Institutional Factors and Processes in Interagency Collaboration
The Case of Fema Corps
Bibliographic Data
| ID | 11673697 |
|---|---|
| Authors | Kevin D Ward (0000-0001-5769-3619, Seattle University, Seattle, WA, USA, corresponding author), Danielle Varda (University of Colorado Denver), Danielle M Varda (University of Colorado Denver), Diana Epstein (0000-0001-5415-8493, Office of Management and Budget,Washington, DC, USA), Barbara Lane (Independent Researcher, Irvine, CA, USA), Barbara Miller Lane |
| Year | 2018 |
| Volume | 48 |
| Issue | 8 |
| Pages | 852-871 |
| Publication date | 2018-01-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | The American Review of Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0275-0740 • E-ISSN: 1552-3357 |
| Publisher | SAGE Publishing (PUBLISHER • US) |
| DOI | 10.1177/0275074017745354 |
| OpenAlex | W2781860974 |
| Language | EN |
| Citations received | 9 |
| References cited | 57 |
This article details the development and implementation of the Federal Emergency Management Agency (FEMA) Corps program, a federal interagency partnership. While many federal agencies partner through fee-for-service arrangements and contracts, few contemporary examples of interagency program creation and implementation are available. This article develops an interagency collaboration framework by drawing from the collaboration literature, as well as literature on institutions, to examine the development of this unique partnership. This research draws on key informant interviews and content analysis of documentation, including the interagency agreement (IAA), historical records, memos, meeting minutes, and participant observations. Findings suggest that even in formal IAAs, a strong history of informal institutional collaboration may be an important antecedent of forming and implementing collaborative arrangements. Similarly, the presence of a champion may play an important role in cultivating and developing both informal and formal institutions that create an opportunity to collaborate. Finally, the rules-in-use and the rules-in-form may vary at different levels of management. As the federal government increasingly employs interagency partnerships, this article provides lessons for developing relationships, identifying and understanding roles, crossing organizational boundaries, and merging both agency cultures and administrative processes
Agency (philosophy · Business · Champion · Documentation · General partnership · Government (linguistics · Political science · Public relations · Sociology · Disaster Management and Resilience · Evaluation and Performance Assessment · Law · Public Administration · Public Policy and Administration Research
Understanding the Federal Emergency Management Agency's Challenges
Driving the effectiveness of public health emergency management strategies through cross-departmental collaboration
Identifying the components affecting intra-organizational collaboration of health sector in disasters
Enhancing Mass Casualty Disaster Management Competencies through an Integrated Disaster Simulation Training Program
A systematic literature review of open innovation in the public sector
Examining Complex Program Adoption Decision-Making in a Health Pilot for U.S. Women Military Veterans
The reputational dividends of collaborating with a highly reputable agency
Why we need bricoleurs to foster robust governance solutions in turbulent times
Understanding memorandums of Understanding
Theories of the Policy Process
Linking the Formal and Informal Economy
Developmental Processes of Cooperative Interorganizational Relationships
In Pursuit of Inter-Agency Collaboration In The Public Sector
Enacting Leadership for Collaborative Advantage
The Advocacy Coalition Framework
Leadership in the Shaping and Implementation of Collaboration Agendas
Interagency collaboration between child protection and mental health services
Case Study Research
Understanding Institutional Diversity
A Systematic Review of Collaboration and Network Research in the Public Affairs Literature
Learning about interagency collaboration
Interorganizational relations of nonprofit organizations
Introduction to the Symposium on Collaborative Public Management
Collaboration Processes
How Policy Rules Shape the Structure and Performance of Collaborative Governance Arrangements
The Design and Implementation of Cross‐Sector Collaborations
Interagency Collaboration in Human Services
Managing Boundaries in American Administration
Diversity, Trust, and Social Learning in Collaborative Governance
What Will New Governance Mean for the Federal Government
Promoting the Utilization of Performance Measures in Public Organizations
Inside Collaborative Networks
An Introduction to IAD and the Language of the Ostrom Workshop
Rules for Collaboration
Background on the Institutional Analysis and Development Framework
The Design and Promise of the Institutional Analysis and Development Framework
Explaining Coordination in Collaborative Partnerships and Clarifying the Scope of the Belief Homophily Hypothesis
An Integrative Framework for Collaborative Governance
The Evolution of Dyadic Interorganizational Relationships in a Network of Publicly Funded Nonprofit Agencies
Collaborative Performance Measurement
Public Management as Interagency Cooperation
Institutional-Level Norms and Organizational Involvement In a Service-Implementation Network
Working with the State
Developmental Dynamics
Modes of Network Governance
Entrepreneurial Strategies for Managing Interagency Collaboration
Collaboration and Leadership for Effective Emergency Management
Collaborative Governance in Theory and Practice
Building Institutional Capacity through Collaborative Approaches to Urban Planning
| Unique citing works | 9 |
|---|---|
| Citations per year | 1,8 |
| Citation span | 2021 - 2026 (6) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 9 |