What Have We Learned since September 11, 2001? A Network Study of the Boston Marathon Bombings Response

In light of recent disasters, it is evident that more research is needed to understand how organizations can effectively coordinate disaster preparedness, mitigation, response, and recovery efforts. This research assesses the effectiveness of interorganizational coordination and collaboration in response to the Boston Marathon bombings. After reviewing the major changes in federal emergency management policies and frameworks since September 11, 2001, this article applies a social network analysis to compare the disaster response networks embodied in formal disaster preparedness plans with the actual response networks. Data come from content analyses of the Boston Emergency Operations Plan, national and local newspaper articles, after‐action reports, and situation reports. The timely response to the bombings is attributable to long‐term institutionalized planning efforts; multiple platforms established for frequent interorganizational interactions through formal plans, training, and exercises prior to disasters; and an integrated communication system.     

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

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.     

Retrospectives and Prospectives on Hurricane Katrina: Five Years and Counting

New Orleans’ recovery from the damage caused by Hurricane Katrina in 2005 reflects a long, complex, contentious process that still is not complete. In this article, the authors explore the key factors that have supported and hindered recovery so far. Initial conditions within the city, the web of policy demands, as well as recent changes in law and procedures for the region are explored using a new model that may be applicable to other severe disasters. Any recovery, the authors conclude, must be anchored within a local context, but only with necessary administrative backing from the wider region and society. Recovery from disaster offers a rare opportunity to rebuild damaged communities into more resilient ones when energy and investment are immediately channeled into the stricken region and focused in a constructive redesign that acknowledges environmental risk. The recovery process then shifts to mitigation and reduction of risk. Hence, cities will be better prepared for the next extreme event, which will surely come.     

Expectations of government’s response to disaster

Citizens’ expectations about what government is capable of doing and what policies government officials intend to pursue can influence their decisions. After a disaster, for instance, expectations of government’s intent and capacity to assist in the rebuilding process will influence the rebuilding strategies that affected citizens adopt. This article develops a typology that categorizes citizens’ expectations of government response to disaster. We then deploy this typology to identify expectation patterns among residents and other private actors in New Orleans’ Ninth Ward communities who have returned following Katrina and explain how these expectations shape their preferred rebuilding strategy.     

Pragmatic Federalism: Australian Federalism from Hawke to Howard

The article explores the nature of Australian federalism by examining four major themes in the period from Hawke to Howard. The investigation of these themes – Australian conceptions of federalism; the role of party in shaping federalism; the way problems and politics have influenced policy‐making and thereby federalism; and the nature of federal judicial review – suggests that Australian federalism can most accurately be characterised as pragmatic. It appears as a federalism shaped by pressing problems, specific policy agendas and the prevailing political dynamic, rather than by overarching conceptions of federalism derived from political theory or articulated in party ideology. This pragmatic federalism explains important aspects of Australian federalism, especially the trend towards centralisation of authority.     

Developing and Testing an Integrative Framework for Open Government Adoption in Local Governments

Open government is an important innovation to foster trustworthy and inclusive governments. The authors develop and test an integrative theoretical framework drawing from theories on policy diffusion and innovation adoption. Based on this, they investigate how structural, cultural, and environmental variables explain three dimensions of open government: accessibility, transparency, and participation. The framework is tested by combining 2014 survey data and observational data from 500 local U.S. government websites. Organizational structure, including technological and organizational capacity, is a determinant shared by all dimensions of open government. Furthermore, accessibility is affected by a mixture of an innovative and participative culture and external pressures. A flexible and innovative culture positively relates to higher levels of transparency, whereas capacity is a strong predictor of adopting participatory features. The main conclusion is that there is no one‐size‐fits‐all solution to fostering the three dimensions of open government, as each dimension is subject to a unique combination of determinants.     

