Intergovernmental relationships could be illustrated as something that works as with the Ricardo Morse administrative profile of Bill Gibson. Intergovernmental relationships as they are depicted in Starlings the Katrina Breakdown, illustrate the difficulties that arise when faced with a national disaster. The tensions develop when the various levels of governance as multiple stakeholders compete for authority, and resources. However, this is an oversimplified example of old public administration, and its hierarchal nature. The two articles for the summary: “The Katrina Breakdown” (Starling, 2005), & “Bill Gibson and the Art of Leading across Boundaries” (Morse, 2010) deliver extreme examples of intergovernmental relationships. This summary
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Most notably, Mayor Nagin botched the evacuation effort. Mayor Nagin ordered a mandatory evacuation, however those who could not leave were forced to find temporary shelter in the Superdome. Nagin also failed in the preparing his city as New Orleans did not have a cohesive evacuation plan. In addition, there was no system to elicit and manage outside help and resources which hampered rescue efforts. Pictures of yellow school busses that were not used to evacuate the citizens before Katrina appeared in the news. Nagin later cited insurance coverage lapses and the lack of qualified drivers as the reasons for not using the buses. Another example of Nagin’s lack of preparation was the lack of resources made available to those who made it to the Superdome. Nagin was not held accountable for his missteps which allowed him to continue to make them. The second article, is a public administration profile of Bill Gibson, and his ability to rise above the challenges faced within intergovernmental …show more content…
The problem was identified, however, the priority was never to improve the existing system. This was not just Mayor Nagy’s, Governor Blanco, or the Federal government’s number one concern. Failure of the levee system is an example of poor cooperative governance. In comparing another public works project, Bill Gibson faced attempting to create a public sewer system in a poor community. He understood development of a new sewer system would benefit all stakeholders: The Indian reservation, church community, and the citizens who lived in the area. Mr. Gibson acted as a facilitator and negotiator to see the project to completion. He overcame several budget shortfalls and included feedback from all
Most notably, Mayor Nagin botched the evacuation effort. Mayor Nagin ordered a mandatory evacuation, however those who could not leave were forced to find temporary shelter in the Superdome. Nagin also failed in the preparing his city as New Orleans did not have a cohesive evacuation plan. In addition, there was no system to elicit and manage outside help and resources which hampered rescue efforts. Pictures of yellow school busses that were not used to evacuate the citizens before Katrina appeared in the news. Nagin later cited insurance coverage lapses and the lack of qualified drivers as the reasons for not using the buses. Another example of Nagin’s lack of preparation was the lack of resources made available to those who made it to the Superdome. Nagin was not held accountable for his missteps which allowed him to continue to make them. The second article, is a public administration profile of Bill Gibson, and his ability to rise above the challenges faced within intergovernmental …show more content…
The problem was identified, however, the priority was never to improve the existing system. This was not just Mayor Nagy’s, Governor Blanco, or the Federal government’s number one concern. Failure of the levee system is an example of poor cooperative governance. In comparing another public works project, Bill Gibson faced attempting to create a public sewer system in a poor community. He understood development of a new sewer system would benefit all stakeholders: The Indian reservation, church community, and the citizens who lived in the area. Mr. Gibson acted as a facilitator and negotiator to see the project to completion. He overcame several budget shortfalls and included feedback from all