Category: Government

  • [Solved] NASA Collaborative Transformation

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Instructions and reading material are attached – ## CaseStudyINSTRUCTIONS.docx – ## CollaborativeGovernanceNetworksLiteratureAThematicAnalysis.pdf – Developing_Public_Leaders_in_an_Age_of_Collaborati.pdf – COLLABORATIVE_LEADERSHIP_DEVEL.pdf – PublicAdministrationReview-2006-McGuire-Collabor…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Instructions and reading material are attached

    – ## CaseStudyINSTRUCTIONS.docx

    – ## CollaborativeGovernanceNetworksLiteratureAThematicAnalysis.pdf

    – Developing_Public_Leaders_in_an_Age_of_Collaborati.pdf
    – COLLABORATIVE_LEADERSHIP_DEVEL.pdf
    – PublicAdministrationReview-2006-McGuire-CollaborativePublicManagementAssessingWhatWeKnowandHowWeKnowIt.pdf

    **## CaseStudyINSTRUCTIONS.docx**

    **Case Study: NASA Collaborative Transformation Assignment**

    INSTRUCTIONS

    **Case Study: NASA Collaborative Transformation Assignment**

    During and before the Apollo program years at NASA, it was the primary government organization involved in all space technology decisions. Since the Space Shuttle Program, NASA has been reinvented. It transformed from a closed system with a hierarchy that develops its technologies internally to an open and collaborative network that promotes innovation and collaboration with other public and private organizations. NASA has become more interdependent.

    Using the Moon to Mars Mission (Artemis-Orion), describe this new collaborative approach at NASA.

    · Provide a Biblically based support for your analysis

    · Sources must be derived from Read items assigned for the Module: Week in which the Case Study is assigned, peer-reviewed journal articles, and your independent research.

    · All citations and format must be in current APA format

    · Include 8 – 10 sources/REFRENCES, not including your Biblical analysis

    · Double-spaced, with 1-inch margins, written in 12-point Times New Roman font.

    Paper must be 8-10 pages

    · PDF READINGS ARE ATTACHED SEPARATELY

    · VIDEO-
    [https://youtu.be/apbMGkMpmAg?si=DuH0awPQZS0mDX5M](https://youtu.be/apbMGkMpmAg?si=DuH0awPQZS0mDX5M)

    **## CollaborativeGovernanceNetworksLiteratureAThematicAnalysis.pdf**

    Collaborative Governance Networks Literature:
    A Thematic Analysis

    PADM 804
    Intergovernmental Relations and Intergovernmental Management

    Permission granted by Professor Goktug Morcol,
    Penn State University-Harrisburg

    Presented at the ASPA Conference 2019

    Questions Professor Morcol Asked
    • What has been the general trend in publications about collaborative governance

    networks?

    • What were the most popular areas in the collaborative governance networks
    applications?

    • What were the leading countries in collaborative governance networks
    applications?

    • Which journals published papers on collaborative networks?

    • Which theories, if any, did the collaborative governance network researchers used?

    • What were the general methodologies and analytical methods used by researchers?

    Data Collection Source and Method
    • We present the preliminary findings of our content analyses of the scholarly

    articles on “collaborative governance networks” (CGN).

    • We collected articles from ProQuest.

    • In our searches, we used the following keywords:
    • Collaborative governance
    • Collaborative network
    • Governance network
    • Network governance
    • Collaborative public management
    • Collaborative public administration

    Data Collection and Source for Analyses
    • Our searches yielded:

    • 1532 scholarly articles published in English, between 1977 and 2017.
    • We found other sources (books, dissertations, government

    publication, newspaper articles, etc.) too, but we excluded them from
    our analyses.

    • Of the 1532 articles, we have read/analyzed 644 so far.
    • Of the 644, we found 619 relevant to be included in our analyses.

    • The remaining 25 articles either did not include sufficient
    information or they were misidentified (e.g., they were initially
    selected because they included the names of professional networks)

    • We read and coded the titles and abstracts of the papers and the journals they were
    published in.
    • The following analyses are the results of our analyses of these fields in the

    spreadsheet.

    General Trend in Publications on CGN

    • CGN publications increased significantly in the 21st century.

    0

    20

    40

    60

    80

    100

    120

    140

    160

    180

    200

    Co
    un

    t

    year

    Most Popular Areas of CGN Applications: 1977-2017
    Frequency Percent

    Environment/Ecology 59 17.5
    Health 56 16.6
    Local Gov/Urban/Community 42 12.5
    Water resources 38 11.3
    Public Adm/Public Policy/Pol Science (General) 30 8.9

    Education 26 7.7
    Natural Resources/Common Pool Resources/Fisheries 18 5.3

    Democracy/Participation 16 4.7
    Libraries 14 4.2
    Social/Human Services 11 3.3
    Author/Research Networks 8 2.4
    Emergency/Disaster Management 7 2.1
    Europe/European Union 6 1.8
    E-government/Social Media 6 1.8
    Total 337 100
    Unidentified 282
    Total Reviewed 619

    Most Popular Areas in the 20th and 21st Centuries

    1977 – 1999 2000-2017

    Frequency Percent Frequency Percent

    1. Libraries 10 20.8 1. Environment/Ecology 59 10.3

    2. Health 8 16.7 2. Health 48 8.4

    3. Author/Research networks 3 6.3 3. Local Gov/Urban 37 6.5

    4. Business/Financial 5 10.4 4. Water resources 35 6.1

    5. Water resources 3 6.3 5. Business/Financial 34 6

    6. Biology/Biotech 2 4.2 6. Pub Adm/Pub Pol/ Pol Sci general 30 5.3

    7. IT/Telecom 1 2.1 7. IT/Telecom 23 4

    8. Local Gov/Urban 5 10.4 8. Education 23 4

    9. Education 3 6.3 9. Natural res/Common pool/Fisheries 18 3.2

    10. Organizations (general) 1 2.1 10. Democracy/Participation 16 2.8

    Evolution of the Top-5 Areas in the 20th Century

    Geographical Distribution of Publications
    (Countries in which Studies were Conducted)

    • Total number of countries: 43

    0.0%

    2.0%

    4.0%

    6.0%

    8.0%

    10.0%

    12.0%

    14.0%

    16.0%

    18.0%

    1990 2000 2010

    Total

    Top Countries Since 1990

    US UK Canada Australia Netherlands China S. Korea

    Geographical Distribution of Publications by Decade

    • US has been the leader since the
    1990s.

    • US has been followed by UK, Canada,
    and Australia.

    • The Netherlands, China, South Korea,
    and Brazil joined the top group and
    increased their percentages in the 21st

    century.

    Journals that Publish CGN Papers (1977-2017)

    • Total number of journals: 452 (619 papers)
    • The publications seem to be dispersed

    among journals.
    • But there is some concentration in a few

    journals.

    • The top three journals (PAR, JPART, ARPA)
    are the public administration journals
    with the highest impact factors
    in recent years.

    Journals that Published 4 or More Papers Frequency Percent

    Public Administration Review 20 3.2
    Journal of Public Administration Research and
    Theory

    12 1.9

    American Review of Public Administration 11 1.7
    Ecology and Society 8 1.3

    Public Administration 6 1
    International Journal of Public Administration 5 0.8
    Public Organization Review 5 0.8
    Administrative Theory & Praxis 4 0.6
    Environmental Management 4 0.6
    Environmental Science & Policy 4 0.6
    International Review of Public Administration 4 0.6
    National Civic Review 4 0.6
    Policy studies 4 0.6
    Public Management Review 4 0.6
    Public Manager 4 0.6
    Urban Studies 4 0.6

    Top Publishers of CGN Papers by Decade
    1977 – 2017

    • Library science and
    organization journals were
    the primary outlets in the
    20th century.

    • Public administration and
    ecology journals took the
    lead in the 21st century.

    2000 – 2017

    Theory in the CGN Literature
    Is the CGN literature a-theoretical?
    • Papers in the 1970s and 1980s were a-theoretical.
    • Researchers began to use theories in the 1990s.
    • Even then only 20-25% of the papers used some theory.

    Decade Total

    1970 1980 1990 2000 2010

    Is there a theory

    No theory
    Count 5 6 29 240 204 484

    % within Decade 100.0% 100.0% 78.4% 78.7% 76.7% 78.2%

    Theory
    Count 0 0 8 65 62 135

    % within Decade 0.0% 0.0% 21.6% 21.3% 23.3% 21.8%

    Total
    Count 5 6 37 305 266 619

    % within Decade 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

    Theory in the CGN Literature

    • We defined “theory” broadly: conceptual
    frameworks and well-developed theories.

    • Even then, we could identify 88 articles (our
    of 619) that used some theory.

    • The most frequently used theories are
    actually conceptual frameworks:
    • Collaborative governance
    • Governance networks
    • Democratic decision-

    making/participation
    • Complexity/complex systems

    Frequency Percent of
    Total Number

    of Articles

    Collaborative governance 23 3.7

    Governance networks/Network governance 15 2.4

    Democratic decision making/Participation 11 1.8

    Complexity/Complex governance/Complex systems 7 1.1

    Leadership 4 0.6

    Institutional/Neo-institutional theory 4 0.6

    Social capital 3 0.5

    Transaction-cost economics 3 0.5

    Constructionism/Social constructionism 3 0.5

    Institutional Analysis and Development (IAD) framework (Ostrom) 3 0.5

    Social-ecological systems (SES) framework (Ostrom) 3 0.5

    Diffusion of innovations 2 0.3

    Neoliberalism 1 0.2

    Actor network theory 1 0.2

    Regime theory 1 0.2

    Ethical theory 1 0.2

    Evolutionary theory/Path dependence 1 0.2

    Game theory 1 0.2

    Liberation psychology 1 0.2

    Total 88 14.2

    Larger total of those that used theory 135

    Total Number of Articles in Study 619 100.0

    General Methodological Approach by Decade

    • Case studies have been the most prominent methodological approach.

    • Literature reviews declined over time.

    • Conceptual discussions became more prevent in recent decades.

    1970 1980 1990 2000 2010 Total
    Case study 33.3% 35.1% 17.7% 18.4% 19.1%
    Conceptual discussion 13.5% 5.9% 10.9% 8.4%
    Literature review 40.0% 33.3% 5.4% 3.6% 3.8% 4.4%
    Interviews 2.3% 6.4% 3.9%
    Case study (Comparative) 2.7% 3.6% 3.8% 3.6%
    Survey 2.7% 2.0% 3.8% 2.7%
    Mixed Methods 1.0% 2.3% 1.5%
    Model Development 1.3% 1.9% 1.5%
    Experimental/Quasi-
    Experimental

    2.7% 1.0% 0.4% 0.8%

    Meta-analysis 0.7% 0.3%
    Grounded Theory 0.7% 0.3%
    Ethnography 0.3% 0.4% 0.3%
    Focus Groups 0.7% 0.3%
    Action Research 0.3% 0.4% 0.3%
    Qualitative (Unspecified) 0.3% 0.4% 0.3%
    Best practices 0.3% 0.4% 0.3%
    Game Theory 0.4% 0.2%
    Panel Design 0.4% 0.2%
    Unclear 20.0% 16.7% 8.1% 5.2% 9.4% 7.4%
    Unspecified 40.0% 16.7% 29.7% 53.1% 36.8% 44.3%

    100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

    Analytical Methods Used by Researchers

    • Very few paper abstracts specified their
    analytical methods.

    • SNA, regression, content analysis, and
    agent-based simulations are the most
    prominent analytical methods.

    Method Frequency Percent
    Social Network Analysis 10 1.6

    Regression Analyses 7 1.1

    Content Analysis 7 1.1

    Agent-Based Simulations 5 0.8

    Narrative Analysis 4 0.6

    Factor/Principal Components Analysis 1 0.2

    Survival Analysis/Hazard Model 1 0.2

    Cluster Analysis 1 0.2

    Mapping/GIS 1 0.2

    None Specified 582 94.0

    Total 619 100.0

    Summary of Findings
    • CGN publications increased significantly in the 21st century.

    • The most popular areas of CGN applications are environment/ecology, healthcare
    management/policy, local government/urban studies, and water resources management.

    • The leading countries in CGN applications are the US, the UK, Canada, and Australia.
    • Others joined them in the 21st century.

    • CGN papers have been published mainly in the leading public administration and ecology
    journals.

    • Only 20-25% of CGN papers used any kind of theory.
    • Most of these are actually conceptual frameworks.

    • The largest numbers of papers are single and comparative case studies and conceptual
    discussions.

    • Very few papers used analytical methods.
    • The most frequently applied methods are social network analysis,

    regression analyses, and content analyses.