A Tale of Two Disasters

The report to the U.S. president entitled The Federal Responseto Hurricane Katrina concludes that in the event of catastrophicdisasters the traditional intergovernmental response to disastershould give way to a more dominant role of the national government.This article considers whether it is possible to respond effectivelyto disaster in the traditional, intergovernmental mode by comparingthe response to Katrina with the response, which was widelyconsidered to be successful, to another disaster, in Grand Forks,North Dakota. The research suggests that an intergovernmentalresponse can be successful if those who respond to the disasterinteract in a collaborative network. The article considers whethersuch collaborative networks can be created and evaluates someof the recommendations from The Federal Response to HurricaneKatrina as potentially helping to create collaborative networks.     

Administrative Failure and the International NGO Response to Hurricane Katrina

The devastation caused by Hurricane Katrina and the subsequent failure of government agencies and public administrators elicited an unprecedented response by international nongovernmental organizations (INGOs) to a disaster in the United States. This paper focuses on why so many INGOs were compelled to provide humanitarian assistance and relief in the United States for the first time and the administrative barriers they faced while doing so. What does such a response reveal about administrative failures in the wake of Katrina, and what might the implications be for reconceptualizing roles for nonprofit and nongovernmental organizations in disaster relief? The authors answer these questions using data from interviews with INGO representatives, organizational press releases and Web sites, news articles, and official reports and documentation.     

First‐Hand Experience and Second‐Hand Information: Changing Trust across Three Levels of Government

Little is known about how different sources of information drive citizen trust in government. To address that gap this article compares disaster evacuees to observers, noting how trust differs as attention to media coverage increases. First‐hand experience supplies information to update trust through biological and personal processes and performance assessments, while secondary sources provide information about other people's experiences, filtered through lenses that take an active role in crafting information. These two types of information have varying effects depending on the level of government being trusted. Using surveys administered a year after Hurricane Katrina, I find that Katrina evacuees have the highest trust in federal government, until they start paying attention to media coverage, and that attention to coverage has the most dramatic effect on these evacuees compared to all other groups. I also find that increasing attention to second‐hand information corresponds with higher trust in local officials, and that this effect decreases as the level of government increases. It appears media coverage creates a comparison in the mind of hurricane evacuees, causing them to update their performance assessments based on comparing their own experience to that which they observe, thereby updating their political trust.     

Electronic Funds and Benefits Transfers,E‐Government,and the Winter Commission

This article examines how electronic funds transfers and electronic benefit transfers have become integral components of digital government. These technologies have forwarded many of the principles of the Winter Commission, including the development of lean, responsive government. The greater efficiency and cost savings for the federal and most state governments have not been achieved without encountering and dealing with serious matters related to customer service, contracting, collaboration, management, and implementation. These issues arise in the normal daily use of electronic payment technologies, but they are magnified in crisis situations, as demonstrated by disaster relief operations during Hurricane Katrina.     

Second‐Order Devolution or Local Activism? Local Air Agencies Revisited

In response to calls from previous scholarship for further bottom‐up examination of local government roles in environmental policy, the authors revisit local air agencies to examine two separate phenomena occurring in environmental federalism: one from the top down (second‐order devolution) and one from the bottom up (local activism). Using survey data from local air agencies on devolved authorities to set air quality standards and to enforce federal and/or state standards, the authors identify three different types of local agencies: state administrative subunits (only enforcement authority), fully devolved agencies (authority to both set and enforce standards), and activist agencies (neither authority). Further findings indicate that state administrative subunits and fully devolved agencies are likely functions of second‐order devolution, while activist agencies are likely functions of local activism. Conclusions suggest that both top‐down and bottom‐up approaches to environmental federalism are shaping local government roles in environmental management.     

