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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As evidence of decentralized collaboration and development, the city has taken its strategy to the neighborhoods through the Cincinnati Neighborhood Action Strategy (CNAS). The DED staff and structure reflect the city's commitment to ...
Intergovernmental collaboration involves a set of identifiable managerial actions that go beyond simple ''meetings,'' and ''proposals for a change,'' on one hand, and the technical details of preparing an industrial site, transacting a ...
... take strategic action in collaboration with multiple players and agencies from various governments and sectors, both inside and outside the city, as a means to adequately serve the jurisdiction. Thus, we seek to demonstrate that ...
Although horizontal and vertical collaborative actions overlap in practice, we separate them analytically for purposes of description; all such activity is included when we use the term ''collaborative management.
Rural (or nonmetropolitan) development depends heavily on state actions to support and mobilize communities (Agranoff and McGuire 2000), usually within collaborative networks of public and private actors (Radin et al. 1996).
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8 The Future of Public Management and the Challenge of Collaboration
B Economic Characteristics of the Sample Cities