By Robert Agranoff
Taking part to control captures the elemental rules and ways to public administration in an period the place executive needs to companion with exterior businesses in addition to different organisations to interact to unravel tough public difficulties. during this primer, Robert Agranoff examines present and emergent methods and strategies in intergovernmental promises and legislation administration, purchase-of-service contracting, networking, public/nonprofit partnerships and different lateral preparations within the context of the altering public corporation. As he steers the reader via a number of methods of dealing with such organizational richness, Agranoff deals a deeper examine public administration in an period of shared public application accountability inside governance.Geared towards execs operating with the hot paperwork and for college students who will pursue careers within the public or non-profit sectors, participating to regulate is a student-friendly booklet that comprises many examples of real-world practices, classes from winning situations, and summaries of key rules for collaborative public administration.
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Extra resources for Collaborating to Manage: A Primer for the Public Sector
In fact, many of these private organizations had been in business for more than a century but heretofore had not been operationally linked very directly with government or extensively publicly financed. As this situation changed, these NGOs began to become agents and partners of the state. Through some grants but predominately with contracts, the government linked with nonprofit service agencies and for-profit vendors of services. In the case of nonprofits, despite the fact that they had been around for decades, the boundaries of the state were now expanded to include them in direct services delivery, something like governments “for hire” (Smith and Lipsky 1993, 5).
30 Chapter 2 To manage within the contemporary intergovernmental system is thus to engage both vertically and horizontally through networks and grants, contracts, and other tools in a highly interdependent and overlapping system that remains based in law and jurisdiction. This is clearly the situation depicted in chapter 1 with regard to the Dayton experience. Although the life of a collaborating public manager would be easier if these four eras simply meant the replacement of one era with another, the hard reality is that all four eras are still very much alive and the games of collaboration thus occur within these four varying contexts.
Sixth, intergovernmentalization and collaborative management in general are changing the nature of public agencies from less rule-bound hierarchical entities to ones that work collaboratively outside themselves. This means that public agencies today are beginning to look different from the traditional hierarchical bureaucracy. The following chapters touch on all these themes but follow a different sequence. Chapter 2 looks at how the collaborative era arrived by tracing the evolution of public programs starting in the nineteenth century, when government roles were more compartmentalized, through the growth of overlapping functions, to contracting with NGOs, and ultimately to the current era of the network.