Collaborative Public Management: New Strategies for Local GovernmentsGeorgetown 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. |
Dentro del libro
Resultados 6-10 de 88
... city government collaborative management varies across cities. Our argument: Some cities choose to avail themselves ... city's approach to the intergovernmental and multiorganizational environment. Empirical support for this proposition ...
... city manager. At the time of the study, the city Department of Economic Development (DED) was the city's primary economic development unit. It was staffed with more than fifty employees, many of whom were professionals in planning and ...
... city has taken its strategy to the neighborhoods through the Cincinnati Neighborhood Action Strategy (CNAS). The DED staff and structure reflect the city's commitment to the CNAS by providing extensive outreach to neighborhoods ...
... city departments provided public services. The city's vertical presence is maintained by the mayor and the director of economic development, who doubles as city grants coordinator. About fifteen discretionary grants are submitted by the ...
... 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, writing only a few grants each year. As ...
Contenido
1 | |
20 | |
3 Models of Collaborative Management | 43 |
4 Collaborative Activity and Strategy | 67 |
5 Linkages in Collaborative Management | 99 |
6 Policy Design and Collaborative Management | 125 |
7 JurisdictionBased Management | 152 |
8 The Future of Public Management and the Challenge of Collaboration | 175 |
Appendixes | 197 |
B Economic Characteristics of the Sample Cities | 200 |
References | 203 |
Index | 215 |
Otras ediciones - Ver todas
Collaborative Public Management: New Strategies for Local Governments Robert Agranoff,Michael McGuire Vista previa limitada - 2003 |