Edited by Helen Dickinson, Professor of Public Service Research, School of Business, University of New South Wales Canberra, Sophie Yates, Research Fellow, Crawford School of Public Policy, Australian National University, Janine O’Flynn, Professor and Director, Crawford School of Public Policy, Australian National University, Catherine Smith, Senior Lecturer, Centre for Wellbeing Science, Faculty of Education, University of Melbourne, Australia

‘This Handbook draws together theory and empirical evidence to tease out important implications for understanding the role of public management in the pandemic, across a wide range of countries and public services, and with insights across a range of themes of relevance to government, public organizations, and citizens. Read it to understand this complex recent past – and also to understand how to prepare for the future. A fine collection of chapters.’

• Contents:1 Introduction to the Research Handbook on Public Management and COVID-19 1Helen Dickinson, Catherine Smith, Sophie Yates and Janine O’FlynnPART I PUBLIC PROBLEMS AND PUBLIC MANAGERS:THE CHALLENGES OF COVID-19 AND HOW THEYHAVE CHALLENGED PUBLIC MANAGERS IN THEIRESTABLISHED ROLES2 Pandemic challenges for public managers: juggling parallel crisis playbooks 19Arjen Boin and Paul ‘t Hart3 Reconsidering public management in a post-COVID world 31Zeger van der Wal4 What COVID-19 showed us about populism, democracy, andperformance: the case of the United States 43Naim Kapucu and Donald Moynihan5 Uncertainty and ambiguity during a crisis and the challenge for publicmanagement: COVID-19 crisis management in the United States, theUnited Kingdom and Australia 57Nicholas Bromfield6 The politics of “letting it rip”: why Australia went from zero-COVID toCOVID-central 72Blair WilliamsPART II HOW COVID-19 CHALLENGED THE FUNDAMENTALSOF PUBLIC MANAGEMENT7 Procurement and public spending: amplification and emergence ofissues arising from COVID-19 86Barbara Allen8 Citizen participation in public management: activated, empowered,responsibilised, abandoned? 99Catherine Durose, Beth Perry and Liz Richardson9 Public Service Logic: a service lens on the COVID-19 vaccination programmes 112Stephen Osborne, Maria Cucciniello and Tie Cui10 Can co-production that emerged during the COVID-19 pandemic be sustained? 126Trui Steen, Taco Brandsen and Menno Hoppen11 Examining the impact of COVID-19 on managing public sectoremployees: overcoming or exacerbating incoherences? 137Sue Williamson and Linda Colley12 The governance of public services during COVID-19: a review ofchallenges and opportunities 150Rachel Ashworth and Catherine FarrellPART III SUCCESS, FAILURE, AND IN-BETWEEN: WHAT THEPANDEMIC TAUGHT US13 Responding to COVID-19 in Aboriginal and Torres Strait Islandercommunities: the importance of strengths-based public administration,cultural safety and working in genuine partnership 162Catherine Althaus, Dawn Casey and Lucas de Toca14 A review of COVID-19 organisational recovery in a UK metropolitanpolice force utilising a complexity theory framework 176Phil Davies15 Policing the pandemic: deciding and acting in the face of uncertaintyand the unexpected 192Mark Fenton-O’Creevy, Nicky Miller, Helen Selby-Fell and Benjamin Bowles16 Trust, capacity and management of vaccine rollouts 206Adam Hannah, Katie Attwell and Jordan Tchilingirian17 The governance of food security in the post-COVID-19 context:innovative principles for public management in Argentina 218Joaquín Pérez Martín18 ‘Build back better’: infrastructure policy’s post-pandemic promise 228Sara Bice19 Ubuntu philosophy in times of crises: COVID-19 pandemic period and beyond 243Xolile Carol Thani20 Small island states, COVID-19, and public policies: a thematic analysis 257Kim Moloney21 Death management in public administration: lessons from the front lines 274Staci M. Zavattaro22 The rise of robots in the COVID-19 pandemic: implications for publicmanagement 286Helen Dickinson and Catherine SmithPART IV REVEALING AND ADDRESSING SYSTEMIC PROBLEMS23 “Stay home” and queer(y)-ing the heteronormative assumptions ofCOVID policy responses 300Peter Matthews and Daniel Edmiston24 Public management challenges with the emergency response for peoplewith disability during COVID-19 312Sophie Yates and Helen Dickinson25 Gender mainstreaming and collaborative public management duringCOVID-19: a case study of national machineries for gender equalityand care infrastructure in Argentina 325Natalia Dopazo, Maria Daels and Hayley Henderson26 How useful is priority setting in an emergency? An analysis of its rolein national responses to the COVID-19 pandemic 339Iestyn Williams, Suzanne Robinson, Chris Smith, Lydia Kapiriri and HelenDickinson27 The future of public management as we emerge from the acute phase ofCOVID-19: key themes and future trajectories 354Sophie Yates, Janine O’Flynn, Helen Dickinson and Catherine Smith

Edited by Helen Dickinson, Professor of Public Service Research, School of Business, University of New South Wales Canberra, Sophie Yates, Research Fellow, Crawford School of Public Policy, Australian National University, Janine O’Flynn, Professor and Director, Crawford School of Public Policy, Australian National University, Catherine Smith, Senior Lecturer, Centre for Wellbeing Science, Faculty of Education, University of Melbourne, Australia

‘This Handbook draws together theory and empirical evidence to tease out important implications for understanding the role of public management in the pandemic, across a wide range of countries and public services, and with insights across a range of themes of relevance to government, public organizations, and citizens. Read it to understand this complex recent past – and also to understand how to prepare for the future. A fine collection of chapters.’