    Thank you.

    Comments? Questions?

    – Collaborative Governance Networks Literature: �A Thematic Analysis
    – Questions Professor Morcol Asked
    – Data Collection Source and Method
    – Data Collection and Source for Analyses
    – General Trend in Publications on CGN
    – Most Popular Areas of CGN Applications: 1977-2017
    – Most Popular Areas in the 20th and 21st Centuries
    – Evolution of the Top-5 Areas in the 20th Century
    – Geographical Distribution of Publications (Countries in which Studies were Conducted)
    – Geographical Distribution of Publications by Decade
    – Journals that Publish CGN Papers (1977-2017)
    – �Top Publishers of CGN Papers by Decade�
    – Theory in the CGN Literature
    – Theory in the CGN Literature
    – �General Methodological Approach by Decade�
    – Analytical Methods Used by Researchers
    – Summary of Findings
    – Slide Number 18

    **Developing_Public_Leaders_in_an_Age_of_Collaborati.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/developing-public-leaders-in-an-age-of-collaborati-pdf)

    **COLLABORATIVE_LEADERSHIP_DEVEL.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/collaborative-leadership-devel-pdf)

    **PublicAdministrationReview-2006-McGuire-CollaborativePublicManagementAssessingWhatWeKnowandHowWeKnowIt.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/publicadministrationreview-2006-mcguire-collaborativepublicmanagementassessingwhatweknowandhowweknowit-pdf)

    **PublicAdministrationReview-2006-McGuire-CollaborativePublicManagementAssessingWhatWeKnowandHowWeKnowIt.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/publicadministrationreview-2006-mcguire-collaborativepublicmanagementassessingwhatweknowandhowweknowit-pdf)

    **## CaseStudyINSTRUCTIONS.docx**

    **Case Study: NASA Collaborative Transformation Assignment**

    INSTRUCTIONS

    **Case Study: NASA Collaborative Transformation Assignment**

    During and before the Apollo program years at NASA, it was the primary government organization involved in all space technology decisions. Since the Space Shuttle Program, NASA has been reinvented. It transformed from a closed system with a hierarchy that develops its technologies internally to an open and collaborative network that promotes innovation and collaboration with other public and private organizations. NASA has become more interdependent.

    Using the Moon to Mars Mission (Artemis-Orion), describe this new collaborative approach at NASA.

    · Provide a Biblically based support for your analysis

    · Sources must be derived from Read items assigned for the Module: Week in which the Case Study is assigned, peer-reviewed journal articles, and your independent research.

    · All citations and format must be in current APA format

    · Include 8 – 10 sources/REFRENCES, not including your Biblical analysis

    · Double-spaced, with 1-inch margins, written in 12-point Times New Roman font.

    Paper must be 8-10 pages

    · PDF READINGS ARE ATTACHED SEPARATELY

    · VIDEO-
    [https://youtu.be/apbMGkMpmAg?si=DuH0awPQZS0mDX5M](https://youtu.be/apbMGkMpmAg?si=DuH0awPQZS0mDX5M)

    **## CollaborativeGovernanceNetworksLiteratureAThematicAnalysis.pdf**

    Collaborative Governance Networks Literature:
    A Thematic Analysis

    PADM 804
    Intergovernmental Relations and Intergovernmental Management

    Permission granted by Professor Goktug Morcol,
    Penn State University-Harrisburg

    Presented at the ASPA Conference 2019

    Questions Professor Morcol Asked
    • What has been the general trend in publications about collaborative governance

    networks?

    • What were the most popular areas in the collaborative governance networks
    applications?

    • What were the leading countries in collaborative governance networks
    applications?

    • Which journals published papers on collaborative networks?

    • Which theories, if any, did the collaborative governance network researchers used?

    • What were the general methodologies and analytical methods used by researchers?

    Data Collection Source and Method
    • We present the preliminary findings of our content analyses of the scholarly

    articles on “collaborative governance networks” (CGN).

    • We collected articles from ProQuest.

    • In our searches, we used the following keywords:
    • Collaborative governance
    • Collaborative network
    • Governance network
    • Network governance
    • Collaborative public management
    • Collaborative public administration

    Data Collection and Source for Analyses
    • Our searches yielded:

    • 1532 scholarly articles published in English, between 1977 and 2017.
    • We found other sources (books, dissertations, government

    publication, newspaper articles, etc.) too, but we excluded them from
    our analyses.

    • Of the 1532 articles, we have read/analyzed 644 so far.
    • Of the 644, we found 619 relevant to be included in our analyses.

    • The remaining 25 articles either did not include sufficient
    information or they were misidentified (e.g., they were initially
    selected because they included the names of professional networks)

    • We read and coded the titles and abstracts of the papers and the journals they were
    published in.
    • The following analyses are the results of our analyses of these fields in the

    spreadsheet.

    General Trend in Publications on CGN

    • CGN publications increased significantly in the 21st century.

    0

    20

    40

    60

    80

    100

    120

    140

    160

    180

    200

    Co
    un

    t

    year

    Most Popular Areas of CGN Applications: 1977-2017
    Frequency Percent

    Environment/Ecology 59 17.5
    Health 56 16.6
    Local Gov/Urban/Community 42 12.5
    Water resources 38 11.3
    Public Adm/Public Policy/Pol Science (General) 30 8.9

    Education 26 7.7
    Natural Resources/Common Pool Resources/Fisheries 18 5.3

    Democracy/Participation 16 4.7
    Libraries 14 4.2
    Social/Human Services 11 3.3
    Author/Research Networks 8 2.4
    Emergency/Disaster Management 7 2.1
    Europe/European Union 6 1.8
    E-government/Social Media 6 1.8
    Total 337 100
    Unidentified 282
    Total Reviewed 619

    Most Popular Areas in the 20th and 21st Centuries

    1977 – 1999 2000-2017

    Frequency Percent Frequency Percent

    1. Libraries 10 20.8 1. Environment/Ecology 59 10.3

    2. Health 8 16.7 2. Health 48 8.4

    3. Author/Research networks 3 6.3 3. Local Gov/Urban 37 6.5

    4. Business/Financial 5 10.4 4. Water resources 35 6.1

    5. Water resources 3 6.3 5. Business/Financial 34 6

    6. Biology/Biotech 2 4.2 6. Pub Adm/Pub Pol/ Pol Sci general 30 5.3

    7. IT/Telecom 1 2.1 7. IT/Telecom 23 4

    8. Local Gov/Urban 5 10.4 8. Education 23 4

    9. Education 3 6.3 9. Natural res/Common pool/Fisheries 18 3.2

    10. Organizations (general) 1 2.1 10. Democracy/Participation 16 2.8

    Evolution of the Top-5 Areas in the 20th Century

    Geographical Distribution of Publications
    (Countries in which Studies were Conducted)

    • Total number of countries: 43

    0.0%

    2.0%

    4.0%

    6.0%

    8.0%

    10.0%

    12.0%

    14.0%

    16.0%

    18.0%

    1990 2000 2010

    Total

    Top Countries Since 1990

    US UK Canada Australia Netherlands China S. Korea

    Geographical Distribution of Publications by Decade

    • US has been the leader since the
    1990s.

    • US has been followed by UK, Canada,
    and Australia.

    • The Netherlands, China, South Korea,
    and Brazil joined the top group and
    increased their percentages in the 21st

    century.

    Journals that Publish CGN Papers (1977-2017)

    • Total number of journals: 452 (619 papers)
    • The publications seem to be dispersed

    among journals.
    • But there is some concentration in a few

    journals.

    • The top three journals (PAR, JPART, ARPA)
    are the public administration journals
    with the highest impact factors
    in recent years.

    Journals that Published 4 or More Papers Frequency Percent

    Public Administration Review 20 3.2
    Journal of Public Administration Research and
    Theory

    12 1.9

    American Review of Public Administration 11 1.7
    Ecology and Society 8 1.3

    Public Administration 6 1
    International Journal of Public Administration 5 0.8
    Public Organization Review 5 0.8
    Administrative Theory & Praxis 4 0.6
    Environmental Management 4 0.6
    Environmental Science & Policy 4 0.6
    International Review of Public Administration 4 0.6
    National Civic Review 4 0.6
    Policy studies 4 0.6
    Public Management Review 4 0.6
    Public Manager 4 0.6
    Urban Studies 4 0.6

    Top Publishers of CGN Papers by Decade
    1977 – 2017

    • Library science and
    organization journals were
    the primary outlets in the
    20th century.

    • Public administration and
    ecology journals took the
    lead in the 21st century.

    2000 – 2017

    Theory in the CGN Literature
    Is the CGN literature a-theoretical?
    • Papers in the 1970s and 1980s were a-theoretical.
    • Researchers began to use theories in the 1990s.
    • Even then only 20-25% of the papers used some theory.

    Decade Total

    1970 1980 1990 2000 2010

    Is there a theory

    No theory
    Count 5 6 29 240 204 484

    % within Decade 100.0% 100.0% 78.4% 78.7% 76.7% 78.2%

    Theory
    Count 0 0 8 65 62 135

    % within Decade 0.0% 0.0% 21.6% 21.3% 23.3% 21.8%

    Total
    Count 5 6 37 305 266 619

    % within Decade 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

    Theory in the CGN Literature

    • We defined “theory” broadly: conceptual
    frameworks and well-developed theories.

    • Even then, we could identify 88 articles (our
    of 619) that used some theory.

    • The most frequently used theories are
    actually conceptual frameworks:
    • Collaborative governance
    • Governance networks
    • Democratic decision-

    making/participation
    • Complexity/complex systems

    Frequency Percent of
    Total Number

    of Articles

    Collaborative governance 23 3.7

    Governance networks/Network governance 15 2.4

    Democratic decision making/Participation 11 1.8

    Complexity/Complex governance/Complex systems 7 1.1

    Leadership 4 0.6

    Institutional/Neo-institutional theory 4 0.6

    Social capital 3 0.5

    Transaction-cost economics 3 0.5

    Constructionism/Social constructionism 3 0.5

    Institutional Analysis and Development (IAD) framework (Ostrom) 3 0.5

    Social-ecological systems (SES) framework (Ostrom) 3 0.5

    Diffusion of innovations 2 0.3

    Neoliberalism 1 0.2

    Actor network theory 1 0.2

    Regime theory 1 0.2

    Ethical theory 1 0.2

    Evolutionary theory/Path dependence 1 0.2

    Game theory 1 0.2

    Liberation psychology 1 0.2

    Total 88 14.2

    Larger total of those that used theory 135

    Total Number of Articles in Study 619 100.0

    General Methodological Approach by Decade

    • Case studies have been the most prominent methodological approach.

    • Literature reviews declined over time.

    • Conceptual discussions became more prevent in recent decades.

    1970 1980 1990 2000 2010 Total
    Case study 33.3% 35.1% 17.7% 18.4% 19.1%
    Conceptual discussion 13.5% 5.9% 10.9% 8.4%
    Literature review 40.0% 33.3% 5.4% 3.6% 3.8% 4.4%
    Interviews 2.3% 6.4% 3.9%
    Case study (Comparative) 2.7% 3.6% 3.8% 3.6%
    Survey 2.7% 2.0% 3.8% 2.7%
    Mixed Methods 1.0% 2.3% 1.5%
    Model Development 1.3% 1.9% 1.5%
    Experimental/Quasi-
    Experimental

    2.7% 1.0% 0.4% 0.8%

    Meta-analysis 0.7% 0.3%
    Grounded Theory 0.7% 0.3%
    Ethnography 0.3% 0.4% 0.3%
    Focus Groups 0.7% 0.3%
    Action Research 0.3% 0.4% 0.3%
    Qualitative (Unspecified) 0.3% 0.4% 0.3%
    Best practices 0.3% 0.4% 0.3%
    Game Theory 0.4% 0.2%
    Panel Design 0.4% 0.2%
    Unclear 20.0% 16.7% 8.1% 5.2% 9.4% 7.4%
    Unspecified 40.0% 16.7% 29.7% 53.1% 36.8% 44.3%

    100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

    Analytical Methods Used by Researchers

    • Very few paper abstracts specified their
    analytical methods.

    • SNA, regression, content analysis, and
    agent-based simulations are the most
    prominent analytical methods.

    Method Frequency Percent
    Social Network Analysis 10 1.6

    Regression Analyses 7 1.1

    Content Analysis 7 1.1

    Agent-Based Simulations 5 0.8

    Narrative Analysis 4 0.6

    Factor/Principal Components Analysis 1 0.2

    Survival Analysis/Hazard Model 1 0.2

    Cluster Analysis 1 0.2

    Mapping/GIS 1 0.2

    None Specified 582 94.0

    Total 619 100.0

    Summary of Findings
    • CGN publications increased significantly in the 21st century.

