Authors: Bert Brugghemans; Matthijs Dedier; Marc De Langhe; Frank Maertens; Koen Milis; Dimi Vercammen; Reinhardt Vandenbussche; Bartel Van De Walle
In this booklet, the authors present a collection of advice, often based on theses from a postgraduate degree in a safety discipline. The advice mainly focuses on operations during disasters on Flemish or Belgian territory.
In the first chapter, Frank Maertens discusses ten success factors for growing into an effective crisis organization. The first, and perhaps most important, success factor concerns the verb “to collaborate”. In the Netherlands, this is addressed by the Fire Brigade Support Team (OTB), which manages to bring the right experts together in a transdisciplinary meeting. This results in:
- Communication during the incident
- Coordination and support for (external) investigations from the acute phase
- Expertise in risk management
- Think tank (remotely)
In the second chapter, Dimi Vercammen talks about an evolution towards a command structure for large-scale deployment. Here, the development according to a network model is important for expanding a basic care of the fire brigade into an intra-zone and inter-zone approach. Command structures must therefore become subjects of research as well as incidents. It is also interesting to look beyond borders to see how things are managed elsewhere for inspiration. Additionally, this author gives an idea of a guideline: “Start to command” in which “preconditions that can largely eliminate the uncertainties of a fast-burning crisis are outlined”.
In the third chapter, author Marc De Langhe wonders if the Royal Decree on emergency planning really provides structure in the chaos for municipal disaster situations. He discusses, among other things, a lack of permanence for certain key figures, lack of time and resources, and lack of experience. He also thoroughly discusses the pros and cons of scaling up. Ultimately, he concludes that the 2006 Royal Decree does solve some problems for municipalities, but not all. He concludes that the fragmented organization of the rescue landscape in Belgium does not contribute to a straightforward approach to disaster management.
The fourth chapter, by Bert Brugghemans, Koen Milis, and Bartel Van De Walle, discusses a historical mistake in labeling what is actually an information problem as a “communication problem”. To make better decisions, better than semi-rational or intuitive ones, leaders must either learn to deal with the uncertainty and risks that a crisis entails, or improve the situation by enhancing the flow of information through information management. However, information management is only briefly described in Belgian emergency planning legislation. Afterwards, the authors discuss the importance of situational awareness and its relationship with (good) decisions. At the end of the chapter, the authors formulate five policy recommendations based on their research.
In the fifth chapter, Matthijs Dedier and Reinhardt Vandenbussche discuss how the coordinating and/or supporting government actors in Belgium can be improved. They discuss the Crisis Centre of the Federal Public Service Home Affairs, the Federal Knowledge Centre for Civil Security, also of the Federal Public Service Home Affairs, and the federal emergency planning services at the governors. Then, they propose a new organizational structure that aims to address the inefficiencies at the federal level in Emergency Situation Management and the fragmentation of responsibilities.
The book concludes with a reflective conclusion by Menno Van Duin, which suggests that looking from outside the national borders towards Belgium might also be beneficial.