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Australian Journal of Emergency Management

VOLUME 36 NO. 1 JANUARY 2021 ISSN: 1324 1540

NEWS AND VIEWS
ꢀREPORTS

ꢀRESEARCH

Forcasꢀng and warnings
Using community voice to build a new naꢀonal warnings system
Forecasꢀng the impacts of severe weather

  • Pages 11 – 21
  • Page 50
  • Page 76

SUPPORTING A DISASTER RESILIENT AUSTRALIA

Changes to forcasting and warnings

systems improve risk reduction

  • About the journal
  • Circulaꢀon

The Australian Journal of Emergency Management is Australia’s

premier journal in emergency management. Its format and content are developed with reference to peak emergency management

organisaꢁons and the emergency management sectors—naꢁonally and internaꢁonally. The journal focuses on both the academic and pracꢁꢁoner reader. Its aim is to strengthen capabiliꢁes in the sector by documenꢁng, growing and disseminaꢁng an emergency management body of knowledge. The journal strongly supports the role of the Australian Insꢁtute for Disaster Resilience as a naꢁonal centre of excellence for knowledge and skills development in the emergency management sector. Papers are published in

all areas of emergency management. The journal encourages

empirical reports but may include specialised theoreꢁcal, methodological, case study and review papers and opinion pieces.

The views in the journal are not necessarily the views of the

Australian Government, Australian Insꢁtute for Disaster Resilience

or its partners.

Approximate circulaꢁon (print and electronic): 5500.

Copyright

Arꢁcles in the Australian Journal of Emergency Management are

provided under a Creaꢁve Commons Aꢂribuꢁon Non Commercial (CC BY-NC 4.0) licence that allows reuse subject only to the use being non-commercial and to the arꢁcle being fully aꢂributed (creaꢁvecommons.org/licenses/by-nc/4.0).

© Australian Insꢁtute for Disaster Resilience 2021.
Permissions informaꢁon for use of AJEM content can be found at hꢂp://knowledge.aidr.org.au/ajem

Submissions

The Australian Journal of Emergency Management welcomes

submissions for News and Views and Research arꢁcles. The Contributors’ Guidelines are available at knowledge.aidr.org.au/ajem. The guidelines provide word limits for arꢁcles. Submissions exceeding those limits will be returned to authors. Arꢁcles are to be submiꢂed as a Word file. High resoluꢁon photographs, graphs and tables should be submiꢂed in their original soſtware applicaꢁons as separate files.

Aboriginal and Torres Strait Islander peoples are advised that this publicaꢁon may contain images of deceased people.

Publisher

The Australian Journal of Emergency Management is published

by the Australian Insꢁtute for Disaster Resilience with financial assistance from the Australian Government. The journal is published

online at www.knowledge.aidr.org.au.

Research arꢁcles must contain an abstract, university ethics statement as appropriate and a short biographical paragraph about each author. A Copyright Release form and the Editorial Policy are available on the website. Authors should familiarise themselves with the journal before making a submission. Contribuꢁons should be forwarded electronically to [email protected]. All research arꢁcles are

peer reviewed. The Australian Journal of Emergency Management is

indexed by several indexing organisaꢁons.

Editorial Advisory Board

Details of members of the advisory board are provided on the website at hꢂps://knowledge.aidr.org.au/collecꢁons/australianjournal-of-emergency-management/.

Subscripꢀons

Online access to all content is available free. Subscribe to the journal at knowledge.aidr.org.au/ajem.

Guest Editor-in-Chief

Emeritus Professor Frank Archer, Monash University

Print copies can be ordered online at hꢂps://aidr.valiantpress.com. au/ for $30.00* per ediꢁon (includes postage within Australia) or get all four ediꢁons printed and posted for $100.00* per annum.

Editorial Commiꢁee

Amanda Leck, Australian Insꢁtute for Disaster Resilience Zoe Mounsey, Fire and Emergency New Zealand Zoe Kenyon, Australian Insꢁtute for Disaster Resilience Chrisꢁne Belcher, Managing Editor
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  • Australian Journal of Emergency Management

Australian Insꢁtute for Disaster Resilience

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Peer reviewers

The AJEM Editorial Commiꢂee recognises the efforts of researchers and pracꢁꢁoners who serve as peer reviewers of arꢁcles submiꢂed to the journal. Peer reviewers play an essenꢁal role in ensuring the quality of research published. Their contribuꢁon is criꢁcal to the success of the journal and, more importantly, to the field of

emergency management and disaster resilience.