    • The most popular areas of CGN applications are environment/ecology, healthcare
    management/policy, local government/urban studies, and water resources management.

    • The leading countries in CGN applications are the US, the UK, Canada, and Australia.
    • Others joined them in the 21st century.

    • CGN papers have been published mainly in the leading public administration and ecology
    journals.

    • Only 20-25% of CGN papers used any kind of theory.
    • Most of these are actually conceptual frameworks.

    • The largest numbers of papers are single and comparative case studies and conceptual
    discussions.

    • Very few papers used analytical methods.
    • The most frequently applied methods are social network analysis,

    regression analyses, and content analyses.

    Thank you.

    Comments? Questions?

    – Collaborative Governance Networks Literature: �A Thematic Analysis
    – Questions Professor Morcol Asked
    – Data Collection Source and Method
    – Data Collection and Source for Analyses
    – General Trend in Publications on CGN
    – Most Popular Areas of CGN Applications: 1977-2017
    – Most Popular Areas in the 20th and 21st Centuries
    – Evolution of the Top-5 Areas in the 20th Century
    – Geographical Distribution of Publications (Countries in which Studies were Conducted)
    – Geographical Distribution of Publications by Decade
    – Journals that Publish CGN Papers (1977-2017)
    – �Top Publishers of CGN Papers by Decade�
    – Theory in the CGN Literature
    – Theory in the CGN Literature
    – �General Methodological Approach by Decade�
    – Analytical Methods Used by Researchers
    – Summary of Findings
    – Slide Number 18

    **Developing_Public_Leaders_in_an_Age_of_Collaborati.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/developing-public-leaders-in-an-age-of-collaborati-pdf)

    **COLLABORATIVE_LEADERSHIP_DEVEL.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/collaborative-leadership-devel-pdf)

    **PublicAdministrationReview-2006-McGuire-CollaborativePublicManagementAssessingWhatWeKnowandHowWeKnowIt.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/publicadministrationreview-2006-mcguire-collaborativepublicmanagementassessingwhatweknowandhowweknowit-pdf)

    **## CaseStudyINSTRUCTIONS.docx**

    **Case Study: NASA Collaborative Transformation Assignment**

    INSTRUCTIONS

    **Case Study: NASA Collaborative Transformation Assignment**

    During and before the Apollo program years at NASA, it was the primary government organization involved in all space technology decisions. Since the Space Shuttle Program, NASA has been reinvented. It transformed from a closed system with a hierarchy that develops its technologies internally to an open and collaborative network that promotes innovation and collaboration with other public and private organizations. NASA has become more interdependent.

    Using the Moon to Mars Mission (Artemis-Orion), describe this new collaborative approach at NASA.

    · Provide a Biblically based support for your analysis

    · Sources must be derived from Read items assigned for the Module: Week in which the Case Study is assigned, peer-reviewed journal articles, and your independent research.

    · All citations and format must be in current APA format

    · Include 8 – 10 sources/REFRENCES, not including your Biblical analysis

    · Double-spaced, with 1-inch margins, written in 12-point Times New Roman font.

    Paper must be 8-10 pages

    · PDF READINGS ARE ATTACHED SEPARATELY

    · VIDEO-
    [https://youtu.be/apbMGkMpmAg?si=DuH0awPQZS0mDX5M](https://youtu.be/apbMGkMpmAg?si=DuH0awPQZS0mDX5M)

    **## CollaborativeGovernanceNetworksLiteratureAThematicAnalysis.pdf**

    Collaborative Governance Networks Literature:
    A Thematic Analysis

    PADM 804
    Intergovernmental Relations and Intergovernmental Management

    Permission granted by Professor Goktug Morcol,
    Penn State University-Harrisburg

    Presented at the ASPA Conference 2019

    Questions Professor Morcol Asked
    • What has been the general trend in publications about collaborative governance

    networks?

    • What were the most popular areas in the collaborative governance networks
    applications?

    • What were the leading countries in collaborative governance networks
    applications?

    • Which journals published papers on collaborative networks?

    • Which theories, if any, did the collaborative governance network researchers used?

    • What were the general methodologies and analytical methods used by researchers?

    Data Collection Source and Method
    • We present the preliminary findings of our content analyses of the scholarly

    articles on “collaborative governance networks” (CGN).

    • We collected articles from ProQuest.

    • In our searches, we used the following keywords:
    • Collaborative governance
    • Collaborative network
    • Governance network
    • Network governance
    • Collaborative public management
    • Collaborative public administration

    Data Collection and Source for Analyses
    • Our searches yielded:

    • 1532 scholarly articles published in English, between 1977 and 2017.
    • We found other sources (books, dissertations, government

    publication, newspaper articles, etc.) too, but we excluded them from
    our analyses.

    • Of the 1532 articles, we have read/analyzed 644 so far.
    • Of the 644, we found 619 relevant to be included in our analyses.

    • The remaining 25 articles either did not include sufficient
    information or they were misidentified (e.g., they were initially
    selected because they included the names of professional networks)

    • We read and coded the titles and abstracts of the papers and the journals they were
    published in.
    • The following analyses are the results of our analyses of these fields in the

    spreadsheet.

    General Trend in Publications on CGN

    • CGN publications increased significantly in the 21st century.

    0

    20

    40

    60

    80

    100

    120

    140

    160

    180

    200

    Co
    un

    t

    year

    Most Popular Areas of CGN Applications: 1977-2017
    Frequency Percent

    Environment/Ecology 59 17.5
    Health 56 16.6
    Local Gov/Urban/Community 42 12.5
    Water resources 38 11.3
    Public Adm/Public Policy/Pol Science (General) 30 8.9

    Education 26 7.7
    Natural Resources/Common Pool Resources/Fisheries 18 5.3

    Democracy/Participation 16 4.7
    Libraries 14 4.2
    Social/Human Services 11 3.3
    Author/Research Networks 8 2.4
    Emergency/Disaster Management 7 2.1
    Europe/European Union 6 1.8
    E-government/Social Media 6 1.8
    Total 337 100
    Unidentified 282
    Total Reviewed 619

    Most Popular Areas in the 20th and 21st Centuries

    1977 – 1999 2000-2017

    Frequency Percent Frequency Percent

    1. Libraries 10 20.8 1. Environment/Ecology 59 10.3

    2. Health 8 16.7 2. Health 48 8.4

    3. Author/Research networks 3 6.3 3. Local Gov/Urban 37 6.5

    4. Business/Financial 5 10.4 4. Water resources 35 6.1

    5. Water resources 3 6.3 5. Business/Financial 34 6

    6. Biology/Biotech 2 4.2 6. Pub Adm/Pub Pol/ Pol Sci general 30 5.3

    7. IT/Telecom 1 2.1 7. IT/Telecom 23 4

    8. Local Gov/Urban 5 10.4 8. Education 23 4

    9. Education 3 6.3 9. Natural res/Common pool/Fisheries 18 3.2

    10. Organizations (general) 1 2.1 10. Democracy/Participation 16 2.8

    Evolution of the Top-5 Areas in the 20th Century

    Geographical Distribution of Publications
    (Countries in which Studies were Conducted)

    • Total number of countries: 43

    0.0%

    2.0%

    4.0%

    6.0%

    8.0%

    10.0%

    12.0%

    14.0%

    16.0%

    18.0%

    1990 2000 2010

    Total

    Top Countries Since 1990

    US UK Canada Australia Netherlands China S. Korea

    Geographical Distribution of Publications by Decade

    • US has been the leader since the
    1990s.

    • US has been followed by UK, Canada,
    and Australia.

    • The Netherlands, China, South Korea,
    and Brazil joined the top group and
    increased their percentages in the 21st

    century.

    Journals that Publish CGN Papers (1977-2017)

    • Total number of journals: 452 (619 papers)
    • The publications seem to be dispersed

    among journals.
    • But there is some concentration in a few

    journals.

    • The top three journals (PAR, JPART, ARPA)
    are the public administration journals
    with the highest impact factors
    in recent years.

    Journals that Published 4 or More Papers Frequency Percent

    Public Administration Review 20 3.2
    Journal of Public Administration Research and
    Theory

    12 1.9

    American Review of Public Administration 11 1.7
    Ecology and Society 8 1.3

    Public Administration 6 1
    International Journal of Public Administration 5 0.8
    Public Organization Review 5 0.8
    Administrative Theory & Praxis 4 0.6
    Environmental Management 4 0.6
    Environmental Science & Policy 4 0.6
    International Review of Public Administration 4 0.6
    National Civic Review 4 0.6
    Policy studies 4 0.6
    Public Management Review 4 0.6
    Public Manager 4 0.6
    Urban Studies 4 0.6

    Top Publishers of CGN Papers by Decade
    1977 – 2017

    • Library science and
    organization journals were
    the primary outlets in the
    20th century.

    • Public administration and
    ecology journals took the
    lead in the 21st century.

    2000 – 2017

    Theory in the CGN Literature
    Is the CGN literature a-theoretical?
    • Papers in the 1970s and 1980s were a-theoretical.
    • Researchers began to use theories in the 1990s.
    • Even then only 20-25% of the papers used some theory.

    Decade Total

    1970 1980 1990 2000 2010

    Is there a theory

    No theory
    Count 5 6 29 240 204 484

    % within Decade 100.0% 100.0% 78.4% 78.7% 76.7% 78.2%

    Theory
    Count 0 0 8 65 62 135

    % within Decade 0.0% 0.0% 21.6% 21.3% 23.3% 21.8%

    Total
    Count 5 6 37 305 266 619

    % within Decade 100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

    Theory in the CGN Literature

    • We defined “theory” broadly: conceptual
    frameworks and well-developed theories.

    • Even then, we could identify 88 articles (our
    of 619) that used some theory.

    • The most frequently used theories are
    actually conceptual frameworks:
    • Collaborative governance
    • Governance networks
    • Democratic decision-

    making/participation
    • Complexity/complex systems

    Frequency Percent of
    Total Number

    of Articles

    Collaborative governance 23 3.7

    Governance networks/Network governance 15 2.4

    Democratic decision making/Participation 11 1.8

    Complexity/Complex governance/Complex systems 7 1.1

    Leadership 4 0.6

    Institutional/Neo-institutional theory 4 0.6

    Social capital 3 0.5

    Transaction-cost economics 3 0.5

    Constructionism/Social constructionism 3 0.5

    Institutional Analysis and Development (IAD) framework (Ostrom) 3 0.5

    Social-ecological systems (SES) framework (Ostrom) 3 0.5

    Diffusion of innovations 2 0.3

    Neoliberalism 1 0.2

    Actor network theory 1 0.2

    Regime theory 1 0.2

    Ethical theory 1 0.2

    Evolutionary theory/Path dependence 1 0.2

    Game theory 1 0.2

    Liberation psychology 1 0.2

    Total 88 14.2

    Larger total of those that used theory 135

    Total Number of Articles in Study 619 100.0

    General Methodological Approach by Decade

    • Case studies have been the most prominent methodological approach.

    • Literature reviews declined over time.

    • Conceptual discussions became more prevent in recent decades.

    1970 1980 1990 2000 2010 Total
    Case study 33.3% 35.1% 17.7% 18.4% 19.1%
    Conceptual discussion 13.5% 5.9% 10.9% 8.4%
    Literature review 40.0% 33.3% 5.4% 3.6% 3.8% 4.4%
    Interviews 2.3% 6.4% 3.9%
    Case study (Comparative) 2.7% 3.6% 3.8% 3.6%
    Survey 2.7% 2.0% 3.8% 2.7%
    Mixed Methods 1.0% 2.3% 1.5%
    Model Development 1.3% 1.9% 1.5%
    Experimental/Quasi-
    Experimental

    2.7% 1.0% 0.4% 0.8%

    Meta-analysis 0.7% 0.3%
    Grounded Theory 0.7% 0.3%
    Ethnography 0.3% 0.4% 0.3%
    Focus Groups 0.7% 0.3%
    Action Research 0.3% 0.4% 0.3%
    Qualitative (Unspecified) 0.3% 0.4% 0.3%
    Best practices 0.3% 0.4% 0.3%
    Game Theory 0.4% 0.2%
    Panel Design 0.4% 0.2%
    Unclear 20.0% 16.7% 8.1% 5.2% 9.4% 7.4%
    Unspecified 40.0% 16.7% 29.7% 53.1% 36.8% 44.3%

    100.0% 100.0% 100.0% 100.0% 100.0% 100.0%

    Analytical Methods Used by Researchers

    • Very few paper abstracts specified their
    analytical methods.

