Developing public empowerment - Revision history

Antti at 14:32, 19 August 2014

2014-08-19T14:32:06Z

Antti at 14:23, 6 August 2014

2014-08-06T14:23:10Z

Antti at 14:03, 6 August 2014

2014-08-06T14:03:03Z

Antti at 18:36, 29 July 2014

2014-07-29T18:36:06Z

Antti at 07:16, 28 June 2014

2014-06-28T07:16:08Z

Antti: Created page with "Category:Public Empowerment – engaging the public in crisis management"

2014-06-28T06:54:51Z

Created page with "Category:Public Empowerment – engaging the public in crisis management"

New page

[[Category:Public Empowerment – engaging the public in crisis management]]

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 ===Public Empowerment – engaging the public in crisis management===
 <ul>
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 <li><em>Developing public empowerment</em></li>
 <li>[[Examples of best practices]]</li>
 [[Category:Public Empowerment – engaging the public in crisis management]]

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 Public empowerment needs continuous attention and at various levels from national to local, and in policymaking, planning and implementation. Preparedness activities need to be re-invented in new ways to continue attracting attention to related issues and maintaining societal resilience.
-==More about this topic==
 <ul>
 <li>[[Public Empowerment – engaging the public in crisis management|Introduction]]</li>

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 <li>[[Public empowerment approaches]]</li>
 <li>[[Key enablers of public empowerent]]</li>
-<li>Developing public empowerment</li>
+<li><em>Developing public empowerment</em></li>
 <li>[[Examples of best practices]]</li>
 [[Category:Public Empowerment – engaging the public in crisis management]]

← Older revision		Revision as of 18:36, 29 July 2014
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	Public empowerment needs continuous attention and at various levels from national to local, and in policymaking, planning and implementation. Preparedness activities need to be re-invented in new ways to continue attracting attention to related issues and maintaining societal resilience.		Public empowerment needs continuous attention and at various levels from national to local, and in policymaking, planning and implementation. Preparedness activities need to be re-invented in new ways to continue attracting attention to related issues and maintaining societal resilience.

		+	==More about this topic==
		+	<ul>
		+	<li>[[Public Empowerment – engaging the public in crisis management\|Introduction]]</li>
		+	<li>[[Public empowerment approaches]]</li>
		+	<li>[[Key enablers of public empowerent]]</li>
		+	<li>Developing public empowerment</li>
		+	<li>[[Examples of best practices]]</li>

	[[Category:Public Empowerment – engaging the public in crisis management]]		[[Category:Public Empowerment – engaging the public in crisis management]]

← Older revision		Revision as of 07:16, 28 June 2014
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		+	The societal climate forms the basis for the empowerment of publics. If there is previous experience of crises in a certain region, this facilitates risk awareness, but whether this entails passive acceptance of the risk or the feeling by people that they can do something about it also depends on the culture. The collective memory may also indicate directions for preparedness; here, storytelling is one of the possible communication strategies that can be employed to reinforce the tendency to act to enhance preparedness.
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		+	The bonds formed in well-connected societies may be helpful in responding to crises, while an inclusive society means that more groups will be included in the process. Community resilience initiatives may seek to strengthen such ties. Empowerment can be part of the fabric of a society, where people are invited to undertake their own development, and it may be possible to harness the mode of working of the government to the realization of such goals, for example, participative policymaking. If the latter is the case in various policy areas, such an approach is also more likely to be chosen in the field of rescue management.
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		+	The extent to which resources are available makes a difference, but this can also be a matter of priorities. Community resilience-enhancing activities need the involvement of policymakers, organisations and groups on many levels. Such activities will not necessarily naturally follow from the interaction of just one organisation with publics, as the way in which resources are allocated may hinder what could be beneficial at an aggregated level. Broader thinking is needed. To enable crisis management to function as a co-production of various professional and volunteer actors, various competences are required, including communication capabilities. The cross-border exchange of practices can facilitate finding suitable ways to integrate this approach in both (inter)national and local ways of working. Good practices can inspire others, while pitfalls encountered in in the learning process should also be addressed as these arise.
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		+	Public empowerment needs continuous attention and at various levels from national to local, and in policymaking, planning and implementation. Preparedness activities need to be re-invented in new ways to continue attracting attention to related issues and maintaining societal resilience.
		+
		+
	[[Category:Public Empowerment – engaging the public in crisis management]]		[[Category:Public Empowerment – engaging the public in crisis management]]