Contents

Reports

News and views

The Royal Commission and the Australian Consꢁtuꢁon

Foreword

Tony Pearce

4

Dr Michael Eburn

5
44 50 60 64

Australian Warning System

Australia’s intergovernmental agreement on

bushfires, floods and extreme events

Anthony Clark

11

Dr Ray Canterford, Mark Crosweller and Chris Beaꢂe

Research to improve community warnings for bushfire

Using community voice to build a new naꢁonal

warnings system for Australia

Dr Joshua Whiꢁaker and Anthony Clark

13 15 17

Peta O’Donohue and Fiona Dunstan

Hope for our future generaꢁons

Marta Yebra

The total flood warning system: a review of the

concept

Australia’s Black Summer heatwave impacts

Neil Duſty
John Nairn CF, Dr Maꢁ Beaty and Dr Blesson M Varghese

Tesꢁng the effecꢁveness of your warning system without having a flood

The New South Wales air quality alert system: a brief history

Andrew Northfield, Michael Cawood and Hench Wang
Maꢁhew Riley

21 25 26

How to improve alert systems: the technical, human, environmental and structural aspects

Queensland invesꢁgates contemporary review

methods

Esteban Bopp, Dr Béatrice Gisclard, Professor Johnny Douvinet, Professor Karine Weiss and Gilles Marꢀn
Alistair Dawson

67

New technology boosꢁng early warning capability in New Zealand

Sarah Stuart-Black

Why some people don’t respond to warnings: wriꢁng effecꢁve short warning messages

Research

Dr Sally Poꢁer

29 31

An Australian alternaꢁve to alerts

Forecasꢁng the impacts of severe weather

Gavin Bernstein

Dr Serena Schroeter, Dr Harald Richter, Dr Craig

Arthur, Dr David Wilke, Mark Dunford, Marꢀn

Wehne r a nd Dr Elizabeth Ebert

Shiſting the paradigm: emergency management

to disaster risk management in Tonga

76 84 92

Suresh Pokharel

32

Implicaꢁons of arꢁficial intelligence for bushfire

management

Dr Seyed Ashkan Zargham i a nd Dr Jantanee Dumrak

Emergency management evaluaꢁons: beyond the lessons-learned paradigm

Emeritus Professor Frank Archer, Dr Caroline Spencer,

Dudley McArdle, Dr Suzanne Cross and Professor Leanne Boyd

Facebook as an official communicaꢁon channel

in a crisis

Susan Atkinson, Dr Chris Kim and Dr Jee Young Lee

33 35 43

Resilience rewarded as projects meet

challenges of unique year

Alana Beitz

Book Review: The Principles of Effecꢁve Warnings

Contribuꢁons in the Research secꢁon of the Australian Journal

of Emergency Management are peer reviewed to appropriate

academic standards by independent, qualified reviewers.

Reviewed by Julia Becker

NEWS AND VIEWS

Foreword

Recognising the importance of the subject matter it was a pleasure to be invited to contribute to this edition of the Australian Journal of

Emergency Management on the topic of warnings.

The Australian journey regarding warnings has been a long one, and while the concept of a naꢁonal warning system had been under consideraꢁon for some ꢁme, momentum really started to gain pace following the development, tesꢁng and analysis of the Community Informaꢁon and Warning System in Victoria in 2004. While the systems, processes

and technology used for the trial were ahead of

their ꢁme, Australia has not sat on its laurels. Since then, Australia has developed and implemented a naꢁonal warning system, Emergency Alert, which has progressed in leaps and bounds.
Having a technologically advanced warning system is one thing, however, its capacity to provide

enhanced community safety outcomes relies on more than just technology. Community awareness of risk is important to ensure that warnings are

received in context and community educaꢁon about the purpose, capacity and limitaꢁons of the system

is important. It is crucial that a warning system

be more than just a method of providing a call to acꢁon. It also needs to provide ꢁmely and accurate informaꢁon to assist in community decisionmaking as, aſter all, we are increasingly expecꢁng communiꢁes to share responsibility for their safety

outcomes.

