000			01932nam a22001577a 4500
999			_c519434 _d519434
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100			_aJoyce, Paul _932482
245			_aPublic governance, agility and pandemics: A case study of the UK response to COVID-19
260			_aInternational Review of Administrative Sciences
300			_a87(3), Sep, 2021: p.536-555
520			_aThe UK government’s leaders initially believed that it was among the best-prepared governments for a pandemic. By June 2020, the outcome of the collision between the government’s initial confidence, on the one hand, and the aggressiveness and virulence of COVID-19, on the other, was evident. The UK had one of the worst COVID-19 mortality rates in the world. This article explores the UK government’s response to COVID-19 from a public administration and governance perspective. Using factual information and statistical data, it considers the government’s preparedness and strategic decisions, the delivery of the government response, and public confidence in the government. Points for practitioners Possible lessons for testing through application include: Use the precautionary principle to set planning assumptions in government strategies to create the possibility of government agility during a pandemic. Use central government’s leadership role to facilitate and enable local initiative and operational responses, as well as to take advantage of local resources and assets. Choose smart government responses that address tensions between the goal of saving lives and other government goals, and beware choices that are unsatisfactory compromises. – Reproduced
650			_aDecision-making, Good governance, Multi-level government, Performance, Public administration, Public management, Strategy. _930457
773			_aInternational Review of Administrative Sciences
906			_aPUBLIC ADMINISTRATION
942			_cAR