Community Sector Resilience Program

PAG Meeting 3

Friday 5th August

10:00 - 12:30pm

Arup Offices, Melbourne

What we will cover in this meeting:

  • Update on project to date
  • Outcomes from Project 1 & 2 report back
    • ​​Workshop findings including M&E
    • Resilience Monitoring Tool
    • Social Network Analysis
  • Project 3 Planning
  • ​Next steps

Regional workshops completed

Location (region) Location (workshop) Date Notes
CBD - pilot CHFV 9th Feb 2016 22 attendees
Mildura (Loddon Mallee) Quality Hotel Mildura 14th April 2016 19 attendees
Bendigo (Loddon Mallee)  La Trobe University 15th April 2016 30 attendees
Traralgon (Gippsland) DHHS Traralgon 26th May 2016 20 attendees
Bairnsdale (Gippsland) DHHS Bairnsdale 30th May 2016 8 attendees
Footscray (Metro West) Carer's Victoria 6th June 2016 10 attendees
Ararat (Grampians region) Ararat community centre 20th June 2016 8 attendees
Barwon South West Camperdown Golf Club 23rd June 2016 28 attendees
Hume region Benalla  27th June 2016 9 attendees
Melbourne CBD Arup, East Melbourne 29th June 2016 30 attendees

Feedback from evaluation so far...

Completed by Clear Horizon

 

Mid-term evaluation results are in nearly finalised and the mid-term report will be shared with you when complete.

Participant reactions

 

Overall, workshops positively received

Minimal negative responses

"[I have] ongoing interest in the outcomes of the stages, particularly 1+2."

"I'm taking away thinking about resilience within organisations and a community solution approach"

"[I’m] feeling we’re not alone… [I have] confidence that there’s a real commitment to help."

Participant reactions

 

 

Overall, participants really enjoyed the opportunity  to network and share experiences with other agencies

   "[The most important thing was] sharing of ideas, situations with others, and learning of others experiences."

    "I’m taking away the] importance of collaboration and benchmarking/ networking [and] learning from the experience of others." 

    "[I’ve] taken on different perspectives of other CSOs. [It was] interesting to listen to and understand how other CSOs might act/implement."

Challenges were also noted...

 

    "Mapping the community sector in changing times with NDIS."

    "Simplify[ing] thinking into diagram charts – positive challenge for me – clarifies thinking etc, broadens understanding."

    "Understanding links to or strategies that may improve existing business continuity management systems."

    "[Doing the] rich picturing. The day was very picture based – not everyone learns that way."   

 

One participant did not enjoy the rich picture activity 

Knowledge change...

Overwhelmingly, the greatest knowledge change was in relation to the broader concept of resilience planning 

"The planning approach (including ‘resilience’ concept) is a ‘new thing’"

 

"Greater understanding about embedding resilience planning, including within CSO sector"

 

"Perspective change in relation to a broader view of emergency management"

Knowledge change

at the same time... 

Some people found the planning approach challenging

 

Some gained no 'new things' from their participation

 

Some provided no response to what was new

Knowledge change

Participants noted an increased appreciation for the importance  of inter-agency  connections:

 

 

    "[I’m taking away] a better understanding of the importance of links/partnerships systems. The case studies/examples were useful. Input from other agencies is great for us."

    "[I’m taking away] a better greater understanding on how connected we are as an organisation to others."

    "Looking at disasters from a resilience/sustainability perspective [was new], not just a recovery approach… a co design approach."

    "The systems approach in regard to climate change, resilience, local impact [was new]. I love the systems approach because almost all of us can make a tiny or large contribution to a tricky problem within that map of connections."

Response to tools and approach used

 

 

 

A high proportion of respondents also noted the tools, e.g. rich picturing, case studies and online survey tool.

 

Many participants noted that they were taking away the new tools

 

Participants noted  a greater understanding of the program

 

    "[The most important thing is] knowing that the program enables someone to come out and assist with program goals."