Tony Pearce

Inspector-General for Emergency Management Victoria

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found at hꢁps://knowledge. aidr.org.au/ajem

It would come as no surprise that the issue

of warnings and public informaꢁon comes up frequently in inquiries. In the 2009 Victorian Bushfires Royal Commission and numerous inquiries since including, most recently, the independent Inquiry into the 2019–20 Victorian Fire Season, the Royal Commission into Naꢁonal Natural Disaster Arrangements and the independent bushfire inquiries in New South Wales, South Australia and Queensland, the issue of how to improve capacity to provide ꢁmely and meaningful warnings and public informaꢁon arises. In response to this scruꢁny, and with a natural desire for conꢁnuous improvement,

it is fair to say that the emergency management

sector conꢁnues to work hard to improve what has been developed. Improvement is based on experience of an increasing frequency and duraꢁon of emergencies that present increased complexity,

reveal greater community need and create a greater

expectaꢁon of warning systems that are all things to

all people.

Warning and informaꢁon systems are integral as part of a broader funcꢁonal community safety system. Ongoing research, educaꢁon and appropriate investment are enablers to conꢁnuous improvement in this criꢁcal space. No system is perfect, and we will always, through a combinaꢁon of planned improvement acꢁvity and the inevitable inquiries, find ways to do it beꢂer.

As I frequently say when conducꢁng inquiries, ‘Anything that hurts you can teach you, and if it keeps hurꢁng you it’s because you haven’t

learnt’. This applies equally to the improvement of warning systems as it does any other emergency

management acꢁvity. I look forward to seeing

further advances in the provision of warnings and

informaꢁon in the future.

4

© 2021 Australian Insꢀtute for Disaster Resilience

REPORT

The Royal Commission and the Australian Constitution

Dr Michael Eburn

This paper reviews some recommendations from the 2020 Royal

Commission into National Natural Disaster Arrangements (the

Royal Commission). The Royal Commission delivered a nearly 600-page report that contained 80 recommendations. This paper does not review each of those recommendations but focuses on the constitutional and legislative considerations as they relate to recommendations about the proposed role of the Commonwealth in coordinating interstate resource sharing, the power of the Australian Government to declare a national state of emergency and the enhanced used of the Australian Defence Force (ADF) in disaster response.

Barrister, Honorary Associate

Professor

ANU College of Law Canberra

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use of this content can be

found at hꢁps://knowledge. aidr.org.au/ajem

Resource Sharing Centre (NRSC) and the Naꢁonal Aerial Firefighꢁng Centre (NAFC). Up unꢁl now, it has been AFAC that has coordinated resource

sharing and the movement of personnel and

resources across interstate and internaꢁonal borders. The Royal Commission (2020, [3.70])

Recommendation 3.6 Enhanced national preparedness and response entity

The Royal Commission was tasked with inquiring into, inter alia, ‘the responsibiliꢁes of, and coordinaꢁon between, the Commonwealth and State, Territory and local Governments relaꢁng to preparedness for, response to, resilience to, and recovery from, natural disasters…’ (Hurley 2020). The commission recommended: noted that:

Each of CCOSC, NRSC and NAFC has evolved and expanded to respond to emerging needs in emergency management, responding to gaps and the evoluꢀon of emergency response in the face of significant natural disasters. They have done so incrementally, with the objecꢀve

of enhancing emergency management across

Australia, noꢀng AFAC’s focus on a parꢀcular subset of disasters.

The Australian Government should enhance

naꢀonal preparedness for, and response to, natural disasters, building on the responsibiliꢀes of Emergency Management Australia, to include facilitaꢀng resource

sharing decisions of governments and stress

tesꢀng naꢀonal disaster plans.

Note: The reference to a ‘subset of disasters’ related to the fact that AFAC and the CCOSC are made up of various fire agencies and State Emergency Services and so have a focus on the work of those agencies, being fires, floods and storms. AFAC does not play a coordinaꢁng role in

any other type of disaster that has or may occur.

With respect to the sharing and coordinaꢁon of resources during a response to an emergency, and in parꢁcular bushfires, the Royal Commission idenꢁfied the role of the Australasian Fire and Emergency Services Authoriꢁes Council (AFAC) and, within AFAC, the Commissioners and Chief Officers Strategic Commiꢂee (CCOSC), the Naꢁonal
The Royal Commission (2020, [3.93]) noted that the Australian Government’s coordinaꢁng body is the Naꢁonal Crisis Commiꢂee (NCC). The:

Australian Journal of Emergency ManagementꢀVolume 36ꢀNo. 1ꢀJanuary 2021

5

REPORT

principle of Australian consꢁtuꢁonalism that Australia is a federaꢁon made up of the states and a federal government. The states are independent enꢁꢁes, not created by nor subject to the Commonwealth, except as provided in the Australian

Consꢁtuꢁon (Melbourne Corporaꢀon v Commonwealth (1947) 74

CLR 31, discussed in more detail below). It follows that even if the Australian Government establishes a federal coordinaꢁng body,

it would have no power to compel the states and territories to

work through that office.

