Collaborative Public Management: New Strategies for Local Governments
Georgetown University Press, Jan 29, 2004 - Political Science - 232 pages
Local governments do not stand aloneā€”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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action actors adjustments administrative agencies alpha coefficients approach areas Beloit business incubators capital central cities chamber of commerce Cincinnati city government city officials city's clusters collaborative activity collaborative linkages collaborative management complex contacts Contented cities context cooperation county government Department development corporation development policy direct provision donor-recipient economic development endogenous instruments engage environment ernmental expand federal government financing funding Garfield Heights GGDI grants horizontal activity industrial infrastructure interac interaction intergovernmental interlocal interorganizational involved Ithaca jurisdiction jurisdiction-based management level of collaboration loans managerial McHenry County ment multiple negotiations nomic nongovernmental operating organizations partnerships percent planning policy instruments policymaking and strategy-making political programs project-based promote public management pursue regulations regulatory resource exchange Salem sample cities seeking social capital strategic subsidy suburban cities suburbs tax increment financing tegic tion tive top-down types venture capital vertical activity Washington County Woodstock