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	<title>Blog &#187; crisis management</title>
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		<title>Who leads what?</title>
		<link>http://www.instituteforgovernment.org.uk/blog/3318/who-leads-what/?source=rss</link>
		<comments>http://www.instituteforgovernment.org.uk/blog/3318/who-leads-what/#comments</comments>
		<pubDate>Sun, 21 Aug 2011 22:16:29 +0000</pubDate>
		<dc:creator>Zoe Gruhn</dc:creator>
				<category><![CDATA[Leadership for government]]></category>
		<category><![CDATA[crisis management]]></category>
		<category><![CDATA[Leadership]]></category>
		<category><![CDATA[Ministerial effectiveness]]></category>
		<category><![CDATA[No 10]]></category>

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		<description><![CDATA[This is not so much whether the riots and their aftermath have been the biggest test the Prime Minister has faced since coming to office, which seems to be the view of most commentators, but rather what kind of leadership is required to deal with such events. This has achieved greater prominence following the decision by the police’s leadership to question the impact and role of politicians. This intervention has, if anything, muddied the waters by confusing the types of leadership which necessarily have to come into play. For the police, their role primarily is to provide operational leadership i.e. to be seen to be in charge of the strategic overview and detail down to very local levels of the response on the ground to threats to security, life and property. This is not the job of politicians, they would not have the skills to do it and the public would not expect it of them. So what is the role of politicians in such situations, assuming it is not an ‘irrelevance’? People expect politicians to show leadership and this is a core reason why they are voted into office. But it is a particular type of leadership. It is [...]]]></description>
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		<title>Was Gordon Brown&#8217;s &#8216;Economic War Council&#8217; a new model for driving the PM&#8217;s agenda?</title>
		<link>http://www.instituteforgovernment.org.uk/blog/2728/was-gordon-browns-economic-war-council-a-new-model-for-driving-the-pms-agenda/?source=rss</link>
		<comments>http://www.instituteforgovernment.org.uk/blog/2728/was-gordon-browns-economic-war-council-a-new-model-for-driving-the-pms-agenda/#comments</comments>
		<pubDate>Thu, 02 Jun 2011 09:30:48 +0000</pubDate>
		<dc:creator>Jill Rutter</dc:creator>
				<category><![CDATA[A more effective Whitehall]]></category>
		<category><![CDATA[Budget deficit]]></category>
		<category><![CDATA[crisis management]]></category>
		<category><![CDATA[No 10]]></category>
		<category><![CDATA[The Centre]]></category>

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		<description><![CDATA[The National Economic Committee (NEC) was an &#8216;Economic War Council&#8217; to drive the government response to the recession. This was a different sort of cabinet committee, that: met weekly (twice weekly at the start) was chaired by the PM and met in the famous COBRA crisis room –  to reinforce the message this was not business as usual had a wide membership of involved departments and key expert business ministers – but with a strict no substitutes rule. But what is really interesting about the NEC is its underpinning structure. The committee had: a strong, activist secretariat – with Treasury people reporting to their permanent secretary as well weekly supporting meetings of permanent secretaries of member departments weekly supporting meetings of special advisers chaired by Dan Corry a central commissioning process &#8211; involving the NEC secretariat, the Number 10 permanent secretary and relevant private secretary, and Dan Corry as Policy Unit member. The first and last were “forcing mechanisms” to get collective action on a “realistic but pacey timetable” and to get departments to go beyond their standard departmental positions.  The others were “flanking mechanisms” to keep everyone on board. Successes The NEC established itself as the decision making forum and [...]]]></description>
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		<title>Japanese earthquake: tested to the limit</title>
		<link>http://www.instituteforgovernment.org.uk/blog/2177/japanese-earthquake-tested-to-the-limit/?source=rss</link>
		<comments>http://www.instituteforgovernment.org.uk/blog/2177/japanese-earthquake-tested-to-the-limit/#comments</comments>
		<pubDate>Mon, 14 Mar 2011 17:12:45 +0000</pubDate>
		<dc:creator>Catherine Haddon</dc:creator>
				<category><![CDATA[Leadership for government]]></category>
		<category><![CDATA[crisis management]]></category>
		<category><![CDATA[Shaping Up]]></category>

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		<description><![CDATA[The first quarter of 2011 has seen an unprecedented cluster of natural disasters in developed countries – from floods in Queensland and Victoria, to the Christchurch earthquake, to the devastation of northern Japan, with the added risk of nuclear fallout. The catastrophic impact of last Friday’s quake and tsunami in Japan shows that even the very best preparation can be overwhelmed by violent and unpredictable events of this magnitude. Japan has a well-drilled population, strict building regulations and some of the most extensive earthquake planning in the world. But right now the estimates of dead and missing, the nuclear emergency, and the numbers of people in need of basic supplies and sanitation are a reminder that sometimes all a government can do is try to cope. This is what crisis management is all about. Being able to react with speed and certainty, explaining what you are doing, and making the best use of your strained resources can have a huge impact in the short, medium and long term. Contingency planning The scale of contingency planning and speedy reaction has undoubtedly saved lives. It is also clear lessons were learnt from the 2004 Boxing Day Tsunami on early warning systems. But with [...]]]></description>
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