    • SNA, regression, content analysis, and
    agent-based simulations are the most
    prominent analytical methods.

    Method Frequency Percent
    Social Network Analysis 10 1.6

    Regression Analyses 7 1.1

    Content Analysis 7 1.1

    Agent-Based Simulations 5 0.8

    Narrative Analysis 4 0.6

    Factor/Principal Components Analysis 1 0.2

    Survival Analysis/Hazard Model 1 0.2

    Cluster Analysis 1 0.2

    Mapping/GIS 1 0.2

    None Specified 582 94.0

    Total 619 100.0

    Summary of Findings
    • CGN publications increased significantly in the 21st century.

    • The most popular areas of CGN applications are environment/ecology, healthcare
    management/policy, local government/urban studies, and water resources management.

    • The leading countries in CGN applications are the US, the UK, Canada, and Australia.
    • Others joined them in the 21st century.

    • CGN papers have been published mainly in the leading public administration and ecology
    journals.

    • Only 20-25% of CGN papers used any kind of theory.
    • Most of these are actually conceptual frameworks.

    • The largest numbers of papers are single and comparative case studies and conceptual
    discussions.

    • Very few papers used analytical methods.
    • The most frequently applied methods are social network analysis,

    regression analyses, and content analyses.

    Thank you.

    Comments? Questions?

    – Collaborative Governance Networks Literature: �A Thematic Analysis
    – Questions Professor Morcol Asked
    – Data Collection Source and Method
    – Data Collection and Source for Analyses
    – General Trend in Publications on CGN
    – Most Popular Areas of CGN Applications: 1977-2017
    – Most Popular Areas in the 20th and 21st Centuries
    – Evolution of the Top-5 Areas in the 20th Century
    – Geographical Distribution of Publications (Countries in which Studies were Conducted)
    – Geographical Distribution of Publications by Decade
    – Journals that Publish CGN Papers (1977-2017)
    – �Top Publishers of CGN Papers by Decade�
    – Theory in the CGN Literature
    – Theory in the CGN Literature
    – �General Methodological Approach by Decade�
    – Analytical Methods Used by Researchers
    – Summary of Findings
    – Slide Number 18

    **Developing_Public_Leaders_in_an_Age_of_Collaborati.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/developing-public-leaders-in-an-age-of-collaborati-pdf)

    **COLLABORATIVE_LEADERSHIP_DEVEL.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/collaborative-leadership-devel-pdf)

    **PublicAdministrationReview-2006-McGuire-CollaborativePublicManagementAssessingWhatWeKnowandHowWeKnowIt.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/publicadministrationreview-2006-mcguire-collaborativepublicmanagementassessingwhatweknowandhowweknowit-pdf)

    – 1
    – 2
    – 3
    – 4
    – 5

  • [Solved] 2 page

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering 2 page.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] 534 part 2

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering 534 part 2.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] erw

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering erw.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] Three Army Values

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Highlight your commitment to three Army Values and your application to real world situations you have experienced in the past as a leader. APA 750-1000 words. Include ADP regulations, Policies and Doctrines.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Highlight your commitment to three Army Values and your application to real world situations you have experienced in the past as a leader.
    APA 750-1000 words. Include ADP regulations, Policies and Doctrines.

  • [Solved] week 8 discussion

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering week 8 discussion.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] Government The U.S. Advisory Commission on Intergovernmental Relations Assignment

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    CASE STUDY READINGS AND INSTRUCTIONS ATTACHED – ## CaseStudyInstructions.docx – ## PublicAdministrationReview-2006-McGuire-IntergovernmentalManagementAViewfromtheBottom.pdf – StateandLocalGovernmentIntergovernmentalRelationsPartII-1.pdf – Kincaid-IntroductionSymposiumIntergovernmental-2011.pdf – Agr…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    CASE STUDY READINGS AND INSTRUCTIONS ATTACHED

    – ## CaseStudyInstructions.docx

    – ## PublicAdministrationReview-2006-McGuire-IntergovernmentalManagementAViewfromtheBottom.pdf

    – StateandLocalGovernmentIntergovernmentalRelationsPartII-1.pdf
    – Kincaid-IntroductionSymposiumIntergovernmental-2011.pdf
    – Agranoff-DeilWrightsOverlapping-2015.pdf
    – Kincaid-BigQuestionsIntergovernmental-2011.pdf

    **## CaseStudyInstructions.docx**

    **Case Study: The U.S. Advisory Commission on Intergovernmental Relations Assignment**

    **Instructions**

    · Provide a biblically based support for your analysis

    · Sources must be derived from Read items assigned for the Module: Week in which the Case Study is assigned, peer-reviewed journal articles, and your independent research.

    · All citations and format must be in current APA format

    · Include 8 – 10 sources, not including your Biblical analysis

    · Double-spaced, with 1-inch margins, written in 12-point Times New Roman font.

    Paper must be 8-10 pages

    **Readings**

    [**https://www.jstor.org/stable/41061180?seq=1**](https://www.jstor.org/stable/41061180?seq=1)

    [**https://www.jstor.org/stable/24734653?seq=1**](https://www.jstor.org/stable/24734653?seq=1)

    [**https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1540-6210.2006.00632.x**](https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1540-6210.2006.00632.x)

    [**https://www.jstor.org/stable/pdf/41061174.pdf?refreqid=fastly-default%3Aacc01db611b955ee7e905ac55e941391&ab_segments=&initiator=&acceptTC=1**](https://www.jstor.org/stable/pdf/41061174.pdf?refreqid=fastly-default%3Aacc01db611b955ee7e905ac55e941391&ab_segments=&initiator=&acceptTC=1)

    [**file:///D:/VR-DVR/LAW%20AND%20ORDER/State%20and%20Local%20Government%20Intergovernmental%20Relations%20Part%20II.pdf**](file:///D:/VR-DVR/LAW%20AND%20ORDER/State%20and%20Local%20Government%20Intergovernmental%20Relations%20Part%20II.pdf)

    **## PublicAdministrationReview-2006-McGuire-IntergovernmentalManagementAViewfromtheBottom.pdf**

    Intergovernmental Management 677

    Intergovernmental management is more than just inter-

    governmental relationships involving the federal govern-

    ment. Th ough Professor McGuire agrees that the federal

    government has become more intrusive and opportunistic

    since the mid-20th century — resulting in less cooperative

    intergovernmental relations — he argues that collaborative

    management is much more prevalent than it is depicted

    in Dr. Conlan’s analysis. A bottom-up view suggests that

    local and regional activity can be both opportunistic and

    collaborative, and such a perspective must be considered

    in any discussion of managing federalism.

    T
    he 50th anniversary of the Kestnbaum Com-

    mission provides an opportunity to refl ect on

    the changes in federalism and intergovern-

    mental management that have occurred over the past

    half century. In his foregoing essay, Tim Conlan thor-

    oughly documents the intent of the commission’s

    work, the recommendations that emerged from its

    report to President Eisenhower, and the subsequent

    remaking of American federalism since that time.

    Th ere is little doubt that the intergovernmental man-

    agement of the 1950s is diff erent from the intergov-

    ernmental management of the early 21st century; one

    should not expect otherwise. Th ese changes have been

    captured through countless metaphors that describe

    contemporary federalism, such as the “marble cake”

    ( Grodzins 1960 ), the “picket fence” ( Sanford 1967 ),

    and the “matrix” ( Agranoff 2001 ; Agranoff and

    McGuire 2003a). Some have referred to the existence

    of “coercive federalism” ( Kincaid 1990 ) and “nation-

    centered federalism” ( Beer 1993 ).

    Conlan off ers another descriptive term, opportunistic

    federalism , which he contrasts with the prevailing

    paradigm of the past, cooperative federalism. His

    central point in calling current intergovernmental

    management opportunistic is that, in some cases, juris-

    dictions — namely, the federal government — take ad-

    vantage of other jurisdictions, exploiting opportunities

    to control or co-opt relationships across governments

    rather than pursue shared administrative strategies.

    Th e implication is that managing federalism is less

    cooperative now than it was when the Kestnbaum

    Commission issued its report in June 1955.

    Conlan’s empirical analysis is a fi tting contribution to the

    research on federalism, off ering evidence of change

    rather than a purely philosophical treatise on where

    power lies and where it should rest — but not entirely.

    Th ough he is optimistic in the end, Conlan remains a

    skeptic throughout and is concerned that the state of

    intergovernmental management is dominated by federal

    government activity, which threatens to “propel opportu-

    nistic federalism into the future.” From the top looking

    down, it is not diffi cult to come to that conclusion. Th is

    predominantly negative view of opportunism from the

    top is, however, the primary shortcoming of his analysis.

    Not all intergovernmental management involves the

    federal government. As Agranoff argues, “[T]he recent

    tradition in intergovernmental research must move

    away from an obsession with action in Washington

    and how much or how little power has accrued where”

    (2001, 54). Investigating the extent of cooperation in

    intergovernmental relations requires a focus on

    national – state – local, interstate ( Zimmerman 1996 ),

    and interlocal ( Th urmaier and Wood 2002 ) activities

    across multiple functional areas ( Krueger and McGuire

    2005 ). Th is would involve “a continuing ‘view from

    the states’ and local governments” ( Agranoff 2001, 54 ).

    Within the context of studying American federalism,

    Martha Derthick writes, “Everywhere one looks, the

    answer remains murky and many-sided” (2000, 27).

    As a result, attempts to categorize American federal-

    ism are largely futile because the scope of activities

    across governments and organizations is so ephemeral.

    New policies emerge, reforms are undertaken, elec-

    tions usher in new approaches to federalism, and

    sometimes events dictate entirely new prescriptions

    ( Stever 2005 ). Like federalism, the character of inter-

    governmental management changes over time. Even

    the concept itself is ambiguous, as it is of “recent

    vintage, specialized usage, limited visibility, and un-

    certain maturity” ( Wright and Krane 1998, 1162 ). In

    Michael McGuire
    Indiana University – Bloomington

    Intergovernmental Management: A View from the Bottom

    Michael McGuire is an associate

    professor of public and environmental

    affairs at Indiana University – Bloomington,

    where he teaches courses in public

    management and intergovernmental

    management. He is the coauthor of

    Collaborative Public Management: New
    Strategies for Local Governments (with

    Robert Agranoff, Georgetown University

    Press), which received the 2003 Louis

    Brownlow Book Award of the National

    Academy of Public Administration.

    E-mail: mcguirem@indiana.edu .

    Rethinking the
    Foundations
    of Public
    Administration:
    A Senior–Junior
    Exchange

    678 Public Administration Review • September | October 2006

    some cases, opportunism is an accurate descriptor for

    intergovernmental management. In other cases, how-

    ever, it is not. And this is the point that unsettles any

    meaningful endeavor to label federalism: It depends.

    It depends on the policy area, the policy instruments

    employed, and even the skills of the administrator.

    Th e central question may not be the degree to which

    intergovernmental relationships are cooperative but

    rather how collaborative they are. Th is distinction is

    not a minor one. Collaboration is “a concept that

    describes the process of facilitat-

    ing and operating in multiorga-

    nizational arrangements for

    solving problems that cannot be

    achieved, or achieved easily, by

    single organizations” (Agranoff

    and McGuire 2003b, 4). Col-

    laboration should not be con-

    fused with cooperation.

    Although a great deal of collabo-

    ration is cooperative — meaning working jointly with

    others — collaborative management sometimes entails

    the engagement of one or more organizations in a

    purposive and offi cial partnership or contractual ar-

    rangement, and it sometimes amounts merely to

    assisting others in a particular eff ort (4). Collaborative

    intergovernmental management is a “routine, regular,

    and, in many cases, requisite activity” in jurisdictions

    of all sizes (153). Collaboration assumes that govern-

    ments are interdependent and that they need each

    other to successfully carry out particular policy mak-

    ing and administrative functions. It also allows for the

    fact that relations may be uneven and that varying

    levels of power may exist within the collaboration.

    Opportunism and collaboration are not mutually

    exclusive, and even in the face of local and state op-

    portunism, elements of cooperative federalism still

    exist. Indeed, evidence suggests they coexist in many

    programs, especially when viewing federalism from

    the bottom, which provides the best vantage point for

    assessing the extent to which both opportunism and

    collaboration are important features of intergovern-

    mental management.

