Sommerhester0769

In this article we describe and illustrate what we call a network of networks perspective and map the development of a Lead network of the Antwerp Port Authority that governs various organizations and networks in the port community before and during the COVID-19 pandemic. We find that setting a collective focus and selective integration to be crucial in the creation and reproduction of an effective system to adequately deal with a wicked problem like the COVID-19 pandemic. We use the findings on crisis management and network governance to engage practitioners and public policy planners to revisit current design and governance of organizational networks within organizational fields that have been hit by the COVID-19 pandemic.This research presents implications of the global pandemic on local government resiliency in the United States. We explore insights from local government officials and managers at the frontlines of response and recovery efforts to the biological natural disaster. Also, findings from the latest nationwide survey of U.S. local governments regarding their preparedness for weather-related natural disasters informs responses to the current crisis. Results indicate that local governments are innovating and taking strategic actions to fight the virus. This, even though COVID-19 has exposed social inequities 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. This article is protected by copyright. All rights reserved.This Viewpoint essay examines the service delivery responses of nonprofit organizations that offer homeless support services amid the COVID-19 pandemic. Government mandates and severe human needs have forced nonprofits to adapt quickly. Literature reviews provide little information about how nonprofits should manage service continuity under pandemics. Data collected from websites and interviews with nonprofits executives provide an understanding of adaptions and innovations. The study uses a crisis response model "Disruptions-Ambiguities-Innovations-Challenges" (DAIC) to demonstrate how social service nonprofits are responding to challenges under COVID-19. Lessons learned are useful for scholars and practitioners to understand ways nonprofits have remained agile and innovative. This article is protected by copyright. All rights reserved.The COVID-19 pandemic has created a crisis that is challenging national and local governments to innovate in their response to novel problems. Despite similarities to the challenges confronted in developed countries, Latin American governments face these problems amplified by structural obstacles such as social inequalities. These countries need to respond with capacities and resources often limited by spoils systems, as well as social and political polarization. In this context, we provide an overview of some innovative practices happening in Argentina, Brazil, Chile, Colombia, and México. In particular, we concentrate on some salient collaborative efforts in the region. To draw some lessons from these practices, we focus on the formal and informal institutions that facilitate or obstruct collaborations across jurisdictions. Moreover, we discuss our findings in terms of transaction costs for collaboration identified in these experiences.If the COVID-19 pandemic has already taught us anything, it is that policymakers, experts and public managers need to be capable of interpreting comparative data on their government's performance in a meaningful way. Simultaneously, they are confronted with different data sources (and measurements) surrounding COVID-19 without necessarily having the tools to assess these sources strategically. Due to the speed with which decisions are required and the different data sources, it can be challenging for any policymaker, expert or public manager to make sense of how COVID-19 has an impact, especially from a comparative perspective. Starting from the question "How can we benchmark COVID-19 performance data across countries?", this article presents important indicators, measurements, and their strengths and weaknesses, and concludes with practical recommendations. These include a focus on measurement equivalence, systems thinking, spatial and temporal thinking, multilevel governance and multimethod designs. This article is protected by copyright. NX-1607 purchase All rights reserved.The COVID-19 pandemic poses unprecedented challenges to public healthcare systems and demands intergovernmental coordination to cope with the resulting medical surge. This article analyzes the operation of Paired Assistance Programs (PAPs) in China, offering a timely comparative case for researchers and practitioners to examine when reflecting on the classic debate over the hierarchical versus network approaches to coordination in emergency management. PAPs highlight the importance of network management and necessity of institutionalizing mechanisms of governance to facilitate coordination within multilevel response systems. This article is protected by copyright. All rights reserved.Co-production is blooming under Covid-19, but can we expect it to last? Most likely, in post-COVID-19 times people and institutions will easily slip back into 'business as usual'. This article addresses the relevance of co-production under COVID-19 and argues for the need of co-production initiatives to persist well beyond the pandemic. The conditions that made co-production emerge are likely to change, as emergency regulations and funds are abandoned and as the sense of urgency disappears. Areas of public life where there could be a more lasting effect are those where the basic conditions for successful co-production are already in place and where only a push was necessary for co-production to take off. These conditions include basic commitment, complementarity and supportive regulative frameworks, all of which can be sustained beyond the crisis with targeted choices and sufficient support.