Intergovernmental Management: Human Services Problem-Solving in Six Metropolitan Areas(SUNY series in Public Administration)

This book shows how intergovernmental agents—elected officials, public and private managers, and private sector leaders—have cooperated to solve human-service problems in six metropolitan areas. Many social issues facing communities have proved to be beyond the responsibility of any single office. Agranoff explores the emerging concept of intergovernmental management and the developing practice of public officials' working together at the margins between their governments. He describes the structure and operation of formal bodies created for the purpose of problem resolution. These studies also demonstrate the vital importance of undramatic day-to-day affairs in inter-governmental management.

Table of Contents:
Preface 1. The Problem Solving Dimension of Intergovernmental Management Intergovernmental Relations and Management: A Conceptual Framework Background: Problem Solving and the IGM Process The Roots of Problem Solving Significance of the Study Plan of the Book 2. Study Background, Settings and Approach Problem Background: Public and Private Impacts Federal Impacts State Impacts The Private Sector Service Integration and Related Attempts at Change The Emergence of Local Intergovernmental Problem Solving The Case Study Settings: Intergovernmental Bodies (IGB) Federal Support and the IGBs Research Questions Study Approach 3. Building Local Capacity: The Dayton-Montgomery Partnership Development and Operation IGB Formation IGB Structure Decision Framework and Role of Key Actors Agenda and Development Projects Decentralization Projects Title XX Allocation Project Impact Analysis Project Assessment 4. Bringing the Public and Private Sectors Together: The Coalition for Human Services Planning in Indianapolis/Marion County Development and Operations IGB Formation IGB Structure Decision Framework and Role of Key Actors Agenda and Development Projects Human Services Information System NSS/Access Services Model Assessment 5. Policy Management: The Metropolitan Human Services Commission of Columbus/Franklin County, Ohio Development and Operation IGB Formation IGB Structure Decison Framework and Role of Key Actors Agenda and Development Projects Allocation Process Negotiated Investment Strategy Deinstitutionalization and Group Homes Zoning Assessment 6. Coordination Through a Council of Governments: The Pueblo Human Resources Commission Development and Operation IGB Formation IGB Structure Decision Framework and Role of Key Actors Agenda and Development Projects A-95 Review GRS Allocation Process Sector Planning and Coordination Assessment 7. Achieving Services Delivery Reform: The Baltimore Blueprint Development and Operation IGB Formation IGB Structure Decision Framework and Role of Key Actors Agenda and Development Projects Foster Care Reforms Adolescent Pregnancy Reform Welfare and School Enrollment Reform Assessment 8. An Intergovernmental Partnership Approach: The Human Resources Commission of Seattle-King County Development and Operation IGB Formation IGB Structure Decision Framework and Role of Key Actors Agenda and Development Projects Common Data Base Projects Housing and Residential Care Projects Energy Assistance Implemenation Plan Assessment 9. IGB Experience on Six Metropolitan Areas IGM and IGBs: What the Case Studies Suggest What the IGBs Do The Sequence and Process of Problem Solving The Problem Solving Sequence Essential Conditions Coordination Lessons 10. Conclusion: Solving Intergovernmental Problems Problem Solving as an IGM Approach IGBs and the Intergovernmental Management Process Conclusions and Implicatins for IGM Research Service Integration as an Intergovernmental Process The Role of Federal Involvement Research Issues Working Through the System Index

About the Author :
Robert J. Agranoff is a Professor in the School of Public and Environmental Affairs at Indiana University, Bloomington, where he chairs the Faculty of Policy and Administration.