Strengthening community resilience through integrated drought disaster management strategies

Abstract

Background: In public administration, strategy serves as a mechanism to guide tactical and systemic decision-making. However, its actualization is often problematic due to weaknesses across interconnected dimensions of organizational strategy, institutions, resources, and programs, as Kooten (2015) proposed. Methods: This study examines the 2024 Drought Disaster Management Service Strategy in Sikka Regency using a qualitative descriptive approach. Data were obtained from primary sources through semi-structured interviews and from secondary sources through policy and document analysis. The data were analyzed using thematic analysis, with findings systematically mapped onto Kooten’s four strategic dimensions. Findings: The results indicate that the organizational strategy has generally been implemented effectively. Nevertheless, institutional shortcomings persist, particularly in the functional structure of the Disaster Management Operations Control Center. Resource capacity remains inadequate, marked by limited human resources, facilities, and infrastructure, which constrains service effectiveness. Additionally, the program strategy is mainly situational and reactive, lacking specificity and proportional Design to address drought risks comprehensively. Conclusion: The study concludes that drought disaster management in Sikka Regency requires an integrated, infrastructure-aligned strategy that strengthens institutional capacity, optimizes resources, and refines program design across all strategic dimensions. Novelty/Originality of this article: This research offers a novel application of Kooten’s four-dimensional strategic framework to local drought disaster management, revealing critical gaps and offering a new integrated perspective for improving local disaster management governance.