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Abstract This article examines New York City�s response to the 2009 H1N1 pandemic in the context of the post-9/11 US security regime. While the federal level �all-hazards� approach made for greater depth of support, it also generated unrealistic assumptions at odds with an effective local response. The combination of structurally induced opportunity and actor specific strengths (size, expertise) made for effective local governance by the New York City Department of Health and Mental Hygiene. By underlining the importance of locality as a first line of defence and linking defence function to policy initiative in regard to health governance, this study illustrates the continuing relevance of Weber�s insight into the institutional structure of the city.
