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E-grāmata: Managing Local Government: An Essential Guide for Municipal and County Managers

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  • Formāts: PDF+DRM
  • Izdošanas datums: 04-Aug-2017
  • Izdevniecība: CQ Press
  • Valoda: eng
  • ISBN-13: 9781506323367
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Managing Local Government: An Essential Guide for Municipal and County ManagersPalielināt
  • Formāts: PDF+DRM
  • Izdošanas datums: 04-Aug-2017
  • Izdevniecība: CQ Press
  • Valoda: eng
  • ISBN-13: 9781506323367
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Managing Local Government: An Essential Guide for Municipal and County Managers offers a practical introduction to the changing structure, forms, and functions of local governments. Taking a metropolitan management perspective, authors Kimberly Nelson and Carl W. Stenberg explain U.S. local government within historical context and provide strategies for effective local government management and problem solving. Real-life scenarios and contemporary issues illustrate the organization and networks of local governments; the roles, responsibilities, and relationships of city and county managers; and the dynamics of the intergovernmental system. Case studies and discussion questions in each chapter encourage critical analysis of the challenges of collaborative governance. Unlike other books on the market, this text’s combined approach of theory and practice encourages students to enter municipal and county management careers and equips them with tools to be successful from day one.

Recenzijas

Managing Local Government: An Essential Guide for Municipal and County Managers takes on a critical topicgoverning in urban areas. This text is very readable for an undergraduate audience with limited knowledge of local government and provides solid discussion of the role of the city manager in local government. -- Raymond W. Cox III Managing Local Government: An Essential Guide for Municipal and County Managers by Kimberly Nelson and Carl Stenberg is highly readable, well researched, and well written. The text features a strong focus on theory and history, summarizing practical managerial advice and strategies and comparing and contrasting theory and factual information through charts and tables. -- Paula A. Duda Holoviak Managing Local Government: An Essential Guide for Municipal and County Managers offers an exceptional overview of the profession of local government management. It also offers key insights and a valuable road map for the knowledge and skills needed to be an effective manager in an increasingly complicated intergovernmental landscape. It highlights skills, practices, and policies that are essential for a student of local government management to understand. -- Christine Palus

