Collaborative Public Management: New Strategies for Local GovernmentsGeorgetown University Press, 29.01.2004 - 232 Seiten 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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... contacts in the field case studies: Paul Rasmussen in Beloit, Susan Paddock in Cincinnati, Noreen Kuban in Garfield Heights, Troy Feltman and Don Schurr in Ithaca, Gary Walton in Salem, and Tim Clifton in Woodstock. Three people, in ...
... contacts monthly with agencies in state and federal government through its department administrators, its lobbyists on retainer, and the city manager's office. Some of these contacts involve reaching compliance with state or national ...
... contacts state and federal agencies less frequently than does Cincinnati, but its mayor and the WCEGP executive director have monthly interactions with state and federal agencies, particularly with those dealing with the environment ...
... a focal point of near constant communication with state offices, members of the state legislature, the congressional delegation, and federal offices in many locations. State contacts are 10 / COLLABORATIVE PUBLIC MANAGEMENT.
... contacts are regular and face-to-face, either with a governor's representative, who serves the entire region but is located in Cincinnati, or by a one-hour trip to Columbus for visits to state agency headquarters. Many interlocal ...
Inhalt
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 |
Andere Ausgaben - Alle anzeigen
Collaborative Public Management: New Strategies for Local Governments Robert Agranoff,Michael McGuire Eingeschränkte Leseprobe - 2003 |