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.