The Council for the Australian Federation: A New Structure of Australian Federalism

In October 2006, state premiers and territory chief ministers gathered in Melbourne for the first meeting of the Council for the Australian Federation (CAF). This little‐heralded event marked the beginning of the first formalised structure for state and territory only collaboration since Federation. This article describes the genesis and creation of this new structural response to ongoing state concerns about the trend to an increasingly centralised pattern of Commonwealth‐state relations. It identifies the intended functions of the Council, which include: acting as a mechanism for coordinating approaches to negotiations with the Commonwealth; operating as a clearing house for policy ideas in Australia and internationally; harmonising regulatory frameworks; and developing improvements to service delivery in areas of state responsibility. Informed by interviews with key players involved with its establishment and documentary sources, this article assesses CAF's performance during its first 18 months of operation. It explores the hopes and aspirations of key CAF stakeholders, and some of the issues that have confronted the fledgling organisation. Personnel changes among the cohort of state and territory leaders, and the election of a federal Labor government in November 2007 have altered the dynamics of CAF. The article argues that CAF's emergence is an attempt by sub‐national governments to develop new capacity and leverage to address the asymmetries that characterise contemporary Australian federalism. However, there are questions about CAF's future, particularly about state and territory governments' capacity to pursue collaborative agendas given the pace and scope of Kevin Rudd's ‘new federalism’ reforms and the demands it is placing on their policy and administrative systems.     

Disaster Resiliency of U.S. Local Governments: Insights to Strengthen Local Response and Recovery from the COVID-19 Pandemic

This research presents implications of the global pandemic for local government resiliency in the United States. The authors explore insights from local government officials and managers on the front lines of response and recovery efforts to the biological natural disaster. Findings from the latest nationwide survey of U.S. local governments regarding their preparedness for weather-related natural disasters also inform responses to the current crisis. Results indicate that local governments are innovating and taking strategic actions to fight the virus, even as COVID-19 has exposed social inequities that are exacerbated as the virus spreads. Survey findings of disaster readiness of local governments to weather-related disasters shows that small, resource-poor governments will not be able to respond well and social inequities will grow. Policy strategies at all levels of government must recognize and account for these inequities as threat of this virus subsides, to support stronger, more effective readiness for the next biological catastrophe.     

Developing and Testing a Theoretical Framework for Computer‐Mediated Transparency of Local Governments

This article contributes to the emerging literature on transparency by developing and empirically testing a theoretical framework that explains the determinants of local government Web site transparency. It aims to answer the following central question: What institutional factors determine the different dimensions of government transparency? The framework distinguishes three dimensions of transparency—decision making transparency, policy information transparency, and policy outcome transparency—and hypothesizes three explanations for each: organizational capacity, political influence, and group influence on government. Results indicate that each dimension of transparency is associated with different factors. Decision‐making transparency is associated with political influence; when left‐wing parties are strong in the local council, local government tends to be more transparent. Policy information transparency is associated with media attention and external group pressure, and policy outcome transparency is associated with both external group pressure and the organizational capacity. The authors discuss the implications for policy and administration.     

Recasting Federalism in Mexico

Decentralization of political power and administrative decision-makingduring the last three presidential administrations (1982–2000)has recast federalism in Mexico and sharply altered intergovernmentalrelations between the levels of government and between the principalbranches. Although decentralization cannot be equated conceptuallywith federalism, their relationship is extremely tight in Mexico.The shift toward a more decentralized regime is an outcome offederal government policies and political liberalization. Politicalpluralism and the demise of centralism were further intensifiedby the 1997 midterm elections. The rapidly changing politicalclimate in Mexico has increasingly demanded that the reallocationof power be genuine, that is, that power be shared not onlyvertically, with the various levels of government, but alsohorizontally, with the other branches as well.     

Business "Not" as Usual: The National Incident Management System, Federalism, and Leadership

Federal, state, and local governments did not work well together to provide an effective response to Hurricane Katrina. Some of this failure can be attributed to the power struggle between the federal and state governments. The National Incident Management System (NIMS) was designed to foster collaboration among governments and their departments and agencies. However, this system largely failed. To overcome this failure, many have proposed centralizing disaster response in the federal government. Centralized control would damage the basic federal structure of our government as the national government appeals to the ever-present dangers of terrorism and natural disaster to gain permanent primacy in the relationship. The current federal system actually can work better than centralization if leadership and organizational transformation are stressed. The National Incident Management System has many elements in place that can make the federal system of disaster response work if the proper stress on organizational transformation and leadership is applied.

