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The Collaborative Public Manager

New Ideas for the Twenty-first Century

Publication Year: 2009

Today’s public managers not only have to function as leaders within their agencies, they must also establish and coordinate multi-organizational networks of other public agencies, private contractors, and the public. This important transformation has been

Published by: Georgetown University Press

List of Illustrations

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pp. ix-x

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Acknowledgments

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pp. xi-xii

The Collaborative Public Management Conference, sponsored by the Maxwell School of Syracuse University, was held in 2006 at the Syracuse University Greenberg House in Washington. It was funded by the Maxwell School’s Dean’s Office. It was sponsored by the Collaborative Governance Initiative, a part of the Program on the Analysis and Resolution...

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1. Public Managers in Collaboration

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pp. 1-12

With the evolution from government to governance, public management scholars have given renewed attention to forms of organization that cross agency boundaries. In this book, we focus on collaborative public management and, more particularly, on the latest empirical research by some of the leading scholars in the field of public management, public...

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Part I: Why Public Managers Collaborate

When the city of Menlo Park, California, adopted a collaborative budgeting process in 2006–7, city officials ended up working with 225 residents to try to figure out a way to allocate scarce resources. Why did they not just do it themselves? Why do public managers collaborate? Is it public relations? Is it because they are forced to do so? Is it to lessen...

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2. Resource Sharing: How Resource Attributes Influence Sharing System Choices

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pp. 15-29

Interorganizational collaborations are being promoted as a way to address complex social problems and achieve competitive advantages. But research studies find that collaborating can be a frustrating and disappointing experience or even be a partnership only on paper (Huxham and Vangen 2000; Lasker, Weiss, and Miller 2001). The management literature...

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3. To Participate or Not to Participate? Incentives and Obstacles for Collaboration

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pp. 31-52

Collaboration is more than a management buzzword. For many government agencies, collaboration has become the primary means of coping with modern problems, such as complexity in the policy process, turbulent environments, dispersion of resources and expertise, and the constant flow of new information. One highly integrated collaborative structure is the...

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4. Partner Selection and the Effectiveness of Interorganizational Collaborations

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pp. 53-69

Two themes have characterized public management research and practice over the past two decades: an emphasis on interorganizational partnerships and a focus on performance. As governments have faced more complex problems and increased demand for their limited resources, they have turned to external partners for help. In many services...

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5. The New Professionalism and Collaborative Activity in Local Emergency Management

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pp. 71-93

The changes in the field of emergency management signal the development of a distinct profession. A “profession” emerges as occupational groupings mature and there is an identifiable body of technical knowledge. Members begin to identify with colleagues in other jurisdictions or even nations, develop standards of conduct and...

6. Calming the Storms: Collaborative Public Management, Hurricanes Katrina and Rita, and Disaster Response

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pp. 95-114

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Part II: How Public Managers Collaborate

How do public managers collaborate? The mechanisms of collaboration are as varied as the public managers who do the collaboration. Privatization is one of the managerial tools at the disposal of public managers. Contracting out in whole or in part is another tool. Working side by side with the public is another form of collaboration. Each chapter in...

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7. Understanding the Collaborative Public Manager: Exploring Contracting Patterns and Performance for Service Delivery by State Administrative Agencies in 1998 and 2004

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pp. 117-135

At the outset of the twenty-first century, Kettl (2000, 488) noted the “transformation of governance,” arguing that, “in doing the peoples’ work, to a large and growing degree, American governments share responsibility with other levels of government, with private companies, and with nonprofit organizations.” He further observed that globalization and...

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8. Collaboration and Relational Contracting

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pp. 137-156

In this volume, the role of the collaborative public manager is the central theme. Government contracting is one area in which collaboration is both praised and vilified. Contracting is a pragmatic tool of governance and the most frequently used form of privatization in the United States. It involves government agencies entering into formal relationships with...

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9. Mechanisms for Collaboration in Emergency Management: ICS, NIMS, and the Problem with Command and Control

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pp. 157-175

The September 2001 attacks on the United States had a profound impact on the profession and practice of emergency management and on the nation’s approach to preparing for and responding to catastrophic disasters. Following the attacks, the government single-mindedly focused on the threat of terrorism. State and local emergency...

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10. Collaborative Public Management and Organizational Design: One-Stop Shopping Structures in Employment and Training Programs

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pp. 177-194

The present study indicates success in the “one-stop service” approach to the decades-old quest for providing integrated service for clients of the many different employment training programs that governments provide. Sometimes earnest advocates tout the desirability of a particular procedure or approach, such as collaboration (or, similarly, teamwork...

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Part III: How and Why Public Managers Get Others to Collaborate

The chapters in part III push our thinking about public managers getting others to collaborate. In chapter 11, Robert Alexander and Rosemary O’Leary study collaborative management behavior prompted by external stimuli to a relatively new federal agency, the U.S. Institute for Environmental Conflict Resolution (USIECR). They examine the...

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11. Collaborative Approaches to Public Organization Start-Ups

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pp. 197-213

On February 11, 1998, Congress passed PL 105-156, the Environmental Policy and Conflict Resolution Act, creating the U.S. Institute for Environmental Conflict Resolution (USIECR), a new federal organization housed in the Morris K. Udall Foundation and mandated to assist federal agencies involved in environmental conflicts. Though the...

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12. Synthesizing Practice and Performance in the Field of Environmental Conflict Resolution

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pp. 215-231

Lisa Bingham and Rosemary O’Leary, in their conclusion to the December 2006 special issue on collaborative public management of the Public Administration Review (PAR), describe the “parallel play” occurring in the research on collaboration by scholars of public administration and management and by researchers studying conflict...

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13. A Public Administration Education for the Third-Party Governance Era: Reclaiming Leadership of the Field

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pp. 233-253

The publication of this volume reflects a historic shift in the practice of public administration. Public administrators have been pressed to, in effect, create new models of public action that differ markedly from the organizational and bureaucratic models that have characterized traditional public administration. Governments at all levels have been called...

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14. Surprising Findings, Paradoxes, and Thoughts on the Future of Collaborative Public Management Research

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pp. 255-269

In this chapter, we review a number of surprising findings our contributors have made in their studies of public managers in collaboration. These findings, and the work that supports them, lead us to identify a number of dimensions along which collaboration paradoxically leads to conflict. We briefly review a framework for addressing this conflict in...

References

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pp. 271-298

Contributors

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pp. 299-301

Index

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pp. 303-320


E-ISBN-13: 9781589015845
E-ISBN-10: 1589015843
Print-ISBN-13: 9781589012233
Print-ISBN-10: 1589012232

Page Count: 232
Publication Year: 2009

Series Title: Public Management and Change series
Series Editor Byline:

Research Areas

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Subject Headings

  • Intergovernmental cooperation -- United States.
  • Public administration -- United States.
  • Public-private sector cooperation -- United States.
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