    Th ere are diff erent models of managing federalism. A

    top-down model exists in the area of regulatory pro-

    grams, and it “is predicated on the growth of national

    programming and tipping the balance within the

    federal system toward executive control,” such that the

    federal government manages its programs through

    state and local governments ( Agranoff and McGuire

    2001, 672 ). Th is type of intergovernmental manage-

    ment clearly fi ts Conlan’s concern with opportunism

    and co-optation. Th e top-down model is collaborative

    only to the extent that the federal government (and

    state governments) require compliant actors at the

    lower levels of government.

    A model of intergovernmental management that is

    consistent with Conlan’s opportunism and his concern

    with state and local governments adapting programs “to

    serve strictly parochial ends” is a jurisdiction-based

    model (Agranoff and McGuire 2003b). Jurisdiction-

    based activity is strategic. It involves local and state

    managers interacting with representatives from other

    levels of government to design and manage policies that

    benefi t the jurisdiction and meet the jurisdiction’s goals.

    But such activity is also collaborative. Local and state

    managers seek adjustments and policy-making resources

    from all directions — vertical and

    horizontal — including organiza-

    tions from the nongovernmental

    sector. Th ese actions are not based

    in a sorting out of power across

    governments. Jurisdiction-based

    management emphasizes “calcula-

    tion and negotiation rather than

    accommodation and acclimation”

    (Agranoff and McGuire 2003b,

    49). It is not altogether clear how this type of manage-

    ment within federalism leads to parochialism. As Wil-

    davsky reminds us, “Uniformity is antithetical to

    federalism. Th e existence of states free to disagree with

    one another and with the central government inevitably

    leads to diff erentiation” (1984, 57).

    Bargaining and negotiation over grant programs is a

    prevalent component of intergovernmental management

    that can be considered both opportunistic and collabora-

    tive. Grant programs have always provided the opportu-

    nity to bargain, as many have pointed out ( Ingram

    1977; Pressman 1975 ), and this continues to be the case

    today. To be successful, donors need grant recipients,

    and grant recipients need donors; interdependence (thus

    collaboration) is the hallmark of many grant programs.

    Seeking program adjustments and discretion in grant

    and even in regulatory programs (Agranoff and McGuire

    2003b) in order to accommodate local, regional, and

    state needs is consistent with the ideal of federalism.

    Th ere is evidence that the federal government encour-

    ages collaborative structures for implementing policies

    in multiple policy areas. Hall and O’Toole found that

    in the 1960s and the 1990s, the majority of new,

    signifi cant federal legislation authorized multiple agen-

    cies for implementation (2000), and the trend held for

    postlegislation rulemaking as well (2004). Other re-

    search has demonstrated that the federal National

    Estuary Program encourages implementation networks

    that are “more extensive, span more levels of govern-

    ment, integrate more experts into policy discussions,

    nurture stronger interpersonal ties between stakehold-

    ers … thus laying the foundation for a new form of

    cooperative governance” ( Schneider et al. 2003, 155 ).

    Examples of shared governance that is both opportu-

    nistic and collaborative across levels of government are

    Local and state managers seek
    adjustments and policy-making
    resources from all directions —

    vertical and horizontal — includ-
    ing organizations from the
    nongovernmental sector.

    15406210, 2006, 5, D
    ow

    nloaded from
    https://onlinelibrary.w

    iley.com
    /doi/10.1111/j.1540-6210.2006.00632.x by L

    iberty U
    niversity O

    nline, W
    iley O

    nline L
    ibrary on [20/07/2025]. See the T

    erm
    s and C

    onditions (https://onlinelibrary.w
    iley.com

    /term
    s-and-conditions) on W

    iley O
    nline L

    ibrary for rules of use; O
    A

    articles are governed by the applicable C
    reative C

    om
    m

    ons L
    icense

    Intergovernmental Management 679

    numerous (Agranoff 2003; Moynihan 2005 ). For

    instance, consider the way that local opportunism is

    blended with collaboration in the Shared Strategy for

    Puget Sound, an initiative to restore and protect

    salmon runs across Puget Sound. Under the Endan-

    gered Species Act of 1973, the National Oceanic and

    Atmospheric Administration (NOAA) Fisheries and

    the U.S. Fish and Wildlife Service are the federal

    agencies responsible for implementation. Th e act

    requires a recovery plan for listed species that typically

    is written by the federal agencies prescribing local

    actions. Realizing the opportunity to act on behalf

    of the region — not just the wishes of the federal

    government exclusively — a collaborative initiative was

    undertaken to coordinate with existing recovery eff orts

    in the area. Parties to the eff ort include tribal govern-

    ments, state government, local governments, business

    and conservation groups, and, perhaps most impor-

    tant for this collaborative eff ort, NOAA Fisheries and

    U.S. Fish and Wildlife Service. Th e Shared Strategy is

    the fi rst regional eff ort to develop a recovery plan not

    written by federal agencies. From the bottom up, this

    example of intergovernmental management appears to

    be both opportunistic and collaborative.

    Th ere can be no argument that national actions have

    become more dominant since the time of the

    Kestnbaum Commission, particularly in recent years.

    As Conlan states, legislation such as the No Child Left

    Behind Act is “intrusive and dismissive of state and

    local concerns,” but it is important that any discussion

    of managing within federalism include a view from

    the bottom. As collaborative intergovernmental and

    interorganizational networks develop in many policy

    areas, the opportunities for assertive local and regional

    action are both prominent and encouraging.

    References
    Agranoff , Robert . 2001 . Managing Within the

    Matrix: Do Collaborative Intergovernmental

    Relations Exist? Publius: Th e Journal of Federalism

    31 ( 2 ): 31 – 56 .

    — — — . 2003 . Leveraging Networks: A Guide for

    Public Managers Working across Organizations .

    Washington, DC : IBM Center for the Business of

    Government .

    Agranoff , Robert , and Michael McGuire . 2001 . American

    Federalism and the Search for Models of Management .

    Public Administration Review 61 ( 6 ): 671 – 81 .

    — — — . 2003a . Inside the Matrix: Integrating the

    Paradigms of Intergovernmental and Network

    Management . International Journal of Public

    Administration 26 ( 12 ): 1401 – 22 .

    — — — . 2003b . Collaborative Public Management:

    New Strategies for Local Governments . Washington,

    DC : Georgetown University Press .

    Beer , Samuel H . 1993 . To Make a Nation: Th e

    Rediscovery of American Federalism . Cambridge,

    MA : Belknap Press .

    Derthick , Martha . 2000 . American Federalism: Half-

    Full or Half-Empty? Brookings Review 18 ( 1 ): 24 – 27 .

    Grodzins , Morton . 1960 . Th e Federal System . In

    Goals for Americans: Th e Report of the President’s

    Commission on National Goals , 265 – 82 . Englewood

    Cliff s, NJ : Prentice Hall .

    Hall , Th ad E ., and Laurence J O’Toole , Jr . 2000 .

    Structures for Policy Implementation: An Analysis

    of National Legislation, 1965 – 66 and 1993 – 94 .

    Administration & Society 31 ( 6 ): 667 – 86 .

    — — — . 2004 . Shaping Formal Networks through the

    Regulatory Process . Administration & Society 36 ( 2 ):

    186 – 207 .

    Ingram , Helen . 1977 . Policy Implementation through

    Bargaining: Th e Case of Federal Grants-in-Aid .

    Public Policy 25 ( 4 ): 499 – 526 .

    Kincaid , John . 1990 . From Cooperative to Coercive

    Federalism . Annals of the American Academy of

    Political and Social Science 509 : 139 – 52 .

    Krueger , Skip , and Michael McGuire . 2005 . A

    Transaction Costs Explanation of Interlocal

    Government Collaboration . Paper presented at the

    Eighth National Public Management Research

    Conference , September 29 – October 1 , Los Angeles .

    Moynihan , Donald P . 2005 . Leveraging Collaborative

    Networks in Infrequent Emergency Situations .

    Washington, DC : IBM Center for the Business of

    Government .

    Pressman , Jeff rey L . 1975 . Federal Programs and City

    Politics: Th e Dynamics of the Aid Process in Oakland .

    Berkeley : University of California Press .

    Sanford , Terry . 1967 . Storm over the States . New York :

    McGraw-Hill .

    Schneider , Mark , John Scholz , Mark Lubell , Denisa

    Mindruta , and Matthew Edwardsen . 2003 .

    Building Consensual Institutions: Networks and

    the National Estuary Program . American Journal of

    Political Science 47 ( 1 ): 143 – 58 .

    Stever , James A . 2005 . Adapting Intergovernmental

    Management to the New Age of Terrorism .

    Administration & Society 37 ( 4 ): 379 – 403 .

    Th urmaier , Kurt , and Curtis Wood . 2002 . Interlocal

    Agreements as Overlapping Social Networks:

    Picket-Fence Regionalism in Metropolitan Kansas

    City . Public Administration Review 62 ( 5 ): 585 – 98 .

    Wildavsky , Aaron . 1984 . Federalism Means

    Inequality: Political Geometry, Political Sociology,

    and Political Culture . In Th e Costs of Federalism ,

    edited by Robert T . Golembiewski and Aaron

    Wildavsky , 55 – 59 . New Brunswick, NJ :

    Transaction Books .

    Wright , Deil S ., and Dale Krane . 1998 .

    Intergovernmental Management (IGM) . In

    International Encyclopedia of Public Policy and

    Administration , edited by Jay M . Shafritz . Boulder,

    CO : Westview .

    Zimmerman , Joseph F . 1996 . Interstate Relations: Th e

    Neglected Dimension of Federalism . Westport, CT :

    Praeger .

    15406210, 2006, 5, D
    ow

    nloaded from
    https://onlinelibrary.w

    iley.com
    /doi/10.1111/j.1540-6210.2006.00632.x by L

    iberty U
    niversity O

    nline, W
    iley O

    nline L
    ibrary on [20/07/2025]. See the T

    erm
    s and C

    onditions (https://onlinelibrary.w
    iley.com

    /term
    s-and-conditions) on W

    iley O
    nline L

    ibrary for rules of use; O
    A

    articles are governed by the applicable C
    reative C

    om
    m

    ons L
    icense

    **StateandLocalGovernmentIntergovernmentalRelationsPartII-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/stateandlocalgovernmentintergovernmentalrelationspartii-1-pdf)

    **Kincaid-IntroductionSymposiumIntergovernmental-2011.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/kincaid-introductionsymposiumintergovernmental-2011-pdf)

    **Agranoff-DeilWrightsOverlapping-2015.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/agranoff-deilwrightsoverlapping-2015-pdf)

    **Kincaid-BigQuestionsIntergovernmental-2011.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/kincaid-bigquestionsintergovernmental-2011-pdf)

    **Kincaid-BigQuestionsIntergovernmental-2011.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/kincaid-bigquestionsintergovernmental-2011-pdf)

    **## CaseStudyInstructions.docx**

    **Case Study: The U.S. Advisory Commission on Intergovernmental Relations Assignment**

    **Instructions**

    · Provide a biblically based support for your analysis

    · Sources must be derived from Read items assigned for the Module: Week in which the Case Study is assigned, peer-reviewed journal articles, and your independent research.

    · All citations and format must be in current APA format

    · Include 8 – 10 sources, not including your Biblical analysis

    · Double-spaced, with 1-inch margins, written in 12-point Times New Roman font.

    Paper must be 8-10 pages

    **Readings**

    [**https://www.jstor.org/stable/41061180?seq=1**](https://www.jstor.org/stable/41061180?seq=1)

    [**https://www.jstor.org/stable/24734653?seq=1**](https://www.jstor.org/stable/24734653?seq=1)

    [**https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1540-6210.2006.00632.x**](https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1540-6210.2006.00632.x)

    [**https://www.jstor.org/stable/pdf/41061174.pdf?refreqid=fastly-default%3Aacc01db611b955ee7e905ac55e941391&ab_segments=&initiator=&acceptTC=1**](https://www.jstor.org/stable/pdf/41061174.pdf?refreqid=fastly-default%3Aacc01db611b955ee7e905ac55e941391&ab_segments=&initiator=&acceptTC=1)

    [**file:///D:/VR-DVR/LAW%20AND%20ORDER/State%20and%20Local%20Government%20Intergovernmental%20Relations%20Part%20II.pdf**](file:///D:/VR-DVR/LAW%20AND%20ORDER/State%20and%20Local%20Government%20Intergovernmental%20Relations%20Part%20II.pdf)

    **## PublicAdministrationReview-2006-McGuire-IntergovernmentalManagementAViewfromtheBottom.pdf**

    Intergovernmental Management 677

    Intergovernmental management is more than just inter-

    governmental relationships involving the federal govern-

    ment. Th ough Professor McGuire agrees that the federal

    government has become more intrusive and opportunistic

    since the mid-20th century — resulting in less cooperative

    intergovernmental relations — he argues that collaborative

    management is much more prevalent than it is depicted

    in Dr. Conlan’s analysis. A bottom-up view suggests that

    local and regional activity can be both opportunistic and

    collaborative, and such a perspective must be considered

    in any discussion of managing federalism.