If we ignore the systemic issues and simply replace people or re-assign responsibilities, we may simply fail again in the not too distant future with a different cast of characters.
John R. Harrald, director of the Institute for Crisis, Disaster, and Risk Management,
       George Washington University
U.S. House Committee on Government Reform hearing, September 15, 2005

     

Fairness matters when responding to disasters: An experimental study of government legitimacy

Governments worldwide are regularly faced with severe weather conditions and disasters caused by natural hazards. Does the way in which governments respond to disasters affect their legitimacy? The current study investigated how evaluations of authorities were influenced by four aspects of a governmental response to a hypothetical disaster. In a survey experiment participants read a scenario in which a government distributed aid in the aftermath of a flooding. Data were collected from the Netherlands, France, Poland, Ukraine, and Russia (N = 2,677). Results showed that the government was seen as more legitimate when it was described as distributing resources fairly, following fair procedures, and providing a material benefit to the participant. However, in contrast to predictions derived from system‐justification theory, results showed that outcome dependence was associated with reduced legitimacy. These findings suggest that response policies that address both instrumental and fairness concerns might help maintain positive evaluations of governments.     

Where Federalism Didn't Fail

The governmental response to Hurricane Katrina was not the unalloyed failure that is often portrayed. The response was a mixture of success and failure. Successes occurred when a foundation had been laid for intergovernmental cooperation, as with the largely successful pre-landfall evacuation of Greater New Orleans, the multistate mobilization of the National Guard, and the search and rescue operations of the U.S. Coast Guard and the Louisiana Department of Wildlife and Fisheries. Postmortems should draw lessons from such successes rather than concentrate entirely on the numerous failures.

It is now clear that a challenge on this scale requires greater federal authority and a broader role for the armed forces—the institution of our government most capable of massive logistical operations on a moment's notice.
—President George W. Bush, September 15, 2005
I can say with certainty that federalizing emergency response to catastrophic events would be a disaster as bad as Hurricane Katrina. The current system works when everyone understands, accepts, and is willing to fulfill their responsibilities…. the bottom-up approach yields the best results.
—Florida governor Jeb Bush, October 19, 2005

     

Fiscal Decentralization and Natural Disaster Mitigation: Evidence from the United States

How decentralized government structure influences public service delivery has been a major focus of debate in the public finance literature. In this paper, we empirically examine the effect of fiscal decentralization on natural disaster damages across the U.S. states. We construct a unique measure of decentralization using state and local government expenditures on natural resources, which include investment in flood control and mitigation measures, among others. Using state‐level panel data from 1982 to 2011, we find that states that are more decentralized in natural resource expenditures have experienced more economic losses from floods and storms. This effect is only pronounced in states that are at higher risks of flooding. Our findings suggest that fiscal decentralization may lead to inefficient protection against natural disasters and provide implications for the assignment of disaster management responsibilities across different levels of government in the U.S. federal system.     

What We Know,and What We Have Not Yet Learned: Triple Disasters and the Fukushima Nuclear Fiasco in Japan

Japan is the only country to suffer twice from the terrible consequences of atomic bombs. Hiroshima and Nagasaki are renowned internationally for experiencing the first twin devastating nuclear attacks in history. Unfortunately, Japan has witnessed several other serious nuclear‐related disasters in recent years. The much‐publicized Fukushima disaster in 2011 is one of them. How could such a serious accident occur in a modern, highly sensitive, nuclear‐conscious country?, The answer to that central question is complex, involving not only political and administrative issues but also technical and human dimensions. In retrospect, both government officials and private industry were far too lax with the operation and development of nuclear policies and facilities. The Fukushima debacle was the result of a lack of rigorous management and control of nuclear issues by both public authorities and private industry.