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Leading through collaboration: Developing cross-sector Landslide Emergency Management Plans
Landslide risk is complex, cascading and increasingly influenced by extreme weather and post-fire conditions. Yet until recently, there was no sector-wide State Emergency Management Plan dedicated to landslide hazards in Victoria.
This presentation outlines the development of the first all-agencies/departments landslide emergency management plan - bringing together emergency services, geotechnical specialists, researchers, land managers, local government and private stakeholders. The plan spans mitigation, preparedness, response (including relief) and recovery, informed by lessons from recent events and operational experience in post-fire debris flow environments.
Central to this work has been ethical and collaborative leadership. Landslide risk exposes tensions between public safety, private property rights, tourism, economic interests and community expectations. Navigating these competing priorities requires transparency, shared decision-making and a clear articulation of roles and responsibilities.
We will explore insights gained from developing operational landslide plans in high-risk, fire-affected areas, including integration with incident management teams and various committees. We will also examine how cross-sector governance and values-based leadership build trust before, during and after crises.
We will also explore the challenges and importance of gaining trust and maintaining agency integrity and robust cross sector engagement in the development of a cross-sector Emergency Management Plan.
This case study provides practical lessons for leaders managing emerging or complex hazards. Leading together in this context means aligning expertise, maintaining integrity in decision-making and delivering community-centred outcomes despite uncertainty and competing pressures.
This presentation outlines the development of the first all-agencies/departments landslide emergency management plan - bringing together emergency services, geotechnical specialists, researchers, land managers, local government and private stakeholders. The plan spans mitigation, preparedness, response (including relief) and recovery, informed by lessons from recent events and operational experience in post-fire debris flow environments.
Central to this work has been ethical and collaborative leadership. Landslide risk exposes tensions between public safety, private property rights, tourism, economic interests and community expectations. Navigating these competing priorities requires transparency, shared decision-making and a clear articulation of roles and responsibilities.
We will explore insights gained from developing operational landslide plans in high-risk, fire-affected areas, including integration with incident management teams and various committees. We will also examine how cross-sector governance and values-based leadership build trust before, during and after crises.
We will also explore the challenges and importance of gaining trust and maintaining agency integrity and robust cross sector engagement in the development of a cross-sector Emergency Management Plan.
This case study provides practical lessons for leaders managing emerging or complex hazards. Leading together in this context means aligning expertise, maintaining integrity in decision-making and delivering community-centred outcomes despite uncertainty and competing pressures.
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