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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Cities and their public managers operate in a complex intergovernmental and interorganizational environment. The past few decades have brought home the ubiquity of interdependence among jurisdictions, government agencies, ...
The decision by a city (or other entity) to exploit this increasingly complex and interdependent environment through collaborative management, however, is variable. Cities examine the environment and decide whether collaboration is a ...
Our locus, the city, is the same as these development studies, but our focus is different, because we examine the intricacies of policymaking and the administrative activities of those city officials collaborating in complex ...
Our argument: Cities operate in a complex web of jurisdictions, agencies, businesses, and nonprofit organizations, each of which has some claim on the governing activities of the city. Empirical support for this proposition will be ...
In the midst of the multiple players, activities, and purposes that can be involved in collaboration, we sought out cities that practice a form of strategic management that capitalizes on the complex interorganizational and ...
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8 The Future of Public Management and the Challenge of Collaboration
B Economic Characteristics of the Sample Cities