 

 

 

Over half of the overall participants reported some change in perspective

 

Many participants noted a change in perspective in relation to deeper appreciation of resilience planning and links between agencies

Just over 40% of agencies noted that they are taking information away for their agency to work on

The most important thing noted:

    "The most important thing was] building relationships with a new group of people. Taking the word to those not here to give them an opportunity to be involved"

 

    "[The most important thing is] making sure those who influence change/progress in this area are in the room – take back to the organization as an opportunity."

 

and positively...

 

    "Key learnings will be discussed at [our] next exec meeting forum with a view to build framework, business continuity networking."

Social Network Analysis

At each workshops, participants were asked to answer the following questions:

  • Who do you learn from or access information from?
  • Who do you turn to in the face of a disaster?

This information has been collated to form networks within each region. 

This information allows the team to target agencies for the best social learning outcomes and informed clustering.

Social Network Analysis

At the meeting on Friday we will run through some of the networks and discuss.

An example has been provided in the next slide. 

This illustrates for the Gippsland region:

"Who do you learn from or access information from?"

Purple squares indicate workshop attendees

Black squares indicate DHHS funded agencies

Black triangles indicate non-DHHS funded agencies

 

 

Online monitoring resilience tool

 

Feedback from the tool was received at each workshop and this has been incorporated into an updated version.

 

This final version will be sent around to PAG members and agencies shortly.

Project 3 Planning

 

We have been collating options for resourcing and engagement for Project 3.

 

These will be presenting these to you on Friday for discussion.

 

Types of engagement have been recommended against the resilience characteristics and stages of the adaptation process. 

DHHS compliance considerations have also been included.

 

 

As a reminder, the resilience characteristics...these form the criteria for the assessment tool and have been tested with agencies.

 

 

 

CULTURE RESOURCES CAPABILITY PLACE
learning and collaborating with others, making decisions with uncertainty and openness to change
 
Learning, collaboration, leadership and openness to change.
 
Is organised: It has the capacity to identify problems, establish priorities and act.
 
Is connected. It has relationships with external actors who provide a wider supportive environment, and supply goods and services when needed.
investment in the time and skills needed to respond well
 
Financial, people to work
 
Has economic opportunities and a diverse range of employment opportunities, income and financial services. It is flexible, resourceful and has the capacity to accept uncertainty and respond (proactively) to change.
capacity to access appropriate information to effectively monitor changes in climate risks over time; able to respond to and manage risks and uncertainties; flexibility of internal structures to respond to shocks and stresses and adapt to changes as required to maintain core functions

Knowledge, access to information, time to learn, Includes planning, policies, procedures etc.
 
Is knowledgeable and healthy: It has the ability to assess, manage and monitor its risks. It can learn new skills and build on past experiences.
awareness of the importance of the issue and what is means for  the organisation in terms of infrastructure, staff & clients and services and the ability to maintain, repair and renovate them.
 
Consideration of physical exposure, of extreme weather events and any actions in response.
 
Has infrastructure and services. It has strong housing, transport, power, water and sanitation systems. It has the ability to maintain, repair and renovate them.

That stages of the resilience/adaptation planning process (purple, outside) have been mapped against adaptive capacity of agencies (green, centre) in this diagram (VCCCAR, 2014). This is also used to inform the engagement recommendations.

 

 

 

Next steps...

 

  • Re-engagement with agencies on resourcing and engagement options for project 3
  • Release of Resilience Implementation Plan
  • Release of project 1 & 2 outputs
  • Roll-out of project 3

Next steps...

 

SAVE THE DATE!

 

First Community Sector Resilience Forum for agencies and stakeholders: 

 

TUESDAY 11TH OCTOBER 2016, ARUP EAST MELBOURNE

 

This forum will enable sharing of information across agencies that are undertaking resilience planning and further collaboration. Stakeholders are invited to view progress and share insights. 

Looking forward to seeing you on Friday at 10am!

PAG Meeting 3 Prep Pack

By Loop and Company

PAG Meeting 3 Prep Pack

Update on the project to date

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