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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Parts of chapter 4 have been published in ''Expanding Intergovernmental Management's Hidden Dimensions,'' American Review of Public Administration 29, no. 4 (winter 1999): 352–69 (copyright 1999 by Sage Publications; reprinted by ...
Parts of chapter 4 have been published as ''Expanding Intergovernmental Management's Hidden Dimensions.'' Some of the data in chapter 5 appeared in ''Multinetwork Management: Collaboration and the Hollow State in Local Economic Policy.
As intergovernmental programs evolve, nongovernmental organizations expand their scope of operations, and policymaking resources are held by entities other than the government, collaboration is becoming a tool that cities can use to ...
External funding has led to major highway improvements, airport renovation, and industrial park expansion in the economic development area. Salem also negotiates jurisdiction interests with the state and federal governments, ...
Ithaca intends to seek state and federal funding to upgrade its water and sewer systems, and to develop another water well to support its nongovernmental partners in industrial expansion. Considerable infrastructure support is also ...
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8 The Future of Public Management and the Challenge of Collaboration
B Economic Characteristics of the Sample Cities