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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... suburbs. Rural communities as well must seek out governing resources externally due to decades of out-migration and rapid shifts in their economic bases. Functional responsibilities viewed for a half-century as national in scope have ...
... suburban cities or small towns; large inner-ring suburbs would be expected to be in different situations than small outerring suburbs; and cities imbedded in rich collaborative settings would be expected to act differently from those ...
... suburb of 30,000 persons in the Cleveland metropolitan area of 2.9 million people. The city has operated with a ... suburban jurisdiction in a metropolitan area, it has the county government as a regular point of contact, not only ...
... 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, such as planning and zoning, were housed in the Department of ...
... 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 rate, poverty rate, family income, and ...
8 The Future of Public Management and the Challenge of Collaboration
B Economic Characteristics of the Sample Cities