Collaborative Public Management: New Strategies for Local Governments
Georgetown University Press, 2004 M01 29 - 232 páginas
Local governments do not stand alone—they find themselves in new relationships not only with state and federal government, but often with a widening spectrum of other public and private organizations as well. The result of this re-forming of local governments calls for new collaborations and managerial responses that occur in addition to governmental and bureaucratic processes-as-usual, bringing locally generated strategies or what the authors call "jurisdiction-based management" into play.
Based on an extensive study of 237 cities within five states, Collaborative Public Management provides an in-depth look at how city officials work with other governments and organizations to develop their city economies and what makes these collaborations work. Exploring the more complex nature of collaboration across jurisdictions, governments, and sectors, Agranoff and McGuire illustrate how public managers address complex problems through strategic partnerships, networks, contractual relationships, alliances, committees, coalitions, consortia, and councils as they function together to meet public demands through other government agencies, nonprofit associations, for-profit entities, and many other types of nongovernmental organizations.
Beyond the "how" and "why," Collaborative Public Management identifies the importance of different managerial approaches by breaking them down into parts and sequences, and describing the many kinds of collaborative activities and processes that allow local governments to function in new ways to address the most nettlesome public challenges.
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We offer thanks to our principal contacts in the field case studies: Paul Rasmussen in Beloit, Susan Paddock in Cincinnati, Noreen Kuban in Garfield Heights, Troy Feltman and Don Schurr in Ithaca, Gary Walton in Salem, and Tim Clifton ...
Ithaca, Michigan, a town of about 3,000, collaborates often through Greater Gratiot Development Incorporated (GGDI), a venture that involves three cities, one village, a county government, and the city and county chambers of commerce.
Ithaca, Michigan Ithaca, the smallest of our case study cities, has a population of about 3,000. It is the seat of nonmetropolitan Gratiot County, which is located in the center of lower Michigan, about 45 miles north of Lansing and ...
GGDI provides Ithaca with considerable development capacity, enabling it to use professionally written grants and researchbased ... During the study year, Ithaca had ten discretionary grants in effect for economic development.
Strategic and long-range planning is commonly employed in many cities and is regularly undertaken in Beloit, Woodstock, Ithaca, and Garfield Heights. In all these cities, incidentally, a professional planner with a graduate degree heads ...
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8 The Future of Public Management and the Challenge of Collaboration
B Economic Characteristics of the Sample Cities