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.
Resultados 1-5 de 86
... at the Core Managing in an Age of Collaboration Models of Collaborative Management Collaborative Activity and Strategy Linkages in Collaborative Management Policy Design and Collaborative Management 1 Jurisdiction-Based Management 1 ...
The past few decades have brought home the ubiquity of interdependence among jurisdictions, government agencies, nonprofit associations, and for-profit entities at the local level. In many functional areas, cities contract with ...
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 ...
On an annual basis, it has literally hundreds of grants or federal and state programs operating within the jurisdiction. The city retains lobbyists in Columbus (the Ohio capital) and Washington, D.C., and the city manager's office is a ...
It is funded by the three government jurisdictions and by private sources, particularly the Beloit Area Chamber of ... Because the city is a suburban jurisdiction in a metropolitan area, it has the county government as a regular point ...
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8 The Future of Public Management and the Challenge of Collaboration
B Economic Characteristics of the Sample Cities