Citizen-Centered Collaborative Public Management

Civic engagement and collaborative public management are concepts that are defined broadly, making theoretical explication challenging and practical application of empirical research difficult. In this article, the authors adopt definitions of civic engagement and collaborative public management that are centered on the citizen and the potential for active citizenship. Following a historical review of civic engagement in the United States, a conceptual model of five approaches to civic engagement is offered. Citizen-centered collaborative public management is enhanced through these approaches. The authors suggest the need for further empirical research on collaborative public management that is grounded in citizenship action.     

Collaborative Public Management and Democracy: Evidence from Western Watershed Partnerships

This article provides a framework for assessing the democratic merits of collaborative public management in terms of seven normative ideals: inclusiveness, representativeness, impartiality, transparency, deliberativeness, lawfulness, and empowerment. The framework is used to analyze a random sample of 76 watershed partnerships in California and Washington State. The study reveals the exclusionary nature of some partnerships and suggests that critical stakeholders are missing from many partnerships. However, representation was generally balanced. National and statewide advocacy groups were absent from most of these place-based partnerships; public agencies were the primary source of nonlocal perspectives. Deliberativeness was relatively strong, indicated by the prevalence of educational and fact-finding strategies and participants' perceptions of respectful discussion and improved social capital. Half the partnerships had implemented new policies, and two-thirds of stakeholders believed their partnership had improved watershed conditions, indicating empowerment.     

Securing security through prosperity: the San Francisco System in comparative perspective

The integrated system of political–economic relations that has prevailed in the Pacific since the September 1951 treaty of peace with Japan, known here as the San Francisco System, is distinctive in comparison with subregional systems elsewhere in the world. This paper outlines key defining features, such as (1) a dense network of bilateral alliances; (2) an absence of multilateral security structures; (3) strong asymmetry in alliance relations, both in security and economics; (4) special precedence to Japan; and (5) liberal trade access to American markets, coupled with relatively limited development assistance. After contrasting this system to analogous arrangements elsewhere, especially in the Atlantic, it explores both the origins and the prognosis of this remarkably durable political–economic entity. Complementary domestic political–economic interests on both sides of the Pacific, reinforcing a brilliant original Japan-centric design by John Foster Dulles, account for persistence, it is argued, while forces for change center on the dynamic emerging role of China.     

Collaborative Public Management: Assessing What We Know and How We Know It

Collaborative public management research is flourishing. A great deal of attention is being paid to the process and impact of collaboration in the public sector, and the results are promising. This article reviews the literature on collaborative public management by synthesizing what we know from recent research and what we've known for quite some time. It addresses the prevalence of collaboration (both recently and historically), the components of emerging collaborative structures, the types of skills that are unique to collaborative management, and the effects of collaboration. Collaborative public management research offers a set of findings that contribute to an emerging knowledge base that supplements established public management theory.     

Claiming Kapwa: Filipino Immigrants,Community-Based Organizations,and Community Citizenship in San Francisco

Filipino immigrants and Filipino-serving community-based organizations (CBOs) in San Francisco work to meet community members’ immediate needs. At the same time, it activates political participation for Filipinos to make claims on traditional citizenship from the city agencies under an albeit xenophobic climate. Although city-level legislation marks San Francisco as politically progressive, Filipino community members experience the national anti-immigrant climate in the United States through a lack of services for integration. We argue that immigrants and CBOs develop “community citizenship” that link Filipino immigrants to local state services while engaging in community building activities that affirm the transnational identities of Filipinos as part of their (in)ability to participate politically in San Francisco. Through qualitative interviews from Filipino organizers and CBO staff, we argue that CBOs use Filipino core cultural values to facilitate collective responsibility for community members’ needs that is not only local but also always transnational under contradicting currents of liberal progressivism and neoliberal conservatism in the city and nationally.     

公共管理与公众舆论

自18世纪开始兴起的公众舆论推动了近代西方民主思想的形成,而20世纪公共管理的勃兴正是这种民主思想体制化的必然结果。对于公众舆论的理性与非理性认识分野,受制于背后复杂的权力博弈。在近代公众舆论观向现代公众舆论观转型的过程中,公众权力论逐渐让位于管理控制论。由于国家-市场-市民社会的关系失衡,当代公众舆论面临着环境危机。在目前善治的要求下,公共管理从公共利益出发,必须以保护公众舆论的自由和多元为己任,确立自身被监督者、反馈者和配给者的多重角色,做到有所为和有所不为。     

论公共空间与公共管理

公共空间与公共管理之间存在内在关联,公共空间的构建和扩展源自公共管理职能的改变,而公共空间的变化也反过来促使公共管理范式变迁.浙江近三十年来公共管理实践经验表明,公共管理职能的转变,导致原来单一的公共权力空间转变为涵盖政治、经济、文化和社会等领域的多元公共空间,而公共管理方式的转变,促使公共空间在宏观、中观、微观三个层次空间的深度得到极大延伸.因此,从公共空间的视角来看待中国公共管理的未来,其关键方向在于进一步拓展公共空间的广度和深度,通过制度创新搭建各种利益主体沟通交流的平台,平衡利益冲突和矛盾,体现公平和正义的价值.     