• Contents:1 Introduction to the Research Handbook on Public Management and COVID-19 1Helen Dickinson, Catherine Smith, Sophie Yates and Janine O’FlynnPART I PUBLIC PROBLEMS AND PUBLIC MANAGERS:THE CHALLENGES OF COVID-19 AND HOW THEYHAVE CHALLENGED PUBLIC MANAGERS IN THEIRESTABLISHED ROLES2 Pandemic challenges for public managers: juggling parallel crisis playbooks 19Arjen Boin and Paul ‘t Hart3 Reconsidering public management in a post-COVID world 31Zeger van der Wal4 What COVID-19 showed us about populism, democracy, andperformance: the case of the United States 43Naim Kapucu and Donald Moynihan5 Uncertainty and ambiguity during a crisis and the challenge for publicmanagement: COVID-19 crisis management in the United States, theUnited Kingdom and Australia 57Nicholas Bromfield6 The politics of “letting it rip”: why Australia went from zero-COVID toCOVID-central 72Blair WilliamsPART II HOW COVID-19 CHALLENGED THE FUNDAMENTALSOF PUBLIC MANAGEMENT7 Procurement and public spending: amplification and emergence ofissues arising from COVID-19 86Barbara Allen8 Citizen participation in public management: activated, empowered,responsibilised, abandoned? 99Catherine Durose, Beth Perry and Liz Richardson9 Public Service Logic: a service lens on the COVID-19 vaccination programmes 112Stephen Osborne, Maria Cucciniello and Tie Cui10 Can co-production that emerged during the COVID-19 pandemic be sustained? 126Trui Steen, Taco Brandsen and Menno Hoppen11 Examining the impact of COVID-19 on managing public sectoremployees: overcoming or exacerbating incoherences? 137Sue Williamson and Linda Colley12 The governance of public services during COVID-19: a review ofchallenges and opportunities 150Rachel Ashworth and Catherine FarrellPART III SUCCESS, FAILURE, AND IN-BETWEEN: WHAT THEPANDEMIC TAUGHT US13 Responding to COVID-19 in Aboriginal and Torres Strait Islandercommunities: the importance of strengths-based public administration,cultural safety and working in genuine partnership 162Catherine Althaus, Dawn Casey and Lucas de Toca14 A review of COVID-19 organisational recovery in a UK metropolitanpolice force utilising a complexity theory framework 176Phil Davies15 Policing the pandemic: deciding and acting in the face of uncertaintyand the unexpected 192Mark Fenton-O’Creevy, Nicky Miller, Helen Selby-Fell and Benjamin Bowles16 Trust, capacity and management of vaccine rollouts 206Adam Hannah, Katie Attwell and Jordan Tchilingirian17 The governance of food security in the post-COVID-19 context:innovative principles for public management in Argentina 218Joaquín Pérez Martín18 ‘Build back better’: infrastructure policy’s post-pandemic promise 228Sara Bice19 Ubuntu philosophy in times of crises: COVID-19 pandemic period and beyond 243Xolile Carol Thani20 Small island states, COVID-19, and public policies: a thematic analysis 257Kim Moloney21 Death management in public administration: lessons from the front lines 274Staci M. Zavattaro22 The rise of robots in the COVID-19 pandemic: implications for publicmanagement 286Helen Dickinson and Catherine SmithPART IV REVEALING AND ADDRESSING SYSTEMIC PROBLEMS23 “Stay home” and queer(y)-ing the heteronormative assumptions ofCOVID policy responses 300Peter Matthews and Daniel Edmiston24 Public management challenges with the emergency response for peoplewith disability during COVID-19 312Sophie Yates and Helen Dickinson25 Gender mainstreaming and collaborative public management duringCOVID-19: a case study of national machineries for gender equalityand care infrastructure in Argentina 325Natalia Dopazo, Maria Daels and Hayley Henderson26 How useful is priority setting in an emergency? An analysis of its rolein national responses to the COVID-19 pandemic 339Iestyn Williams, Suzanne Robinson, Chris Smith, Lydia Kapiriri and HelenDickinson27 The future of public management as we emerge from the acute phase ofCOVID-19: key themes and future trajectories 354Sophie Yates, Janine O’Flynn, Helen Dickinson and Catherine Smith

Edited by Helen Dickinson, Professor of Public Service Research, School of Business, University of New South Wales Canberra, Sophie Yates, Research Fellow, Crawford School of Public Policy, Australian National University, Janine O’Flynn, Professor and Director, Crawford School of Public Policy, Australian National University, Catherine Smith, Senior Lecturer, Centre for Wellbeing Science, Faculty of Education, University of Melbourne, Australia

‘This Handbook draws together theory and empirical evidence to tease out important implications for understanding the role of public management in the pandemic, across a wide range of countries and public services, and with insights across a range of themes of relevance to government, public organizations, and citizens. Read it to understand this complex recent past – and also to understand how to prepare for the future. A fine collection of chapters.’

