Harmony values in disaster emergency response management

Social capital is considered an important element in the social life of the community. Social capital that leads to social harmony plays a role in maintaining social stability between individuals. Social capital is also needed in an effort to deal with all kinds of things, especially when a natural disaster occurs. This study aims to find out and explore the values of harmony in the management of the earthquake emergency response that occurred in Malang in 2021. This study used a qualitative research method with a case study approach. The subjects in the study were 15 people who were selected through a purposive sampling method with criteria as community leaders, religious leaders, volunteers, and residents, both affected and unaffected. The results of the study show that social capital in the form of social harmony plays an important role where these social values are used as a basis in forming an emergency response system which includes initial handling, distribution of aid, and post-earthquake rebuilding (reconstruction). The implications of social capital have a positive and negative impact on the affected residents. These positive impacts are in the form of equitable distribution of aid, the rapid progress of development, and an increased sense of harmony and solidarity with the residents. While the negative impact is the emergence of disputes among residents related to assistance caused by misunderstandings among residents

Harmony values in disaster emergency response management

Social capital is considered an important element in the social life of the community. Social capital that leads to social harmony plays a role in maintaining social stability between individuals. Social capital is also needed in an effort to deal with all kinds of things, especially when a natural disaster occurs. This study aims to find out and explore the values of harmony in the management of the earthquake emergency response that occurred in Malang in 2021. This study used a qualitative research method with a case study approach. The subjects in the study were 15 people who were selected through a purposive sampling method with criteria as community leaders, religious leaders, volunteers, and residents, both affected and unaffected. The results of the study show that social capital in the form of social harmony plays an important role where these social values are used as a basis in forming an emergency response system which includes initial handling, distribution of aid, and post-earthquake rebuilding (reconstruction). The implications of social capital have a positive and negative impact on the affected residents. These positive impacts are in the form of equitable distribution of aid, the rapid progress of development, and an increased sense of harmony and solidarity with the residents. While the negative impact is the emergence of disputes among residents related to assistance caused by misunderstandings among residents

Bridging the theory and practise gap in emergency services research: the case for a new journal

Purpose - The paper aims to provide the rationale underpinning this new journal in addressing the apparent gap and fragmented nature of the emergency services research, to introduce the papers in this inaugural issue and encourage readers and potential contributors to support the International Journal of Emergency Services (IJES). Design/methodology/approach - The paper introduces the new journal to outline the current "silos approach" which isolates the academic and practitioner community. It also outlines the editorial intentions for the journal linking to the theme and selected papers for the inaugural issue and future direction of travel. Findings- Emergency function resides with a host of agencies including the three "blue light" services (police fire and ambulance). IJES is an opportunity to publish up-to-date and original research contributions for the benefit of scholars, policy makers and practitioners in these areas, including the interface happening at national, regional and global level. Originality/value - Articulating the IJES vision in addressing the apparent gaps in the emergency services research including the theory-practise divide, the paper provides useful knowledge to potential readers who are interested but may have insufficient knowledge in the emergency services research. It also highlights some potential areas for research

Managing for local resilience: towards a strategic approach

The term resilience is increasingly being used to capture the challenges involved in managing in ‘hard times’. This article aims to provide one of the first empirical studies of the term’s application to local authority interventions around emergency planning and climate change: two areas in which resilience has been particularly emphasised in local policy making. Drawing upon research undertaken in the north east of England, the article considers how local managers have understood and applied the term, the extent to which it has been developed as a coherent policy agenda, and its strategic significance. In reframing the debate on resilience in terms of discourses of ‘recovery’ and ‘transformation’, the article examines how, in addition to informing policy realities on the ground, resilience is also a normative, politically laden term, within which conservative narratives of uncertainty, vulnerability and anxiety compete with a more radical focus on hope, adaptation and transformation. The study reveals concerns over the term’s longevity, tensions between the different interpretations of resilience, and the lack of a coherent strategic framework within which the different discourses on resilience could be considered and reconciled. However, the article also captures the growing importance of a resilience narrative that is seen to add value in a period of austerity, integrate key features of climate change adaptation and emergency planning, and act as a ‘strategic lynchpin’ in relation to other policy areas, such as economic resilience