    T
    he 50th anniversary of the Kestnbaum Com-

    mission provides an opportunity to refl ect on

    the changes in federalism and intergovern-

    mental management that have occurred over the past

    half century. In his foregoing essay, Tim Conlan thor-

    oughly documents the intent of the commission’s

    work, the recommendations that emerged from its

    report to President Eisenhower, and the subsequent

    remaking of American federalism since that time.

    Th ere is little doubt that the intergovernmental man-

    agement of the 1950s is diff erent from the intergov-

    ernmental management of the early 21st century; one

    should not expect otherwise. Th ese changes have been

    captured through countless metaphors that describe

    contemporary federalism, such as the “marble cake”

    ( Grodzins 1960 ), the “picket fence” ( Sanford 1967 ),

    and the “matrix” ( Agranoff 2001 ; Agranoff and

    McGuire 2003a). Some have referred to the existence

    of “coercive federalism” ( Kincaid 1990 ) and “nation-

    centered federalism” ( Beer 1993 ).

    Conlan off ers another descriptive term, opportunistic

    federalism , which he contrasts with the prevailing

    paradigm of the past, cooperative federalism. His

    central point in calling current intergovernmental

    management opportunistic is that, in some cases, juris-

    dictions — namely, the federal government — take ad-

    vantage of other jurisdictions, exploiting opportunities

    to control or co-opt relationships across governments

    rather than pursue shared administrative strategies.

    Th e implication is that managing federalism is less

    cooperative now than it was when the Kestnbaum

    Commission issued its report in June 1955.

    Conlan’s empirical analysis is a fi tting contribution to the

    research on federalism, off ering evidence of change

    rather than a purely philosophical treatise on where

    power lies and where it should rest — but not entirely.

    Th ough he is optimistic in the end, Conlan remains a

    skeptic throughout and is concerned that the state of

    intergovernmental management is dominated by federal

    government activity, which threatens to “propel opportu-

    nistic federalism into the future.” From the top looking

    down, it is not diffi cult to come to that conclusion. Th is

    predominantly negative view of opportunism from the

    top is, however, the primary shortcoming of his analysis.

    Not all intergovernmental management involves the

    federal government. As Agranoff argues, “[T]he recent

    tradition in intergovernmental research must move

    away from an obsession with action in Washington

    and how much or how little power has accrued where”

    (2001, 54). Investigating the extent of cooperation in

    intergovernmental relations requires a focus on

    national – state – local, interstate ( Zimmerman 1996 ),

    and interlocal ( Th urmaier and Wood 2002 ) activities

    across multiple functional areas ( Krueger and McGuire

    2005 ). Th is would involve “a continuing ‘view from

    the states’ and local governments” ( Agranoff 2001, 54 ).

    Within the context of studying American federalism,

    Martha Derthick writes, “Everywhere one looks, the

    answer remains murky and many-sided” (2000, 27).

    As a result, attempts to categorize American federal-

    ism are largely futile because the scope of activities

    across governments and organizations is so ephemeral.

    New policies emerge, reforms are undertaken, elec-

    tions usher in new approaches to federalism, and

    sometimes events dictate entirely new prescriptions

    ( Stever 2005 ). Like federalism, the character of inter-

    governmental management changes over time. Even

    the concept itself is ambiguous, as it is of “recent

    vintage, specialized usage, limited visibility, and un-

    certain maturity” ( Wright and Krane 1998, 1162 ). In

    Michael McGuire
    Indiana University – Bloomington

    Intergovernmental Management: A View from the Bottom

    Michael McGuire is an associate

    professor of public and environmental

    affairs at Indiana University – Bloomington,

    where he teaches courses in public

    management and intergovernmental

    management. He is the coauthor of

    Collaborative Public Management: New
    Strategies for Local Governments (with

    Robert Agranoff, Georgetown University

    Press), which received the 2003 Louis

    Brownlow Book Award of the National

    Academy of Public Administration.

    E-mail: mcguirem@indiana.edu .

    Rethinking the
    Foundations
    of Public
    Administration:
    A Senior–Junior
    Exchange

    678 Public Administration Review • September | October 2006

    some cases, opportunism is an accurate descriptor for

    intergovernmental management. In other cases, how-

    ever, it is not. And this is the point that unsettles any

    meaningful endeavor to label federalism: It depends.

    It depends on the policy area, the policy instruments

    employed, and even the skills of the administrator.

    Th e central question may not be the degree to which

    intergovernmental relationships are cooperative but

    rather how collaborative they are. Th is distinction is

    not a minor one. Collaboration is “a concept that

    describes the process of facilitat-

    ing and operating in multiorga-

    nizational arrangements for

    solving problems that cannot be

    achieved, or achieved easily, by

    single organizations” (Agranoff

    and McGuire 2003b, 4). Col-

    laboration should not be con-

    fused with cooperation.

    Although a great deal of collabo-

    ration is cooperative — meaning working jointly with

    others — collaborative management sometimes entails

    the engagement of one or more organizations in a

    purposive and offi cial partnership or contractual ar-

    rangement, and it sometimes amounts merely to

    assisting others in a particular eff ort (4). Collaborative

    intergovernmental management is a “routine, regular,

    and, in many cases, requisite activity” in jurisdictions

    of all sizes (153). Collaboration assumes that govern-

    ments are interdependent and that they need each

    other to successfully carry out particular policy mak-

    ing and administrative functions. It also allows for the

    fact that relations may be uneven and that varying

    levels of power may exist within the collaboration.

    Opportunism and collaboration are not mutually

    exclusive, and even in the face of local and state op-

    portunism, elements of cooperative federalism still

    exist. Indeed, evidence suggests they coexist in many

    programs, especially when viewing federalism from

    the bottom, which provides the best vantage point for

    assessing the extent to which both opportunism and

    collaboration are important features of intergovern-

    mental management.

    Th ere are diff erent models of managing federalism. A

    top-down model exists in the area of regulatory pro-

    grams, and it “is predicated on the growth of national

    programming and tipping the balance within the

    federal system toward executive control,” such that the

    federal government manages its programs through

    state and local governments ( Agranoff and McGuire

    2001, 672 ). Th is type of intergovernmental manage-

    ment clearly fi ts Conlan’s concern with opportunism

    and co-optation. Th e top-down model is collaborative

    only to the extent that the federal government (and

    state governments) require compliant actors at the

    lower levels of government.

    A model of intergovernmental management that is

    consistent with Conlan’s opportunism and his concern

    with state and local governments adapting programs “to

    serve strictly parochial ends” is a jurisdiction-based

    model (Agranoff and McGuire 2003b). Jurisdiction-

    based activity is strategic. It involves local and state

    managers interacting with representatives from other

    levels of government to design and manage policies that

    benefi t the jurisdiction and meet the jurisdiction’s goals.

    But such activity is also collaborative. Local and state

    managers seek adjustments and policy-making resources

    from all directions — vertical and

    horizontal — including organiza-

    tions from the nongovernmental

    sector. Th ese actions are not based

    in a sorting out of power across

    governments. Jurisdiction-based

    management emphasizes “calcula-

    tion and negotiation rather than

    accommodation and acclimation”

    (Agranoff and McGuire 2003b,

    49). It is not altogether clear how this type of manage-

    ment within federalism leads to parochialism. As Wil-

    davsky reminds us, “Uniformity is antithetical to

    federalism. Th e existence of states free to disagree with

    one another and with the central government inevitably

    leads to diff erentiation” (1984, 57).

    Bargaining and negotiation over grant programs is a

    prevalent component of intergovernmental management

    that can be considered both opportunistic and collabora-

    tive. Grant programs have always provided the opportu-

    nity to bargain, as many have pointed out ( Ingram

    1977; Pressman 1975 ), and this continues to be the case

    today. To be successful, donors need grant recipients,

    and grant recipients need donors; interdependence (thus

    collaboration) is the hallmark of many grant programs.

    Seeking program adjustments and discretion in grant

    and even in regulatory programs (Agranoff and McGuire

    2003b) in order to accommodate local, regional, and

    state needs is consistent with the ideal of federalism.

    Th ere is evidence that the federal government encour-

    ages collaborative structures for implementing policies

    in multiple policy areas. Hall and O’Toole found that

    in the 1960s and the 1990s, the majority of new,

    signifi cant federal legislation authorized multiple agen-

    cies for implementation (2000), and the trend held for

    postlegislation rulemaking as well (2004). Other re-

    search has demonstrated that the federal National

    Estuary Program encourages implementation networks

    that are “more extensive, span more levels of govern-

    ment, integrate more experts into policy discussions,

    nurture stronger interpersonal ties between stakehold-

    ers … thus laying the foundation for a new form of

    cooperative governance” ( Schneider et al. 2003, 155 ).

    Examples of shared governance that is both opportu-

    nistic and collaborative across levels of government are

    Local and state managers seek
    adjustments and policy-making
    resources from all directions —

    vertical and horizontal — includ-
    ing organizations from the
    nongovernmental sector.

    15406210, 2006, 5, D
    ow

    nloaded from
    https://onlinelibrary.w

    iley.com
    /doi/10.1111/j.1540-6210.2006.00632.x by L

    iberty U
    niversity O

    nline, W
    iley O

    nline L
    ibrary on [20/07/2025]. See the T

    erm
    s and C

    onditions (https://onlinelibrary.w
    iley.com

    /term
    s-and-conditions) on W

    iley O
    nline L

    ibrary for rules of use; O
    A

    articles are governed by the applicable C
    reative C

    om
    m

    ons L
    icense

    Intergovernmental Management 679

    numerous (Agranoff 2003; Moynihan 2005 ). For

    instance, consider the way that local opportunism is

    blended with collaboration in the Shared Strategy for

    Puget Sound, an initiative to restore and protect

    salmon runs across Puget Sound. Under the Endan-

    gered Species Act of 1973, the National Oceanic and

    Atmospheric Administration (NOAA) Fisheries and

    the U.S. Fish and Wildlife Service are the federal

    agencies responsible for implementation. Th e act

    requires a recovery plan for listed species that typically

    is written by the federal agencies prescribing local

    actions. Realizing the opportunity to act on behalf

    of the region — not just the wishes of the federal

    government exclusively — a collaborative initiative was

    undertaken to coordinate with existing recovery eff orts

    in the area. Parties to the eff ort include tribal govern-

    ments, state government, local governments, business

    and conservation groups, and, perhaps most impor-

    tant for this collaborative eff ort, NOAA Fisheries and

    U.S. Fish and Wildlife Service. Th e Shared Strategy is

    the fi rst regional eff ort to develop a recovery plan not

    written by federal agencies. From the bottom up, this

    example of intergovernmental management appears to

    be both opportunistic and collaborative.

    Th ere can be no argument that national actions have

    become more dominant since the time of the

    Kestnbaum Commission, particularly in recent years.

    As Conlan states, legislation such as the No Child Left

    Behind Act is “intrusive and dismissive of state and

    local concerns,” but it is important that any discussion

    of managing within federalism include a view from

    the bottom. As collaborative intergovernmental and

    interorganizational networks develop in many policy

    areas, the opportunities for assertive local and regional

    action are both prominent and encouraging.

    References
    Agranoff , Robert . 2001 . Managing Within the

    Matrix: Do Collaborative Intergovernmental

    Relations Exist? Publius: Th e Journal of Federalism

    31 ( 2 ): 31 – 56 .

    — — — . 2003 . Leveraging Networks: A Guide for

    Public Managers Working across Organizations .

    Washington, DC : IBM Center for the Business of

    Government .

    Agranoff , Robert , and Michael McGuire . 2001 . American

    Federalism and the Search for Models of Management .

    Public Administration Review 61 ( 6 ): 671 – 81 .

    — — — . 2003a . Inside the Matrix: Integrating the

    Paradigms of Intergovernmental and Network

    Management . International Journal of Public

    Administration 26 ( 12 ): 1401 – 22 .

    — — — . 2003b . Collaborative Public Management:

    New Strategies for Local Governments . Washington,

    DC : Georgetown University Press .

    Beer , Samuel H . 1993 . To Make a Nation: Th e

    Rediscovery of American Federalism . Cambridge,

    MA : Belknap Press .

    Derthick , Martha . 2000 . American Federalism: Half-

    Full or Half-Empty? Brookings Review 18 ( 1 ): 24 – 27 .

