Collaborative Public Management

Collaborative Public Management: New Strategies for Local Governments

Robert Agranoff
Michael McGuire
Copyright Date: 2003
Pages: 232
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  • Book Info
    Collaborative Public Management
    Book Description:

    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.

    eISBN: 978-1-58901-298-1
    Subjects: Political Science

Table of Contents

  1. Front Matter
    (pp. i-iv)
  2. Table of Contents
    (pp. v-vi)
    (pp. vii-x)
  4. 1 Collaboration at the Core
    (pp. 1-19)

    The principle that managers often must operate across organizations as well as within hierarchies is becoming an accepted component of contemporary management theory. This includes the work of governments connecting with other governments and with the nongovernmental sector. Through partnerships, networks, contractual relationships, alliances, committees, coalitions, consortia, and councils, managers in public and private agencies jointly develop strategies and produce goods and services on behalf of their organizations.

    For the greater part of the twentieth century, the processes of hierarchical management occupied practical and academic attention. But such a focus captures too few of the challenges faced by today’s managers....

  5. 2 Managing in an Age of Collaboration
    (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, political science, sociology, and business management, to name a few—have contributed observations of the complex governing environment of cities and the processes that cities and their managers experience while operating in such an environment. This chapter discusses these contributions and provides evidence from the case study cities to demonstrate the utility of investigating the ideas across many cases....

  6. 3 Models of Collaborative Management
    (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 city governments and their officials possess some legal and fiscal levers that can keep governmental units at the center of collaborative transactions and can be counterweights to any financial, informational, or operational asymmetries that may be brought to the table by nongovernmental organizations.

    Although governance theory recognizes that government is one...

  7. 4 Collaborative Activity and Strategy
    (pp. 67-98)

    The models of collaborative public management discussed in the previous chapter are distinguished in terms of the level and type of collaborative activity as well as the extent to which cities approach such activity strategically. In this chapter, we provide an in-depth analysis of those activities that constitute collaborative management and offer a way to meaningfully categorize such activities. We examine empirically the quantity and quality of activity in cities, and show how and why variation in collaborative management occurs. The evidence supports the idea that strategic orientation and activity level are related systematically as proposed in the jurisdiction-based management...

  8. 5 Linkages in Collaborative Management
    (pp. 99-124)

    The variation in collaborative activity across cities is explained in part by the strategic orientation of each city. We have shown that when a city adopts strategic and policy planning processes, measures and evaluates its development programs, and employs basic administrative structures focused on achieving its development goals, high levels of collaborative activity ensue. A city’s management approach can also be defined in terms of the actors with which the city collaborates. As the Beloit example suggests, managing across governments and organizations is evident not simply in the extent to which collaboration has become the primary organizational setting for designing...

  9. 6 Policy Design and Collaborative Management
    (pp. 125-151)

    This chapter shows that the instruments of development are a significant component of a city’s collaborative management approach. We demonstrate that a city’s economic development policy strategy involves both policy instruments and an associated assortment of collaboration activities engendered by the instruments. The findings provide an important piece of the collaboration puzzle by showing a strong empirical association between collaborative management and the policy approach adopted by the jurisdiction.¹ It appears that cities depending heavily on regulations, boosterism, and directly provided instruments for their economic development effort operate in a policymaking and administrative environment that reaches beyond city hall or...

  10. 7 Jurisdiction-Based Management
    (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 complexity, and institutional growth during the past few decades in areas affecting economic development has produced a system of interdependence that requires city governments to regularly operate across boundaries. Officials working within the development arena are collaborating formally and informally, vertically and horizontally. The significance of the contacts, one might say the collaborative loadings, shift from jurisdiction to jurisdiction, and...

  11. 8 The Future of Public Management and the Challenge of Collaboration
    (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 intraorganizational-inspired management perspective that has guided public administration for more than a century is less directly relevant to multiorganizational, multigovernmental, and multisectoral forms of governing. If collaborative management is a function distinct from that of single-organization, hierarchical management, as our data clearly indicate and many eminent scholars have suggested (Kettl 1996; Milward 1994; O’Toole 1997c), then focused research...

    (pp. 197-199)
    (pp. 200-202)
    (pp. 203-214)
  15. INDEX
    (pp. 215-219)