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2011 Flood Event - UQ

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Matthew Herington

on 9 October 2011

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Transcript of 2011 Flood Event - UQ

1850 1900 1950 2000 1841
8.43m 1844
7.03m 1857
3.27m 1863
3.32m 1864
3.78m 1887
3.78m 1889
3.75m 1890
5.33m 1893
8.35m 1898
5.02m 1908
3.59m 1931
3.32m 1974
5.45m 2011
4.46m June 2010 Australian BOM warns of a strong La Nina event likely to occur towards the end of 2010 Sept 2011 UQ St Lucia recovery still underway on some infrastructure.
Total cost impact approx $50m.
Over 10,000 tonnes silt removed from St Lucia campus. Today... Friday 7 Saturday 8 Sunday 9 Monday 10 Tuesday 11 Wednesday 12 Thursday 13 Friday 14 Saturday 15 Sunday 16 Monday 17 Tuesday 18 January 2011 Heavy rainfall experienced across the Brisbane catchment Flash floods engulf Toowoomba, killing 9 UQ experiences power outage for 40 mins Wivenhoe Dam fills to 191% of it's supply capacity UQ P&F staff put on alert and prepare campus Inundation of lower campus areas staff & students evacuated, stock items moved to higher ground First meeting called for the UQ Crisis Team Peak flood level at 4.46m reached at 4am Roughly 55,000 people volunteer to help clean up Brisbane streets Flood waters recede to below 2.2m Crisis Team monitor systems and security Repair assessment underway Power systems re-energised Work/response prioritised, project teams established Building/damage and insurance assessment Recovery phase at St Lucia well underway Roads and pathways re-opened Crisis Impact Future-proofing UQ Crisis Response Lessons Learnt UQ 2011 Flood Crisis Introduction Chronology of Events Geoff Dennis, Clare Gallimore, Matthew Herington, Erik Berge 2010 – Wettest year on record for QLD
35 flood related deaths during QLD’s 2010/11 wet season, 3 remain missing
Total cost to the State estimated at over $5b Brisbane catchment received average 322mm rainfall from 7-12 Jan 2011
29,000 homes and businesses suffered some form of inundation 2007 1984 UQ-Heron Island Wivenhoe Dam - Commissioned November 2010 Signal Detection! Signal Detection! Use a real case to learn about crisis management

Develop a deeper understanding of organisational decision-making in times of crisis

Understand stakeholder roles & impacts

Use crisis management theory to develop “lessons learnt” to future proof UQ against crises. Key Learning Areas UQ not fully prepared
UQ SPORT suffered significant loss 2500 Solar panels flooded 11,600 tonnes of mud removed from campus Gatton - Loss of power and access for 3 days "This boat hasn't got a parking ticket" Impacts Environmental Social Financial Negatives Positives Negatives Positives Negatives Positives Top up of underground water storage at Gatton
Resulting removal of infrastructure from river verges
T&P Office converted to bicycle end of trip facility Site contamination
Damage to campus biodiversity systems
Loss of riverbank sections
Significant increase in waste to landfill UQ crisis teams bonded by event
UQ self sufficient in dealing with the crisis
Communication plan effective in keeping community informed Loss of childcare facilities
Loss of sporting facilities
Staff & students affected personally and emotionally by broader crisis
Loss of residential accommodation
International students – long way from home
Concern UQ not open for start semester
Significant disruption to UQ community
Summer school exams disrupted Little damage to teaching facilities
Campus re-opened much sooner than expected
Additional funding allocated to improve facilities and to future-proof against flooding
Opportunity to acquire Long Pocket site $50.2M estimated recovery bill
Only $28.7M covered by insurance
Insurance disputes over claims – especially in relation to contract works
Significant diversion of labour away from core business
Loss of glasshouses disruption to research programs
Disruption to normal works programs – loss of decanting space, project managers assigned to flood recovery Total economic Loss
$50.2m Insurance claim elements Recovery challenges Unraveling the complexity of UQ’s insurance framework
Setting up systems to process complex claims
Controlling well meaning volunteers
Dealing with crisis at two campuses
Difficult to contact key people due to holiday season
Unclear responsibilities for insurance accounting Organisational Slack Project managers assigned
Insurance coverage allowed to recruit temporary staff
Once back to business as usual, lots of pressure on team as their real jobs caught up with them
Capital funding made available to recovery projects Communication Crisis media training was supplied prior.
All major divisions were included in communication.
Pre-crisis communication was managed well
Clear plan during the crisis: detect, contain, recover.
System in place post event to assist in future proofing. Positives Communication Mobile Phone Congestion
Loss of power: affected internal and external stakeholders
Miscommunication in state and federal government financial support
Hard to get information related to UQ through key media sources Negatives Communication Student and staff support (financial, accommodation, counseling, clothing and supplies)
Strengthened alliances with international connections
Social media opportunities
Communication was released quickly and often Results Recommendations Continue to update crisis management planning in accordance with the rise in international students
Increase communication with external stakeholders
Backup all crisis management planning
Have an external crisis management centre Mitroff’s Theories Mitroff’s career has specialised in crisis management; focusing on:
Emotional Preparedness
Creative thinking
Social, political and technical skills
Integration of knowledge and emotions
Spiritual strength
Innovation How Can this be Applied? How Can this be Applied? Orgs should proactively address underlying systematic causes of potential crises Orgs should institute signal detection mechanisms Local flood warning alarm

Security to more closely watch and report on potential crisis events Orgs should learn and unlearn on an ongoing basis UQ needs to unlearn traditional crisis management methododologies

