Managing Local Government

An Essential Guide for Municipal and County Managers
2. Auflage 2025
ISBN: 978-1-0719-1657-5
Verlag: Sage Publications

Buch, Englisch, 304 Seiten, Format (B × H): 152 mm x 228 mm, Gewicht: 340 g

A comprehensive guide to local management with a unique regional approach that provides practical applications for future local leaders.

Autoren/Hrsg.

Nelson, Kimberly L.

Stenberg, Carl W., III

Inhaltsverzeichnis

Preface
Acknowledgments
About the Authors
Chapter 1: Leading Local Governments in a Dynamic World of Complexity and Ambiguity
Modern Metropolitan Complexity
The Contemporary Context: Continuity and Change
The Intergovernmental Landscape: Who’s in Charge?
Managing Challenges: Critical Competencies for Closing the Gap
References
Chapter 2: U.S. Local Governments in Historical Context
Early Development of American Cities: 1700–1900
Urban Population Growth
The Progressive Era
Urban Service Delivery Improvements
Post-Progressive Era Metropolitan Development
Looking Forward
References
Resource List/To Explore Further
Chapter 3: Types, Functions, and Authority of U.S. Local Governments
U.S. Local Government Authority
Local Government Types and Distribution
Regional Models of Local Government Structure
Local Forms of Government
References
Resource List/To Explore Further
Chapter 4: Working across Boundaries
Stressed Local Structure
Reform Perspectives
Snow White and the 17 Dwarfs
State Restructuring Incentives
Regional Cooperation: Looking Forward
References
Resource List/To Explore Further
Chapter 5: Roles and Relationships
Roles and Responsibilities in Local Government
The Chief Administrative Officer versus the Manager
Policy versus Administration
The Local Government Manager as Organizational Leader
Building a Leadership Team
References
Resource List/To Explore Further
Chapter 6: Accountability and Ethics in Local Government
State Government Oversight
Ensuring Accountability in Local Government
Ethics and the Profession of the Local Government Manager
Conclusion
References
Resource List/To Explore Further
Chapter 7: Enhancing Council–Manager Effectiveness
Local Government Manager Characteristics
Working as a Local Government Manager
The Manager’s Facilitating Role
Mutual Expectations
Recognizing and Dealing with Problems in the Governing Body
References
Resource List/To Explore Further
Chapter 8: Engaging the Public
Why Engage the Public?
History of U.S. Public Engagement
Objectives of Public Participation
Engagement Challenges
From Participation to Power
Virtual Public Engagement
Making Engagement Work
References
Resource List/To Explore Further
Chapter 9: Local Government Service Delivery
In-House vs. Alternative Service Delivery
Government-to-Government Approaches
Public–Private Partnerships
Other Alternative Service Delivery Tools
Key Questions
References
Resource List/To Explore Further
Chapter 10: Administering the Local Government Organization
Building Organizational Capacity
The Manager’s Toolbox
The Journey from Planning and Measurement to Management
Using the Tools as Manager
References
Resource List/To Explore Further
Chapter 11: Emerging Issues and Management Challenges Facing Local Governments
Wicked Problems Revisited
Current and Emerging Issues for Local Governments
Tackling Wicked Problems
Concluding Thoughts and Takeaways
References
Resource List/To Explore Further
Note
Appendix: International City/County Management Association (ICMA) Code of Ethics with Guidelines

Über Autor(innen)

Nelson, Kimberly L.
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.