William L. Waugh

Georgia State University
Public Management and Policy

Andrew Young School of Policy Studies
14 Marietta Street, N.W., Suite 337
Atlanta, GA
United States
30302-3992
wwaugh@gsu.edu |  Visit Personal Website


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My work focuses primarily on policy design and local capacity building for emergency management and Homeland Security. Disasters, including terrorism-related disasters, require considerable flexibility, adaptation, and improvisation. Identifying mechanisms that encourage effective collaboration at the organizational level and the skill-set that supports collaboration at the individual level is the goal. My current research focuses on community resilience - how it is enhanced and maintained and how it can facilitate responses to and recovery from all kinds of disasters.

Citation:
Jensen, Jessica, and Waugh,William L., Jr. 2014. The United States' Experience with the Incident Command System: What We know and What We Need to Know More About. Journal of Contingencies and Crisis Management. 32/1: 5-17.
Abstract: This is an analysis of the American literature on incident command systems. It identifies the major issues that are unresolved regarding the effectiveness of ICS in managing disasters.
Citation:
Waugh, William L., Jr. 2009. “Mechanisms for Collaboration in Emergency Management: ICS, NIMS, and the Problem of Command and Control,” The Collaborative Public Manager: New Ideas for the Twenty-First Century, eds. Rosemary O’Leary and Lisa Blomgren Bingham (Georgetown University Press), pp. 157-175.
Abstract: This is an assessent of the impacts of the Incident Command System (ICS) and the National Incident Management System on inter-agency and inter-organizational collaboration. ICS and NIMS generally inhibit collaboration, largely because incident management is in the hands of personnel and organizations that are not themseelves collaborative. Information sharing and other prerequisites of collaboration are contrary to their organizational cultures.
Citation:
Waugh, William L., Jr. 2011. “Emergency and Crisis Management: Practice, Theory and Profession,” in The State of Public Administration: Issues, Problems, Challenges,” edited by Donald C. Menzel and Harvey J. White (Armonk, NY: M.E. Sharpe), pp. 204-217.
Abstract: This chapter follows the development of emergency management as a field of study and the evolution of the profession and practice of emergency management.
Citation:
Comfort, Louise K.; Waugh, William L., Jr.; and Cigler, Beverly, 2012. “Emergency Management Research and Practice in Public Administration: Emergence, Expansion, and Future Directions,” Public Administration Review 72/4 (July/August 2012): 539-547.
Abstract: This is an assessment of the FEMA/NASPAA Fellowship program and workshop in 1984 that helped create a community of public administration scholars in the field of emergency m,anagement. It also assesses changes in the focus of emergency management scholarship from the 1980s to the present.
Citation:
Waugh, William L., Jr. 2007. "Katrina, and the Governors of Louisiana and Mississippi,” Public Administration Review, Special Supplementary Issue on Administrative Failure in the Wake of Katrina 67 (December): 107-113.
Abstract: This is a critique of the actions by the governors of Louisiana and Mississippi during the Hurricane Katrina disaster. In essence, the governor of Mississippi was more effective in managing the response because of the state's adoption of the incident command system and its experience with a statewide mutual assistance compact.
Citation:
Waugh,William L., Jr., and Gregory Streib. 2006. "Collaboration and Leadership for Effective Emergency Management." Public Administration Review, Special Issue on Collaborative Management 66: 131-140.
Abstract: This is a much cited article on the essential nature of collaboration and the development of collaborative skills in emergency management.
Citation:
Waugh, William L., Jr., and Kathleen Tierney, eds. 2007. Emergency Management: Principles and Practice for Local Government, 2nd Edition. Washington: International City/County Management Association.
Abstract: This is the ICMA "green book" for local emergency managers and local officials, as well as a widely used textbook.

Substantive Focus:
Environmental Policy
Governance SECONDARY
Comparative Public Policy PRIMARY
Urban Public Policy

Theoretical Focus:
Agenda-Setting, Adoption, and Implementation PRIMARY
Policy Analysis and Evaluation SECONDARY

Keywords

EMERGENCY MANAGEMENT NATURAL DISASTERS LOCAL CAPACITY BUILDING COMMUNITY RESILIENCE HOMELAND SECURITY