Exploring the Role of Adaptive Capacity on Democratic Performance
Lead Research Organisation:
Edge Hill University
Department Name: Social Sciences
Abstract
COVID-19, and the economic collapse triggered by it, laid bare the precarious financial, educational, and social situations of residents in communities around the world. The collapse has exposed and exacerbated enduring economic and social inequities by pushing those precariously employed, housed, clothed, educated, and fed deeper into a low or no-access abyss and pushing those who were moderately well-off into the uncertainty of hardship. Organisations that serve this high need/high-risk population have also been challenged by new resource constraints, different capacities to adapt, and various levels of capacity for collaboration and to enhance performance in light of unique, widespread need.
This research focuses in two areas: reducing inequalities and vulnerabilities and fostering democratic governance and political participation. These foci are inextricably linked and can fruitfully be explored in tandem. Together, we label them as democratic performance. Using organisational theories, organisational behaviour theories, sociological theories, and democratic theories, with a focus on adaptive capacity, inter-organizational relations, performance, and bureaucratic responsiveness, the research asks four questions across four countries (US, UK, Canada and Poland):
(RQ1) What health, social and economic wellbeing inequalities both real and perceived emerged for vulnerable populations during COVID-19 pandemic, pre- and post-vaccine, and why did they emerge?
(RQ2) How did single and collaborative organisational (government, nonprofit) adaptive capacities affect (in)equitable outcomes for vulnerable populations, pre- and post-vaccine, such as individual felt exclusion and trust in social support organisations?
(RQ3) How did single and collaborative adaptive capacities affect policy compliance and behaviour for vulnerable populations?
(RQ4) What digital tools will facilitate a sustained international and domestic collaboration to enhance global and local action to reduce inequities, increase inclusion in decision-making, and strengthen trust and universal policy compliance?
The research questions will be answered through a multiple embedded case study design using qualitative and quantitative data collection and analysis tools. The main cases will be four metropolitan areas (Atlanta, United States; Manchester, United Kingdom; Montreal, Canada; Warsaw, Poland) with government and nonprofit social support organisations. These will include services such as mental health, disability, eldercare, housing, employment, and family and child support. In each city, a combined total of 5-10 organisations will be recruited and a series of in-depth interviews with organisational leaders will address RQ2 and RQ3. A general population survey of 1100 respondents in each city or metropolitan region will be carried out to address RQ1. The findings will be compared to those from the survey that takes place in the second stage of the research with at least 300 service recipients in each metropolitan area. In the final year and phase of the project, in response to RQ4, all participating governmental and nongovernmental organisations will engage in dialogue with researchers in each metropolitan area to co-design a sustainable virtual platform to share practices that address adaptive capacity challenges to reduce the democratic deficit that exists between service producers and providers, and vulnerable and marginalised populations.
This research focuses in two areas: reducing inequalities and vulnerabilities and fostering democratic governance and political participation. These foci are inextricably linked and can fruitfully be explored in tandem. Together, we label them as democratic performance. Using organisational theories, organisational behaviour theories, sociological theories, and democratic theories, with a focus on adaptive capacity, inter-organizational relations, performance, and bureaucratic responsiveness, the research asks four questions across four countries (US, UK, Canada and Poland):
(RQ1) What health, social and economic wellbeing inequalities both real and perceived emerged for vulnerable populations during COVID-19 pandemic, pre- and post-vaccine, and why did they emerge?
(RQ2) How did single and collaborative organisational (government, nonprofit) adaptive capacities affect (in)equitable outcomes for vulnerable populations, pre- and post-vaccine, such as individual felt exclusion and trust in social support organisations?
(RQ3) How did single and collaborative adaptive capacities affect policy compliance and behaviour for vulnerable populations?
(RQ4) What digital tools will facilitate a sustained international and domestic collaboration to enhance global and local action to reduce inequities, increase inclusion in decision-making, and strengthen trust and universal policy compliance?
The research questions will be answered through a multiple embedded case study design using qualitative and quantitative data collection and analysis tools. The main cases will be four metropolitan areas (Atlanta, United States; Manchester, United Kingdom; Montreal, Canada; Warsaw, Poland) with government and nonprofit social support organisations. These will include services such as mental health, disability, eldercare, housing, employment, and family and child support. In each city, a combined total of 5-10 organisations will be recruited and a series of in-depth interviews with organisational leaders will address RQ2 and RQ3. A general population survey of 1100 respondents in each city or metropolitan region will be carried out to address RQ1. The findings will be compared to those from the survey that takes place in the second stage of the research with at least 300 service recipients in each metropolitan area. In the final year and phase of the project, in response to RQ4, all participating governmental and nongovernmental organisations will engage in dialogue with researchers in each metropolitan area to co-design a sustainable virtual platform to share practices that address adaptive capacity challenges to reduce the democratic deficit that exists between service producers and providers, and vulnerable and marginalised populations.
Organisations
| Description | CPD for mental health charity |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Third sector organisations |
| Results and Impact | The team delivered a CPD session for staff at one of the third sector organisations that took part in the research as part of their programme of Research, Learning and Development webinars. This was on the topic of 'Adaptive Capacity and Democratic Performance' in relation to the strand of research undertaken in the UK with third sector organisations in Greater Manchester, exploring adaptive capacities exhibited during the COVID-19 pandemic. The webinar was watched live by 15 members of staff in various health, social care and education roles from across the group ranging from frontline staff through to those in senior management positions in the organisation, including the group's Chief Executive. The webinar recording has also subsequently been viewed further by other members of staff and is likely to continue to be watched for some time as it is now housed within the organisation's intranet in a dedicated research hub space. The group's CEO enjoyed the webinar presentation so much that it led to her thinking about how a culture of 'adaptive capacity' could be developed and encouraged within the organisation, as keeping abreast of innovations and best practice are key, as is creating a culture that is open to change. Following on from undertaking further reading on the topic and feeling that this methodology was a 'good organisational strategic fit', the group's head of Organisational Development was subsequently tasked with incorporating the approach into her strategy for this area, and which is shortly to be considered by the Leadership Team at their annual awayday event, focused on innovation. |
| Year(s) Of Engagement Activity | 2024 |
| Description | Dissemination event for third sector organisations involved in the research |
| Form Of Engagement Activity | Participation in an activity, workshop or similar |
| Part Of Official Scheme? | No |
| Geographic Reach | Regional |
| Primary Audience | Third sector organisations |
| Results and Impact | The purpose of the event was to disseminate research findings to the seventeen organisations that took part in the research. We held this at a central venue but, despite this, attendance was low. Several of the organisations had wanted to attend but various issues (including sickness) precluded this. Two organisations did attend and this proved very fruitful in terms of developing ways of making the findings accessible. Both organisations are keen to advise on project reports and recommendations which will mean these outputs are as useful as possible for the third sector. |
| Year(s) Of Engagement Activity | 2024 |