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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Metropolitan areas continue to grow in number, size, and density, making the daily work of each city a direct determinant of work in other nearby cities; managing externalities is synonymous with governing in central cities and their ...
Salem, Indiana, a city of 6,600 people in the south-central part of the state, follows the practice of many cities today by joining voluntary partnerships and networks to promote its economic development. Anchoring Salem's activity is ...
For example: Large central cities would be expected to be different in some notable respects from suburban cities or small towns; large inner-ring suburbs would be expected to be in different situations than small outerring suburbs; ...
As is the case in most large central cities, Cincinnati maintains an active intergovernmental presence. It has formally adopted an intergovernmental policy, and it pursues many discretionary grants and negotiates regulatory programs as ...
The city also teams with cities and special districts in its part of the county, particularly for sanitation, ... a city of 6,600 people, is located in the south-central part of Indiana in a rural area outside the Louisville two-state ...
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8 The Future of Public Management and the Challenge of Collaboration
B Economic Characteristics of the Sample Cities