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Ethos Perspectives

Social Resilience

Comments/Analysis
Each of the countries cited above has recognised that crisis management needs to go beyond technical solutions. However, each has approached social resilience differently. Both Australia and the UK have devoted attention towards actively engaging their respective Muslim communities—seeking to reduce racial inequality (UK) and establishing dialogue with the Muslim community (Australia). For the US, social resilience manifests itself in getting the local community to respond and decide on the existing gaps needed to harden the community. Despite the differences, Durodie’s call to involve people more deeply in the planning and response to crises resonates with each of the country’s strategies.

In retrospect, Singapore’s management of the SARS outbreak could be a case-in-point to illustrate social resilience. Initiatives such as food delivery services to quarantined families and translation of government communications to dialects and foreign languages were clearly efforts involving the populace and community-grassroots leaders. Mass exercises of taking temperature in schools and at public areas such as food centres instilled a sense of participation and social responsibility in dealing with the crisis.

Enhancing a country's social resilience can be challenging. It surfaces these dilemmas:

How can communities take greater ownership over crisis responses, and develop redundancies in the social systems, so as to build greater community resilience?
How to maintain a high level of coordination across government to ensure coherence in the different resilience initiatives, and will this run counter to empowering communities to participate actively in crisis response and recovery?
How to measure or assess the degree of resilience in a society, and ensure sufficient resources allocated to this important dimension of internal security? How do the ideas of social resilience and its importance affect policy-making in this area?

Prepared by:
James Low
Senior Researcher, Research Unit, Institute of Policy Development, CSC

Song Hsi Ching
Assistant Manager, Centre for Governance and Leadership / Institute of Policy Development, CSC

 

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