Escalating in a Quagmire: The Changing Dynamics of the Emergency Management Policy Subsystem

Wamsley, Gary L.; Schroeder, Aaron

doi:10.2307/976446

Cited by 45 publications

(22 citation statements)

References 12 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…La complexité, considérée comme un facteur majeur de la coordination interorganisationnelle, peut être appréhendée à travers trois dimensions : l'intensité de l'intervention, sa nature multidisciplinaire, et le degré d'incertitude qui entoure les résultats attendus (Alter et Hage 1993). L'existence de multiples sous-réseaux pour la coordination du programme est un signe de complexité, et leur agencement à travers un mécanisme global de coordination reste un défi important pour l'UCC (Wamsley et Schroeder 1996;Jochim et May 2010). Par ailleurs, il est admis que la complexité d'une tâche la rend moins programmable, et demande par conséquent plus d'effort d'intégration.…”

Section: Les Défis Du « Manquement » : Quels Outils Pour L'approche Munclassified

Comprendre les défis de la gouvernance en contexte pluraliste : le cas du programme VIH en Haïti

Foro¹,

Denis²,

Champagne³

2017

gouvernance

View full text Add to dashboard Cite

À partir d’une méthodologie de recherche qualitative utilisant l’entretien individuel semi-structuré, l’observation non-participante et l’analyse documentaire, cet article vise à dégager les défis de la gouvernance du programme national de contrôle du VIH en Haïti. Partant du postulat général que le processus de gouverne est influencé par les structures et outils mis en place, ainsi que par son contexte d’implantation, l’analyse montre que : 1) le ‘manque’ et ‘l’excès’ de certaines structures et outils conduisent à un mode de coordination peu formalisé; 2) les conflits et controverses, découlant de la confusion des rôles, de la divergence des logiques d’action et de la différence des cultures organisationnelles, engendrent un certain nombre de défis pour la gouvernance; 3) le faible pouvoir institutionnel de l’acteur public dû en partie à sa dépendance en ressources, ne lui permet pas de jouer adéquatement son rôle de coordination; et 4) l’instabilité socioprofessionnelle des acteurs due au contexte de pauvreté et à l’instabilité sociopolitique, contribue à la complexité du programme et aux difficultés de sa coordination. L’étude suggère que la mise en place d’un Comité National de Lutte contre le VIH/Sida (CNLS) selon certaines conditions, pourrait aider à améliorer la gouvernance du programme.

show abstract

Section: Les Défis Du « Manquement » : Quels Outils Pour L'approche Munclassified

Comprendre les défis de la gouvernance en contexte pluraliste : le cas du programme VIH en Haïti

Foro¹,

Denis²,

Champagne³

2017

gouvernance

View full text Add to dashboard Cite

show abstract

“…This literature includes detailed discussion of the economic, political, and social costs of disasters (see for example , Schneider 1992;Settle 1985); the dimensions of emergency management (McLoughlin 1985); the distribution of the burdens and responsibilities of emergency management among actors at various levels of government and across sectors of society (Waugh 1994); and the nation's changing disaster-response capacity as embodied in FEMA (Godschalk et al 1999;Schneider 1992;Sylves 1994;Wamsley and Schroeder 1996).…”

Section: The Nature Of Disasters and Disaster Managementmentioning

confidence: 99%

“…A broad literature about emergency management and disaster policy has sprung up in recent years, spurred in particular by the 1985 Public Administration Review symposium "Emergency Management: A Challenge for Public Administration," and by the perceived failures of the Federal Emergency Management Agency (FEMA) in responding to hurricanes Hugo in 1989 and Andrew in 1992. This literature includes detailed discussion of the economic, political, and social costs of disasters (see for example , Schneider 1992;Settle 1985); the dimensions of emergency management (McLoughlin 1985); the distribution of the burdens and responsibilities of emergency management among actors at various levels of government and across sectors of society (Waugh 1994); and the nation's changing disaster-response capacity as embodied in FEMA (Godschalk et al 1999;Schneider 1992;Sylves 1994;Wamsley and Schroeder 1996).…”

