Today we have a special episode of PCC local time. This week the APMM conference for local government managers took place in Bethlehem, Pennsylvania. Our conference took place in the ruins of the former Bethlehem Steel.

Overlooking the historic Steel Stacks, the largest revitalized brownfield in the country, it has become a top destination for arts and culture.

What better place then this to host the APMM 2024? Now, come with me for a break from sessions to enjoy voices that echo the theme of the conference, refresh, renew, and reimagine.

Oh, and by the way, are you coachable?

APMM is a premier association for professional municipal management in Pennsylvania. If you would like more information, check out the link below.

Guests include:

• John Ernst, Manager, Lansdale Borough
• Paul Leonard, Retired manager, former manager of Upper Dublin
• Crandall Jones, Manager, Upper Darby Township, APMM 2024 Conference Chair
• Dr. Craig Wheeland, Senior Vice Provost for Academics, Villa Nova University
• Ken Myers, Administrator, Quincy Township
• Carolyn McCreary, Manager, Montgomery Township
• Greg Primm, City Manager, City of Lower Burrell
• Dan Santoro, Manager, Cranberry Township
• Matthew R. Serakowski, Manager Upper St. Clair
• Kyle Beidler, Assistant Manager, Cranberry Township
• Nate Kline, Sr. Acct Executive, Infradaft LLC
• David Pribulka, Manager, Susquehanna Township, Incoming President
• Sara Gibson, Manager, Camp Hill Borough, Incoming Conference Chair
• Tom Vernau, Manager, Lower Allen Township
• Podcast Cover Photo taken by Nicole Whitaker, Manager, Township of Darby

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My guest today is Hugo Marynissen. He is an expert in Crisis Governance and Risk Management Co-holding the Chair of Crisis Governance at University of Antwerp.

Our conversation today will address the question of how leaders might structure organizations to better adapt to an uncertain world. He identifies key myths and assumptions that are part of traditional models that simply, do not work in times of crisis.

He is senior partner at PM•Risk Crisis Change and senior researcher at the University of Antwerp in the Business & Economics, Management department and professor at Antwerp Management School. The focus of his current research is on crisis networks, organizational resilience, normal chaos, and the role of crisis governance as a way to anticipate extreme events.

Bio at PM Risk Crisis Change

LinkedIn

Research Links

Network of Networks: Preliminary Lessons from the Antwerp Port Authority on Crisis Management and Network Governance to Deal with the COVID-19 Pandemic

Network of Networks: Preliminary Lessons from the Antwerp Port Authority on Crisis Management and Network Governance to Deal with the COVID-19 Pandemic

Mentioned in Episode:

Normal Accidents: Living with High Risk Technologies by Charles Perrow

Video Intro to Episode

03:00 - Definition of crisis governance and the inherent conflict between crisis and governance.

06:00 - Introduction of the concept of normal chaos and the human factor in crisis creation.

09:00 - Hugo's personal background and journey into academia and crisis management.

12:00 - Working with the fire service and the importance of science and academia in crisis management.

15:00 - Cultural shifts within fire services and the need for multiple good leaders rather than a single strong leader.

18:00 - Collaboration among different emergency services and the impact of hierarchical structures. Examples from the Port of Antwerp and crisis management practices during the COVID-19 lockdown.

27:00 - The concept of resilience in crisis management. Differentiating between bouncing back and bouncing forward after a crisis.

30:00 - The role of leadership in fostering resilience within organizations.

33:00 - Effective coordination and integration of autonomous networks in crisis management.

36:00 - Examples from the Houston Port and the Channel Industries Mutual Aid (CIMA).

39:00 - Real-world implications of network collaboration and trust-building.

42:00 - The role of governance in crisis management and decision-making processes.

- Balancing formal structures with implicit interactions and stakeholder influence.

45:00 - The necessity of political courage and long-term vision in governance.

- Peter Drucker's quote on turbulence and the need to adapt our thinking.

“The greatest danger in times of turbulence is not the turbulence; it is to act with yesterday's logic.”

51:00 - The tendency to repeat mistakes and the lack of...

A disaster happens where hazards meet human systems.

My guest today shared that quote and much more about what local governments can do to lay the groundwork for a smooth recovery process should the worst-case scenario occur.

We go deep on what can be done before a disaster strikes. We talk about how to expedite the funding process and the unintended consequences when communities do not make the necessary investments before disaster strikes.

Dustin Hinkel works as a consultant at Guidehouse to help state and local governments, schools, nonprofits, find, acquire, spend, and retain grant funding to help them implement their most complex and critical public service projects.

Dustin has an academic background in environmental policy and natural and technological hazards. He began his career in county emergency management but eventually rose to the role of County Executive in Taylor County, Florida before moving into a consultant role with Guidehouse.

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Connect with Dustin Hinkel on LinkedIN

More information on Guidehouse.com (State and Local Governments)

[00:03:00] Dustin's background in government and his education in emergency management. Transition from theoretical knowledge to practical application in emergency management.

[00:06:00] The realization of the importance of funding and fiscal stewardship in disaster management. Challenges in managing budgets during disasters.

[00:09:00] Support from mentors and networks in understanding public sector finance and budgeting. The role of regional associations in Florida's emergency management program.

[00:12:00] The impact of insurance rates on government investment in infrastructure.

Case study: The National Flood Insurance Program and its effects during the Great Recession.

[00:15:00] Steps to expedite funding in the event of a disaster.

Importance of pre-existing relationships and mutual aid agreements.

[00:18:00] The role of industry partners in disaster response and recovery.

Example: Utilizing local resources such as tree haulers and timber professionals.

[00:21:00] Typical questions from governments after a disaster regarding reimbursement.

Categories of expenses eligible for FEMA reimbursement and the importance of documentation.

[00:24:00] Political and administrative challenges in securing disaster declarations and assistance.

Example: Taylor County's experience during Hurricane Hermine.

[00:27:00] The importance of persistence and understanding FEMA processes.

The iterative nature of the public assistance process and interactions with FEMA officials.

[00:30:00] The complexities of local vendor preferences in federal procurement processes.

Balancing community involvement with federal standards for fair and competitive pricing.

[00:33:00] The importance of documenting baseline conditions for projects like beach renourishment and road reconstruction. Ensuring transparency and accountability in federal funding.

[00:36:00] Discussion on the Francis Scott Key Bridge and the role of federal government in local disasters. The importance of local and industry input in rebuilding infrastructure.

[00:39:00] The hypothetical scenario of FEMA funding as a loan rather than a grant.

The potential impact on community investment and infrastructure...