Local Government Reform and the Socioeconomic Gap in Israel: Building Toward a New Future

Levi, Amir; Wolfson, Tal; Popper, Steven W.; Efron, Shira; Whitaker, Anamarie A.; Li, Jennifer J

doi:10.7249/rr3204

Cited by 3 publications

(1 citation statement)

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“…According to the theory of gradual institutional change (Mahoney and Thelen 2010), reforms in local authorities might be regarded as incremental changes (Gardner 2017). However, unlike recent developments typical of Western and democratic nations (e.g., Ebinger, Kuhlmann, and Bogumil 2019), and unlike reforms in other Israeli public areas (Cohen 2016), the Israeli central government has not adopted any substantial reform in local government and the management of local authorities (Beeri and Razin 2015;Ben-Bassat and Dahan 20092009;Ben-Elia 2007;Levi et al 2020;Matzkin and Sadinsky-Levy 2012;Razin 2004;Razin and Lindsey 2017). This policy of non-reform can be defined as a political situation in which there are no significant reform initiatives (Jeffery 2008;Rahat and Hazan 2011).…”

Section: Lack Of Reform In the Management Of Local Government In Israelmentioning

confidence: 99%

Lack of reform in Israeli local government and its impact on modern developments in public management

Beeri

2020

Public Management Review

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Lack of reform or the slow pace of reform in public management is an issue that plagues Israel, particularly in local government (Beeri & Razin, 2015; Levi et al., 2020; Razin & Lindsey, 2017). Based on the assumption that public reform, meaning changes to the structures and processes of public organizations designed to improve their performance (Pollitt & Bouckaert, 2017), is a feature of modern governance, studies investigating lack of reform have suggested it as evidence of non-governability, lack of management, lack of leadership and even public anarchy (e.g., Jeffery, 2008; Rahat & Hazan, 2011). However, its wide-ranging and theoretical influence has not yet been examined in depth, its connections to recent trends in public management have yet to be clarified, and its ramifications for the management of Israeli local municipalities are unclear. Thus, I explore the theoretical and practical interactions between the attributes and circumstances of the lack of reform of local government in Israel-especially in its management. I also examine how recent global trends such as the co-production of value and the coronavirus outbreak may postpone or accelerate such reform. KEYWORDS Lack of reform; Israeli local government; co-production of value; coronavirus outbreak; non-reform policy The relationship between the central and local governments in Israel Israel is a unitary state. Traditionally, public services have been very centralized. Local authorities do have the responsibility for providing municipal services. However, the power and strategic authority given to them are not commensurate with this level of responsibility (

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Section: Lack Of Reform In the Management Of Local Government In Israelmentioning

confidence: 99%

Lack of reform in Israeli local government and its impact on modern developments in public management

Beeri

2020

Public Management Review

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Innovation and adaption in local governments in the face of COVID‐19: Determinants of effective crisis management

Zaychik,

Beeri,

Rein‐Sapir

et al. 2024

Risk Hazard & Crisis Pub Pol

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Local governments were instrumental in managing the COVID‐19 crisis in countries worldwide. This study examines the methods that local governments in Israel used to successfully manage the COVID‐19 crisis. We explored the structural characteristics of the localities that excelled at managing the pandemic. Furthermore, we used measures of the spread of the virus and vaccination rates to identify a group of localities that managed the crisis with relative success. We conducted interviews with officials from these localities to determine the methods, policies, and conditions that led to success. We found that ethnicity, distance from urban centers, and socioeconomic status were associated with effective COVID‐19 management. We also identified several intraorganizational and interorganizational policies and practices that were successful: crisis‐adjusted management, a unified organizational atmosphere, digitalization, information management, autonomous decision making, and the fostering of collaborative relationships. Implications of the findings for the All Hazards Approach to disaster management are discussed.

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Facebook in Local Governance: A Missed Opportunity for Two-Way Communication, Service Customization, and Democratic Enhancement

Schwartz,

Kozer,

Barnett-Itzhaki

et al. 2024

International Journal of Public Administration

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Local Government Reform and the Socioeconomic Gap in Israel: Building Toward a New Future

Cited by 3 publications

References 50 publications

Lack of reform in Israeli local government and its impact on modern developments in public management

Lack of reform in Israeli local government and its impact on modern developments in public management

Innovation and adaption in local governments in the face of COVID‐19: Determinants of effective crisis management

Facebook in Local Governance: A Missed Opportunity for Two-Way Communication, Service Customization, and Democratic Enhancement

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