This book focuses on the ways in which local-government officials decide what needs to be done within a community. It provides a framework for developing a strategy that can improve the performance of any government and make it responsible to unique local conditions.
Table of Contents
Introduction: Performance and the Management Process Part I: A Framework for Understanding Managing for Performance 1. Improving Local-Government Performance 2. Managing Local Government as a Public Business 3. Analyzing the Performance of a Local Government Part II: Applying the Framework 4. The Case City: Flint, Michigan 5. Political Leaders 6. Municipal Managers 7. Municipal Employees and Employee Unions 8. Management Tools 9. Financing and Financial Practices 10. Internal Government Structure 11. Intergovernmental Relationships 12. Citizen Involvement 13. The News Media 14. Private-Interest Groups 15. The Judiciary Part III: Getting from here to there 16. Deciding What to Do and How to Do it 17. Guidelines for Achieving Desired Results 18. Development of Modern Management Tools: A Case Study 19. Development of an Urban University: A Case Study 20. A Concluding Note