Section: The Nature Of Disasters and Disaster Managementmentioning

confidence: 99%

A Framework for Analyzing Emergency Management with an Application to Federal Budgeting

Donahue¹,

Joyce

2001

Public Administration Review

View full text Add to dashboard Cite

Emergency management is a complex policy subsystem that involves an intergovernmental, multiphased effort to mitigate, prepare for, respond to, and recover from disasters. This article develops a framework for analyzing the fiscal and functional aspects of disaster policy. It uses established theories of intergovernmental relations to offer a rationale for examining the capabilities required to implement disaster policy and the behavioral incentives that drive policy formulation. In particular, the article identifies the extent to which the capabilities and political objectives characteristic of each level of government are aligned, and illustrates the interplay between incentives and competencies by reviewing the federal disaster funding process. The current rules for federal budgeting may inappropriately promote spending on disaster response and recovery, while de-emphasizing mitigation and preparedness. Various proposals for reform could establish more coherent incentives, making disaster spending more consistent with the relative functional capabilities of the various levels of government.Disasters are calamitous natural or human-caused emergency events that suddenly result in extensive negative economic and social consequences for the populations they affect. While disasters vary in scale, all threaten the general welfare of some populace; thus, government intervention to minimize the negative consequences of disaster and-ultimately-to restore order, is warranted and expected. As Schneider asserts, "When a natural disaster occurs, few people stop to ask whether the government should intervene. Instead, citizens tend automatically to view the situation as a serious public problem requiring immediate governmental action" (1995, 9). In the United States, government involvement in emergency management has evolved through time into a complex policy subsystem. 2 Implementation of disaster policy is the province of a public administrative function known as emergency management, 3 the modern approach to which involves a multidimensional effort to reduce the threat of the occurrence and the magnitude of disasters and to prepare for, respond to, and recover from those that do occur.Emergency management presents a formidable challenge for governments because of the extraordinary demands these events impose on the decision-making and service-delivery systems of the communities they affect. By definition, disasters exceed the capacity of the governments whose jurisdiction they strike. That is, the needs of the community during a disaster overwhelm the administrative and resource capabilities of the community's government and, as Granito notes, dealing with disaster "requires outside resources and the abandonment of the usual organizational routines" (1995, 44).In the context of a federally structured government, when the capacities of government jurisdictions at lower levels Amy K. Donahue is an assistant professor in the political science department at the University of Connecticut, where she teaches intergovernmental r...

show abstract

“…In US politics, disasters have a high political salience after they occur, but preparedness is generally a low priority because of discounting due to a perception of a low probability of occurrence (Wamsley & Schroeder, 1996). Mixed evidence exists over whether federal expenditures have an impact on the performance of local public health systems and agencies.…”

Section: Introductionmentioning

confidence: 98%

The Impact of Federal Bioterrorism Funding Programs on Local Health Department Preparedness Activities

Avery

Zabriskie-Timmerman

2009

Eval Health Prof

View full text Add to dashboard Cite

Using the 2005 National Association of County and City Health Officers Profile of Local Health Departments data set, bivariate probit and Heckman selection models were used to test the hypothesis that the level of federal funding received for bioterrorism preparedness is related to the preparedness activities undertaken by local health departments. Overall budget, leadership, and crisis experience are found to be the most important determinants of local preparedness activity, but Centers for Disease Control and Prevention preparedness funding plays a mediating role by building capacity through the hiring of one key leadership position, the emergency preparedness coordinator. Additional research is needed to determine the potential impact of these funds on other aspects of the local public health system, such as the scope of services delivered, to determine secondary effects of the program.

show abstract

Escalating in a Quagmire: The Changing Dynamics of the Emergency Management Policy Subsystem

Cited by 45 publications

References 12 publications

Comprendre les défis de la gouvernance en contexte pluraliste : le cas du programme VIH en Haïti

Comprendre les défis de la gouvernance en contexte pluraliste : le cas du programme VIH en Haïti

A Framework for Analyzing Emergency Management with an Application to Federal Budgeting

The Impact of Federal Bioterrorism Funding Programs on Local Health Department Preparedness Activities

Contact Info

Product

Resources

About