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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... of government over financing arrangements, regulatory permits, and taxation questions. The Wisconsin Department of Development assisted local interests in working through these interorganizational and intergovernmental questions, ...
town Cincinnati, Incorporated, which is a public–private organization and policy initiator, and the area Chamber of Commerce—to jointly design policies for the city's economic development and undertake creative financing activities ...
... tax increment financing, and selective use of tax abatement. Owing to the leadership efforts of the city manager, Woodstock is very active in developing lateral intergovernmental agreements with adjacent local governments.
The city taps into county Economic Development Income Tax funds, uses tax abatement extensively, and occasionally uses tax increment financing and state-sponsored loans. It is exploring enterprise zone designation.
Ithaca's government, in turn, provides local support through physical infrastructure improvements, a countywide tax abatement policy, a revolving loan program, and tax increment financing. Ithaca intends to seek state and federal ...
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8 The Future of Public Management and the Challenge of Collaboration
B Economic Characteristics of the Sample Cities