College of Administrative and Financial Sciences Assignment 1 Deadline: 30/06/2021 @ 23:59 Academic Year: 1441/1442 H Course Name: Public Management Student’s Name: Course Code: MGT 324 Student’s ID Number: Semester: Summer 2020-2021 CRN: For Instructor’s Use only Instructor’s Name: Dr. Ibrahim Alotaibi Students’ Grade: Marks Obtained/Out of Level of Marks: High/Middle/Low Instructions – PLEASE READ THEM CAREFULLY • The Assignment must be submitted on Blackboard (WORD format only) via allocated folder. • Assignments submitted through email will not be accepted. • Students are advised to make their work clear and well presented, marks may be reduced for poor presentation. This includes filling your information on the cover page. • Students must mention question number clearly in their answer. • Late submission will NOT be accepted. • Avoid plagiarism, the work should be in your own words, copying from students or other resources without proper referencing will result in ZERO marks. • All answered must be typed using Times New Roman (size 12, double-spaced) font. • Submissions without cover page will NOT be accepted. Assignment 1 Submission Date by students: 30/06/2021 @ 23:59 Place of Submission: Students Grade Centre via blackboard. Weight: 10 Marks CLO: Describe the simple and complex issues pertaining to public management. We expect you to answer each question as per instructions in the assignment. You will find it useful to keep the following points in mind. The assignment with be evaluated in terms of your planning, organization and the way you present your assignment. All the three section will carry equal weightage Kindly read the instruction carefully and prepare your assignment accordingly. 1) Planning: Read the assignments carefully, go through the Units on which they are based. Make some points regarding each question and then rearrange them in a logical order. (3.5 Marks) 2) Organization: Be a little selective and analytical before drawing up a rough outline of your answer. Give adequate attention to question’s introduction and conclusion. (3.5 Marks) Make sure that: a) The answer is logical and coherent b) It has clear connections between sentences and paragraphs c) The presentation is correct in your own expression and style. 3) Presentation: Once you are satisfied with your answer, you can write down the final version for submission. If you so desire, you may underline the points you wish to emphasize. Make sure that the answer is within the stipulated word limit. (3 Marks) ****** Write an essay on the following topic in about 1000-1200 words. “The COVID-19 pandemic reveals that the public sector is not only facing simple and complex problem, but also turbulent problems characterized by the surprising emergence of inconsistent, unpredictable, and uncertain events. Turbulent problems call for robust governance solutions that are sufficiently adaptable, agile and pragmatic to upheld a particular goal or function in the face of continuous disruption”. In the light of this statement, discuss the challenges faced by local governments during COVID-19 era. With the help of examples, explain how local governments can raise their awareness about such emerging pandemic, meet future challenges and be able to convert their challenges into opportunities. (You are required to include at least three scholarly references in your answer).
 

Challenges Faced by Local Governments during Covid-19 Era

Challenges Faced by Local Governments during Pandemic

The Coronavirus pandemic disturbed tax collection and stimulated higher medical expenses with potential government and local government financial consequences. This, in turn, could have a broader impact on the United States economy. The government and local government contribute significantly to US economic growth and jobs. Two-tenths of total GDP growth was contributed by the sector in 2019. Around 12% of US jobs together accounted for governmental and local public jobs in February 2020. In Missouri, Wyoming is home to a larger percentage of employment, from 13.2% to 22% of federal reservation district, government and local authority.

Although the health risks decrease, COVID-19 could take some time to fully reflect the economic effects on Member States and local governments. For example, it was not until 2010 that the Great Recession slowed GDP growth and hampered growth in 2013 because other sectors bounced back in the economy (Barbera, 2019). State and local authorities tend to lag behind business cycles for two main reasons. Firstly, in times of stress, government spending sometimes rises as security demand rises. The second and most likely main reason is that government and local taxes are delayed in business cycles.

Real State Tax Collection

The recessionary effects on the collection of taxes on personal income and property are two examples. If a government goes into recession and personal income drops, lower tax withholding may affect the government immediately. Until the employees file their taxes the following year, the full impact of personal income taxes is expected. The impact on property taxes can be longer as appraisals normally take place every two years. Although the current crisis is likely to have the same effect, a number of unique features immediately put pressure on governments and local governments. Firstly, as countries buy medical supplies and establish temporary health centers to avoid spreading the COVID 19, the government has significantly increased public expenditures. Secondly, the majority of states have postponed the federal new deadline for filing revenue tax, which is to create temporary liquidity problems, from April 15 to July 15. Third, shelter orders should significantly and immediately reduce consumer expenditure in many countries, reducing sales taxation. While domestic food shopping is rising, food sales taxes in many countries are excluded.

Health Crisis

The spatial dimension of COVID-19 is required to manage all pandemics. By November 2020, the influence of the COVID-19 crisis varies widely in both declared and the associated cases of death, not only among countries but between regions and municipalities in countries (Obaid, 2020). For example, 83% of confirmed cases have been found in the Hubei province of the People's Republic of China. Northern Italy, Lombardy and the richest regions in Europe have experienced the greatest number of cases (48 percent as of November). In France, 35% and 16% of cases occurred in Île-de-France and the Grand Est regions. New York (14.7%) and Texas are the biggest federal state in the United States (9 percent). Sixty-two percent and 32 percent of total cases in Quebec and Ontario were reported in Canada at the beginning of November. As of November, 71 percent of Chile's cases were in Metropolitan Santiago. In Brazil in November, São Paulo recorded 26% of cases. The Maharashtra cases in India and Russia accounted for 22 percent, and by November 25 percent in Moscow.

