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
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... involvement with state and local governments was, to a large extent, based in promoting internal improvements and other means of fostering the development of the young U.S. economy (Elazar 1962). This intergovernmental tradition has ...
... involved in programs. In spite of the apparent salience of collaborative management, however, a knowledge base equivalent to—or even close to—the paradigm of bureaucratic management does not yet exist. Instead, perspectives on ...
... involvement. When the public demands action on certain public issues, multiple players are drawn together to fulfill that demand because it can only be done through collaboration. Third, political imperatives elicit networking beyond ...
... involved in numerous contacts with many different public agencies and private entities, and in a fashion that is compounded potentially by multiple efforts to promote local interests. As the Beloit example demonstrates, cities that ...
... involvement of subnational governments in national programs to share decision making and adaptation, so that policy can unite what constitutions divide (Rose 1985). Variations. in. Activity. and. Strategy. The choices that managers make in ...
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 |