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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... and density, making the daily work of each city a direct determinant of work in other nearby cities; managing externalities is synonymous with governing in central cities and their surrounding suburbs. Rural communities as well must ...
For example: Large central cities would be expected to be different in some notable respects from suburban cities or small towns; large inner-ring suburbs would be expected to be in different situations than small outerring suburbs; ...
Garfield Heights, Ohio Garfield Heights is an inner-ring suburb of 30,000 persons in the Cleveland metropolitan area of 2.9 million people. The city has operated with a mayor–council charter since its incorporation in 1932.
It is a town that has evolved into a small outer-ring suburb. Woodstock was incorporated in 1852 and is governed by a council– manager charter. At the time of the study, major city functions related to economic development, ...
Economic conditions across central cities, suburban cities, and rural towns vary significantly, with suburban cities typically demonstrating better, in some cases much better, performance on the key economic indicators of unemployment ...
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8 The Future of Public Management and the Challenge of Collaboration
B Economic Characteristics of the Sample Cities