Community Philanthropy: How the Delta Region Revives, Embraces, and Promotes the Spirit of Giving

· Community philanthropy is the giving of time, talent, and treasure that when invested locally is characteristic of positive change and lasting development. · This article reports on a survey of 31 small Arkansas communities of 5,000 to 15,000 in population using open-ended descriptive questions. Responses were compared across communities to assess variation in giving/fundraising, civic engagement, and leadership. · Data confirm that giving/fundraising was substantial, particularly in communities with populations of 8,000 or less. · Findings show that people are giving not only their money, but also their services, time, and skills – especially in times of emergency response. Giving was not restricted to the wealthy but included various levels of generosity. · The same leaders engage repeatedly, resulting in leadership fatigue. · Community philanthropy is a viable innovation and, by growing the public will and momentum for its use, it could turn communities into healthy, equitable places where vulnerable families can succeed

FEMA's Integration of Preparedness and Development of Robust Regional Offices

In October 2006, Congress enacted major legislation to reform the function and organization of the Federal Emergency Management Agency (FEMA) in response to the recognized failures in preparation for and response to Hurricane Katrina. The Post-Katrina Emergency Management Reform Act of 2006 (PKEMRA) focused national preparedness responsibilities within FEMA and directed additional resources and responsibilities to FEMA's ten regional offices. Directed by Congress, in October 2008 a National Academy Panel began an independent assessment of FEMA's integration of preparedness functions and progress in development of robust regional offices.Main FindingsOver the past three years, FEMA has taken significant steps in an effort to integrate preparedness and develop more robust regional offices. These efforts, undertaken by both the previous and current Administrations, are documented throughout this report and should be recognized and applauded. However, FEMA has yet to define specific goals and outcomes that would permit it, Congress or the public to determine when preparedness has been fully integrated into all aspects of FEMA's work and whether the development and ongoing operation of robust regional offices has been achieved. In the absence of well-defined, measurable outcome indicators, the National Academy Panel relied upon the assessments of FEMA leaders and staff, documentation provided by FEMA, and a review of secondary sources material to inform its findings and recommendations. Based upon this evidence, the Panel has concluded that, while progress has been made: (1) preparedness is not fully integrated across FEMA, (2) FEMA's regional offices do not yet have the capacity required to ensure the nation is fully prepared, (3) stakeholders are not yet full partners with FEMA in national preparedness, and (4) FEMA has ineffective internal business practices, particularly with regard to human resource management. The Panel made seven recommendations for FEMA:Establish a cross-organizational process, with participation from internal and external stakeholders, to develop a shared understanding of preparedness integrationEstablish a robust set of outcome metrics and standards for preparedness integration, as well as a system to monitor and evaluate progress on an ongoing basisWork to eliminate organizational barriers that are adversely impacting the full integration of preparedness across the agencyContinue to build regional office capacity and monitor implementation consistent with the Administrator's recent policy guidanceUndertake steps to improve the ongoing working relationship between headquarters and the regions in accord with Panel-identified principlesTake steps to improve stakeholder engagement and relationships at all levels in accord with Panel-identified principles; andStrengthen internal business practices, especially in the area of human capital planning

Community Resilience Research: UK Case Studies, Lessons and Recommendations report to the Cabinet Office and Defence Science and Technology Laboratory.

This report presents four case studies carried out for the Community Resilience project funded by DSTL and supported by the Civil Contingency Secretariat (CCS), Cabinet Office. The work for this project was carried out between September and December 2011. The aim of the Community Resilience project was to develop a better understanding of the role of community resilience in emergency response and recovery situations in order to inform Cabinet Office / Civil Contingencies Secretariat policy on community resilience and to inform the development of future work