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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 cities' 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.
|1||Collaboration at the Core||1|
|2||Managing in an Age of Collaboration||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|
|8||The Future of Public Management and the Challenge of Collaboration||175|
|App. A||Survey Design and Administration||197|
|App. B||Economic Characteristics of the Sample Cities||200|