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Enacting “accountability in collaborative governance”: lessons in emergency management and earthquake recovery from the 2010–2011 Canterbury Earthquakes

Enacting “accountability in collaborative governance”: lessons in emergency management and... The paper illustrates how accountability of collaborative governance was constituted in the context of disaster managerial work carried out by the Government, local authorities, and Maori community organisations, after the 2010–2011 Canterbury earthquakes in New Zealand.Design/methodology/approachA case study detailing the communitarian approach to disaster recovery management by a nationalised Maori earthquake response network is contrasted with the formal emergency management infrastructure's response to the Canterbury earthquakes.FindingsCritical analysis of the effectiveness and failures of these approaches highlights the institutional and cultural political issues that hinder the institutionalization of collaborative and accountable governance in the fields of disaster risk reduction and emergency management.Research limitations/implicationsThe paper contributes to the accountability research and practice in general and disaster accountability in particular by addressing a more multifaceted model of ‘accountability combined with collaborative governance’ as a way to build on and critique some of the seemingly more narrow views of accountability.Originality/valueThe study presents rare insights on the interactions between formal and community level accountability and collaborative governance in the context of New Public Governance (NPG). http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Public Budgeting Accounting & Financial Management Emerald Publishing

Enacting “accountability in collaborative governance”: lessons in emergency management and earthquake recovery from the 2010–2011 Canterbury Earthquakes

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References (88)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1096-3367
DOI
10.1108/jpbafm-09-2019-0143
Publisher site
See Article on Publisher Site

Abstract

The paper illustrates how accountability of collaborative governance was constituted in the context of disaster managerial work carried out by the Government, local authorities, and Maori community organisations, after the 2010–2011 Canterbury earthquakes in New Zealand.Design/methodology/approachA case study detailing the communitarian approach to disaster recovery management by a nationalised Maori earthquake response network is contrasted with the formal emergency management infrastructure's response to the Canterbury earthquakes.FindingsCritical analysis of the effectiveness and failures of these approaches highlights the institutional and cultural political issues that hinder the institutionalization of collaborative and accountable governance in the fields of disaster risk reduction and emergency management.Research limitations/implicationsThe paper contributes to the accountability research and practice in general and disaster accountability in particular by addressing a more multifaceted model of ‘accountability combined with collaborative governance’ as a way to build on and critique some of the seemingly more narrow views of accountability.Originality/valueThe study presents rare insights on the interactions between formal and community level accountability and collaborative governance in the context of New Public Governance (NPG).

Journal

Journal of Public Budgeting Accounting & Financial Management – Emerald Publishing

Published: Jun 15, 2020

Keywords: Accountability; Collaborative governance; Canterbury earthquakes; Disaster management; Sendai framework

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