Organising Response to Extreme Emergencies: The Victorian Bushfires of 2009

How can people and organisations best respond to emergency events that are significantly beyond the boundaries of what they had generally anticipated, expected, prepared for – or even imagined? What forms of organisations are likely to be best able to cope with such events – and what procedures and practices will aid in their ability to do so? Obviously, extreme events – events that are in scope or scale or type beyond the range of our ordinary experience and expectations – by definition will occur only relatively rarely (and very rarely to any given emergency organisation). Nonetheless, when they do occur they tend to be of defining importance to the people and institutions that are thrust into them and that must find their way through them. September 11, 2001 in Manhattan and at the Pentagon in Arlington, Virginia; the Indian Ocean Tsunami in 2004; Hurricane Katrina on the Gulf Coast of the United States (US) in 2005; major earthquakes like the ones in Pakistan in 2005, Wenchuan in 2008, Haiti in 2010, Chile in 2010, and Christchurch in 2010 – these and other catastrophic events catapult people and response agencies into a new, unfamiliar, and largely unexplored dimension.     

How can Public Professional Services be Restored in a Weak State? Options for Animal Health in Congo's South Kivu

How does one deal with a shortcoming in a public service when even a state “pocket of effectiveness” is unlikely to fill it directly? In the Belgian colonial era, South Kivu Province in eastern Democratic Republic of Congo had a vibrant animal production system, which then was shattered by successive wars. The regeneration of Kivu's livestock industry is greatly constrained by the unreliability of the province's state and private animal health services, which have become commercialized and are unable to overcome the asymmetric information problem inherent to the professions and provide the trustworthy effectiveness farmers need to use them effectively. The Congolese state is unlikely to be able to fill this gap itself. Nonetheless, it can be an architect of solutions to the problem. We were able to identify in the local institutional repertoire at least four possible ways policy‐makers could use non‐governmental organizations to provide missing trustworthiness to the market. This conclusion is hopeful for places with development potential that have weak states and imperfect markets. © 2017 International Livestock Research Institute. Public Administration and Development published by John Wiley & Sons, Ltd.