Ready, set, crisis – transitioning to crisis mode in local public administration

Graf, Franziska; Lenz, Alexa; Eckhard, Steffen

doi:10.1080/14719037.2023.2242851

Cited by 3 publications

(3 citation statements)

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“…Tokakis et al (2019) argue that sound public administration during a crisis relies on an understanding of the phases of a crisis-namely the pre-crisis, crisis and post-crisis phases, and what critical factors need to be taken into account in each phase (ibid.). Like Graf et al (2023) they maintain that governments need to set up systems in the pre-crisis phase which allow for public administrations at each level to quickly switch from their normal mode into crisis management mode.…”

Section: Discussionmentioning

confidence: 99%

“…While the number of such studies steadily increases, exceptions aside (e.g. Graf et al, 2023), there is still a bias towards the role of national governments in crisis management, at the expense of analysing the role of civil society and local government (Kim & Jeong, 2023, p. 121).…”

mentioning

confidence: 99%

“…administrative entities can quickly and effectively adapt from their routine functions to emergency response modes (Graf et al, 2023).…”

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confidence: 99%

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Enhancing intersectoral collaboration: Lessons from the coordinated donor support to the South African COVID‐19 vaccination programme

Hartnack

2024

Public Admin & Development

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Despite the increasing importance of intersectoral collaborations to address crisis situations, relatively little is known about how they are organised, managed and governed. Moreover, within the field of public administration, there is still much to learn about how governments can use intersectoral collaboration to effectively address crises. This paper examines the case of the Coordinated Donor Support initiative in South Africa's COVID‐19 vaccination programme to illustrate the value of multisectoral partnerships, especially for developing countries. This partnership involved donors and philanthropic organisations, non‐governmental and civil society organisations, and private sector organisations, yet it sought to partner with the government, rather than take over the government's role. The paper also explores the complexities, contradictions and threats to such partnerships, and what is required to optimise them. It argues that several measures need to be put in place in the pre‐crisis phase to ensure that such multisectoral collaborations can quickly be mobilised when crises occur. It also shows that partnerships which are forged in times of crisis can assist countries to address their ongoing developmental challenges.

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Section: Discussionmentioning

confidence: 99%

mentioning

confidence: 99%