Managing Within the Matrix: Do Collaborative Intergovernmental Relations Exist?

The current state of managing collaboratively in an era of acceleratedUnited States national action is assessed against the earlierapproaches identified by Daniel f. Elazar and others duringperiods of cooperative federalism. The literature on the managementof intergovernmental relations within cooperative federalismis examined, as are Elazar's contributions to managing withina noncentralized federal matrix. Three management approachesassociated with increased national power and decreased collaborativeintergovernmental relations are identified: nation-centeredfederalism, growing emphasis on nationwide action, and executiveleadership. Collaborative management within intergovernmentalrelations is then reconstructed by looking at the extent ofbargaining and adjustment, shifting of program venues to stateand local governments, growing intergovernmental managerialsophistication, and limits on federal enforcement ability. Moreextensive field research needs to be conducted to understandthe true extent and depth of collaborative management in thefederal system.     

SSBG Planning and Participation Processes: Are the States Becoming Stronger Partners?

This article is based on a 1986 survey of state changes in publicparticipation and planning under the Social Services Block Grant(SSBG). In 1981 the Title XX program was converted to SSBG,virtually eliminating national planning and citizen participationrequirements. States have adopted a variety of means to continuecitizen involvement in the planning process and have used SSBGin combination with other state processes. Almost all stateshave exceeded the national minimum standard of "public review"in some way, suggesting that in the absence of stringent requirements,states have the willingness and capacity to move toward a partnershipin such federal programs.