ABSTRACT
This chapter presents the case studies of the 2011 Queensland floods, which is being used to analyse the intersection between whole of government and crisis management. Queensland is by nature a state accustomed to frequent natural disaster events. The chapter builds upon the work undertaken previously by addressing how the key thematic areas outlined: leadership, coordination, organisational culture, social capital and institutions impact on the outcomes of the disaster. It reflects on the specific context and the disaster management arrangements in place in Queensland including how these were structured and implemented during the 2011 floods. The chapter provides insights into the way that whole of government functioned through the use of both primary and secondary sources including interviews across the political, bureaucratic and operational levels. The insights generated will then be used as part of the comparison to the Victorian bushfires. Finally, the chapter considers the case studies to understand the bi-directional relationship with broader crisis management principles.