    Grodzins , Morton . 1960 . Th e Federal System . In

    Goals for Americans: Th e Report of the President’s

    Commission on National Goals , 265 – 82 . Englewood

    Cliff s, NJ : Prentice Hall .

    Hall , Th ad E ., and Laurence J O’Toole , Jr . 2000 .

    Structures for Policy Implementation: An Analysis

    of National Legislation, 1965 – 66 and 1993 – 94 .

    Administration & Society 31 ( 6 ): 667 – 86 .

    — — — . 2004 . Shaping Formal Networks through the

    Regulatory Process . Administration & Society 36 ( 2 ):

    186 – 207 .

    Ingram , Helen . 1977 . Policy Implementation through

    Bargaining: Th e Case of Federal Grants-in-Aid .

    Public Policy 25 ( 4 ): 499 – 526 .

    Kincaid , John . 1990 . From Cooperative to Coercive

    Federalism . Annals of the American Academy of

    Political and Social Science 509 : 139 – 52 .

    Krueger , Skip , and Michael McGuire . 2005 . A

    Transaction Costs Explanation of Interlocal

    Government Collaboration . Paper presented at the

    Eighth National Public Management Research

    Conference , September 29 – October 1 , Los Angeles .

    Moynihan , Donald P . 2005 . Leveraging Collaborative

    Networks in Infrequent Emergency Situations .

    Washington, DC : IBM Center for the Business of

    Government .

    Pressman , Jeff rey L . 1975 . Federal Programs and City

    Politics: Th e Dynamics of the Aid Process in Oakland .

    Berkeley : University of California Press .

    Sanford , Terry . 1967 . Storm over the States . New York :

    McGraw-Hill .

    Schneider , Mark , John Scholz , Mark Lubell , Denisa

    Mindruta , and Matthew Edwardsen . 2003 .

    Building Consensual Institutions: Networks and

    the National Estuary Program . American Journal of

    Political Science 47 ( 1 ): 143 – 58 .

    Stever , James A . 2005 . Adapting Intergovernmental

    Management to the New Age of Terrorism .

    Administration & Society 37 ( 4 ): 379 – 403 .

    Th urmaier , Kurt , and Curtis Wood . 2002 . Interlocal

    Agreements as Overlapping Social Networks:

    Picket-Fence Regionalism in Metropolitan Kansas

    City . Public Administration Review 62 ( 5 ): 585 – 98 .

    Wildavsky , Aaron . 1984 . Federalism Means

    Inequality: Political Geometry, Political Sociology,

    and Political Culture . In Th e Costs of Federalism ,

    edited by Robert T . Golembiewski and Aaron

    Wildavsky , 55 – 59 . New Brunswick, NJ :

    Transaction Books .

    Wright , Deil S ., and Dale Krane . 1998 .

    Intergovernmental Management (IGM) . In

    International Encyclopedia of Public Policy and

    Administration , edited by Jay M . Shafritz . Boulder,

    CO : Westview .

    Zimmerman , Joseph F . 1996 . Interstate Relations: Th e

    Neglected Dimension of Federalism . Westport, CT :

    Praeger .

    15406210, 2006, 5, D
    ow

    nloaded from
    https://onlinelibrary.w

    iley.com
    /doi/10.1111/j.1540-6210.2006.00632.x by L

    iberty U
    niversity O

    nline, W
    iley O

    nline L
    ibrary on [20/07/2025]. See the T

    erm
    s and C

    onditions (https://onlinelibrary.w
    iley.com

    /term
    s-and-conditions) on W

    iley O
    nline L

    ibrary for rules of use; O
    A

    articles are governed by the applicable C
    reative C

    om
    m

    ons L
    icense

    **StateandLocalGovernmentIntergovernmentalRelationsPartII-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/stateandlocalgovernmentintergovernmentalrelationspartii-1-pdf)

    **Kincaid-IntroductionSymposiumIntergovernmental-2011.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/kincaid-introductionsymposiumintergovernmental-2011-pdf)

    **Agranoff-DeilWrightsOverlapping-2015.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/agranoff-deilwrightsoverlapping-2015-pdf)

    **Kincaid-BigQuestionsIntergovernmental-2011.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/kincaid-bigquestionsintergovernmental-2011-pdf)

    **## CaseStudyInstructions.docx**

    **Case Study: The U.S. Advisory Commission on Intergovernmental Relations Assignment**

    **Instructions**

    · Provide a biblically based support for your analysis

    · Sources must be derived from Read items assigned for the Module: Week in which the Case Study is assigned, peer-reviewed journal articles, and your independent research.

    · All citations and format must be in current APA format

    · Include 8 – 10 sources, not including your Biblical analysis

    · Double-spaced, with 1-inch margins, written in 12-point Times New Roman font.

    Paper must be 8-10 pages

    **Readings**

    [**https://www.jstor.org/stable/41061180?seq=1**](https://www.jstor.org/stable/41061180?seq=1)

    [**https://www.jstor.org/stable/24734653?seq=1**](https://www.jstor.org/stable/24734653?seq=1)

    [**https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1540-6210.2006.00632.x**](https://onlinelibrary.wiley.com/doi/pdf/10.1111/j.1540-6210.2006.00632.x)

    [**https://www.jstor.org/stable/pdf/41061174.pdf?refreqid=fastly-default%3Aacc01db611b955ee7e905ac55e941391&ab_segments=&initiator=&acceptTC=1**](https://www.jstor.org/stable/pdf/41061174.pdf?refreqid=fastly-default%3Aacc01db611b955ee7e905ac55e941391&ab_segments=&initiator=&acceptTC=1)

    [**file:///D:/VR-DVR/LAW%20AND%20ORDER/State%20and%20Local%20Government%20Intergovernmental%20Relations%20Part%20II.pdf**](file:///D:/VR-DVR/LAW%20AND%20ORDER/State%20and%20Local%20Government%20Intergovernmental%20Relations%20Part%20II.pdf)

    **## PublicAdministrationReview-2006-McGuire-IntergovernmentalManagementAViewfromtheBottom.pdf**

    Intergovernmental Management 677

    Intergovernmental management is more than just inter-

    governmental relationships involving the federal govern-

    ment. Th ough Professor McGuire agrees that the federal

    government has become more intrusive and opportunistic

    since the mid-20th century — resulting in less cooperative

    intergovernmental relations — he argues that collaborative

    management is much more prevalent than it is depicted

    in Dr. Conlan’s analysis. A bottom-up view suggests that

    local and regional activity can be both opportunistic and

    collaborative, and such a perspective must be considered

    in any discussion of managing federalism.

    T
    he 50th anniversary of the Kestnbaum Com-

    mission provides an opportunity to refl ect on

    the changes in federalism and intergovern-

    mental management that have occurred over the past

    half century. In his foregoing essay, Tim Conlan thor-

    oughly documents the intent of the commission’s

    work, the recommendations that emerged from its

    report to President Eisenhower, and the subsequent

    remaking of American federalism since that time.

    Th ere is little doubt that the intergovernmental man-

    agement of the 1950s is diff erent from the intergov-

    ernmental management of the early 21st century; one

    should not expect otherwise. Th ese changes have been

    captured through countless metaphors that describe

    contemporary federalism, such as the “marble cake”

    ( Grodzins 1960 ), the “picket fence” ( Sanford 1967 ),

    and the “matrix” ( Agranoff 2001 ; Agranoff and

    McGuire 2003a). Some have referred to the existence

    of “coercive federalism” ( Kincaid 1990 ) and “nation-

    centered federalism” ( Beer 1993 ).

    Conlan off ers another descriptive term, opportunistic

    federalism , which he contrasts with the prevailing

    paradigm of the past, cooperative federalism. His

    central point in calling current intergovernmental

    management opportunistic is that, in some cases, juris-

    dictions — namely, the federal government — take ad-

    vantage of other jurisdictions, exploiting opportunities

    to control or co-opt relationships across governments

    rather than pursue shared administrative strategies.

    Th e implication is that managing federalism is less

    cooperative now than it was when the Kestnbaum

    Commission issued its report in June 1955.

    Conlan’s empirical analysis is a fi tting contribution to the

    research on federalism, off ering evidence of change

    rather than a purely philosophical treatise on where

    power lies and where it should rest — but not entirely.

    Th ough he is optimistic in the end, Conlan remains a

    skeptic throughout and is concerned that the state of

    intergovernmental management is dominated by federal

    government activity, which threatens to “propel opportu-

    nistic federalism into the future.” From the top looking

    down, it is not diffi cult to come to that conclusion. Th is

    predominantly negative view of opportunism from the

    top is, however, the primary shortcoming of his analysis.

    Not all intergovernmental management involves the

    federal government. As Agranoff argues, “[T]he recent

    tradition in intergovernmental research must move

    away from an obsession with action in Washington

    and how much or how little power has accrued where”

    (2001, 54). Investigating the extent of cooperation in

    intergovernmental relations requires a focus on

    national – state – local, interstate ( Zimmerman 1996 ),

    and interlocal ( Th urmaier and Wood 2002 ) activities

    across multiple functional areas ( Krueger and McGuire

    2005 ). Th is would involve “a continuing ‘view from

    the states’ and local governments” ( Agranoff 2001, 54 ).

    Within the context of studying American federalism,

    Martha Derthick writes, “Everywhere one looks, the

    answer remains murky and many-sided” (2000, 27).

    As a result, attempts to categorize American federal-

    ism are largely futile because the scope of activities

    across governments and organizations is so ephemeral.

    New policies emerge, reforms are undertaken, elec-

    tions usher in new approaches to federalism, and

    sometimes events dictate entirely new prescriptions

    ( Stever 2005 ). Like federalism, the character of inter-

    governmental management changes over time. Even

    the concept itself is ambiguous, as it is of “recent

    vintage, specialized usage, limited visibility, and un-

    certain maturity” ( Wright and Krane 1998, 1162 ). In

    Michael McGuire
    Indiana University – Bloomington

    Intergovernmental Management: A View from the Bottom

    Michael McGuire is an associate

    professor of public and environmental

    affairs at Indiana University – Bloomington,

    where he teaches courses in public

    management and intergovernmental

    management. He is the coauthor of

    Collaborative Public Management: New
    Strategies for Local Governments (with

    Robert Agranoff, Georgetown University

    Press), which received the 2003 Louis

    Brownlow Book Award of the National

    Academy of Public Administration.

    E-mail: mcguirem@indiana.edu .

    Rethinking the
    Foundations
    of Public
    Administration:
    A Senior–Junior
    Exchange

    678 Public Administration Review • September | October 2006

    some cases, opportunism is an accurate descriptor for

    intergovernmental management. In other cases, how-

    ever, it is not. And this is the point that unsettles any

    meaningful endeavor to label federalism: It depends.

    It depends on the policy area, the policy instruments

    employed, and even the skills of the administrator.

    Th e central question may not be the degree to which

    intergovernmental relationships are cooperative but

    rather how collaborative they are. Th is distinction is

    not a minor one. Collaboration is “a concept that

    describes the process of facilitat-

    ing and operating in multiorga-

    nizational arrangements for

    solving problems that cannot be

    achieved, or achieved easily, by

    single organizations” (Agranoff

    and McGuire 2003b, 4). Col-

    laboration should not be con-

    fused with cooperation.

    Although a great deal of collabo-

    ration is cooperative — meaning working jointly with

    others — collaborative management sometimes entails

    the engagement of one or more organizations in a

    purposive and offi cial partnership or contractual ar-

    rangement, and it sometimes amounts merely to

    assisting others in a particular eff ort (4). Collaborative

    intergovernmental management is a “routine, regular,

    and, in many cases, requisite activity” in jurisdictions

    of all sizes (153). Collaboration assumes that govern-

    ments are interdependent and that they need each

    other to successfully carry out particular policy mak-

    ing and administrative functions. It also allows for the

    fact that relations may be uneven and that varying

    levels of power may exist within the collaboration.

    Opportunism and collaboration are not mutually

    exclusive, and even in the face of local and state op-

    portunism, elements of cooperative federalism still

    exist. Indeed, evidence suggests they coexist in many

    programs, especially when viewing federalism from

    the bottom, which provides the best vantage point for

    assessing the extent to which both opportunism and

    collaboration are important features of intergovern-

    mental management.

    Th ere are diff erent models of managing federalism. A

    top-down model exists in the area of regulatory pro-

    grams, and it “is predicated on the growth of national

    programming and tipping the balance within the

    federal system toward executive control,” such that the

    federal government manages its programs through

    state and local governments ( Agranoff and McGuire

    2001, 672 ). Th is type of intergovernmental manage-

    ment clearly fi ts Conlan’s concern with opportunism

    and co-optation. Th e top-down model is collaborative

    only to the extent that the federal government (and

    state governments) require compliant actors at the

    lower levels of government.

