AECOM’s Post

My distinct honour, on behalf of the International Social Capital Association, to moderate this panel on a critical issue in the fight to build disaster resilience. Engaging the corporate, not for profit, residential and public sectors has been a struggle for many in the emergency management field. The panelists and I will discuss the current efforts, barriers and challenges to capitalize on the resources and skills embedded within the broader society. Please join us for this next iteration of the Disaster Resilience Special Interest Group within ISCA, a collection of practitioners, researchers and academics who are striving to build a better society, increase resilience and leverage the power of human relationships. It's free, registration at the link below. We build resilient societies one human connection at a time. #emergencymanagement #disastermanagement #emergencypreparedness #mitigation #preparedness #response #recovery #resilience #community #corporate #businesscontinuity #webinar Preparedness Labs Incorporated #socialcapital #relationships https://lnkd.in/eZVpA7Qv

Crisis Management Lessons from the Los Angeles Wildfires: The devastating wildfires in Los Angeles have claimed lives, destroyed property, and disrupted communities. Beyond the immediate tragedy, these events offer critical lessons in crisis management, strategic decision-making, and community resilience that are deeply relevant to management professionals. Preparedness and Rapid Response: Coordinated efforts by government agencies, firefighters, and NGOs highlight the importance of scenario planning, evacuation protocols, and effective public communication during crises. Leadership Under Pressure: Leaders, such as California Governor Gavin Newsom, are making decisions in high-pressure environments. Traits like agility, empathy, and collaboration are proving essential. The Role of Technology: Advanced tools like GIS mapping, AI-based predictive models, and drone surveillance are playing a pivotal role in firefighting efforts. This demonstrates the growing importance of tech-driven solutions in disaster management. Corporate Social Responsibility (CSR): Businesses can play a key role in supporting affected communities by providing shelter, resources, and financial aid. This reinforces the importance of CSR in times of crisis. Long-term Strategic Planning: Sustainable urban development, resilient infrastructure, and inclusive rebuilding efforts are essential to mitigate future risks and foster recovery. As management professionals, how can we integrate such real-world crises into our teaching and practices to prepare future leaders for similar challenges? I believe this is a moment to reflect on the intersection of leadership, technology, and community action. What other lessons can we draw from this situation? Let’s discuss and share insights! Kunwar Shekhar Vijendra NICE School of Business Studies, Shobhit University (A NAAC "A" Grade Accredited University ) Shobhit University #CrisisManagement #Leadership #Resilience #Sustainability #ManagementEducation #WildfireResponse #Professionals

GRDM Communicators' Forum Unites Key Stakeholders from Government for Regional Collaboration The Garden Route District Municipality (GRDM) Communication Unit successfully hosted the quarterly Communicators' Forum today at the Mossel Bay Municipality’s state-of-the-art Disaster Management Centre. This forum brings together vital stakeholders from across the region, including all seven Local Municipalities (Hessequa, Mossel Bay, George, Knysna, Bitou, Greater Oudtshoorn, and Kannaland), SANParks, Nelson Mandela University, South Cape College, SAPS, and various Provincial and National Government departments. Mossel Bay Mayor Ald. Dirk Kotzé warmly welcomed all attendees, setting the tone for a productive session. He thanked Communicators for their role in informing the public and gave a brief overview of Mossel Bay Municipality's communication capacity and outputs. The forum featured key discussions on critical communication strategies, including the lessons learned from the Victoria Street Building Collapse response. Gerhard Otto, Head of Disaster Management at GRDM shared his expertise and analysis of the recent floods that caused a lot of damage to Calitzdorp Hot Springs and other infrastructure in the region, and with this Communicators took the opportunity to request Otto to propose changes to how the South African Weather Services communicate their alerts. Pdf documents just do not work for distributing information via socials. Communicators also requested for alert versions to be included in updates because there are instancea where weather alerts for the same area is issued mote than once, even thrice a day. A highlight of the day was a thought-provoking presentation by Setchmor Rhoodes on the Mossel Bay Municipality’s Substance Abuse Programme, he offered valuable insights into Mossel Bay Municipality's interventions. Additionally, a representative from the Public Participation Unit at Parliament shared knowledge on enhancing public engagement, their challenges and how they are reconstructing their approach to engaging citizenry. The forum also saw contributions from GCIS and the Western Cape Government’s Department of Local Government, who outlined their plans for upcoming campaigns to strengthen local government’s readiness for the risks faced and other softer topics to promote social cohesion. Nelson Mandela University also presented during the session by discussing their Memorandum of Understanding with GRDM, aimed at creating a collaborative engagement hub to foster knowledge, innovation, and impactful projects, including training programmes. Looking ahead, the next forum is scheduled for November, just before the bustling holiday season. Issued 30 August 2024 #GRDM #RegionalCollaboration #CommunicationForum #MosselBay #LocalGovernment

