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McGuire Dotson posted an update 6 months ago
At this point, little is known about local government responses to the economic crisis caused by COVID-19. This crisis is happening on Main Streets around the nation. This article examines how some local governments are taking collective action in partnership with others as well as organizations at the local and regional levels. What is unique is that collective action is rare as it relates to traditional economic development practices, yet it is occurring and leading to the offerings of multi-institutional grants and low interest loans. https://www.selleckchem.com/products/dibutyryl-camp-bucladesine.html However, some newer supply- and demand-side actions are the result of a lack of resources and need for expediency. Practitioners can learn about these collaborative economic development actions other governments are taking, and how these partnerships can stabilize their local economies. This article is protected by copyright. All rights reserved.Emerging statistics demonstrate that COVID-19 disproportionately affects African Americans. The effects of COVID-19 for this population are inextricably linked to areas of systemic oppression and disenfranchisement, which are further exacerbated by COVID-19 (1) healthcare inequality; (2) segregation, overall health, and food insecurity; (3) underrepresentation in government and the medical profession; and (4) inequalities in participatory democracy and public engagement. Following a discussion of these issues, this article shares early and preliminary lessons and strategies on how public administration scholars and practitioners can lead in crafting equitable responses to this global pandemic to uplift the African American community. This article is protected by copyright. All rights reserved.COVID-19 is exposing a nexus between communities disproportionately suffering from underlying health conditions, policy-reinforced disparities, and susceptibility to the disease. As the virus spreads, policy responses will need to shift from focusing on surveillance and mitigation to recovery and prevention. Local governments, with their histories of mutual aid and familiarity with local communities, are capable of meeting these challenges. However, funding must flow in a flexible enough fashion for local governments to tailor their efforts to preserve vital services and rebuild local economies. We argue in this article that the Community Development Block Grant (CDBG) and the Energy Efficiency and Conservation Block Grant (EECBG) programs are mechanisms for how to provide funds in a manner adaptable to local context while also focusing on increasing social equity. Administrators must emphasize the fourth pillar of public administration — social equity — in framing government responses to the pandemic.Through the lens of paradoxes, this essay understands China’s COVID-19 responses, focusing on normal and non-normal governance, competing values, expertise and politics, centralization and decentralization, public and private, and technology and institution. Preliminary lessons are drawn regarding pandemic governance embedding resilience into all aspects of governance; developing a public value framework for pandemic governance and improving individuals’ ethical capacity; institutionalizing policy capacity on pandemic governance and requiring expertise in relevant positions; balancing centralized coordination and decentralized responses with a stable and ready-to-work commanding center; enabling businesses and nonprofits for pandemic governance but regulating them appropriately; and enacting technologies to revolutionize pandemic governance with proper institutional safeguards. This article is protected by copyright. All rights reserved.The COVID-19 crisis has called for the mobilization of diverse resources and coordination through administrative networks. This mobilization has brought to light the challenges involved in the recruiting and retention of diverse administrative networks. This article reviews the importance of and difficulties in maintaining diverse administrative networks. The review is followed by concrete strategies for building and maintaining diverse networks in Norman, OK. The lessons emphasize the role of active and imaginative recruitment and a realistic assessment of the challenges facing members of the network that can interfere with their participation. This article is protected by copyright. All rights reserved.The COVID-19 pandemic is seen as the biggest crisis since World War II. What started out as a public health issue, has quickly morphed into a political, economic, and societal crisis of epic proportions. Administrative capacity is a major factor in determining whether societies will emerge from this unprecedented situation with resilience and optimism, or despair and disconnectedness, and whether trust in government will increase or decrease. Autonomous and competent public managers are key producers of such administrative capacity. This paper addresses those public managers, the unsung administrative heroes leading us through times of crisis from behind the scenes. Translating the state of the art in public administration literature, with a particular emphasis on publications in this journal, into accessible practitioner recommendations, it identifies three key competencies paramount to public managers in times of crisis managing stakeholders, political masters, and collaborative networks. This article is protected by copyright. All rights reserved.Zhejiang Province achieved one of the best records in containing the COVID-19 pandemic in China, what lessons can the world learn from it? What roles do community-based organizations play in its success story? Based on more than 100 interviews during and after the outbreak in Zhejiang, this article provides a roadmap of how community-based organizations were involved in the three distinct stages of Zhejiang’s responses to COVID-19. We recommend that public sector leaders strategically leverage the strengths of community-based organizations in multiple stages of COVID-19 responses; incentivize volunteers to participate in epidemic prevention and control; provide data infrastructure and digital tracking platforms; and build trust and long-term capacity of community-based organizations. This article is protected by copyright. All rights reserved.