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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Collaborative management can involve developing policy, planning and carrying out projects, or managing finances. Salem, Indiana, a city of 6,600 people in the south-central part of the state, follows the practice of many cities today ...
... many of whom were professionals in planning and development. 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 ...
At the time of the study, major city functions related to economic development, such as planning and zoning, were housed in the Department of Community Development. Woodstock selectively engages in federal program participation, ...
Although the city had seven departments at the time of the study, only the Building Department had any direct involvement in economic development, whereas a Planning Commission and a Board of Zoning Appeals played a more indirect role.
... lateral connections are through joint planning and policy work with other GGDI member communities and with the county government. Managing. in. the. Matrix. of. Levels. and. Sectors. Collaborative management is a core activity for ...
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8 The Future of Public Management and the Challenge of Collaboration
B Economic Characteristics of the Sample Cities