ #EmergencyManagement #Resilience

We've seen convergence in thinking towards the importance of proactive measures, including risk anticipation, early warning, and preparedness initiatives. And the latest example is the UNDP’s (UN Development Program) practice note, Getting Ahead of the Crisis Curve: Approach to Multi-Hazard Early Warning and Preparedness. The document foregrounds the shift from reactive crisis response to proactive preventative action as a key strategy for building resilience. Although the practice note is addressed to global development policy-makers, it also offers more on-the-ground recommendations for those involved directly in early warning and preparedness. More specifically, the practice note outlines key principles and critical enablers to strengthen early warning and preparedness initiatives and build proactive capacity to strengthen resilience. Take a look for yourself, here: #teamnoggin #integratedresilience https://lnkd.in/gVhEUBsa

Organizational Resilience Good Practices Guide

“Coordination Structures and Mechanisms for Crisis Management in China: Challenges of Complexity” from the Public Organization Review explores the intricate coordination required among government agencies and other institutions during crises in China. It combines vertical and horizontal dimensions to develop a theoretical framework for understanding the patterns and performance of coordination. Key Points: Theoretical Framework: The study draws on structural-instrumental and institutional perspectives to explain coordination patterns. Central and Local Levels: It examines coordination structures and mechanisms at both central and local levels in China. Challenges: The article outlines the main structural characteristics of the Chinese system and the overall challenges it faces. Case Studies: Four crises in and around Beijing are discussed to illustrate factors driving coordination successes and failures. Comparative Features: The study also discusses comparative features and the theoretical and policy implications of its findings. For more detailed information, you can access the full article here. Is there a specific aspect of this topic you’re particularly interested in? Learn more link.springer.com2 link.springer.com3 https://lnkd.in/ex-xnnpi #AskCopilot #Unmanned_News What are some examples of crisis management in China? How do coordination mechanisms differ between central and local levels? Tell me more about the challenges faced by Chinese cri

The World Governments Summit (WGS) 2024 launched a national resilience Report titled ‘Transforming National Resilience Systems for Future Generations’ in collaboration with Arthur D. Little (ADL), a global management consulting firm, with the aim of supporting leaders of government entities in enhancing national resilience and avoiding potential socio-economic risk of up to $30 trillion from natural disasters or national crises over the next two decades. https://lnkd.in/dzzn2by8

Earlier this year, we launched the Good Practice Guide to complement the use of the Organisational Resilience HealthCheck Tool! ✅ Organisational resilience is essential for ensuring critical infrastructure can adapt to the dynamic global market and has the capability to manage disruptions. Find it here 👉 https://lnkd.in/gN4ZA463

Time and time again reviews and inquiries have highlighted the importance of increasing our focus on building resilience to risks we face ahead of time. The National Hazards Board is preparing a Long Term Insights briefing (LTIB), which are intended to provide medium and long-term trends, risks and opportunities and impartial analysis on options to respond to them. The proposed topic of the LTIB is “Everyone plays a part: building New Zealand’s resilience in the context of global trends and our unique natural environment”. It is proposed that the LTIB explores global trends and national features that could impact the type, rate, and scale of significant hazard events in New Zealand over the next 10-15 years; the impacts of this on New Zealand and opportunities for increasing resilience.   The National Hazard Board want to hear your thoughts on this proposal (Building Resilience to Hazards Long-term Insights Briefing | Department of the Prime Minister and Cabinet (DPMC)) and what issues you think the LTIB should explore. Consultation closes on 26 November.

UK Releases New Organizational Resilience Guidance: The guidance will support support UK Government departments, agencies and arms-length bodies (ALBs) in developing their resilience functions. #BusinessContinuity #BCP #RiskManagement