HLS470 Evaluating Risk in Infrastructure: Government Facility Sector
Task:
Below, you are provided a notional setting or scenario for your project. The setting or scenario should assist the group in framing your perspective and shaping your finished product. Your group goal is a recommendation to the local government director of homeland security that addresses the risk analysis and resource allocation of your Individual Project element from Phase 4 into a cohesive risk analysis and resource allocation information and decision support paper combining all team member input. The desired end state is to prioritize Critical Infrastructure (CI) by risk and accordingly allocate available resources (federal or state) to implement protectionrelated activities. Your role within the group is to provide input and recommendations on those specific sectors that you addressed within your Phase 4 Individual Project deliverable, to coordinate with the members of your group to develop the concepts and written elements of the paper, and cooperatively develop the common paragraphs of the paper.
Assignment Guidelines
What you learned in the Discussion Board assignments following the task, and take into consideration your instructor’s comments.
The assignment expands upon the concepts developed during Phase 4 and expands the scope of the Phase 4 Individual Project to include all of the CI sectors (16 total). This is a formal information and decision support paper that you are developing for the director of Homeland Security of your chosen municipal community. The director’s intent is to share this risk analysis and resource allocation paper with the major department heads of the city, the city manager or administrator, the mayor, and the city council. The director’s goal is to enhance awareness of CI protection and resiliency issues and to improve overall CI security, planning, mitigation, response, recovery, and resiliency. The director also plans to use this assessment as a means and justification for additional funding of CI projects.
Use the following sectors:
Transportation Systems Sector
Rail and passenger
Ferry and other port transportation modes
Airports and airplanes
Bridges
Tunnels and vehicular (passenger)
Government Facilities Sector
Federal government facilities
Commercial office buildings housing federal government offices
Educational institutions
Commercial Facilities Sector
Shopping malls
Sports complexes and exhibition halls
Large, public gathering places
Jewish facilities (community centers, schools, synagogues, etc.)
Energy Sector
Electrical power generation facilities
Petroleum production facilities
Natural gas production facilities
Chemical Sector
Basic chemicals
Specialty chemicals (any of the 322 chemicals covered in the Chemical Facilities Antiterrorism Standards)
Agricultural chemicals
Pharmaceuticals
Consumer products
The importance of conducting a complete risk analysis and including your combined matrices within this paper cannot be overstressed. You must provide a descriptive justification for why each element has been assigned a certain value within the context of your group paper.
Answer:
Government facility sector recommendation
The local government is under immense pressure to improve the services offered by the public sector while containing the ever-increasing government expenditure. Although factors such as an increase in pension cost, health care cost and the aging population have dogged down the ability of the government to provide better and improved services, the local population has pressurized the government to be accountable for every contribution made through taxes, (Cepiku & Bonomi Savignon, 2012). In this article, I am going to recommend the best possible way the homeland department can improve the government facility sector and mostly stress on the adoption of one of the
recommendations.
Sector overview
Services offered in this sector is uniquely governmental, most of these facilities are mostly government-owned or provided by governmental entities. These facilities obtain importance from the services they give to the local populace. It allows citizens to interact with government officials on a daily basis. They exist in order to conduct primary governmental services.
Recommendations
There is no one way in which government services can be improved. The local government has thus implemented several approaches to improve its education institutions, commercial offices building, and the federal government facilities. Some of the adopted approaches is decentralization of government services, transforming the local government workforce composition, adoption of new changes in the budgetary structure, resizing the human resource department and emphasizing on results-oriented practices, (Van der Voet & Vermeeren, 2017). Although the local government has adopted some transformative reforms, their impact on the overall service delivery efficiency is very limited. This is particularly due to the lack of enough resources to carry out performance evaluation, the challenge of isolating the impact of an institution from external variables and the lack of pre-performance reforms within the government.
However, it is evident that the following factors if adopted will greatly improve service delivery in the government facility sector.
- Adoption of appropriate practices in the human resource department. Quality service delivery is highly dependent on the commitment of employees in the organization. Proper employee training and skills development together with proper and progressive policies adopted in the organization help the employees to carry out their duties effectively and efficiently, (Singaravelloo, 2017). Proper human resource policies and quality practices by the various government departments will create a healthy organizational culture. Bureaucracy has highly affected service delivery by the local government. Proper compensation practices, emphasizing in hiring skillful employees and promotion of a good working culture is important in optimizing service delivery.
- Decentralization of political influence and government spending on the local sub-government units. Decentralization of government operatives by ensuring that there are no inter-jurisdictional spillovers improves overall governance in three ways; it improves resource allocation by promoting employee accountability and reduction on the levels of corruption and abuse of public office, it also improves the overall cost recovery. These three aspects of management are linked closely and highly depend on the idea that the local government does not become a quasi-democracy, (Schmidt, Groeneveld & Van de Walle, 2017).
- In the education institutions, it is empirically evident that efficiency may be improved by increasing the scale of operations. The local government should provide high-quality skill and professional development platforms to the education stakeholders primarily teachers, district education administrators, and the local schools. teachers must be provided with professionally-oriented opportunities so as they can take advantage of the trainings that are available locally, (Jones, 2016). The creation of a sustainable incentive for the teachers should also be put in place so that they can change practices that are consistent with the training they received. The office of the homeland department should then assume the responsibility of monitoring the implementation process assess if the desired results will be achieved by the practices employed.
Progressive transformation of local government service delivery cannot be considered to be a panacea. It has its merits and demerits. Progressive transformation of service delivery critically depends on the design, implementation and the prevailing governmental arrangements, (Graaf, Hengeveld-Bidmon, Carnochan, Salomone, & Austin, 2018). The paper has critically recommended three actions that can be adopted by the local government to improve its service delivery on education institutions, commercial office building, and federal government facilities. The most viable option is the adoption of decentralized service delivery. However, this is only possible if the local government will encourage a local governance democracy. Democracy can be attained by ensuring that the local population is economically homogeneous and the decentralization of governance powers to the tax structure will create societal vertical externalities in relation to the high tax rates. In order to realize transformational development in this sector, the devolution of powers is highly recommended.
References
Cepiku, D., & Bonomi Savignon, A. (2012). Governing cutback management: is there a global strategy for public administrations?. International Journal of Public Sector Management, 25(6/7), 428-436.
Graaf, G., Hengeveld-Bidmon, E., Carnochan, S., Salomone, M., & Austin, M. J. (2018). Change Communication in Public Sector Cutback Management. Public Organization Review, 1-20.
Jones, D. M. (2016). Downsizing the Federal Government: Management of Public Sector Workforce Reductions: Management of Public Sector Workforce Reductions. Routledge.
Schmidt, E., Groeneveld, S., & Van de Walle, S. (2017). A change management perspective on public sector cutback management: Towards a framework for analysis. Public Management Review, 19(10), 1538-1555.
Singaravelloo, K. (2017). PPP: The right marriage between local government and the private sector in Malaysia?. Institutions and Economies, 142-166.
Van der Voet, J., & Vermeeren, B. (2017). Change management in hard times: Can change management mitigate the negative relationship between cutbacks and the organizational commitment and work engagement of public sector employees?. The American Review of Public Administration, 47(2), 230-252.
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