Inside Collaborative Networks: Ten Lessons for Public Managers

This paper offers practical insights for public managers as they work within interorganizational networks. It is based on the author's empirical study of 14 networks involving federal, state, and local government managers working with nongovernmental organizations. The findings suggest that networks are hardly crowding out the role of public agencies; though they are limited in their decision scope, they can add collaborative public value when approaching nettlesome policy and program problems.     

A Failure of Good Intentions: An Analysis of Juvenile Justice Reform in San Francisco during the 1990s

This study examines the impact of juvenile justice on San Francisco's youth detention population during the 1990s. Because successful juvenile justice reform is measured by reductions in both detention populations and the disproportionate impact on minority youth, this study attempts to evaluate two closely related issues: (1) Did San Francisco juvenile justice reform lead to reductions in juvenile detention bookings? (2) Did San Francisco juvenile justice reform reduce disproportionate minority confinement? The results of the study demonstrated that in fact neither of these results occurred. The data clearly show that what happened instead was “net widening” whereby offenders previously excluded from the juvenile justice system were processed. This was especially the case for minority females, whose rate of detention increased more than any other group. Implications for social policies are discussed.     

Network Structure and Perceived Legitimacy in Collaborative Wildlife Management

The widespread supposition that collaborative management designs enhance legitimacy must be examined empirically, and the rich diversity of different collaborative arrangements should be better acknowledged in this endeavor. This study adopts a social network perspective and examines three state‐initiated and interest‐based collaborative management arenas in Swedish wildlife management: wildlife conservation committees (WCCs). Is there a link between social network structures in collaborative management arenas and the perceived legitimacy of output by policy stakeholders? This puzzle is addressed through social network analysis combined with survey data and interviews. The empirical results confirm the notion that collaborative arenas consisting of high network closure with many bridging ties across organizational boundaries enjoy a higher level of support among stakeholders directly involved in management, as members of the committees, than networks with a more sparse structure do. This type of well‐integrated network structure seemingly increases stakeholders’ understanding of other actors’ perspectives through deliberation. Contrary to what was expected, though, the empirical analysis did not verify the effect of linking, or outreaching ties between the committee members and the organizations that they represent, on the organizations’ support of WCC decisions. Given the rapid rise of collaborative designs in public administrations, the topic elaborated in this paper is urgent and further research is encouraged.     

公共需求管理与公共服务标准化

公共服务标准化建设是服务型政府建设的一个重要发展阶段,它是与公共需求的变化相适应的。本文把人的需要分为生存型需要、安全型需要、享受型需要和发展型需要。中国目前公共需求正从生存型向安全型、享受型、发展型转变,政府公共服务精细化、标准化是这一需要变化的必然要求。政府应通过了解需求、整合需求和引导需求,推进公共服务标准化建设,提升公共服务水平。     

公共危机管理中的政府公信力重塑

面对公共危机,政府在危机管理中的理念、行为和效率都会影响其公信力。在应对危机中,政府公信力的下降则可能出现:公众对政府的危机治理意愿和能力产生怀疑而极度恐慌,政府的危机管理缺失社会力量的参与,甚至使政府与民众关系紧张乃至冲突等后果。因此,政府在控制危机的过程中,需要在公共政策运作机制、干部人事管理体制、政府法制建设与管理创新、政府组织与运作、国际沟通与协调机制等方面积极创新, 提高其公信力,并且要确立公共服务型政府、以人为本政府、信息公开和透明政府、依法行政和法制政府、市场观念和有限政府、责任意识和高效政府等现代政府理念。     

New Public Management in Swiss municipalities

Swiss municipalities are being stretched to their limits. In the years from 1995 to 1997, 32% of all Swiss municipalities closed with a deficit. In response to this situation, numerous reforms have been introduced since the start of the 1990s in order to improve the performance capability of the municipalities. Aside from intermunicipal cooperation, New Public Management (NPM) is the reform project that is currently being discussed most in the Swiss municipalities. Recent data shows that every fourth municipality has already taken first steps with NPM. Many kinds of activities are understood as being encompassed by NPM, even when not all aspects of NPM are implemented. Only one fifth of the municipalities that have introduced NPM are already working with key elements such as product definitions, performance agreements, and global budgets, which are necessary for an orientation toward output and outcome. In municipalities of less than 1,000 inhabitants NPM is still hardly an issue, while a number of towns with over 10,000 inhabitants are looking into NPM quite intensively. NPM programs are being developed primarily in municipalities that are part of German-speaking Switzerland. Municipalities that offer a wide range of services consider new steering models, such as NPM, far more frequently than those with a narrower range. The financial situation has little influence on whether NPM is introduced.