• Contents:1 Introduction to the Research Handbook on Public Management and COVID-19 1Helen Dickinson, Catherine Smith, Sophie Yates and Janine O’FlynnPART I PUBLIC PROBLEMS AND PUBLIC MANAGERS:THE CHALLENGES OF COVID-19 AND HOW THEYHAVE CHALLENGED PUBLIC MANAGERS IN THEIRESTABLISHED ROLES2 Pandemic challenges for public managers: juggling parallel crisis playbooks 19Arjen Boin and Paul ‘t Hart3 Reconsidering public management in a post-COVID world 31Zeger van der Wal4 What COVID-19 showed us about populism, democracy, andperformance: the case of the United States 43Naim Kapucu and Donald Moynihan5 Uncertainty and ambiguity during a crisis and the challenge for publicmanagement: COVID-19 crisis management in the United States, theUnited Kingdom and Australia 57Nicholas Bromfield6 The politics of “letting it rip”: why Australia went from zero-COVID toCOVID-central 72Blair WilliamsPART II HOW COVID-19 CHALLENGED THE FUNDAMENTALSOF PUBLIC MANAGEMENT7 Procurement and public spending: amplification and emergence ofissues arising from COVID-19 86Barbara Allen8 Citizen participation in public management: activated, empowered,responsibilised, abandoned? 99Catherine Durose, Beth Perry and Liz Richardson9 Public Service Logic: a service lens on the COVID-19 vaccination programmes 112Stephen Osborne, Maria Cucciniello and Tie Cui10 Can co-production that emerged during the COVID-19 pandemic be sustained? 126Trui Steen, Taco Brandsen and Menno Hoppen11 Examining the impact of COVID-19 on managing public sectoremployees: overcoming or exacerbating incoherences? 137Sue Williamson and Linda Colley12 The governance of public services during COVID-19: a review ofchallenges and opportunities 150Rachel Ashworth and Catherine FarrellPART III SUCCESS, FAILURE, AND IN-BETWEEN: WHAT THEPANDEMIC TAUGHT US13 Responding to COVID-19 in Aboriginal and Torres Strait Islandercommunities: the importance of strengths-based public administration,cultural safety and working in genuine partnership 162Catherine Althaus, Dawn Casey and Lucas de Toca14 A review of COVID-19 organisational recovery in a UK metropolitanpolice force utilising a complexity theory framework 176Phil Davies15 Policing the pandemic: deciding and acting in the face of uncertaintyand the unexpected 192Mark Fenton-O’Creevy, Nicky Miller, Helen Selby-Fell and Benjamin Bowles16 Trust, capacity and management of vaccine rollouts 206Adam Hannah, Katie Attwell and Jordan Tchilingirian17 The governance of food security in the post-COVID-19 context:innovative principles for public management in Argentina 218Joaquín Pérez Martín18 ‘Build back better’: infrastructure policy’s post-pandemic promise 228Sara Bice19 Ubuntu philosophy in times of crises: COVID-19 pandemic period and beyond 243Xolile Carol Thani20 Small island states, COVID-19, and public policies: a thematic analysis 257Kim Moloney21 Death management in public administration: lessons from the front lines 274Staci M. Zavattaro22 The rise of robots in the COVID-19 pandemic: implications for publicmanagement 286Helen Dickinson and Catherine SmithPART IV REVEALING AND ADDRESSING SYSTEMIC PROBLEMS23 “Stay home” and queer(y)-ing the heteronormative assumptions ofCOVID policy responses 300Peter Matthews and Daniel Edmiston24 Public management challenges with the emergency response for peoplewith disability during COVID-19 312Sophie Yates and Helen Dickinson25 Gender mainstreaming and collaborative public management duringCOVID-19: a case study of national machineries for gender equalityand care infrastructure in Argentina 325Natalia Dopazo, Maria Daels and Hayley Henderson26 How useful is priority setting in an emergency? An analysis of its rolein national responses to the COVID-19 pandemic 339Iestyn Williams, Suzanne Robinson, Chris Smith, Lydia Kapiriri and HelenDickinson27 The future of public management as we emerge from the acute phase ofCOVID-19: key themes and future trajectories 354Sophie Yates, Janine O’Flynn, Helen Dickinson and Catherine Smith