Emergency Services Workforce 2030

Australia’s emergency management sector sits within an environment that is becoming ever more complex, dynamic and uncertain. This is due to factors like a growing population, changing climate, social and cultural change, and the impact of new technologies. At the same time, the nature of how we work, in both paid and voluntary ways, is also changing. Work is greatly influenced by changes in technology and lifestyle, and by increasing levels of interconnectivity and cross-boundary collaboration. In this dynamic context, planning for the sustainability, effectiveness and wellbeing of the future emergency management workforce takes on considerable importance. The workforces of Australia’s fire, emergency services and rural land management agencies (referred to in this report as emergency service organisations) are crucial to Australia’s emergency management capability. These workforces include career and volunteer members, they also include first responders as well as professional, technical, and administrative support staff and volunteers (hereafter referred to collectively as the emergency service workforce). This report provides a consolidated, overview picture of emerging workforce challenges and opportunities likely to face emergency service organisations over the coming decade. It is a first step in bringing together the wide range of research that can inform and strengthen strategic workforce planning in these organisations. The report presents a high-level summary of key trends and developments highlighted in research from beyond the emergency management sphere. It identifies potential implications of these trends and developments for the future emergency service workforce. It also highlights key Bushfire and Natural Hazards Cooperative Research Centre (CRC) affiliated research that can assist workforce planners to understand and respond to these implications. The bulk of the combined emergency service workforce are volunteers. According to the Productivity Commission, there were around 212,293 fire service volunteers and 23,897 state and territory emergency service volunteers across emergency service organisations in Australia in 2017-18 (Commonwealth of Australia, 2019). Volunteers therefore formed around 91% of the fire service workforce, and 97% of the state and territory emergency service workforce in that year. Furthermore, given the geographic size, changing risk profile, and demographic shifts in Australia, a heavy reliance on volunteers is likely to continue into the future. As such, volunteers and volunteering issues form a key component of the terrain covered in this report. While focusing on the emergency service workforce, this report is also based on recognition that the emergency services are part of a wider emergency management workforce that is also diverse and changing. The complete emergency management workforce extends far beyond the emergency services to include the volunteer and paid workforces of not-for-profits active in recovery, local governments, wider community sector and faith-based organisations, government departments, private businesses and more. Increasingly, under the influence of changing community expectations, and policy goals of community resilience, shared responsibility, and clear risk ownership (COAG, 2011; Commonwealth of Australia, 2018), ‘unaffiliated’ community members and groups are also recognised as a valuable part of the emergency management workforce (AIDR, 2017). Consequently, the future emergency management workforce is not going to be restricted to the affiliated volunteer and paid workforces of formal emergency service organisations. Therefore, this report considers the future emergency service workforce within the context of how it interacts with and forms a part of the wider emergency management workforce

New Jersey 9-1-1 Consolidation Study: Site Visit Results and Implications for Consolidation

In 1999, the Center for Government Services at Rutgers, The State University of New Jersey completed a study of New Jersey's E9-1-1 system. The study offered a snapshot of the extensive and decentralized network of communications centers that receive incoming calls requesting emergency assistance and that dispatch police, fire, and medical units. In 2005, the New Jersey Office of Management and Budget commissioned the John J. Heldrich Center for Workforce Development at Rutgers University to build on the findings of the 1999 study by exploring ways to improve the efficiency of New Jersey's E9-1-1 system while maximizing the use of available funding.This report is the result of site visits and interviews with officials from 12 PSAPs. The focus of this report is on the current landscape of local operations, funding, staffing, equipment, and technology. In addition, this report identifies issues associated with consolidation, including barriers and opportunities, and presents recommendations for promoting consolidation in New Jersey. It is the third of four deliverables to be produced by the Heldrich Center for the State of New Jersey's 9-1-1 Consolidation Study.Presently, there are over 200 Public Safety Answering Points (PSAPs) and more than 100 enhanced Public Safety Dispatch Points (PSDPs) operating in New Jersey. The central goal of this study is to determine whether a consolidation of PSAPs and PSDPs could reduce costs while maintaining and/or improving the level of service. In this report, consolidation is defined as the reduction in the number of locally managed PSAPs and PSDPs that provide emergency communications services