… NCC is recognised in the AGCMF [Australian Government Crisis Management Framework] as being the appropriate crisis commiꢁee to facilitate cooperaꢀon and coordinaꢀon

between the Australian Government and the relevant

states and territory government(s) in response to domesꢀc crises. The AGCMF, then, and now, recognises CCOSC but states that ‘CCOSC’s role in Australian Government crisis management arrangements is limited to informaꢀon sharing on operaꢀonal maꢁers during significant events’.

Given that the states and territories are independent, the

suggested arrangements will only work if the states and

territories believe it will add value to exisꢁng arrangements. The

commissioners did not suggest that ‘the Australian Government

(or another jurisdicꢁon for that maꢂer) should have the ability to command or requisiꢁon another state or territory government’s resources’ ([3.76] and the ‘Australian Government would only facilitate interstate and internaꢁonal deployments aſter the Australian, state and territory governments make decisions about their own resources’ ([3.160]). If the Australian Government cannot commandeer assets, even in ‘the naꢁonal interest’, and will only get involved aſter states and territories have made their own decisions, which could include resource sharing decisions, it is unclear what the recommendaꢁon would add.
Even so ‘CCOSC appeared to funcꢁon in lieu of the NCC during the 2019–2020 bushfires’ ([3.94]) The CCOSC met at least 9 ꢁmes whereas the NCC met only twice ([3.92]).

At [3.164] the Royal Commission said:

The Australian Government should assume, and make, standing arrangements for, the coordinaꢀon and procurement funcꢀons of NAFC and NRSC.

With respect to the commissioners, their recommendaꢁon

appears doctrinal with a view of the role of government and

the Commonwealth rather than a clear exposiꢁon of why the Australian Government making ‘standing arrangements for, the coordinaꢁon and procurement funcꢁons of NAFC and NRSC’ would work beꢂer than the arrangements currently in place, with state agencies working collaboraꢁvely with their interstate and, in the case of wildland fire, internaꢁonal colleagues. The raꢁonale for their recommendaꢁon was ([3.109]–[3.110]):
The Royal Commission also noted (at [3.106]–[3.107]) that

‘AFAC and some state and territory government agencies’ have

concerns about the commission’s recommendaꢁon. Further, the NSW Independent Inquiry into the 2019-2020 Bushfires expressed concerns, suggesꢁng:

Discussions and decisions that facilitate consideraꢀon of naꢀonal policies and the sharing of government resources in natural disasters should fall within the clear auspices of governments.

… that changes to this overarching structure would lead

to greater bureaucraꢀsaꢀon of AFAC funcꢀons, which in turn could have a negaꢀve impact on exisꢀng flexibility and responsiveness. The [NSW] Inquiry notes that NAFC and NRSC funcꢀons are largely operaꢀonally focussed,

and that moving away from the current model may be

perceived as contrary to the widely accepted principle that combat agencies are best placed to determine operaꢀonal requirements.
The funcꢀons performed by NRSC and NAFC should be subject to public sector accountability and oversight, to provide greater public confidence.

And at [3.156] ‘… the Australian Government is well posiꢁoned to coordinate and integrate a greater range of resources beyond just fire and emergency service resources’.
And, while it may show a certain cynicism, it’s not clear why a

