This page is part of the Guide to Disaster Recovery Capitals. The seven recovery capitals are deeply interrelated – click through to explore them all.
WHAT WE KNOW
Power is not distributed equally within and between communities during recovery (1,4,5). Decisions are often made for and by those with the most voice and agency, which can have negative impacts on marginalised groups(6–10).
WHAT WE KNOW
Community participation, agency and knowledge – including that of Indigenous peoples – are highly valuable in disaster resilience and recovery(1,11–13). Recovery outcomes are best when community capacity and local decision-making is complemented and supported (rather than overpowered) by external groups or agencies(14–16).
WHAT WE KNOW
The voices of Aboriginal peoples have largely been ignored following disasters in Australia, resulting in recovery strategies that do not consider the historical, political and cultural contexts that shape Aboriginal peoples’ experiences – including ongoing colonisation and discrimination.
Yet Aboriginal communities are also characterised by resilience, shared identities and close social bonds. There is developing knowledge of the ways in which recovery of Aboriginal peoples and the broader community may be enhanced by these strengths(7).
WHAT WE KNOW
Communities affected by disasters often receive support from broader society, including resources, guidance and emotional support(11,17,18). When this support is responsive to local needs it generally plays a positive role in recovery(14,16). Communities with greater ability to draw on external connections tend to fare better(1,4,5,19).
WHAT WE KNOW
Political agendas, public attention and power dynamics can influence what knowledge is produced and accepted after disasters. This in turn can influence policy reform and changes to practice(7,20,21). The way research and formal enquiries are set up shapes which voices are heard, and what is recommended(7,22–24).
WHAT WE KNOW
Policies and regulations, and their implementation, can shape disaster risk and recovery(10,25–27). In turn, disasters can influence the regulatory environment, and while these changes may increase resilience(25,28–30), they may also create problems in recovery. For example, stricter building codes introduced after Black Saturday raised the cost of rebuilding, resulting in shortfalls in insurance payouts and higher ongoing premiums(31,32) which led to community backlash(33).
WHAT WE KNOW
Strong and adaptable leaders can help to access external resources, encourage innovation, support community mental health and foster cooperation within and between communities(1,34,35). Training and supporting leaders before and after disasters may build these attributes, with benefits to the community as well as the wellbeing of those in leadership roles(14,34,36–38).
This resource has been developed through the Recovery Capitals (ReCap) project.
Artwork on this page by Oslo Davis and Frances Belle Parker.
Please contact Phoebe Quinn with any comments or enquiries: (03) 8344 3097, phoebeq@unimelb.edu.au or info-beyondbushfires@unimelb.edu.au.
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