Office of Regulatory Affairs Strategies for Building an Integrated National Laboratory Network for Food and Feed

An interconnected network of accredited federal, state, local, tribal, and territorial laboratories is critical to ensuring the safety of the U.S. food supply and the development of the Integrated Food Safety System (IFSS). In 2004, as part of a national policy to defend the U.S. food supply against terrorist attacks, major disasters, and other emergencies, the Food Emergency Response Network (FERN) was created to integrate the nation’s multilevel (i.e., federal, state, local, tribal, territorial) food-testing laboratories to detect, identify, respond to, and recover from a bioterrorism act affecting the safety of the food supply, or a public health emergency/outbreak involving the food supply. Since 2004, federal agencies have invested an estimated $200 million in FERN. The majority of this investment has been in the FERN cooperative agreements with FDA and USDA-FSIS investing$95.8 million and $69 million, respectively. FDA has promoted the accreditation of state laboratories through cooperative agreement funding, investing more than$50 million to fund these grants. On November 11, 2014, the Office of Regulatory Affairs (ORA) requested that the FDA Science Board establish a subcommittee to evaluate current investments in: (1) the FERN cooperative agreement funding program (CAP), and (2) funding for state laboratories to achieve International Organization for Standardization (ISO) accreditation. The goal was to ascertain how ORA can advance and establish an effective integrated laboratory network among ORA, FDA Center, and state public health and food- and feed-testing laboratories. In response to this request, the Science Board created the ORA FERN Cooperative Agreement Evaluation Subcommittee on July 1, 2015. This report summarizes the results of the Subcommittee’s review

Emergency Services Workforce 2030: Changing work literature review

The Changing Work Literature Review collates a high-level evidence base around nine major themes related to internal workforce management approaches and working environments of fire, emergency service, and rural land management agencies. It is an output of the Workforce 2030 project and is one of two literature reviews that summarise the research base underpinning a high-level integrative report of emerging workforce challenges and opportunities, Emergency Services Workforce 2030. Workforce 2030 aimed to highlight major trends and developments likely to impact the future workforces of emergency service organisations, and their potential implications. The starting point for the project was a question: What can research from outside the sphere of emergency management add to our knowledge of wider trends and developments likely to shape the future emergency services workforce, and their implications? The Changing Work Literature Review focuses on nine themes relevant to changes that have implications for emergency service organisation’s internal workforce management approaches and working environments: 1) Recruitment, assessment, and selection, 2) Socialisation and training, 3) Work design, 4) Diversity and inclusion, 5) Managing mental health and wellbeing, 6) Leadership, 7) Change management, 8) Managing an ageing workforce, and 9) Managing volunteer workforces

NHS Scotland redesign of urgent care - second national staging report : April – September 2021

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Project report : Requirements specification

The SAMRISK project “Sharing incident and threat information for common situational understanding“ (INSITU) commenced in May 2019. The INSITU project develops solutions for establishing a common situational understanding in complex operations requiring collaboration between several agencies. This involves systematic analysis of existing information sources and defining the information elements that are critical to share in different phases of a crisis situation. In addition, the project will develop procedures and related tool support for efficient collection and integration of information. As part of this work, the project contributes to harmonisation of terminology across agencies to secure effective communication. A map-based interface for display of information from different digital map resources will be developed, as a basis for a common operational picture (COP). This solution will also support evaluation and learning from incidents and emergency exercises. Based on a review of related research, the report briefly summarises the state of the art for the areas focused in the project. Through interviews and discussions with emergency stakeholders, field observation during an exercise, and field visits at operations centres, current practice for information sharing and establishing a COP is analysed. Based on the expressed needs from the emergency stakeholders and our analysis of current practice, the report specifies a set of requirements for information sharing, harmonisation of terminology, use of common map resources, and technology support for evaluation and learning from incidents.publishedVersio

