Empowering Emergency Operations Management: A Pride Day

Publication Name

Studies in Systems, Decision and Control

Abstract

In recent years, the importance of inclusivity and diversity in emergency operations management has gained significant recognition. This chapter introduces "Pride Day," a novel initiative aimed at empowering emergency operations management by celebrating and including LGBTQ + communities. Pride Day serves as a platform to raise awareness, promote understanding, and foster a culture of inclusivity within emergency response organisations. It underlines the need for diverse perspectives and experiences in emergency operations management, highlighting the benefits of embracing LGBTQ + individuals and their unique contributions. It explores the challenges faced by LGBTQ + communities during emergencies, such as discrimination, lack of tailored support, and barriers to accessing essential services. Pride Day is proposed as an annual event that encourages emergency response agencies to engage in various activities centred around LGBTQ + awareness and inclusion. These activities may include training sessions on LGBTQ + cultural competence, policy reviews to ensure non-discrimination and equality, and fostering partnerships with local LGBTQ + organisations. Emergency response organisations can enhance their effectiveness and responsiveness to diverse communities by actively promoting inclusivity. Pride Day also creates a safe and supportive environment for LGBTQ + employees, promoting employee morale, well-being, and retention within emergency response agencies. It should be noted that Pride Day is not limited to a single day but serves as a catalyst for long-term changes within emergency operations management. It fosters ongoing efforts to create an inclusive and resilient emergency management system that effectively addresses the needs of all individuals, regardless of their sexual orientation or gender identity.

Open Access Status

This publication is not available as open access

Volume

518

First Page

109

Last Page

120

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Link to publisher version (DOI)

http://dx.doi.org/10.1007/978-3-031-51719-8_7