federal government authority would be beꢂer posiꢁoned to

coordinate and integrate resources more than the people who

own the resources and who have responsibility for actually

deploying those resources on the ground. If one can draw an

analogy, the situaꢁon is akin to wanꢁng to borrow a hammer. You could go next door and ask your neighbour or go to the Hammer Sharing Office and ask the Hammer Coordinaꢁon Officer to ask your neighbour if you can borrow their hammer. No maꢂer how well-run the Hammer Sharing Office is, neighbours can sꢁll ask each other for what they want. And, in the emergency services sector, the agencies in AFAC have established relaꢁonships that are key to effecꢁve coordinaꢁon.
The Australian Government could establish a body to perform the funcꢁons currently performed by the NRSC and NAFC but it is not clear why that would ‘provide greater public confidence’. That outcome would require the public to have greater confidence in Australian Government bureaucrats, rather than fire and emergency chief officers. This is a proposiꢁon that, albeit without evidence, I suspect is controversial. Former NSW Rural Fire Service Commissioner Shane Fitzsimmons is the New South Wales 2021 Australian of the Year and Professor Brendan Murphy who iniꢁally led the Australian Government’s response to the COVID19 pandemic, is the Australian Capital Territory 2021 Australian of the Year (Naꢁonal Australia Day Council 2020). This suggests no lack of confidence in operaꢁonal leaders.
The recommendaꢁons in Chapter 3 went well beyond resource

sharing during operaꢁonal ꢁmes and looked at the enꢁre spectrum from prevenꢁon to recovery and the development

of resilience within the Australian community. This discussion

Further, and with respect to the royal commissioners, it is not at all clear how this recommendaꢁon would work or what it would add, at least in the context of fire and floods. It is a fundamental

6

© 2021 Australian Insꢀtute for Disaster Resilience

REPORT

cannot do jusꢁce to the enꢁre recommendaꢁons in that chapter, but it is argued that the recommendaꢁon that the Australian Government ‘should assume, and make, standing arrangements for, the coordinaꢁon and procurement funcꢁons of NAFC and NRSC’ is controversial, consꢁtuꢁonally problemaꢁc and is not supported by evidence that during 2019–2020 there was any failing by NAFC or the NRSC or that the Australian Government would do a beꢂer job. Rather, that parꢁcular recommendaꢁon seems to be driven by a doctrinal belief in the role of government, and a federal government in parꢁcular. A claim that transferring decision-making during heightened operaꢁons from operaꢁonal leaders to the Australian Government would ‘provide greater public confidence’ is, I suggest, at best opꢁmisꢁc.
Others, including the author of this paper (Eburn 2011) conꢁnued

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    Program# Abstract Oral Session French Oral Presentations, 08:30 - 10:00 Saturday, 3 September 08:30 - 10:00 1 127 Pertinence des hospitalisations dans une unité de très courte durée des patients admis au service d'accueil des urgences selon les critères de l'Appropriateness Evaluation Protocol dans sa version française (AEPf). 2 278 Modalités de mise en place d'un dossier médical informatique dans un service d'accueil des 3 421 Plan de secours incendie du marché Mokolo (Yaoundé Cameroun) 4 600 Le taux de transcription des donnÈes sur les fiches de rÈgulation informatisÈes au SAMU 5 774 Motifs de recours aux urgences de líHÙpital Nord de Marseille 6 1021 TAUX …LEV…S DíAPPENDICITES PERFOR…ES: AU-DEL¿ DES FACTEURS RELATIFS AUX PATIENTS Oral Session French Oral Presentations, 10:30 - 12:00 Saturday, 3 September 10:30 - 12:00 7 234 La prise en charge des tentatives de suicide (TS) dans l&#8217;hôpital régional de Kébili 8 192 enfant de remplacement et intoxication medicamenteuse volontaire par avk 9 371 FACTEURS PREDICTIFS DE RECIDIVES SUICIDAIRES A L’ADMISSION DES PATIENTS AUX URGENCES 10 887 Intoxication aiguÎ : líorigine du toxique influence t-elle la gravitÈ ? 11 684 Prise en charge initiale de br˚ lÈs graves par Èlectrisation 12 958 Malaises du post-prandial immÈdiat : syndrome coprinien? 13 314 RIPOSTE HOSPITALIERE FACE A UNE ÉPIDÉMIE URBAINE DE CHOLÉRA. L’EXPÉRIENCE DE DOUALA (CAMEROUN) EN 2004 Oral Session Prehospital Saturday, 3 September 08:30 - 10:30 14 360 Care of Pregnant Patients with Emergent Medical Conditions: Comparison of
  • 1 Army in the 21 Century and Restructuring the Army: A

