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. |
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... cities, and the test of this hypoth- esis is the core of the book. We show that some cities are nonplay- ers in the game and abstain from significant intergovernmental contact—they do nothing. More frequently, cities and their officials ...
... city manager will attest, nearly everything a city does is considered as economic develop- ment. Cities certainly ... officials have, to varying degrees, experimented, dabbled, and sometimes depended on nonbureaucratic methods of service ...
... local economic develop- ment officials were relatively simple and direct in scope. Policy- making resources existed primarily with a single city official and perhaps a few local businessmen, and collaboration, if any existed at all ...
... cities. Managing across governments involves cooperating in a com- plex system of rules, regulations, and standards, and taking advan- tage of opportunities. City officials describe how managing within the federal system involves ...
... local level, as both the vertical and horizontal terrain of economic devel- opment policy has shifted dramatically (Fosler 1992). Officials in cities determine the degree to which the public sector intervenes in the local economy ...
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 |