Economic Crisis

As exposures show, the area faces trade sectors and global value chains. The economic impacts of COVID-19 vary between regions. For example, highly tourism-related regions are more vulnerable than other regions to Coronavirus (Obaid, 2020). The risk of work disorder is relatively higher in capital and other metropolitan areas than in other regions. For example, in the United States, the analysis of Brookings' county infections and economic data show that COVID-19 is not just a highly concentrated but a core productive capacity in the hit districts and metropolitan areas. Brookings reports that the 50 most successful American Counties sponsor over 60 million jobs and 36% of their GDP.

Impacts on regional jobs can also differ considerably between regions in crisis countries. There may be differences in countries resulting from the COVID-19 crisis in the areas with large, not standard shares. An assessment of the proportion of downloaded jobs is one way of assessing COVID-19 territorial consequences. The economic impacts of containment measures based on specific sectors of activity in a given region can be estimated based on OECD statements.

Recommendations to Meet Future Challenges

Eliminate institutional overlaps: The national and local authorities, social sectors, and different municipal branches need to be divided. The response to a crisis requires clarity on who does what, who monitors funding and who decides critically. Previous results show that national governments need to develop globally aligned crisis response strategies with their plans, for instance, minimizing basic services such as food chains, social protection and routine health services in a crisis (Anttiroiko, 2021). For example, in India, when frontline personnel are asked to answer COVID-19, OPM research has halted routine childhood vaccinations.

Encourage emergency preparation: The pandemic shows the need for strong emergency management systems to identify and address vulnerable cargoes, although many countries have major national preparedness plans for catastrophes. Local governments also need sufficient income or liquid transfers to mobilize funds rapidly. For instance, cities with high levels of financial administration and independent consultants can buy fans quickly during the pandemic.

Enhance integration: Cross-coordination and communication platforms are necessary for local organizations' fastest use of people and resources. In order to avoid crises, early warning systems and expert personnel can exchange data in real-time and learn from their counter-parted and local authorities. In addition, residents receive digital peer learning via international platforms, like C40 and Engaging local authorities. In the United States, local authorities and public-sanitary experts can communicate their projects in good time with the local response to Corona Virus.

Empower citizens: Ebola and SARS (2003) show public action to mitigate the consequences of the crisis. SARS (2003) Citizens' participation mechanisms can be implemented in collaboration with local authorities (resident welfare associations or village development committees). The local community plays a key role for religious leaders and trusted third parties and needs to be supported to make them aware, particularly in remote, vulnerable populations. Strong responsibility (independent media and city halls) enables people to verify the fair distribution and optimization of emergency resources (Anttiroiko, 2021).

Regular resilience: A government should work with well-oiled systems, procedures and resources efficiently at the worst possible time. The system needs to meet the public's needs and change the truth. Great resources and money have been put into the hands of local government crises such as COVID-19. Proper controls and balances are needed for power transfer (audits and public expenditure reviews). This is achieved by long-term investments in local officials' training, consultation and training.

Conclusion

As demonstrated by COVID-19, pandemics are not only complicated by social and compartmental technical issues. The risk for infection or personal losses is staff and citizens. Effective coordination mechanisms must be established between domestic and local authorities. Local systems must be strengthened and local officials must be able to administer policies (from health to the economy to social protection). Local government investments are crucial to a successful recovery and long-term resilience.

Challenges Faced by Local Governments during Covid-19 Era

Challenges Faced by Local Governments during Pandemic

The Corona virus pandemic disturbed tax collection and stimulated higher medical expenses with potential government and local government financial consequences.

Although the health risks decrease, COVID-19 could take some time to fully reflect the economic effects on Member States and local governments.

Real State Tax Collection

The recessionary effects on the collection of taxes on personal income and property are two examples.

Health Crisis

The spatial dimension of COVID-19 is required to manage all pandemics.

Economic Crisis

As exposures show, the area faces trade sectors and global value chains.

Impacts on regional jobs can also differ considerably between regions in crisis countries.

Recommendations to Meet Future Challenges

Eliminate institutional overlaps: The national and local authorities, social sectors, and different municipal branches need to be divided.

Encourage emergency preparation: The pandemic shows the need for strong emergency management systems to identify and address vulnerable cargoes although many countries have major national preparedness plans for catastrophes.

Enhance integration: Cross-coordination and communication platforms are necessary for local organizations' fastest use of people and resources.

Empower citizens: Ebola and SARS (2003) show public action to mitigate the consequences of the crisis.

Regular resilience: A government should work with well-oiled systems, procedures and resources efficiently at the worst possible time.

Conclusion

As demonstrated by COVID-19, pandemics are not only complicated by social and compartmental technical issues.