摘要:

Research conducted for the Department of Housing and Urban Development (HUD) identified six processes associated with high levels of local government management capacity. They were: 1) people of competence fill both elected and key administrative positions, and there is substantial continuity among the latter; 2) fiscal management practices are used as policy tools that permit capital and operational planning and control; 3) public officials recognize the legitimacy of concern for equity in public policy and administration; 4) open decision‐making processes facilitate exchange of views between citizens and officials; 5) public services are delivered effectively and efficiently; and, 6) information management systems are utilized that permit decision‐making information to flow freely between policy and administrative sectors and within the administrative sector.More significant in sustaining management capacity than the form of government, size of the jurisdiction, or region of the country, these processes are subject to enhancement by capacity‐building efforts by practitioners and by those engaged in training of local pers

ISSN:0735-2166    

DOI:10.1111/j.1467-9906.1981.tb00119.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY

摘要:

Capacity‐building efforts hare been suggested ax one strategy to deal with what is increasingly considered a “crisis of competence” among American governments. The sense that things are not working as they should, that government is inefficient and ineffective, plagues all governments and is particularly evident in their intergovernmental relationships. From its vantage point in the intergovernmental system, to what extent can the federal government promote capacity building among its state and local government counterparts? And how relevant to the problems at hand are such efforts? This article examines the possibilities and limitations of a unique federal effort, the Grant Program of the Intergovernmental Personnel Act of 1970 (IPA). The intergovernmental system in which capacity‐building efforts are conducted is first reviewed. An explanation of the Intergovernmental Personnel Act Grant Program follows. Next, the possibilities and limitations of the IPA Grant Program capacity‐building efforts are examined in light of the program environment, its operating structure, and underlying values and assumptions. Finally, a recommendation is made to enhance Grant Program capacity‐building efforts by emphasizing more process‐based capacity assistance. As will be seen, experience with the Grant Program indicates that promotion of capacity building remains an el

ISSN:0735-2166    

DOI:10.1111/j.1467-9906.1981.tb00120.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY

摘要:

The article looks at the delivery process in capacity‐building assistance. Specifically, federal and state mandated requirements that local governments use certain types of professional expertise, or be denied funding, are examined in the land use policy area. The assumption that both expertise and efficiency can be transferred to local governments from other public‐sector organizations or the private‐sector consulting firms is analyzed by drawing on findings from a case study of planning professionals and their clients in a six‐county region of Pittsburgh, Pennsylvania.Findings about the criteria used by local officials in obtaining expert assista are used to develop guidelines both for local government planning efforts, and for federal and state agencies that attempt to build local capacity for effective land‐use management. These guidelines offer procedural and structural changes for assisting local governments in carrying out their land‐use planning responsibilities. Suggestions can also be applied to other p

ISSN:0735-2166    

DOI:10.1111/j.1467-9906.1981.tb00121.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY

摘要:

The paper focuses on two major urban capacities to which citizen participation policies are expected to contribute—the capacity to represent diverse interests and the capacity to sustain conflict. The comparative strengths and weaknesses of two different citizen participation structures are considered—single‐purpose, appointed advisory boards and multiple‐purpose, elected neighborhood councils. Drawing from both the literature and original data from Wichita's innovative citizen participation approach, the paper suggests ways in which each participatory form contributes to urban representation and the avoidance of rancorous c

ISSN:0735-2166    

DOI:10.1111/j.1467-9906.1981.tb00122.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY

摘要:

The authors argue that the solution of urban problems requires resources and powers far beyond those available to most local governments. Only through partnerships of all relevant actors—public officials, businessmen and neighborhood residents—can such issues be dealt with.Yet, partnerships are neither simple nor inevitable. They require hard work and usually the development of the capacities of all involved. Such capacity building for partnerships is on three levels: the development of the individual capacity to play partnership roles; the creation of interactive partnerships operating as local problem solvers; and the fostering of inter‐partnership networks.Neighborhoods are seen as the building blocks of cities, serving as a locality of scale upon which the citizen can base his concerns and actions and within which partnerships can operate effectively. Specific recommendations are made, utilizing this policy context to build capacity for partnerships at the neighborhood level, particularly with regard to the Intergovernmental Personne

ISSN:0735-2166    

DOI:10.1111/j.1467-9906.1981.tb00123.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY

摘要:

The issues and problems facing local governments over the next 20 years are complex. Understanding and solving these problems will require specialized roles and skills not common among urban management today. Managers of the future must have the capacity to broker, negotiated, and lead unobtrusively. To achieve this, administrators and elected officials should engage in joint training and problem solving, support groups should be developed and nurtured, and techniques for rigorous and thorough recruitment of managers should be utilized.

ISSN:0735-2166    

DOI:10.1111/j.1467-9906.1981.tb00124.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY

ISSN:0735-2166    

DOI:10.1111/j.1467-9906.1981.tb00118.x

出版商:Blackwell Publishing Ltd    

年代:1981

数据来源: WILEY