Skip to 0 minutes and 0 secondsFollowing our introduction to Risk Incidents and Leadership, we need to ask ourselves 2 big
Skip to 0 minutes and 0 secondsquestions: why and how do we
Skip to 0 minutes and 22 secondsmanage risk? Now before we even start on that, I just need to set some scope and some
Skip to 0 minutes and 27 secondsscale for our investigation. We are going to focus on the response to emergency risk incidents. In 2007, the UK
Skip to 0 minutes and 36 secondsexperience widespread flooding. After weeks of rain, large areas of the West Midlands were inundated with flood-water, affecting many parts and many
Skip to 0 minutes and 45 secondscommunities. The risk situation presented by the 2007 floods was very similar to other severe weather emergencies. So how do we manage risks in those
Skip to 0 minutes and 56 secondscircumstances? Well fortunately there are sets of guidance and
Skip to 1 minute and 0 secondsframeworks that we can use to help us to analyse and deal with these risks. One such standard
Skip to 1 minute and 6 secondsis ISO31000 Risk Management. This standard provides us with a
Skip to 1 minute and 11 secondsconsultative framework upon which to hang our thinking, as it were.
Skip to 1 minute and 15 secondsIt requires us to set the context of the risk, this is the risk environment within which we
Skip to 1 minute and 22 secondsare going to operate. It asks us to identify the risk, to analyse the risk in terms
Skip to 1 minute and 28 secondsof consequence and likelihood. We then need to take an evaluative decision about that risk assessment in the context
Skip to 1 minute and 37 secondsthat we’ve already set and once we’ve come to that decision, we
Skip to 1 minute and 41 secondscan then decide on how we treat the risk. In the context of the
Skip to 1 minute and 45 secondsflooding, the whole idea is that we understand the risk and we match the correct capability against
Skip to 1 minute and 52 secondsthe risk we are trying to deal with.
Welcome to the course
Managing risk in emergencies is no longer viewed as a matter of best endeavour in the face of the unforeseeable. Society expects that we aim to foresee and try to eliminate or control risks.
In order to do this effectively we need to understand in detail the risk context in which we live and work. This culture of risk is reflected in our civic institutions, our legal frameworks and media led interests.
The understanding amongst emergency planners, responders and aligned agencies is that a process of identification, assessment and treatment is the best way to minimise the impact of emergencies, and it this process that we shall examine next.
Once we understand our risk context we are in a position to assess the constituents of risk; impact (severity) and likelihood which forms the basis of our approach to emergency risk management.
Emergency responders operate in a dynamic, time/risk critical and complex environment, framed within extensive legal, political and societal parameters. There is an expectation that risk will be alleviated safely, effectively and to ideally acceptable standards, as these are enshrined within the various processes for scrutiny. These standards are based upon a system of hazard identification, risk evaluation and treatment through a consultative process within a very specific context.
This week we will define risk management for emergency managers and explore the risk context within which they are asked to operate.
This week you will…
define risk manaegment for emergency managers
explore some of the legal, political and societal parameters in which emergency responders operate
consider other parameters that might have an impact on risk management, such as religion, culture and gender
explore the standards that help to provide a structure for successful risk management as well as a means to help demonstrate compliance, particularly ISO 31000 Risk Management