Making Boston Strong: Social Capital, Collaboration, and Accountability Lessons for Public Administrators in the Twenty-First Century

Aimee L. Williamson; Brenda J. Bond

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Making Boston Strong: Social Capital, Collaboration, and Accountability Lessons for Public Administrators in the Twenty-First Century

机译：使波士顿变得强大：二十一世纪公共行政人员的社会资本，协作和责任制课程

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The Boston Marathon bombings need little introduction. Although small in comparison with the terrorist attacks of September 11, this will likely be one of those events that many Americans will recall with much clarity years from now. On Patriot's Day, April 15, 2013, two improvised explosive devices, allegedly created and detonated by two extremists, exploded near the finish line of the Boston Marathon in the heart of the city. The blasts killed three and injured more than 260, immediately setting off an extensive and unprecedented health, public safety, and social service response involving myriad public and nonprofit agencies. From a public administration standpoint, the attacks and the subsequent response, coming nearly a dozen years after 9/11, prompt us to reflect on and evaluate the coordination of the response, lessons learned since 9/11, and the implications for public administration today.

机译：波士顿马拉松爆炸案几乎不需要介绍。尽管与9月11日的恐怖袭击相比，这是很小的事，但这很可能是许多美国人从现在起清楚地记得的那些事件之一。在2013年4月15日的爱国者纪念日，据称由两名极端分子制造并引爆的两个简易爆炸装置在市中心的波士顿马拉松终点线附近爆炸。爆炸造成3人死亡，260多人受伤，立即引发了无数公共和非营利机构的广泛而空前的健康，公共安全和社会服务响应。从公共行政的角度来看，袭击和随后的回应（9/11之后将近十二年）促使我们反思和评估回应的协调，9/11以来的经验教训以及对当今公共行政的影响。

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《Public administration review》 |2014年第6期|693-695|共3页
作者
Aimee L. Williamson; Brenda J. Bond;
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Suffolk University;

Suffolk University;

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Making Boston Strong: Social Capital, Collaboration, and Accountability Lessons for Public Administrators in the Twenty-First Century

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