🌍 International Day for Disaster Risk Reduction – A Call to Action for the Next Generation 🌱 Today, as we mark the International Day for Disaster Risk Reduction, I find myself reflecting on the role we, as engineers and professionals, play in the bigger picture of creating a more resilient and sustainable world. Throughout my career, I've gradually shifted my mindset to recognize that every decision I make—whether it's a complex calculation or a strategic design choice—contributes to the global efforts of disaster risk reduction (DRR). While I may not be in a multinational agency shaping global policies, I firmly believe that sustainable change begins with the right mindset. The actions we take—on-site, in the boardroom, or behind a desk—are critical. Every project I work on, from concept to construction and commissioning, is a battle to preserve our environment and protect the lives of those who share this earth with us. As a young professional on the frontline of infrastructure projects designed to uplift communities, I acknowledge the profound impact of youth involvement in DRR. The world needs our energy, our vision, and our determination. In small island developing states, like my home, the challenges are amplified. But so are the opportunities for innovation and meaningful change. To my fellow young professionals: the world needs you. Those less fortunate need you. We need to stand up, be counted, and be the change we wish to see. It’s time for more action, less talk. Together, we can build a safer, more resilient future for all. #DRRDay #DisasterRiskReduction #Sustainability #Infrastructure #YouthInAction #EngineeringForGood #SmallIslandStates #Resilience #ClimateAction #Recruitment

Leveraging the strengths of each stakeholder group is essential to achieving community resilience goals. Here’s how the Municipality of Amadora in Portugal successfully implemented this approach: Amadora developed an innovative disaster risk reduction strategy using the UNISDR's 'Making Cities Resilient-My City is Getting Ready' campaign, based on the 'Ten Essentials' framework. Key steps included: 1️⃣ Strong Leadership and Strategic Engagement: Promoted cooperation, motivation, and participation across various sectors. 2️⃣ Key Stakeholder Identification: Listed essential institutions and developed a strategic approach with five "Axes of Intervention": - Mobilize organizations within the municipality. - Create a strategy for participation. - Identify and address gaps in disaster risk reduction. - Promote cooperation between different sectors. - Develop communication strategies to enhance disaster resilience. 3️⃣ Mapping and Leveraging Strengths: By mapping out stakeholders and their roles, Amadora harnessed the unique strengths of groups like emergency services, civil society, and local businesses. 4️⃣ Systematic Connection Strengthening: Identified and prioritized areas of interaction and interdependence, creating a roadmap to enhance stakeholder engagement and community resilience. This collaborative, multi-stakeholder approach is crucial for building true community resilience. The key is systematically strengthening connections to create a unified effort in tackling disaster risk. Read this article to learn more about Amadora’s approach in building community resilience. https://lnkd.in/efrHZrTg You’ve spent years mastering your career field…Now, join nearly 18,000 academics and professionals in expanding their world view on crisis management. Are you ready? Sign up and get insights, articles, and opportunities delivered directly to your inbox every week. https://lnkd.in/eqng5rpn (c) Wikimedia commons (CC BY-SA 4.0) #CommunityResilience #DisasterRiskReduction #MultiStakeholderApproach #StrategicEngagement #AmadoraResilience

Today, I attended a transformative Capstone Policy Workshop hosted by the Canadian Journal of Emergency Management (CJEM) and the Canadian Emergency Preparedness and Climate Adaptation Convention (#CEPCA). It was fantastic to connect with so many LinkedIn connections I had yet to meet in person -and to add a few more to my network after today. Scott Cameron did a fabulous job guiding us through a series of thoughtful questions where we delved into critical areas of mitigation and preparedness. Some of the key takeaways for me included: ✔ Adopting a holistic and nationalized approach to disaster AARs that can be shared and leveraged (think Near Misses in industry or Transportation Safety Board.) ✔ Ensuring raw data can be interpreted to support decision-making at the local level. ✔ Bridging public and private partnerships to build trust and awareness. ✔ Building social capital across municipalities, regions and provinces using existing community networks through an EM lens to promote education and "tie-ins." (Not all networks see the value they bring to their community during disasters.) Much of the conversation has been discussed before, but this time, the highlights will be shared in a report compiled by the talented Sara Kallas (#CJEM)so that we can review, discuss and adopt key elements as appropriate. It was an excellent reminder that holistic discussions bring robust solutions. #EmergencyManagement #CommunityResilience #CrisisPreparedness #DisasterResponse Josh Bowen Scott Cameron Tiffany Leung Danielle Trudeau, CEM, ABCP, MDMa Simone Stawicki Jeff Donaldson, PhD Dave Brand Bettina Williams, MA (DEM) Darren Blackburn