UQ needs to learn climate change preparedness and adaptation UQ Confronting a Crisis... Challenges faced... Back-up generator for security was located in a flood-prone area

UQ master planning inadequate - should allow for above 1974 flood levels, not Q100 MGTS 7309 Area averaged across the state, this month's rainfall of 209.45mm was the highest on record based on the dataset beginning in 1900 and more than double the long term 1961 to 1990 baseline mean of 82.48 mm. The state-averaged Queensland rainfall total for January was 138.33 mm, compared with the long-term average of 126.59 mm. UQ Crisis Management team catered to emotional needs as well as financial through:
Prior training
Continual updates to local and international stakeholders Integration of knowledge and emotions was demonstrated through:
CMC layout
Key UQ divisions working together

Creative thinking and innovation was shown through:
Further use of social media
SMS updates How Can this be Applied? Social, Political and Technical skills were seen through:
Extended connection with international contacts
Continued contact with all media groups

Spiritual strength was unexploited and could be implemented in future through extended counseling, being aware of personal effects. (Kovoor-Misra, Zammuto & Mitroff; 2000) St Lucia Gatton Campus Prepare for MDC - 'massive discontinuous change'
(Winn et al; 2010) Kovoor-Misra, Zammuto & Mitroff (2000) 'Crisis preparation in organizations: Prescription versus reality'. Technological Forecasting and Social Change, 63: 43-62

Pearson & Mitroff (1993) 'From crisis prone to crisis prepared: A framework for crisis management'. Academy of Management Executive, 7(1): 48-59

Smart, Tranfield, Deasley, Levene, Rowe & Corley (2003) 'Integrating lean and high reliability thinking'. Proceedings of the Institute of Mechanical Engineers, 217:733-739

Winn, Kirchgeorg, Griffiths, Linnenluecke & Gunther (2010) 'Impacts from climate change on organisations: A conceptual framework'. Business Strategy and the Environment, 20(3): 157-173

LinnenLuecke, Griffiths and Carr-Cornish (ND) 'The North Australian Pastoral Company'. UQBS, Brisbane

Mitroff & Alpaslan (2003) 'Preparing for Evil'. Harvard Business Review, April.

Pearson (1998) 'Reframing crisis management'. Academy of Management Review, 23(1): 59-76

Betz & Mitroff (1974) 'Representational systems theory'. Management Science, 20(9): 1242-1252

Nelson & Mitroff (1974) 'An experiment in dialectical information systems'. Journal of the American Society for Information Science, 25: 252-262

Miller (2008) 'Climate Change and Water Resources: The Challenges Ahead'. Journal of International Affairs, 61(2):35 - 41

Stahel (2008) 'Global Climate Change in the Wider Context of Sustainability'. Geneva Papers on Risk & Insurance, 33(3):507 - 510

Petschel, Block, Cassel-Gintz, Kropp, Ludeke, Moldenhauer, Reusswig & Schellnhuber (1999) 'Syndromes of Global Change: A Qualitative Modelling Approach to Assist Global Environmental Management'. Environmental Modelling & Assessment, 4(4):295 - 314 (Adapted from Pearson & Mitroff; 1993) References Alternatively... (Adapted from Pearson & Mitroff; 1993) Today Opens up for increased climate research funding
UQ establish a series of teaching and research programs on climate change adaption
UQ establish itself as a leader in climate change preparedness and adaption
UQ Global Change Institute grows and positions itself to have a high impact on climate change research Climate change research reputation & position
Sustainability culture & programs
Renewable energy programs/solar flagships
Unique position to lead change
Carbon emission programs Dramatic long term costs of energy & water
Dramatic increase in cost or availability of insurance coverage
Future impacts of climate change
Increasing populations, local & global
Political unrest internationally
Climate impact on infrastructure & supply chains
More onerous legislation relating to carbon
UQ vulnerable to climate change activists, on-campus demonstrations and negative publicity
Some UQ sites vulnerable to sea level rise (Heron Isand) High carbon footprint & energy costs
Out of balance growth in faculties/institutes and estate
No carbon reduction targets
Lack of long term scenario planning
Escalating operating costs and reducing funds for carbon reduction programs
Vulnerable to failure in supply chain networks
Lack of planning for response to climate change impacts Tomorrow Resilient to MDC Internal External Potential Climate Change Impacts on UQ Implications for UQ Require strategic adaptation (e.g. North Australian Pastoral Company case study)
Build resilience to massive discontinuous change (MDC) (Winn et al; 2010) through adaptive capacity
Use lessons learnt for future proofing, upgrading CMP for future risks of climate change Recommendations 1. Review campus master plans to allow for sea level rise and develop strategies to relocate infrastructure to higher ground (Miller, 2008).
2. Review building design guidelines to allow for more extreme weather events – improve reliability of supply of essential services such as electricity and water (Petschel-Held et al, 1999).
3. Review and link Risk Management Plan and the Crisis Management Plan in the context of climate change risk environment and increase resource allocations (Stahel, 2008) – include UQ climate change experts in CMP process.
4. Actively engage with insurance partners and share experience and knowledge to improve the University’s resilience to the impacts of climate change. 5. Consider long term planning for Heron Island Research Station in the context that it is highly vulnerable to long term impacts of climate change.
6. Significantly improve crisis signal detection systems, especially in relation to HIRS and flood risks at St Lucia.
7. Review crisis management communications systems in light of increasing risks of large events – develop CMP website and other social media communication channels.
8. Ensure that full executive engagement achieved in crisis planning, training, resourcing, response and recovery. Include enhanced training with insurance partners on climate change risks.
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