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Collaborative Public Management

New Strategies for Local Governments

Publication Year: 2004

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.

Published by: Georgetown University Press

Title Page, Copyright

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Contents

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pp. v-

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Preface

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pp. vii-ix

Our concern in this book is with the formidable task of dissecting the extent and nature of the process whereby public and nonpublic organizations work together. The era of the manager’s cross-boundary interdependency challenge has arrived, as has the world of working in the network of organizations. ...

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1. Collaboration at the Core

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pp. 1-19

The government of Beloit, Wisconsin, works actively with Beloit 2000, a nonprofit redevelopment association, to transform a blighted area on the Rock River that runs through the heart of town into a combined venue of civic center, industrial site, and moderate- and low-income housing. Among other activities, ...

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2. Managing in an Age of Collaboration

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pp. 20-42

This study is framed from many theoretical and applied management perspectives. As a result, the propositions that we test empirically reflect this vast and disparate literature stream. Researchers from many different academic disciplines and subfields—public administration and management, urban studies, ...

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3. Models of Collaborative Management

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pp. 43-66

Is the city government just another actor in an array of organizations and agencies or does it engage in purposive action? If it takes action, how does a city approach its multiorganizational environment? These questions go to the heart of policymaking and administration within governance arrangements. We argue that ...

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4. Collaborative Activity and Strategy

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pp. 67-98

Garfield Heights, like so many cities, engages in a whole complex of collaborative activities. Vertically, its director of economic development, who doubles as city grants coordinator, is involved in the preparation of ten to twenty grants a year. The city regularly contacts the state of Ohio and federal agencies regarding ...

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5. Linkages in Collaborative Management

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pp. 99-124

Beloit had just over two days to put together a competing bid for the location of a large electronics factory. City officials secured the cooperation of the Chamber of Commerce and the Beloit Economic Development Corporation (BEDCOR) in formulating a plan and facilitating permits and licenses, and they gained ...

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6. Policy Design and Collaborative Management

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pp. 125-151

Cincinnati sought to use virtually every type of development policy instrument in its arsenal as a means to grow the local economy, especially those that targeted small business development and expansion in service, medical and health care, chemicals and printing, tourism, and international industries. To accomplish ...

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7. Jurisdiction-Based Management

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pp. 152-174

The foregoing analysis documents thoroughly the extensiveness of the collaborative context for cities and economic development. A reconfiguration of intergovernmental relationships in the federal system as a result of the processes of devolution and dwindling resources, increased policy diversity and ...

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8. The Future of Public Management and the Challenge of Collaboration

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pp. 175-196

The contacts, activities, policy tools, and other connections discovered in this study lead us to conclude that the capacities required to operate successfully in collaborative settings are different from the capacities needed to succeed at managing a single organization. The classical, mostly ...

Appendix: A. Survey Design and Administration

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pp. 197-199

Appendix: B. Economic Characteristics of the Sample Cities

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pp. 200-202

References

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pp. 203-214

Index

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pp. 215-219


E-ISBN-13: 9781589012981
E-ISBN-10: 1589012984
Print-ISBN-13: 9781589010185
Print-ISBN-10: 1589010183

Page Count: 232
Publication Year: 2004

Series Title: American Governance and Public Policy series
Series Editor Byline: