Planning to Coordinate and Coordinating the Plan

Berman, Evan M.; Korosec, Ronnie LaCourse

doi:10.1177/0275074005280308

Cited by 9 publications

(3 citation statements)

References 43 publications

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“…The mail survey involved a pilot survey and three rounds of mailings; this extensive mail survey of 287 items resulted in 212 completed responses for a response rate of 32.5%. This is at a lower, but acceptable range of response rates reported in the literature (e.g., Berman & Korosec, 2005;Hays & Kearney, 2001;Sheehan, 2001). Among respondents, 55.2% of surveys were completed by the addressee (city manager or CAO, as appropriate); among the remainder, about one half were completed by an assistant city manager, and the other one half by respondents with such titles as city clerk, director of human resources, director of administrative services, or chief of staff.…”

Section: Methodsmentioning

confidence: 77%

The Effective Manager . . . Takes a Break

Berman

West

2007

Review of Public Personnel Administration

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This study examines how senior local government managers take work breaks and how doing so is associated with perceptions of performance. Three purposes of taking a break are studied: (a) to reflect on prior work, (b) to restore oneself physically and mentally, and (c) to take care of personal, nonwork needs. On average, managers take a few breaks every week, lasting about 15 min each. Only about 45% of managers agree or strongly agree that break-taking helps them to reduce stress, clear their mind, make them feel reenergized, or otherwise improve their perceived effectiveness. About one third of managers often think about work while taking a break, which is not associated with positive break outcomes. Positive outcomes are strongly associated with minimizing external distractions, such as asking not to be interrupted, removing oneself from the workspace by taking walks or doing exercise, and focusing the mind on nonwork matters.

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Section: Methodsmentioning

confidence: 77%

The Effective Manager . . . Takes a Break

Berman

West

2007

Review of Public Personnel Administration

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“…Before there is strategy to manage, a municipality must first agree to unite for change. This is typically done through the creation of a strategic plan—championed by elected officials, facilitated by the city manager, and incorporating feedback from external and internal stakeholders (Berman and Korosec ). Ostensibly, these actors work toward consensus regarding the organization's future direction and activities.…”

Section: Defining the Role Of City Managers In The Strategic Implemenmentioning

confidence: 99%

To monitor or intervene? City managers and the implementation of strategic initiatives

Mitchell

2017

Public Administration

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Strategic initiatives represent a government's response to constituent and organizational needs, but are only effective if properly implemented. In local governments with a council‐manager form of government, city managers face a unique dilemma as compounding challenges of implementation often require them to step into leadership roles typically reserved for elected officials. For this qualitative study, 16 city managers and project leaders from US local governments were interviewed regarding the implementation of nine varied strategic initiatives. The responses indicate that city managers play an important dual role in implementation—first, monitoring the progress of the implementation team and the satisfaction of the stakeholder coalition; and second, choosing to intervene directly in implementation decision‐making when they observe missteps by the implementers or discontent from the stakeholders. These conclusions contribute to the practice perspective of strategic management theory and a better understanding of the institutional leadership role of city managers.

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“…At such critical junctures, uncertainty and inefficient service delivery have served to exacerbate the predicament of those who had already paid a huge price. During the 21st century, host country governments, civil society organisations (CSOs), international non-governmental organizations (INGOs) engaged in disaster management have put an overarching emphasis on fostering planning and establishing collaboration amongst various jurisdictions and organisations in order to help substantiate the capabilities of disaster torn countries to respond swiftly and effectively to disastrous situations (Berman & Korosec 2005 ; Lai 2012 ; Nolte, Martin & Boenigk 2012 ; UNISDR 2005 ).…”

Section: Introductionmentioning

confidence: 99%

Inter-agency collaboration and disaster management: A case study of the 2005 earthquake disaster in Pakistan

Shah

Mahmood

Khan

et al. 2022

Jàmbá Journal of Disaster Risk Studies

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In post disastrous situations, coordinated and integrated interventions aimed at relief and rehabilitation not only help facilitate reaching out to the affected communities in a timely fashion but also pave the way to channel scarce and valued resources towards end users in an efficient and effective manner. This article attempts to trace the origins and gradual development of ‘inter-agency collaboration’ and the implications thereof for disaster management strategies in Pakistan through an analysis of relief and rehabilitation interventions undertaken by the Government of Pakistan in collaboration with local and international Non-governmental Organisations (NGOs) and relief agencies in the ex post of the 2005 earthquake. Data for this study were collected through structured and semi-structured interviews from government officials, representatives of NGOs and relief agencies and ordinary women and men in the earthquake stricken localities of Balakot and Mansehra districts of Pakistan. On the heels of the 2005 earthquake, both local NGOs and faith-based organisations in concert with international NGOs and relief agencies from around the world rushed to assist Pakistan in it’s rescue and relief operations at a time when the country was faced with the twin dilemma of both the non-existence of peculiar institutional arrangements for disaster management and a lack of the necessary technical and financial resources. The aftermath of the 2005 earthquake offered opportunity to the Government of Pakistan and the NGOs and relief agencies alike to transform their individual interventions into a robust and organised ‘inter-agency collaboration’, which was later on realised in the form of establishment of a national disaster management organisation called the ‘Earthquake Reconstruction and Rehabilitation Authority (ERRA)’. The establishment of ERRA not only paved the way for avoiding duplication and wastage of resources but also ensued in reaching out to the affected communities in a timely fashion. The Pakistani case offers implications in terms of highlighting the salience of establishing ‘inter-agency collaboration’ in other settings.

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Planning to Coordinate and Coordinating the Plan

Cited by 9 publications

References 43 publications

The Effective Manager . . . Takes a Break

The Effective Manager . . . Takes a Break

To monitor or intervene? City managers and the implementation of strategic initiatives

Inter-agency collaboration and disaster management: A case study of the 2005 earthquake disaster in Pakistan

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