Abstract
The coordination of planning among local governments is an important strategy for addressing many challenges that go beyond geographical or political jurisdictions such as those related to transportation congestion, educational performance, public safety, and the environment. This study examines the use of planning coordination and factors associated with its use. Based on a national survey and in-depth interviews among jurisdictions with populations of more than 50,000, the study finds that about 40% of jurisdictions frequently use coordinated, comprehensive plans, most commonly in public safety, traffic congestion, transit planning, and economic development. Among respondents, 78.7% agree or strongly agree that coordination with other jurisdictions and organizations is important in solving complex community problems. The perceived effectiveness of other jurisdictions and the presence of a revitalized management work culture are important factors associated with the increased use of such planning.
|
Aberbach, J. , & Rockman, B. (2000). In the web of politics. Washington, DC: Brookings Institution. Google Scholar | |
|
Bellone, C. , & Goerl, G. (1992). Reconciling public entrepreneurship and democracy. Public Administration Review, 52(2), 130-145. Google Scholar | Crossref | |
|
Berman, E. , & Werther, W. (1996). Broad-based consensus building. International Journal of Public Sector Management, 9(3), 61-72. Google Scholar | Crossref | |
|
Bretschneider, S. , & Gorr, W. (1992). Economic, organizational, and political influences on biases in forecasting state sales tax receipts. International Journal of Forecasting, 7, 457-466. Google Scholar | Crossref | |
|
Brooks, A. (2002). Can nonprofit management help answer public management's “big questions?” Public Administration Review, 62, 259-260. Google Scholar | Crossref | |
|
Bryson, J. (1992). Leadership for the common good. San Francisco: Jossey-Bass. Google Scholar | |
|
Bryson, J. (1995). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. San Francisco: Jossey-Bass. Google Scholar | |
|
Caves, F. , & Cullingsworth, B. (2003). Planning in the USA: Policies, issues and processes. Boston: Routledge. Google Scholar | |
|
Chrislip, D. , & Larson, C. (1996). Collaborative leadership: How citizens and civic leaders can make a difference. San Francisco: Jossey-Bass. Google Scholar | |
|
Cohen, S. (2002). The effective public manager: Achieving public success in a changing government. San Francisco: Jossey-Bass. Google Scholar | |
|
Dees, J. , Emerson, J. , & Economy, P. (2001). Enterprising nonprofits. New York: John Wiley. Google Scholar | |
|
DeLeeuw, E. (1999). Healthy cities: Urban social entrepreneurship for health. Health Promotion International, 14, 261-269. Google Scholar | Crossref | |
|
Doig, J. ,& Hargrove, E. (1987). Leadership and innovation: Abiographical perspective on entrepreneurs in government. Baltimore: Johns Hopkins University Press. Google Scholar | |
|
Donald, C. , Lyons, T. ,& Tribbey, R. (2001). Apartnership for strategic planning and management in a public organization. Public Performance and Management Review, 25(2), 176-193. Google Scholar | Crossref | |
|
Drayton, W. (2002). The citizen sector: Becoming as competitive and entrepreneurial as business. California Management Journal, 1(1), 3-5. Google Scholar | |
|
Drucker, P. (1985). Innovation and entrepreneurship. New York: Harper and Row. Google Scholar | |
|
Duhl, L. (1995). The social entrepreneurship of change. New York: Pace University Press. Google Scholar | |
|
Dunn, D. ,& Legge, J. (2002). Politics and administration in USlocal governments. Journal of Public Administration Research and Theory, 12, 401-422. Google Scholar | Crossref | |
|
Fredrickson, G. (1982). The recovery of civicism in public administration. Public Administration Review, 42(1), 501-508. Google Scholar | Crossref | |
|
Fredrickson, G. , & Hart, D. (1995). The public service and the patriotism of benevolence. Public Administration Review, 45(1), 547-554. Google Scholar | |
|
