Collaborating to Manage captures the basic ideas and approaches to public management in an era where government must partner with external organizations as well as other agencies to work together to solve difficult public problems. In this primer, Robert Agranoff examines current and emergent approaches and techniques in intergovernmental grants and regulation management, purchase-of-service contracting, networking, public/nonprofit partnerships and other lateral arrangements in the context of the changing public agency. As he steers the reader through various ways of coping with such organizational richness, Agranoff offers a deeper look at public management in an era of shared public program responsibility within governance.

Geared toward professionals working with the new bureaucracy and for students who will pursue careers in the public or non-profit sectors, Collaborating to Manage is a student-friendly book that contains many examples of real-world practices, lessons from successful cases, and summaries of key principles for collaborative public management.

Governments worldwide struggle to remove policy deadlocks and enact much-needed reforms in organizational structure and public services. In this book, Jacob Torfing explores collaborative innovation as a way for public and private stakeholders to break the impasse. These network-based collaborations promise to multiply the skills, ideas, energy, and resources between government and its partners across agency boundaries and in the nonprofit and private sectors.

Torfing draws on his own pioneering work in Europe as well as examples from the United States and Australia to construct a cross-disciplinary framework for studying collaborative innovation. His analysis explores its complex and interactive processes as he looks at how drivers and barriers may enhance or impede the collaborative approach. He also reflects on the roles institutional design, public management, and governance reform play in spurring collaboration for public sector innovation. The result is a theoretically and empirically informed book that carefully demonstrates how multi-actor collaboration can enhance public innovation in the face of fiscal constraint, the proliferation of wicked problems, and the presence of unsatisfied social needs.

Crowdsourcing is a term that was coined in 2006 to describe how the commercial sector was beginning to outsource problems or tasks to the public through an open call for solutions over the internet or social media. Crowdsourcing works to generate new ideas or develop innovative solutions to problems by drawing on the wisdom of the many rather than the few. US local government experimented with rudimentary crowdsourcing strategies as early as 1989, but in the last few years local, state, and federal government have increasingly turned to crowdsourcing to enhance citizen participation in problem solving, setting priorities, and decision making. While crowdsourcing in the public sector holds much promise and is part of a larger movement toward more citizen participation in democratic government, many challenges, especially legal and ethical issues, need to be addressed to successfully adapt it for use in the public sector.

Daren C. Brabham has been at the forefront of the academic study of crowdsourcing. This book includes extensive interviews with public and private sector managers who have used crowdsourcing. Brabham concludes with a list of the top ten best practices for public managers.

After World War II, and particularly in the early 1950s, Brazil’s major industrial region suffered a chronic electric power shortage resulting from the inadequate expansion of the Brazilian Traction, Light, and Power Company, the most important utility in the country. “The Light,” as it is called in Brazil, was reluctant to commit itself to continuing investment because of the impossibility of securing a satisfactory price for its product. The intractability of the rate problem, and the consequent insufficiency of supply, stemmed primarily from the foreign ownership of the company. The Light was the classic case of a foreign utility enjoying monopoly privileges to supply a public service. Proposed rate increases, construed as predatory by the public and the host government, met with strong popular resistance.

Throughout this period of stalemate, however, power production grew at a pace that was high by any standards. This impressive growth was to some extent the result of the government’s entry into the power sector as producer, coexisting with the foreign utility. State-controlled companies were gradually taking over the function of power generation while the Light began to recede into distribution, an activity more suited to its reluctance to make heavy financial commitments.

Judith Tendler, taking as her point of departure the different technological and administrative characteristics of power generation and distribution, illustrates how a modus vivendi was finally established which allowed the industry as a whole to expand in spite of strong antagonism between the private and public sectors. In this topical case study, the author sharpens our vision of the development scene by pointing up opportunities for progress that are embedded in seemingly trivial properties of technology.

Stories of government management failures often make the headlines, but quietly much gets done as well. What makes the difference? Ira Goldstein offers wisdom about how to lead and succeed in the federal realm, even during periods when the political climate is intensely negative, based on his decades of experience as a senior executive at two major government consulting firms and as a member of the US federal government's Senior Executive Service.

The Federal Management Playbook coaches the importance of always keeping four key concepts in mind when planning for success: goals, stakeholders, resources, and time frames. Its chapters address how to effectively motivate government employees, pick the right technologies, communicate and negotiate with powerful stakeholders, manage risks, get value from contractors, foster innovation, and more. Goldstein makes lessons easy to apply by breaking each chapter’s plans into three strategic phases: create an offensive strategy, execute your plan effectively, and play a smart defense. Additional tips describe how career civil servants and political appointees can get the most from one another, advise consultants on providing value to government, and help everyone better manage ever-present oversight.

The Federal Management Playbook is a must-read for anyone working in the government realm and for students who aspire to public service.

Paul Davidoff book of the year award from the Associated Collegiate Schools of Planning, 1990 "No planner, I predict, will be able to consider his education complete during the next decade or so who has not grappled vicariously with the dilemmas Krumholz faced." --Alan A. Altshuler, from the Foreword From 1969 to 1979, Cleveland's city planning staff under Norman Krumholz's leadership conducted a unique experiment in equity oriented planning. Fighting to defend the public welfare while also assisting the city's poorest citizens, these planners combined professional competence and political judgment to bring pressing urban issues to the public's attention. Although frequently embroiled in controversy while serving three different mayors, the Cleveland planners not only survived, but accomplished impressive equity objectives. In this book, Norman Krumholz and John Forester provide the first detailed personal account of a sustained and effective equity-planning practice that influenced urban policy. Krumholz describes the pragmatic equity-planning agenda that his staff pursued during the mayoral administrations of Carl B. Stokes, Ralph J. Perk, and Dennis J. Kucinich. He presents case studies illuminated with rich personal experience, of the Euclid Beach development, the Clark Freeway, and the tax-delinquency and land-banking project that resulted in a change in the State of Ohio's property law, among others. In the second part of the book, John Forester explores the implications of this experience and the lessons that can be drawn for planning, public management, and administrative practice more generally. "Fascinating, illuminating war stories from the nation's most creative and progressive (ex)municipal planning director, capped by an intelligent and useful set of 'lessons.'" --Chester W. Hartman, Fellow, Institute for Policy Studies, and Chair, Planner Network "In this extraordinary book, Norman Krumholz and John Forester team up to enlighten those seeking a progressive approach to planning on how to interpret the Clevland experience. Krumholz provides an analytic chronicle of his role as Cleveland's planning director under three mayors and of his efforts to plan on behalf of the city's impoversithed majority. Forester examines the Cleveland story from the perspective of a planning theorist whose focus is how planning can serve people with relatively little political influence. Together the authors identify the opportunities that exist within the urban governmental structure. They conclude that planning and politics are not antithical and that an astute political strategy depends on sound professionalism. This well-written book is required reading for both students and practitioners of planning." --Susan S. Fainstein, Rutgers University "Norman Krumholz's story is one of the high points in the history of city planning and urban affairs in this country, and John Forester is one of its foremost interpreters of this history." --Pierre Clavel, Cornell University "Over and over again this book reveals the extraordinary levels of commitment, creativity, and effort that were needed and expended to divert the market-driven urban development process, however slightly, from its normal course--the reinforcement and reproduction of the status quo." --APA Journal