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Almost every year the nation was shocked by the fire incident at school and hostel. The Fire and Rescue Department of Malaysia (2020) recorded 216 fires that have occurred at the private Islamic religious schools from 2015 until 2019, where several fires have killed many students, such as accidents in 1985, 1998, 2013, 2014 and 2017. As a result, the public began questioning the level of awareness among the school administrators. Addressing these issues, a survey has been conducted on the private Islamic religious schools that had experienced fire incidents in order to identify the awareness level among the administrators and students and to investigate whether aspects of compliance with fire safety procedures are enhanced. Four groups of respondents were selected, in which the Department of Fire and Rescue acts as a focus group. The other three groups are the victims who have faced the fire itself in their respective schools. The findings highlighted that the awareness level among victims towards the fire prevention practices is very low. Evidence has revealed there is no periodic supervision towards fire safety equipment, and only 35% comply with the standard procedure. Experts suggest sustainable school building should introduce to meet the criteria in performance-based fire management solutions. This reflects the fact that building continuity and fire safety can be complementary, not contradictory, if the two disciplines engage in meaningful dialogue at the beginning of the design process.

To examine and account for an innovative project bid and delivery partnership by a fire and rescue service in an area (Eastern European migrant integration) usually thought to be beyond its remit. An interpretation of the findings will be based on public value theory.

The study examines three sets of conditions: national and local political and economic environments facilitating the grant bid and its success; a history of safety and safeguarding work by a specific fire and rescue service that made the bid plausible and leadership of the FRS in constructing both bid (for funding) and turning that into a delivery partnership. Methods included a focused analysis of existing academic work and government reports, observation of partnership meetings, interviews and a focus group.

That the success of the funding bid and delivery of objectives can be explained in terms of national government funding decisions relating to migrant integration; the recognition both locally and nationally that the specific FRS had the capacity, because of previous innovative partnership work, to manage all aspects of a sub-regional partnership; the ability of the FRS to manage the delivery of partnership objectives over a two year period; that the project realised a range of public value outcomes. It generated a range of public value outcomes. Individual managers took risks and worked ‘beyond authority’ but the partnership that they built and maintained was the principal entrepreneurial agent.

The findings may have implications for the reconfiguration of sub-regional public service delivery.

The chapter is a study of a successful innovative, fire and rescue service led public sector partnership creating public value outcomes.

Amid the COVID-19 world pandemic, there are few organizations that have proven to be recession proof. A Dubai-based company has managed to resist its second recession after the 2008 market downturn, with no lay-offs, cash flow problems, and over 80% customer satisfaction. NAFFCO, a world leader in manufacturing fire safety and security solutions, is the organization that beat the odds. The aim of this case study is to identify the drivers of success that contributed to the continuous growth of the organization, despite turbulences in the market condition. Six drivers were identified: (1) Situational Leadership Style, (2) Innovation through Kaizen, (3) Quality Focus, (4) Research and Development Philosophy with Knowledge Spillover Integration, (5) Esprit de corps, and finally (6) Corporate Citizenship. These drivers were cross-examined with respect to academic literature and an analysis of the deviations and commonalities have been presented. Based on the cross examination of different strategic drivers, suitable areas of future studies have been indicated to understand the magnitude of their effects including NAFFCO’s Oath!

The present chapter has reviewed the opportunities and limitations of the Russian Federation to situate as a leading international destination. There are significant methodological and conceptual issues during the assessment of the world countries and regions safety level. They are caused by lack of the universal assessment method of such risks, incompleteness of the risk criteria taken into consideration, subjective assessment factors, and occasional substitution of the risk factors with the political–competitive ones. Still, the safety issue is one of the most important for a modern tourist. The available information resources, providing their own safety level assessment of the world countries and regions for travellers, differ between them in terms of the selected categories, specified safety levels of the countries and regions and also in terms of understanding and details of the travel risk notion itself. But the greatest challenge for an ordinary tourist, who does not have experience in searching specialised information, is to become familiar with these information resources.

With confidence in the British Political system in decline, it is more important than ever that the top-down approach to decision-making and service strategy in public services is challenged. In this chapter, we examine how coproduction of services can be achieved using Get Talking, an approach to participatory action research that utilizes creative consultation techniques to engage with publics. We explain how the approach enabled Staffordshire Fire and Rescue Service (SFRS) to involve young people in the development of a Children and Young People’s Strategy. The case study approach, building on qualitative methods including focus groups and semi-structured interviews, demonstrates how creative approaches were used by public sector staff to engage young people and partners in strategy development. Creative consultation techniques were used to facilitate the focus group activity. While using Get Talking as an approach to policy development required a resource investment in terms of staff time, it provided SFRS with insight into the needs of service users. This resulted in a more relevant strategy being developed and a cultural shift in how the organization works with young people. Engagement with the Get Talking process had a positive effect on staff, providing them with a sense of ownership over the resulting strategy, enhanced the reputation of SFRS with partners, and improved relationships with young people through demonstrating that they were valued partners in coproduction. While the approach was well received by all parties, challenges of using Get Talking in a public service setting resulted in pragmatic adaptations to a traditional PAR approach.

This chapter focuses on the international development of Société Lyonnaise d’Appareillage Téléphonique, an independent small- and medium-sized enterprise (SME) which develops, produces and markets solutions of secured alimentations. Located in France, the company has more than 70 employees. The SME has mainly developed in international markets through export activities: in 2016, it realised 21.2% of its total sales abroad and its products were marketed in 37 countries. In 2011, the company decided to implement a sales subsidiary in Germany to strengthen its presence in international markets. In this process, the company was accompanied by a promotion agency which helps companies from the Auvergne-Rhône-Alpes region to expand into foreign markets. The authors of this chapter explain the role played by the agency in the establishment of the foreign subsidiary and the influence of a successful accompaniment experience on the internationalisation process.

Modern emergency management policy is built around the concepts of shared responsibility and the development of resilient communities. Drawing on the Australian context, this chapter argues that giving effect to these policy directions will require negotiation between stakeholders and an inevitable trade in values, interests, and resources. The chapter identifies an apparent contradiction at the heart of modern disaster management: that improvements in establishing professional emergency and risk management services may have reduced the capacity of individuals and local communities to take responsibility for disaster preparation and response.

The law of catastrophic wildfire prevention and response in the Mediterranean member states of the European Union stands in stark contrast to that of common law nation states such as Australia and the United States. This is due primarily to the higher levels of reciprocal moral and legal obligations between governments and citizens established in various sources of European law. Focusing on the relationship between the EU, Spain, and the Autonomous Community of Catalonia within Spain, this chapter describes these three legal frameworks as they are nested within each other, followed by some case law examples of these laws in action. We compare and contrast the philosophical assumptions underlying the utilitarian cost–benefit approach to regulatory justification used in the United States with the precautionary principle model emblematic of the European Union, the member state of Spain, and its Autonomous Community of Catalonia. Regardless of approach, protection of the public health, safety, and welfare will only be as robust and effective as the government agencies that have that responsibility, and the degree of cooperation with those agencies of the citizens they serve.