French, P. E. ,& Folz, D. H. (2004). Executive behavior and decision making in small U.S. cities. American Reviewof Public Administration, 34(1), 52-66. Google Scholar | SAGE Journals | |
|
Hart, D. (1984). The virtuous citizen, the honorable bureaucrat and “public administration.” Public Administration Review, 44(1), 111-120. Google Scholar | Crossref | |
|
Hays, S. , & Kearney, R. (2001). Anticipated changes in human resource management: Views from the field. Public Administration Review, 61, 585-597. Google Scholar | Crossref | |
|
Herman, R. ,& Redina, D. (2001). Donor reactions to commercial activities of nonprofit organizations: An American case study. International Journal of Voluntary and Nonprofit Organizations, 12(2), 157-169. Google Scholar | Crossref | |
|
Holley, L. , Dufner, D. , & Reed, B. (2004). Strategic information systems planning (SISP) in U.S. county governments: Will the real SISP model please stand up? Public Performance and Management Review, 27(3), 102-126. Google Scholar | |
|
Huggins, R. (2000). The success and failure of policy-implemented inter-firm network initiatives: Motivations, processes and structure. Entrepreneurship and Regional Development, 12(1), 11-35. Google Scholar | |
|
International City Management Association . (2004). Municipal yearbook: 2004. Washington, DC: Author. Google Scholar | |
|
Kearney, R. ,& Scavo, C. (2001). Reinventing government in reformed municipalities: Manager, mayor and council actions. Urban Affairs Review, 37(1), 43-66. Google Scholar | SAGE Journals | |
|
Keast, R. , Mandell, M. , Brown, K. , & Woolcock, G. (2004). Network structures: Working differently and changing expectations. Public Administration Review, 64, 363-377. Google Scholar | Crossref | |
|
Kelly, E. , & Becker, B. (2000). Community planning: An introduction to the comprehensive plan. Milldale, CT: Milldale Press. Google Scholar | |
|
Kettl, D. (2000). The global public management revolution: A report on the transformation of governance. Washington, DC: Brookings Institution. Google Scholar | |
|
Kettl, D. (2003). Contingent coordination: Practical and theoretical puzzles for homeland security. American Review of Public Administration, 33(1), 253-277. Google Scholar | SAGE Journals | |
|
Kingdon, J. (1995). Agendas alternatives and public policies(2nd ed.). New York: Harper Collins. Google Scholar | |
|
Klingner, D. , Nalbandian, J. , & Romzek, B. (2002). Politics, administration, and markets: Conflicting expectations and accountability. The American Review of Public Administration, 32(1), 117-144. Google Scholar | SAGE Journals | |
|
Ledbetter, C. (1997). The rise of the social entrepreneur. London: Viking. Google Scholar | |
|
Lee, M. (2002). Non-profits and social entrepreneurship: Taking the good, avoiding the bad. PATimes, 25(8), 2-3. Google Scholar | |
|
Lewis, E. (1980). Public entrepreneurship: Toward a theory of bureaucratic power. Bloomington: Indiana University Press. Google Scholar | |
|
Melkers, J. ,& Willoughby, K. (1998). The state of the states: Performance-basedbudgeting requirements in 47 out of 50. Public Administration Review, 58(1), 66-73. Google Scholar | Crossref | |
|
Morrish, W. , & Brown, C. (2000). Planning to stay. Washington, DC: Milkweed Editions. Google Scholar | |
|
Mouritzen, P. , & Svara, J. (2002). Leadership at the apex: Politicians and administrators in Western local governments. Pittsburgh, PA: University of Pittsburgh Press. Google Scholar | |
|
Moynihan, D. (2003). Normative and instrumental perspectives on public participation: Citizen summits in Washington, DC. American Review of Public Administration, 33(2), 164-188. Google Scholar | SAGE Journals | |
|
Moynihan, D. , & Ingraham, P. (2003). Look for the silver lining: When performance based accountability systems work. Journal of Public Administration Research and Theory, 13, 469-490. Google Scholar | Crossref | |
|
Orfield, M. , & Rusk, D. (1997). Metropolitics: A regional agenda for community and stability. Washington, DC: Brookings Institution. Google Scholar | |
|