    1 Army in the 21 Century and Restructuring the Army: A

    Army in the 21st Century and Restructuring the Army: A Retrospective Appraisal of Australian Military Change Management in the 1990s Renée Louise Kidson July 2016 A sub-thesis submitted for the degree of Master of Military and Defence Studies (Advanced) of The Australian National University © Copyright by Renée Louise Kidson 2016 All Rights Reserved 1 Declaration This sub-thesis is my own original work. I declare no part of this work has been: • copied from any other person's work except where due acknowledgement is made in the text; written by any other person; or • submitted for assessment in another course. The sub-thesis word count is 16,483 excluding Table of Contents, Annexes and Chapter 2 (Literature Review and Methods, a separate assessment under the MMDS(Adv) program). Renee Kidson Acknowledgements I owe my greatest thanks to my supervisors: Dr John Blaxland (ANU) and Colonel David Connery (Australian Army History Unit, AAHU), for wise counsel, patience and encouragement. Dr Roger Lee (Head, AAHU) provided funding support; and, crucially, a rigorous declassification process to make select material available for this work. Lieutenant Colonel Bill Houston gave up entire weekends to provide my access to secure archival vault facilities. Meegan Ablett and the team at the Australian Defence College Vale Green Library provided extensive bibliographic support over three years. Thanks are also extended to my interviewees: for the generosity of their time; the frankness of their views; their trust in disclosing materially relevant details to me; and for providing me with perhaps the finest military education of all – insights to the decision-making processes of senior leaders: military and civilian.
  • Leave No One Behind Global Lessons for Implementing an Effective Public Warning System

    Leave No One Behind Global Lessons for Implementing an Effective Public Warning System

    © 19 March 2020 White Paper 2 Leave no one behind Global lessons for implementing an effective Public Warning System March 2020 This White Paper follows on from our first, titled “Getting it right first time”, published by Public Safety Communications Europe (PSCE) in March 2019: https://www.psc- europe.eu/white-papers/psce-white-paper-12-implementing-reverse-112/download.html 1 © 19 March 2020 Leave no one behind When media commentators worldwide are regularly using the term “unprecedented” to describe manmade and natural hazards, it is not surprising that governments are looking to implement an effective Public Warning System (PWS). The global Coronavirus Pandemic is a prime example of the need for an effective national PWS. In December 2018, the European Council passed legislation that expects Member States to have in place their PWS by June 2022. Whilst Article 110, European Electronic Communications Code (EECC) is a “Directive”, the text uses the word “should” throughout to reflect that it does not have the mandate to compel Member States to act. Nevertheless, authorities across Europe are actively exploring how to achieve an effective and compliant PWS. However, effectiveness goes beyond technologies alone. Of greater importance is that the PWS meets the community safety outcomes expected and the functional and operational requirements of its user-authorities. This paper explains how we can achieve both operational and technical effectiveness by optimising the investment in a future-proofed all hazards, all agencies PWS. I am the former Emergency Services Commissioner for Victoria, Australia, and National Director of Australia’s “Emergency Alert Program” (2011 to 2015).
  • Part 4 Australia Today

    Part 4 Australia Today

    Australia today In these pages you will learn about what makes this country so special. You will find out more about our culture, Part 4 our innovators and our national identity. In the world today, Australia is a dynamic business and trade partner and a respected global citizen. We value the contribution of new migrants to our country’s constant growth and renewal. Australia today The land Australia is unique in many ways. Of the world’s seven continents, Australia is the only one to be occupied by a single nation. We have the lowest population density in the world, with only two people per square kilometre. Australia is one of the world’s oldest land masses. It is the sixth largest country in the world. It is also the driest inhabited continent, so in most parts of Australia water is a very precious resource. Much of the land has poor soil, with only 6 per cent suitable for agriculture. The dry inland areas are called ‘the Australia is one of the world’s oldest land masses. outback’. There is great respect for people who live and work in these remote and harsh environments. Many of It is the sixth largest country in the world. them have become part of Australian folklore. Because Australia is such a large country, the climate varies in different parts of the continent. There are tropical regions in the north of Australia and deserts in the centre. Further south, the temperatures can change from cool winters with mountain snow, to heatwaves in summer. In addition to the six states and two mainland territories, the Australian Government also administers, as territories, Ashmore and Cartier Islands, Christmas Island, the Cocos (Keeling) Islands, Jervis Bay Territory, the Coral Sea Islands, Heard Island and McDonald Islands in the Australian Antarctic Territory, and Norfolk Island.
  • Honouring Australians in the 1970S