Feasibility of a human performance model in consequence management

Human civilization has always encountered unpredictable disasters as a result of natural events. Now it also faces the disasters caused by terrorist attacks. Governments must have consequence management plans in place to protect public health and safety, restore essential services, and provide emergency relief to affected businesses and individuals. Human performance models predict outcomes in complex dynamic situations. Such models can simulate disaster management procedures under varying circumstances. This work applies human performance modeling in a terrorist situation and evaluates possible uses of such models by first responders in practical consequence management applications. It includes a case study of an attempted terrorist attack --Abstract, page iv

The North American Transportation Security Center – Technology Prototype Gap Analysis

Executive Summary There are over 800,000 hazardous materials (hazmat) shipments over the nation’s roads each day. According to the U.S. Department of Homeland Security (DHS), terrorist activity related to the transportation of hazardous materials represents a significant threat to public safety and the nation’s critical infrastructure. Specifically, the federal government has identified the government’s inability to track hazmat shipments on a real-time basis as a significant security vulnerability. In 2004, the U.S. Federal Motor Carrier Safety Administration (FMCSA) completed a study to determine if “smart truck” technology such as GPS tracking, wireless modems, panic buttons, and onboard computers could be used to enhance hazmat shipment security. The FMCSA study concluded that “smart truck” technology will be highly effective in protecting hazmat shipments from terrorists. The FMCSA study also concluded that “smart truck” technology deployment will produce a huge security benefit and an overwhelmingly positive return on investment for hazmat carriers. The FMCSA study led to the U.S. Transportation Security Administration’s (TSA) Hazmat Truck Security Pilot (HTSP). This congressionally mandated pilot program was undertaken to demonstrate if a hazmat truck tracking center was feasible from a technology and systems perspective. The HTSP project team built a technology prototype of a hazmat truck tracking system to show that “smart truck” technology could be crafted into an effective and efficient system for tracking hazmat shipments. The HTSP project team also built the Universal Communications Interface – the XML gateway for hazmat carriers to use to provide data to a centralized truck tracking center. In August 2007, Congress enacted the 9/11 Act (PL110-53) that directs TSA to develop a program - consistent with the Hazmat Truck Security Pilot - to facilitate the tracking of motor carrier shipments of security-sensitive materials. In June 2008, TSA took a major step forward in establishing a national hazmat security program by issuing guidance for shipments of Tier 1 Highway Security Sensitive Materials (HSSMs), the riskiest shipments from a security perspective. TSA’s Tier 1 HSSM guidance includes Security Action Items which specify security measures – including vehicle tracking – that TSA believes are prudent security measures for shippers and carriers to follow. Compliance with TSA’s Tier 1 HSSM guidance is voluntary but TSA is expected to issue regulations based on the Tier 1 HSSM Security Action Items that will make compliance mandatory. Establishment of a Tier 1 HSSM truck tracking center is critical to implementation of a Tier 1 HSSM regulatory program based on the Security Action items by TSA. The HTSP technology prototype was an excellent first step toward an operational Tier 1 HSSM truck tracking system, however, it falls far short of what TSA needs in an operational system. This deliverable examines the “gaps” between the HTSP technology prototype and an operational Tier 1 HSSM truck tracking system. It draws upon the work of an Independent Verification and Validation contractor that evaluated the HTSP technology prototype. It also examines TSA needs related to implementation of a regulatory program based on Tier 1 HSSM Security Action Items

A system safety model for developmental aircraft programs

Basic tenets of safety as applied to developmental aircraft programs are presented. The integration of safety into the project management aspects of planning, organizing, directing and controlling is illustrated by examples. The basis for project management use of safety and the relationship of these management functions to 'real-world' situations is presented. The rationale which led to the safety-related project decision and the lessons learned as they may apply to future projects are presented

Philadelphia Traffic Operations Center: Concept of Operations

This document defines the concept of operations for the proposed Philadelphia Traffic Operations Center. It defines the center's goals, capabilities, and features to be phased in over the next five-plus years. Operational policies, support environment, and traffic management center practices are also recommende