Preface xiii
Acknowledgments xvii
About the Authors xix
Chapter 1 Managing Local Governments in a Dynamic World
1(16)
Purpose and Organization of the Book
2(3)
Modern Metropolitan Complexity
3(1)
Management Challenges
3(2)
The Contemporary Context: Continuity and Change
5(5)
The Citizen as Customer
5(2)
Elected Officials' Values and Views
7(1)
The Manager's Changing Roles and Responsibilities
8(1)
How Local Governments Conduct Business
9(1)
The Intergovernmental Landscape: Who's in Charge?
10(2)
Managing Challenges: Critical Competencies for Closing the Gap
12(5)
Chapter 2 U.S. Local Governments in Historical Context
17(18)
Early Development of American Cities: 1700--1900
17(2)
Urban Population Growth
19(2)
The Progressive Era
21(5)
Living Conditions in the Cities
21(3)
Progressive Era Social Reforms
24(1)
Progressive Era Political Reforms
25(1)
Post-Progressive Era Metropolitan Development
26(4)
Forces That Shaped Suburban Development
27(1)
Unintended Consequences of Suburbanization
28(2)
The Beginnings of the Metropolis
30(1)
Looking Forward
30(5)
Chapter 3 Types, Functions, and Authority of U.S. Local Governments
35(24)
U.S. Local Government Authority
35(7)
Local Governments in the Federal System
35(2)
Local Government Relations with the National Government
37(2)
Local Governments and Their States
39(3)
Local Government Types and Distribution
42(4)
Counties
44(1)
Municipalities
45(1)
Special-Purpose Governments
45(1)
Regional Models of Local Government Structure
46(5)
Local Forms of Government
51(8)
Chapter 4 Working across Boundaries
59(26)
Stressed Local Structure
59(2)
Problems of Unchecked Development
60(1)
Disparities within Regions
60(1)
Reform Perspectives
61(3)
Consolidation
62(1)
Public Choice
63(1)
Collaboration
63(1)
The Manager's Key Transcending Role
64(2)
From Cooperation to Governance: Snow White and the 17 Dwarfs
66(7)
Easiest Approaches
68(2)
Middling Approaches
70(2)
Hardest Approaches
72(1)
State Restructuring Incentives
73(7)
Minnesota and Oregon Three-Tier Experiments
73(3)
Carrot and Stick Approaches
76(4)
Regional Cooperation: Looking Forward
80(5)
Chapter 5 The Career of the Local Government Manager
85(30)
Local Government Manager Profiles
86(3)
Education
86(1)
Age
87(1)
Gender and Racial Diversity
88(1)
Working as a Local Government Manager
89(6)
Job Requirements for a Local Government Manager
90(1)
Career Paths and Patterns
91(2)
Job Satisfaction and Turnover
93(2)
Roles of the Local Government Manager
95(3)
Policy versus Administration
95(1)
Role Differences between Local Government Managers and Chief Administrative Officers
96(2)
Managers as Leaders
98(4)
Management versus Leadership: What's the Difference?
100(2)
The Local Government Manager as Organizational Leader
102(4)
Unique Challenges to Leading in Local Government
103(1)
Manager Fit with the Community
104(2)
The Manager's Code of Ethics
106(3)
Making the Case for a Career in Local Government Management
109(6)
Chapter 6 Roles and Relationships
115(18)
Mayoral Authority and Roles
115(3)
Council--Manager Mayors
115(2)
Mayor--Council Mayors
117(1)
Basics of Council--Manager Relationships: A North Carolina Example
118(3)
The Municipal Manager
118(1)
The County Manager
119(2)
Realities of Council--Manager Roles and Responsibilities
121(6)
Policy and Administration
123(4)
Changing Roles and Relationships
127(6)
Community Leadership
129(4)
Chapter 7 Enhancing Council--Manager Effectiveness
133(20)
High-Performing Habits
134(2)
The Manager's Facilitating Role
136(1)
Mutual Expectations
137(11)
Expectation 1 The Manager Is an Organization Capacity Builder
137(1)
Expectation 2 The Manager Is a Valued, Unbiased Advisor to the Governing Body
138(3)
Expectation 3 The Governing Body and the Manager Jointly Strive for Good Service to Citizens
141(1)
Expectation 4 Elected Officials' Relationships with Employees Are Carefully Managed
141(2)
Expectation 5 The Governing Body Acts as a Body and Is Dealt with as a Body
143(2)
Expectation 6 The Manager and Members of the Governing Body Give One Another a Chance to Prove Themselves
145(1)
Expectation 7 The Manager and Governing Body Give and Seek Feedback
146(1)
Expectation 8 The Manager and Governing Body Work Together to Promote Civility and Transparency
147(1)
Recognizing and Dealing with Problems in the Governing Body
148(5)
Chapter 8 Citizen Engagement
153(26)
Why Engage Citizens?
154(1)
History of U.S. Citizen Engagement
155(3)
The Federal Government and Citizen Engagement
156(1)
State and Local Government Citizen Engagement
157(1)
Objectives of Citizen Participation
158(1)
Benefits of Citizen Engagement
158(1)
When Is Citizen Engagement Appropriate?
159(1)
Engagement Challenges
159(6)
From Participation to Power
165(5)
Arnstein's Ladder of Citizen Participation
167(3)
International Association of Public Participation Spectrum
170(1)
E-Government Engagement
170(4)
Examples of E-Engagement
170(2)
Concerns about E-Engagement
172(2)
Making Engagement Work
174(5)
Chapter 9 Service Delivery Strategies and Innovation
179(24)
Who Does What? Government-to-Government Approaches
180(7)
Interlocal Contracts and Agreements
180(1)
Reformed Urban County
181(2)
Government-to-Government Contracting
183(4)
Who Does What? Public--Private Partnerships
187(6)
Contracting versus Privatization
187(1)
Private Sector Contracts
188(4)
Partnerships
192(1)
Other Alternative Service Delivery Tools
193(3)
Grants to Subsidize Services
193(1)
Franchises
194(1)
Managed Competition
194(2)
Key Questions
196(1)
Building Capacity for Innovation
197(6)
Chapter 10 The Manager's Toolbox
203(26)
Building Organizational Capacity
203(6)
POSDCORB
204(1)
Federal Bureaucratic Reforms
204(2)
Reinventing Government
206(3)
The Manager's Toolbox
209(12)
Strategic Planning
210(4)
Performance Measurement
214(4)
Program Evaluation
218(1)
Budgeting for Results
218(2)
Succession Planning
220(1)
The Journey from Planning and Measurement to Management
221(3)
Using the Tools as Manager
224(5)
Chapter 11 Emerging Issues and Management Challenges Facing Local Governments
229(18)
Wicked Problems Facing Local Governments
230(2)
Current and Emerging Issues for Local Governments
232(5)
Unchecked Growth
232(1)
The Urban---Suburban---Rural Divide
233(2)
Erosion of Public Infrastructure
235(1)
Other Issues Affecting Local Governments
236(1)
Skills Needed in Future Managers
237(1)
Tackling Wicked Problems
238(3)
Conclusion
241(6)
Appendix 1 International City/County Management Association (ICMA) Code of Ethics with Guidelines 247(8)
Appendix 2 International City/County Management Association (ICMA) Practices for Effective Local Government Management 255(6)
Index 261
Kimberly L. Nelson is associate professor of public administration and government at the School of Government at the University of North Carolina, Chapel Hill, following six years in the Division of Public Administration at Northern Illinois University. Her research and teaching interests focus on local government management, local government form and structure, and innovation in local government. Her research on the effects of form of government on municipal performance and innovation have been published in leading journals including The American Review of Public Administration, Urban Affairs Review, and State and Local Government Review. She is also the author of book chapters and a regular presenter and participant at the conferences of the International City/County Management Association and the American Society for Public Administration. Dr. Nelson uses her research experience to inform her client work with local governments in strategic planning and improving local government-administrative relations, as well as to train local government leaders in promoting innovative practices. She received her Ph.D. in public administration from North Carolina State University.
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