In your overviews of each article, focus on how the information in the article informs the implementation of IGR initiatives. Include what you believe is the most significant takeaway from
Amy Hill posted Jul 21, 2022 7:07 PM
In your overviews of each article, focus on how the information in the article informs the implementation of IGR initiatives. Include what you believe is the most significant takeaway from the article and why. Do this for both articles. Post your summary of both articles in a single, initial post in the discussion.
Greetings All!
The article by Donald Moynihan discusses the Incident Command Systems in different crises. The article discusses how multiple organizations come together to respond to crisis under a hierarchical structure. Moynihan states that the DHS characterizes the ICS as a command-and-control style of management, emphasizing the importance of a clear hierarchy of authority. The article provides insight into two research questions posed by the author: how the ICS is categorized as a structure and how do network characteristics influence how ICS operates. The evolution of how ICS has been developed over the years has been the result of various crises to include the California wildfires in the 1970s, 9/11, and of course Hurricane Katrina. The network governance views the central command as being in the center and interconnected with the various members involved in crisis response. The article discusses in depth various crises over the years and the responses to each. The takeaway for me is that with each crisis that has taken place over the years has unfortunately been a learning experience and the creation of some new policies in emergency management and how to respond. Because each crisis is different, the people responding will always vary and it almost seems difficult to properly plan and prepare for a crisis. Decisions are typically made in the moment of a crisis and despite agencies best efforts to plan, prepare, and respond. And in midst of a crisis, there is a requirement of collaboration amongst various key stakeholders.
The article by Michael McGuire discusses collaborative public management and specifically the role of the public manager. According to McGuire, collaboration certainly relies on various leaders at various times performing different roles, but in the typical context of collaborative public management, government is ultimately held accountable for the satisfactory delivery of goods and services. The article discusses whether public management is a relatively new study, and it discusses the skills required by not only the public manager, but also all other members involved in the collaborative effort. Collaboration in public management is evident in various areas of government as noted in the article to include economic & community development, the environment, emergency management and social & human services. The biggest takeaway for me is the role of the public manager and the skills this role requires. McGuire notes that the collaborative manager cannot rely on an organization chart or consult history for operational guidance, as the boss in hierarchical organization can do. The collaborative manager is responsible for ensuring that the right people are chosen for the policy making process to achieve the required goals.
Moynihan, D.P. (2009). The network governance of crisis response: case studies of incident command systems. Journal of Public Administration Research and Theory, 19 (4): 895-915.
McGuire, M. (2006). Collaborative public management: assessing what we know and how we know it. Public Administration Review suppl Special Issue on Collaborative Public Management, 66 (51), 33-43.
In your responses to your group members, compare and contrast your perspectives and note any similarities and differences.
For your response posts, do the following:
Write a Post two to three paragraphs.
Demonstrate more depth and thought than saying things like “I agree” or “You are wrong.” Guidance is provided for you in the discussion prompt.
Consider content from other parts of the course where appropriate. Use proper citation methods for your discipline when referencing scholarly or popular sources.
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7-1 Small Group Discussion: Implementation and IGR
7-1 Small Group Discussion: Implementation and IGR
The article by Kwon & Feiock (2010) provides an in-depth analysis of the barriers to cooperation. According to the authors, inter-jurisdictional fragmentation can result in unrealized gains and inefficiencies in production and service provision exacerbated by population change and lack of funds. Moreover, through cooperation and coordination, local government units can find opportunities to offer solutions and reduce costs arising from the barriers of cooperation. Although there are potential benefits gained from cooperation, local entities are still facing a collective action issue. Successful creation of an interlocal agreement is hindered by enforcement and negotiation costs. The authors argue that the potential to accomplish economies of scale or decrease externalities are critical. The only way to ensure accountability in public service is through cooperation and coordination. Interlocal service arrangements offer potential cost advantages for all local governments that implement them as they are considered easy to design and implement. Research studies reveal that still, all local governments are yet to take advantage of the interlocal agreements’ benefits. However, despite that, this article advocates for the implementation of intergovernmental service agreements (IGSAs) in order to solve issues of mutual concerns. Some have implemented it to share or coordinate service responsibilities. Nevertheless, most local governments have not implemented it because inter-jurisdictional fragmentation results in unrealized gains and inefficiencies in production and service provision. I believe that the most significant takeaway from this article is that a local government can be provided with more choices if the potential partners are in close proximity to improve service efficiency and increase mutual interdependencies. Because this helps to encourage the adoption and implementation of IGRs or IGSAs by providing different potential aspects of such interlocal agreements.
In the article by Andrew (2009), the author attempts to explain the role of intergovernmental agreements (IJAs) plays in confronting issues of governmental fragmentations. Local governments for centuries have utilized IJAs to plan for disasters, provide public services and coordinate action on various collective issues. According to this article, IJAs are an essential tool in improving the effectiveness and efficiency of delivering services for the local public. As such, it is a critical component of metropolitan governance in America. Andrew defines intergovernmental agreements as “An innovative governance arrangement and one of the critical features of contemporary local government management” (p.133). Jurisdictions often use memoranda of understanding or agreement as a means of addressing specific and short-term policy problems. The mutual aid agreement is a significant form of IJAs. Scholars’ longstanding presumption is that what motivates the local government in adopting IJAs is fiscal stress (Andrew, 2009). If parties can work mutually and collaboratively, they can fully realize the benefits of IJAs adoption. The article argues that local governments can enjoy cost savings through use of IJAs. This article plays an albeit indirect role in encouraging local governments to implement IGR initiatives through the adoption of IJAs that function more or less the same when it comes to influencing policy formation and implementation via a cooperative decision-making process. According to this article, IJAs serve as a means of minimizing costs while serving the needs of the public like intergovernmental relations (IGRs). I believe that the most significant takeaway from this article is that the functions of local government is linked to the network of fiscal relationships that makes credible commitment and trust possible and solves coordination and search issues. This is because it helps to enhance the understanding of readers of how local jurisdictions respond to issues related to public services.
References
Andrew, S. A. (2009). Recent Developments in the Study of Interjurisdictional Agreements: An Overview and Assessment. State and Local Government Review, 41(2), 133–142. doi:10.1177/0160323X0904100208
Kwon, S. W., & Feiock, R. C. (2010). Overcoming the barriers to cooperation: Intergovernmental service agreements. Public Administration Review, 70(6), 876-884.
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