    Honouring Australians in the 1970S

    The definitive version is available at http://wileyonlinelibrary.com http://onlinelibrary.wiley.com/doi/10.1111/ajph.12317/full The Politics of National Recognition: Honouring Australians in a Post-Imperial World1 Karen Fox and Samuel Furphy Abstract The announcement in January 2015 that Prince Philip had been chosen to receive an Australian knighthood (an honour which itself had been controversially revived the previous year) sparked a fury of debate about honours, and about the continuance of a British connection in Australia’s national life. Such debates were not new, echoing earlier arguments about honours as a national or imperial symbol. Through two related case studies – the Australian honours system and the Australian of the Year award – this article explores the politics of national recognition in 1970s and 1980s Australia. We consider both the politics involved in the creation and alteration of awards by which individual achievement and service are recognised by the nation, and the politics involved in imagining and recognising an Australian nation as expressed in those awards. We argue that these two institutions were more than a means to acknowledge hard work or sacrifice; they were also significant sites for contests over the nature of Australia’s post-imperial identity. Like most modern nations, Australia uses an official system of honours to acknowledge and celebrate the services and achievements of its citizens. This formal system is complemented by the more populist Australian of the Year award. In the twenty-first century these two honorific institutions are familiar and – with some notable exceptions – widely valued and accepted elements of the social and symbolic landscape.
  • DOES HISTORY HAVE a FUTURE? an Inquiry Into History As Research

    DOES HISTORY HAVE a FUTURE? an Inquiry Into History As Research

    DOES HISTORY HAVE A FUTURE? An Inquiry into History as Research Ronald Alan Sulman Submitted in total fulfilment of the requirements of the degree of Doctor of Philosophy December 2008 School of Historical Studies THE UNIVERSITY OF MELBOURNE Produced on acid-free paper ABSTRACT This thesis explores the question of history’s future as a research discipline in the academy and the question of the discipline’s function in ‘pure’ inquiry. Central to the notion of research is the notion of discovery of new knowledge, but what constitutes new historical knowledge rather than simply more historical information is not clear. As the idea of research (which is understood to mean the discovery and creation of new knowledge) is central to the idea of the modern university, the future of history as a research discipline in the research university would seem to depend on the discipline being clear on its research function. Further complicating resolution of this question is the fact that the funding of research is informed by science and technology paradigms where research is defined as ‘pure basic research’, ‘strategic basic research’, ‘applied research’, and ‘experimental development’. Curiously, what these classifications mean for the humanities generally and history in particular, remains unexamined—despite the fact that professional survival depends on the academic convincing sceptical funders of the relevance of humanist research. Do historians do basic research? If basic research is inquiry at the edge of understanding, how, and by whom, is the edge defined? In the first decades of the University of Berlin—the institution that formed the model for the modern research-university—the edge was defined through philosophy and history.
  • Foundation Annual Report 2018–19

    Foundation Annual Report 2018–19

    Foundation Annual Report 2018–19 Foundation Annual Report 2018 –19 4 CONTENTS Chair’s address 6 Chair’s report 8 Foundation overview Foundation Board 15 About the Foundation 16 Support Ways of giving 18 Members 20 Donors 2018–19 40 Select gifts 48 Financial statements Directors’ report 80 Financial statements 90 Notes 94 Directors’ declaration 96 Independent auditor’s report 97 National Gallery of Australia Foundation Annual Report 2018–19 5 CHAIR’S ADDRESS I am delighted to be writing in my capacity his continued support of the Gallery’s learning as the newly appointed Chair of the National and access programs. Gallery of Australia Foundation. Since 1983, the Leading up to the fortieth anniversary of the Foundation and its members have continued an National Gallery of Australia in 2022, we review extraordinary legacy of philanthropic support. where we have come from and all that we Your generosity has enabled the acquisition have achieved, including the successes of the of significant works of art for the national Foundation. I look upon previous fundraising collection and the presentation of outstanding campaigns such as 100 Works for 100 Years and exhibitions and award-winning learning and Founding Donors 2010 as exemplary and thank access programs at the National Gallery and all donors to those campaigns, and so many Australia-wide. others, for their generosity. I am honoured to serve as the eighth chair of My aspiration as Chair is to continue the great the Foundation and look forward to working legacy of past fundraising initiatives by marking closely with the Director, the Foundation’s the Gallery’s upcoming fortieth anniversary with recently appointed Deputy Chair Philip Bacon a major fundraising program to be launched AM, our fellow Foundation Board directors and in mid 2020.