Osborne, D. ,& Gaebler, T. (1992). Reinventing government: How the entrepreneurial spirit is transforming the public sector. New York: Addison-Wesley. Google Scholar | |
|
Ostgaard, T. , & Birley, S. (1994). Personal networks and firm competitive strategy—A strategic or coincidental match? Journal of Business Venturing, 9(1), 281-305. Google Scholar | Crossref | |
|
Page, S. (2004). Measuring accountability for results in interagency collaboratives. Public Administration Review, 64, 591-606. Google Scholar | Crossref | |
|
Peters, B. , & Savoie, D. (2001). Governance in the twenty-first century: Revitalizing the public service. London: McGill-Queens University Press. Google Scholar | |
|
Peters, T. (1997). The circle of innovation. New York: Vintage. Google Scholar | |
|
Poister, T. , & Van Slyke, D. (2002). Strategic management innovation in state transportation departments. Public Productivity and Management Review, 26(1), 58-74. Google Scholar | |
|
Prabhu, G. (1999). Social entrepreneurship leadership. Career Development International, 4(3), 140-145. Google Scholar | Crossref | |
|
Rainey, H. , & Steinbauer, P. (2002). Galloping elephants: Developing elements of a theory of effective government organizations. In R. Stillman (Ed.), Public administration: Concepts and cases(pp. 1-32). Boston: Houghton Mifflin. Google Scholar | |
|
Reis, T. (1999). Unleashing the new resources and entrepreneurship for the common good: A scan, synthesis and scenario for action. Battle Creek, MI: WK Kellogg Foundation. Google Scholar | |
|
Rich, M. , Giles, M. ,& Stern, E. (2001). Collaborating to reduce poverty: Views from city halls and community based organizations. Urban Affairs Review, 37(2), 184-204. Google Scholar | |
|
Roberts, A. (2004). Apartial revolution: The diplomatic ethos and transparency in intergovernmental organizations. Public Administration Review, 64, 408-422. Google Scholar | Crossref | |
|
Rusk, D. (2003). Cities without suburbs: A census 2000 update. Washington, DC: Woodrow Wilson Press. Google Scholar | |
|
Simmons, J. , & Simmons, S. (2004). Structural conflict in contemporary cities. The American Review of Public Administration, 34, 374-388. Google Scholar | SAGE Journals | |
|
Simon, H. (1998). Why public administration? Journal of Public Administration Research and Theory, 8(1), 1-12. Google Scholar | Crossref | |
|
Sinclair, T. A. (2002). From community building to governing strangers: Reconceptualizing institutional relationships among governments, community organizations and individuals. American Review of Public Administration, 32, 312-312. Google Scholar | SAGE Journals | |
|
Svara, J. (2001). The myth of the dichotomy: Complementary of politics and administration in the past and future of public administration. Public Administration Review, 61(2), 176-183. Google Scholar | Crossref | |
|
Teisman, G. , & Klijn, E. (2002). Partnership agreements: Governmental rhetoric or governance scheme? Public Administration Review, 62, 749-753. Google Scholar | Crossref | |
|
Thompson, J. , Alvy, G. , & Lees, A. (2000). Social entrepreneurship: A new look at the people and potential. Management Decision, 38, 338-348. Google Scholar | Crossref | |
|
Timmons, J. (1989). The entrepreneurial mind. Boston: Brick House. Google Scholar | |
|
Vigoda, E. , & Golembiewski, R. T. (2001). Citizenship behavior and the spirit of new managerialism: A theoretical framework and challenge for governance. American Review of Public Administration, 31, 273-295. Google Scholar | SAGE Journals | |
|
Visser, J. A. (2002). Understanding local government cooperation in urban regions: Toward a cultural model of interlocal relations. American Review of Public Administration, 32(1), 40-65. Google Scholar | SAGE Journals | |
|
Wheeland, C. (2003). Implementing a community-wide strategic plan: Rock Hill's empowering vision 10 years later. American Review of Public Administration, 33(1), 46-69. Google Scholar | SAGE Journals | |
|
Young, M. (1997, February 21). Do-gooders with savvy. New Statesman, p. 20-20. Google Scholar |
