Derek R Slagle, J.J. McIntyre, April Chatham-Carpenter and Heather Ann Reed
The purpose of this study is to examine the types of information that were shared by the institution, and faculty/staff responses to the information shared, with the goal of…
Abstract
Purpose
The purpose of this study is to examine the types of information that were shared by the institution, and faculty/staff responses to the information shared, with the goal of providing recommendations for other institutions facing concurrent crises.
Design/methodology/approach
This mixed-methods case study examines a public university's experiences managing the Covid-19 pandemic crisis while simultaneously navigating financial challenges that had been building over time. Using data from university-wide mediated communications and a survey of on-campus stakeholders during the Covid-19 pandemic and university retrenchment process, this paper explores institutional communication, stakeholder response to organizational communication and faculty/staff reactions to information in the midst of concurrent crises.
Findings
The study found that the university used instructing and advising information within its messages from its top administrator but fell short of incorporating empathy for its stakeholders in its initial responses.
Research limitations/implications
Using the situational crisis communication theory (Coombs, 2019), which recommends the use of an ethical base response to crises, implications are provided for other organizations facing concurrent crises during the Covid-19 pandemic, to also incorporate empathy in their messages to stakeholders whose livelihoods are being affected, across multiple platforms.
Originality/value
Weathering the Covid-19 pandemic and long-term financial pitfalls have proven to be a disruptive phenomenon for higher education institutions. This research expands understanding of institutional communication and stakeholder reactions in a higher education institution facing both the Covid-19 crisis and a retrenchment.
Peer review
The peer-review history for this article is available at: https://publons.com/publon/10.1108/OIR-09-2020-0415.
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Darrin Wilson and Derek Slagle
Unclaimed property is an important part of state government operations, yet very little research has been conducted on the function of returning unclaimed property to owners or…
Abstract
Purpose
Unclaimed property is an important part of state government operations, yet very little research has been conducted on the function of returning unclaimed property to owners or the related public administration operation of unclaimed property. The purpose of this paper is to offer an exploratory study of unclaimed property in the USA and the factors that influence management.
Design/methodology/approach
The authors use Agency Theory to examine the role of unclaimed property in state government budgeting and operations. The data consisted of a 2011 survey of state unclaimed property agencies, which was utilized for a regression model.
Findings
Results showed: type of uniform code used to govern unclaimed property; and presence and size of marketing staff in the agency had a significant relationship with extent of property returned to owners.
Originality/value
This is the first comprehensive study on how state governments manage unclaimed property. This study can provide practitioners, policymakers, and researchers with a better insight into unclaimed property management.
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Hans Louis-Charles, Sahar Derakhshan, Amidu Kalokoh, Curtis Brown and Anthony Starke
Recent US federal executive orders have prioritized equity within the federal government, and the Federal Emergency Management Agency (FEMA) has declared equity as a foundational…
Abstract
Purpose
Recent US federal executive orders have prioritized equity within the federal government, and the Federal Emergency Management Agency (FEMA) has declared equity as a foundational pillar in their 2022–2026 Strategic Plan. This research study investigates the distributive equity of the most locally disseminated FEMA grant, the Emergency Management Performance Grant (EMPG).
Design/methodology/approach
The Commonwealth of Virginia was selected for our research study due to its exposure to natural hazards, recent disaster losses, variance among local emergency management programs, and high-profile political disputes against diversity, equity and inclusion (DEI) initiatives. EMPG data from 2020 to 2023 were analyzed for correlations with social vulnerability (SoVI®), community resilience (BRIC), previous disaster losses (SHELDUS), and the National Risk Index (NRI). A difference of means test was conducted on the jurisdictions that opted out of participation in the EMPG.
Findings
Virginia’s current EMPG funding is allocated disproportionately to wealthier local jurisdictions with lower social vulnerability, higher community resilience, and lower previous disaster losses. Jurisdictions that opted-out or received the minimum amounts had a disproportionately higher amount of total disaster losses.
Originality/value
This study provides a novel approach to evaluating the equity of public funding dedicated to local disaster preparedness. The findings are instructive to federal lawmakers, state governments and global initiatives in climate resilience with a similar allocation process focused solely on population sizes. The framework of this research study is easily replicable, and the metrics are publicly available for future researchers.