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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... intergovernmental arena is not just a state–federal vertical undertaking; it involves a host of other local governments and nongovernmental actors. Many communities have boundary spanners promoting economic development through ...
... intergovernmental game, we hypothesize that dominant patterns or models of management can be identified in cities, and the test of this hypothesis is the core of the book. We show that some cities are nonplay- ers in the game and ...
... intergovernmental and intersectoral players that are not immediately thought to be located within a specific policy domain. Often, the number of collaborators needed to make a project work or to solve a problem is considerable. Managers ...
... intergovernmental program and the special needs of the city. A public manager may be involved in managing across governmental boundaries (vertical collaboration) within the context of one program or project, while simultaneously ...
... intergovernmental, interorganizational, and intersectoral collaboration in other policy areas. In human services, for example, from the 1970s movement to integrate services to welfare reform in the 1990s, interorganiza- tional linkages ...
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 |