A crisis is a terrible thing to waste - Paul Romer Having completed Crisis Management from Murphy Solution, which is aimed at roles in crisis consulting, operational resilience, and disaster recovery. It was interesting to see a chapter on the UK National Resilience effort around COVID and policy into practice. (What a time to be a spatial analyst.) Perspectives play a big part in that; considering the actual crisis, the perception, and the communicated crisis can help shift the ability to: Anticipate, Assess, Prevent, Mitigate, Respond and Recover. It's in the planning, not the plan. #VetAlum #MurphySolution #CrisisLeadership

Few yet powerful posts from me this year. This LinkedIn Rewind had my head back in the game. Got lost somehow - with all the twists and turns that 2024 had brought - but this reminded me of my Ikigai. Thank you, LinkedIn and coauthor.studio. And yes, let’s continue empowering communities. ✨ - - - Here's my 2024 LinkedIn Rewind, by Coauthor.studio: 2024 taught me that disaster resilience isn't just about managing risks - it's about empowering communities to transform challenges into opportunities. This year, Makati's pioneering work in disaster waste management became more than a local initiative - it became a regional blueprint for proactive planning. We started investing in these strategies back in 2019, when few were discussing disaster waste management in the Philippines. Now, metropolitan agencies are adopting our approach, proving that strategic, forward-thinking planning can reshape how cities prepare for emergencies. Key moments from 2024: • Led development of Makati's earthquake-focused Disaster Waste Management Contingency Plan • Continued technical leadership in CITYNET Disaster Cluster initiatives • Advanced disaster risk and crisis communication teaching at AIJC, bridging academic insights with practical implementation Most resonant posts this year: 1. Makati's Post-Disaster Waste Management Leadership "We've started investing in this initiative since 2019 - at a time when there is still no one seriously talking about DWM in the Philippines" https://lnkd.in/g445Qbkd 2. Climate Action Leadership in Makati Demonstrating how we make climate resilience engaging and actionable for stakeholders https://lnkd.in/gB-5DdeR Looking ahead to 2025: We'll continue expanding Makati's proactive planning, focusing on emerging risk areas while strengthening regional cooperation through CITYNET and U-INSPIRE networks. Our goal remains clear - transforming technical challenges into community opportunities. To every city leader, researcher, and community member committed to building more resilient futures: our work matters. Together, we're not just preparing for disasters; we're creating more adaptive, stronger communities. #MyMakati #ResilientMakati #MakatiDRRM #MCR2030 #LinkedInRewind #2024Wrapped -- Get your 2024 LinkedIn Rewind! Go to coauthor.studio

It is of the utmost importance that the government give priority to the construction of resilient infrastructure, particularly in regions that are prone to high levels of hazard risk. Its presence will help to reduce the impact of a natural-hazard induced disaster.  At the seminar, "Infrastructure for a Sustainable Resilience Future," which was held in Bogor City from July 22-23, 2024, and organized by BNPB in collaboration with SIAP SIAGA, an Australia-Indonesia partnership institution for disaster risk management. https://lnkd.in/gWHMPN6E The objective of the seminar was to obtain input from stakeholders and experts through a series of discussions on the development of digital transformation, convergence, and innovation following the 2004 tsunami and how they can support sustainable resilience. However, the development of resilient infrastructure requires the support of several key elements, including the implementation of regulations, the standardization of sustainability practices within the infrastructure ecosystem, and the integration of innovative technologies. Build Change was invited to participate as a panelist, and Mediatrich Triani N., MRP, Country Manager, presented "Social Innovation for Resilient Community Infrastructure Development." At Build Change, we believe that standard enforcement is crucial for developing a resilient infrastructure and communities. By optimizing local resources and skills, we can achieve a minimum carbon footprint. For instance, retrofitting or strengthening an existing building before a disaster can save over two-thirds of the embodied carbon generated by rebuilding a new one. This approach also saves lives and economic losses. Act now! Prevention is better than cure! #BuildChange #BNPB #ResilientHousing #ResilientInfrastructure #PUPR

Long-term community disaster resilience hinges on effective leadership, teamwork, and project management. In the wake of a disaster, individuals across organizations, levels of government, and industry sectors as well as members of the community itself must work together to rebuild and heal. Coordination issues within and amongst the teams responsible for disaster management are the main reason recovery projects fail. To create a strong community emergency preparedness plan for a resilient community, emergency management organization (EMO) leaders need to be aware of obstacles that are often within their control that can prevent recovery. Four common barriers to effective community disaster resilience: ✅ Lack of integration between key sectors ✅ Ineffective collaboration and communication ✅ Inadequate community engagement ✅ Shortages in funding and aid resources Understanding these challenges provides a foundation for disaster preparedness and recovery planning. This enables leaders to get ahead of potential issues and ensure their community can withstand and fully recover from disasters. Stay tuned for a blog article discussing this topic in depth in the coming weeks. #Leadership #LeadershipSkills #EmergencyPreparedness #DisasterResponse #EmergencyResponse