1. CASE STUDY OF COLLABORATIVE GOVERNANCE IN KOREA: NATIONAL INSTITUTE OF CHEMICAL SAFETY

2. CASE BACKGROUND
On September 27, 2012, an explosion occurred and right tons of hydrofluoric acid (HF) leaked from the Hube Global plant in Gumi, South Korea.
Why does such large scale chemical accidents occur repetitively?
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3. Post September 27 accident, the Korean Government introduced the National Institute of Chemical Safety to enhance collaborative governance based on the philosophy of Government 3.0
To discuss on the failures of collaboration among several regulatory agencies.
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4. LESSON 1: Recognize the need for collaboration
The value of collaboration while apparent to some, must be recognized more broadly on the ground, local responders cannot be successful on their own when major incidents overwhelm their capacity.
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5. Cont.
Case 9/11- Chief Schwartz led a successful response to the Pentagon attacks because he has a pre-determined relationships. Local responders were supported by resources from surrounding jurisdictions and federal agencies.
In the wild and fire community, federal firefighters regularly augment local departments.
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6. Cont.
Regardless of jurisdiction, forces closest to the emergency initiate the response to lessen the extent of damage.
No single locality can effectively respond to every disaster.
We must work collaboratively.
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7. LESSON 2: Expand the traditional role of leadership
Effective collaboration in a crisis requires proactive leaders who push boundaries and build relationships across organizations and functions.
Collaborative leaders need to know both how to lead and how to follow.
Leaders must not focus only on what they can get, but also what they can provide.
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8. Cont.
Case 9/11- Fire chief, Schwartz actively works with regional fire departments, police and public health departments, and state and federal contacts to build mutually beneficial agreements.
Collaborative leaders set the example of looking for new ways to communicate, interacts and build trust with counterparts in different areas of expertise and jurisdictions.
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9. LESSON 3: Ensure clear communication
Clear methods of communication between public, private and non-profit organizations need to be established before a crisis. Through out the crisis, information must be readily available to determine the needs, available resources and responses is managed.
Communications must provide important and appropriate information in a timely manner.
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10. Cont.
Case 9/11- The Tactical Communications Support Processor (TCSP) relies on a secure online communication network through which non-crisis and crisis information is passed.
Their system is instrumental in sustaining the relationships between the FBI, local agencies and corporate partners, and in coordinating emergency responses.
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11. Cont.
The consistency and relevance of communications passed through the system builds trust between participants.
In fact, the TCSP has not had a breach of secure information since its formation. Participants know what they share and receive is credible and valuable.
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12. CONCLUSION
Participants from the public, private and non-profit sectors should all emphasize on the need to collaborate. As we recognized, the value of working across boundaries, we can act as catalysts in initiating partnerships and spreading the culture of collaboration.
In effects, each of us can multiply collaborative efforts.
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13. Cont.
We should all do what we expect of others- communicate accurately and timely information, share resources and expertise and foster a culture of respect and understanding across sectors.
Each sectors has unique resources that can impact response efforts and should be leverage appropriately.
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14. Cont.
As we improved collaboration between public, private and non-profit organizations- before and during a crisis- we will better keep our communities safe.
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