Welcome to the sixth edition of 'Ruminations' by John Salter - a newsletter sharing my reflections on what ought to have been known - and done - about risk, and its management. Previous copies are available for your reflection here.

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Yesterday, I had the pleasure of attending a Catalyst Network forum at the State Library Victoria (Thu 2 Aug) which was kick-started by leading social resilience researcher and Fulbright Scholar, Professor Daniel Aldrich.
The session was co-hosted by the State Library Victoria and held in association with RMIT’s School of Property, Construction and Project Management, Resilient Melbourne and Emergency Management Victoria.

During the program we heard diverse perspectives and valued contributions from panellists including:
- Robert Musgrove, Executive - Engagement Innovation, Bendigo and Adelaide Bank
- Kate Siebert, State Manager Emergency Services (Victoria), Australian Red Cross
- Bridget Tehan, Senior Policy Analyst - Emergency Management, Victorian Council of Social Service
- Rob Pradolin, property developer, strategic advisor and Founding Board Member, Housing All Australians.

My reflections on some things discussed and things evident are outlined below.

R f H x V Risk is a function of the interaction of hazards and vulnerabilities

Yes, the concept of focusing on vulnerability to enhance capabilities (i.e. resilience) is not new - indeed it has been around for decades.

However, my first observation is that where previously there was a great idea struggling for traction, there is now a refreshing groundswell, of commitment and impetus, across the community (and not just the "emergency management" sector). Further, it is being championed by a diverse spectrum of players in terms of gender, age, professions and public/private sector mix.

The "social capital as resilience" approach is not a desperate reaction by governments to past failures aiming to further the transfer costs and risks to the community - it is a well intended, well thought through and strategic approach which will enable communities.

Second, a richer understandings around building "trust" - especially in an era where some in power consciously leverage division - is informing more systematic approaches to building social capital.

There is no silver bullet. The models vary according to context - and that is their strength, as they focus and emerge based on how the community operates. By was of straightforward example, whether it "operates" with an emphasis on some key activities such as Sport or is more inclined to the Arts. This recognition that there is not one community - but many groups with a variety of shared associations - leads to a more sophisticated approach of embedding facilitators into community activities - from event management to street parties to virtually "anything" that grows "community".

Local Government has long recognised this as core business. In general - and for particular contexts. Bendigo examples of recent years is illustrative. At the particular, it included repositioning "emergency management" from a hierarchical silo into "community partnerships". The more general, example was a response to disruptive stressors around a planning proposal to build a Mosque in Bendigo. In that case, a general and widespread movement was supported to focus on inclusion and diversity. The challenge is to make such approaches sustainable - not just "Pop Ups".

That "Pop Up" is recognised as "not a solution - merely a political reaction to crisis" reflects the developing maturity of the approach. A refreshing and innovative leadership role from the private sector is demonstrating the benefits of an approach focused on shared purpose. Even where politicians are looking for physical infrastructure to "ribbon cut", opportunities can be - and are - pursued to integrate uses which will build "social capital". Examples of shared housing for supportive purposes were cited from across the globe and within Victoria initiatives are underway from the Central Business District, to suburbs and country towns. The potential for Community Hubs to integrate a range of services and partnerships is being widely and actively explored.

Third was a range of considerations around "Scale" and "Top Down vs Bottom Up".

Previous efforts have sometimes been constrained - indeed, often doomed to failure - by a culture of trying to build community capability up into hierarchies. The reality of "emergent resources" in disasters is that they blossom organically and harness flexible technologies and software platforms to communicate across social networks - amongst each other rather than vertically.

Building capacity on the back of risk is not new - indeed the only reason to analyse risk and assess vulnerability is to enhance capabilities. That social capital is key has been highlighted by recent failures of the old ways of doing business. Australia has a strong legacy of "social capital builders" (if I may call them that). From Eva Cox and Hugh Mackay who were - and are - 'clarion call champions' to the enabling tools of the Australian Bureau of Statistics.

Yes, there are and will be challenges between academics arguing "best models" and governments struggling to provide integrated platforms - but that is always the case for any forward movement, especially ones focused on social purpose and change.

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