What Is the role of the Third Sector in implementing resilience? A case study of Scottish emergency management 2008-‐10
Moran, Clare Porter
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This Thesis presents ethnographic data collected through multi-‐sector, multi-‐level purposive sampling in a longitudinal qualitative case study between 2008 and 2010. A pilot study had discovered the changing role of government in building capacity for responses to civil emergencies, against a context of changing risks and resources for UK Emergency Management. The Thesis explored the increasing involvement of non-‐statutory agencies by focussing on the ‘Third Sector’: voluntary, charitable, faith, or community organisations and communities. The Thesis reports (1) the relationship between multi-‐organisational arrangements and resilience, (2) the role of Third Sector organisations in implementing resilience, and (3) the role of the Third Sector in community resilience. (1) The data suggested that the process of implementing resilience involved operationalising the resilience concept as a philosophy for Integrated Emergency Management [IEM], and consequent changes to the governance and organisation of Scottish and UK emergency management. The research linked the role of the Third Sector in resilience and community resilience to the dynamic between preparedness and response. It explored (2) the impact of implementing resilience on organising and organisations in the Third Sector, and (3) policy development and capacity-‐building for an emergent role in community resilience. The Thesis makes a distinctive contribution to the discipline of Public Management. Firstly, the findings represent a novel empirical and theoretical contribution regarding the role of the Third Sector in community resilience and in the resilience paradigm of emergency management. This data is used to extend existing theory about the proactive role of Third Sector organisations in collaborative emergency management. Secondly, the Thesis argues that the meso-‐level of analysis is neglected in the emerging field of resilience studies. Network and collaboration theory in Public Management are used to make a novel theoretical contribution, describing the relationship between multi-‐organisational arrangements and the operationalisation of ‘resilient’ emergency management. Thirdly, the Thesis contributes to the study of collaborative emergency management from this longitudinal perspective. This data is used to extend our understanding of (a) the applicability of Public Management theory to this context and (b) the relevance of data from this context to theories of collaborative public management.