    A model of intergovernmental management that is

    consistent with Conlan’s opportunism and his concern

    with state and local governments adapting programs “to

    serve strictly parochial ends” is a jurisdiction-based

    model (Agranoff and McGuire 2003b). Jurisdiction-

    based activity is strategic. It involves local and state

    managers interacting with representatives from other

    levels of government to design and manage policies that

    benefi t the jurisdiction and meet the jurisdiction’s goals.

    But such activity is also collaborative. Local and state

    managers seek adjustments and policy-making resources

    from all directions — vertical and

    horizontal — including organiza-

    tions from the nongovernmental

    sector. Th ese actions are not based

    in a sorting out of power across

    governments. Jurisdiction-based

    management emphasizes “calcula-

    tion and negotiation rather than

    accommodation and acclimation”

    (Agranoff and McGuire 2003b,

    49). It is not altogether clear how this type of manage-

    ment within federalism leads to parochialism. As Wil-

    davsky reminds us, “Uniformity is antithetical to

    federalism. Th e existence of states free to disagree with

    one another and with the central government inevitably

    leads to diff erentiation” (1984, 57).

    Bargaining and negotiation over grant programs is a

    prevalent component of intergovernmental management

    that can be considered both opportunistic and collabora-

    tive. Grant programs have always provided the opportu-

    nity to bargain, as many have pointed out ( Ingram

    1977; Pressman 1975 ), and this continues to be the case

    today. To be successful, donors need grant recipients,

    and grant recipients need donors; interdependence (thus

    collaboration) is the hallmark of many grant programs.

    Seeking program adjustments and discretion in grant

    and even in regulatory programs (Agranoff and McGuire

    2003b) in order to accommodate local, regional, and

    state needs is consistent with the ideal of federalism.

    Th ere is evidence that the federal government encour-

    ages collaborative structures for implementing policies

    in multiple policy areas. Hall and O’Toole found that

    in the 1960s and the 1990s, the majority of new,

    signifi cant federal legislation authorized multiple agen-

    cies for implementation (2000), and the trend held for

    postlegislation rulemaking as well (2004). Other re-

    search has demonstrated that the federal National

    Estuary Program encourages implementation networks

    that are “more extensive, span more levels of govern-

    ment, integrate more experts into policy discussions,

    nurture stronger interpersonal ties between stakehold-

    ers … thus laying the foundation for a new form of

    cooperative governance” ( Schneider et al. 2003, 155 ).

    Examples of shared governance that is both opportu-

    nistic and collaborative across levels of government are

    Local and state managers seek
    adjustments and policy-making
    resources from all directions —

    vertical and horizontal — includ-
    ing organizations from the
    nongovernmental sector.

    15406210, 2006, 5, D
    ow

    nloaded from
    https://onlinelibrary.w

    iley.com
    /doi/10.1111/j.1540-6210.2006.00632.x by L

    iberty U
    niversity O

    nline, W
    iley O

    nline L
    ibrary on [20/07/2025]. See the T

    erm
    s and C

    onditions (https://onlinelibrary.w
    iley.com

    /term
    s-and-conditions) on W

    iley O
    nline L

    ibrary for rules of use; O
    A

    articles are governed by the applicable C
    reative C

    om
    m

    ons L
    icense

    Intergovernmental Management 679

    numerous (Agranoff 2003; Moynihan 2005 ). For

    instance, consider the way that local opportunism is

    blended with collaboration in the Shared Strategy for

    Puget Sound, an initiative to restore and protect

    salmon runs across Puget Sound. Under the Endan-

    gered Species Act of 1973, the National Oceanic and

    Atmospheric Administration (NOAA) Fisheries and

    the U.S. Fish and Wildlife Service are the federal

    agencies responsible for implementation. Th e act

    requires a recovery plan for listed species that typically

    is written by the federal agencies prescribing local

    actions. Realizing the opportunity to act on behalf

    of the region — not just the wishes of the federal

    government exclusively — a collaborative initiative was

    undertaken to coordinate with existing recovery eff orts

    in the area. Parties to the eff ort include tribal govern-

    ments, state government, local governments, business

    and conservation groups, and, perhaps most impor-

    tant for this collaborative eff ort, NOAA Fisheries and

    U.S. Fish and Wildlife Service. Th e Shared Strategy is

    the fi rst regional eff ort to develop a recovery plan not

    written by federal agencies. From the bottom up, this

    example of intergovernmental management appears to

    be both opportunistic and collaborative.

    Th ere can be no argument that national actions have

    become more dominant since the time of the

    Kestnbaum Commission, particularly in recent years.

    As Conlan states, legislation such as the No Child Left

    Behind Act is “intrusive and dismissive of state and

    local concerns,” but it is important that any discussion

    of managing within federalism include a view from

    the bottom. As collaborative intergovernmental and

    interorganizational networks develop in many policy

    areas, the opportunities for assertive local and regional

    action are both prominent and encouraging.

    References
    Agranoff , Robert . 2001 . Managing Within the

    Matrix: Do Collaborative Intergovernmental

    Relations Exist? Publius: Th e Journal of Federalism

    31 ( 2 ): 31 – 56 .

    — — — . 2003 . Leveraging Networks: A Guide for

    Public Managers Working across Organizations .

    Washington, DC : IBM Center for the Business of

    Government .

    Agranoff , Robert , and Michael McGuire . 2001 . American

    Federalism and the Search for Models of Management .

    Public Administration Review 61 ( 6 ): 671 – 81 .

    — — — . 2003a . Inside the Matrix: Integrating the

    Paradigms of Intergovernmental and Network

    Management . International Journal of Public

    Administration 26 ( 12 ): 1401 – 22 .

    — — — . 2003b . Collaborative Public Management:

    New Strategies for Local Governments . Washington,

    DC : Georgetown University Press .

    Beer , Samuel H . 1993 . To Make a Nation: Th e

    Rediscovery of American Federalism . Cambridge,

    MA : Belknap Press .

    Derthick , Martha . 2000 . American Federalism: Half-

    Full or Half-Empty? Brookings Review 18 ( 1 ): 24 – 27 .

    Grodzins , Morton . 1960 . Th e Federal System . In

    Goals for Americans: Th e Report of the President’s

    Commission on National Goals , 265 – 82 . Englewood

    Cliff s, NJ : Prentice Hall .

    Hall , Th ad E ., and Laurence J O’Toole , Jr . 2000 .

    Structures for Policy Implementation: An Analysis

    of National Legislation, 1965 – 66 and 1993 – 94 .

    Administration & Society 31 ( 6 ): 667 – 86 .

    — — — . 2004 . Shaping Formal Networks through the

    Regulatory Process . Administration & Society 36 ( 2 ):

    186 – 207 .

    Ingram , Helen . 1977 . Policy Implementation through

    Bargaining: Th e Case of Federal Grants-in-Aid .

    Public Policy 25 ( 4 ): 499 – 526 .

    Kincaid , John . 1990 . From Cooperative to Coercive

    Federalism . Annals of the American Academy of

    Political and Social Science 509 : 139 – 52 .

    Krueger , Skip , and Michael McGuire . 2005 . A

    Transaction Costs Explanation of Interlocal

    Government Collaboration . Paper presented at the

    Eighth National Public Management Research

    Conference , September 29 – October 1 , Los Angeles .

    Moynihan , Donald P . 2005 . Leveraging Collaborative

    Networks in Infrequent Emergency Situations .

    Washington, DC : IBM Center for the Business of

    Government .

    Pressman , Jeff rey L . 1975 . Federal Programs and City

    Politics: Th e Dynamics of the Aid Process in Oakland .

    Berkeley : University of California Press .

    Sanford , Terry . 1967 . Storm over the States . New York :

    McGraw-Hill .

    Schneider , Mark , John Scholz , Mark Lubell , Denisa

    Mindruta , and Matthew Edwardsen . 2003 .

    Building Consensual Institutions: Networks and

    the National Estuary Program . American Journal of

    Political Science 47 ( 1 ): 143 – 58 .

    Stever , James A . 2005 . Adapting Intergovernmental

    Management to the New Age of Terrorism .

    Administration & Society 37 ( 4 ): 379 – 403 .

    Th urmaier , Kurt , and Curtis Wood . 2002 . Interlocal

    Agreements as Overlapping Social Networks:

    Picket-Fence Regionalism in Metropolitan Kansas

    City . Public Administration Review 62 ( 5 ): 585 – 98 .

    Wildavsky , Aaron . 1984 . Federalism Means

    Inequality: Political Geometry, Political Sociology,

    and Political Culture . In Th e Costs of Federalism ,

    edited by Robert T . Golembiewski and Aaron

    Wildavsky , 55 – 59 . New Brunswick, NJ :

    Transaction Books .

    Wright , Deil S ., and Dale Krane . 1998 .

    Intergovernmental Management (IGM) . In

    International Encyclopedia of Public Policy and

    Administration , edited by Jay M . Shafritz . Boulder,

    CO : Westview .

    Zimmerman , Joseph F . 1996 . Interstate Relations: Th e

    Neglected Dimension of Federalism . Westport, CT :

    Praeger .

    15406210, 2006, 5, D
    ow

    nloaded from
    https://onlinelibrary.w

    iley.com
    /doi/10.1111/j.1540-6210.2006.00632.x by L

    iberty U
    niversity O

    nline, W
    iley O

    nline L
    ibrary on [20/07/2025]. See the T

    erm
    s and C

    onditions (https://onlinelibrary.w
    iley.com

    /term
    s-and-conditions) on W

    iley O
    nline L

    ibrary for rules of use; O
    A

    articles are governed by the applicable C
    reative C

    om
    m

    ons L
    icense

    **StateandLocalGovernmentIntergovernmentalRelationsPartII-1.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/stateandlocalgovernmentintergovernmentalrelationspartii-1-pdf)

    **Kincaid-IntroductionSymposiumIntergovernmental-2011.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/kincaid-introductionsymposiumintergovernmental-2011-pdf)

    **Agranoff-DeilWrightsOverlapping-2015.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/agranoff-deilwrightsoverlapping-2015-pdf)

    **Kincaid-BigQuestionsIntergovernmental-2011.pdf**

    This file is too large to display. [View in new window](https://www.sweetstudy.com/files/kincaid-bigquestionsintergovernmental-2011-pdf)

    – 1
    – 2
    – 3
    – 4
    – 5
    – 6

  • [Solved] 2 pager

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering 2 pager.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.

  • [Solved] The Supreme Court, Federalism, and Public Administrators

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    Case study and Instructions and readings attached. – ## CasystudyInstructions.docx – ## StateandLocalGovernmentIntergovernmentalRelationshipsPartI.pdf **## CasystudyInstructions.docx** No AI or Plagiarism **Instructions** · Provide a Biblically based support for your analysis · Sources must be deriv…

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Case study and Instructions and readings attached.

    – ## CasystudyInstructions.docx

    – ## StateandLocalGovernmentIntergovernmentalRelationshipsPartI.pdf

    **## CasystudyInstructions.docx**

    No AI or Plagiarism

    **Instructions**

    · Provide a Biblically based support for your analysis

    · Sources must be derived from Read items assigned for the Module: Week in which the Case Study is assigned, peer-reviewed journal articles, and your independent research.

    · All citations and format must be in current APA format

    · Include 8 – 10 sources, not including your Biblical analysis

    · Double-spaced, with 1-inch margins, written in 12-point Times New Roman font.

    Paper must be 8-10 pages

    **Case Study: The Supreme Court, Federalism, and Public Administrators Assignment**

    Christensen and Wise (2009) state,

    [t]he U.S. Supreme Court has come to play an important role in articulating that system of rules. The Supreme Court’s federalism decisions are especially important in understanding what powers public managers [must] achieve policy priorities in the current context of devolved government.

    For this
    **Case Study Assignment,** you will provide a scholarly paper concerning the effect of recent Supreme Court decisions on public administration and federalism.

    Readings

    [https://www.jstor.org/stable/40468971?saml_data=eyJpbnN0aXR1dGlvbklkcyI6WyJjNGZjMjNmMC01MDQzLTRiOWMtYjgzNS0wZTBkZDBhMDA2MjMiXSwic2FtbFRva2VuIjoiNTBlYTdkOGUtNWQxMy00MzEyLWE3OGYtZjhmMDgzYTIyMjQ1In0&seq=1](https://www.jstor.org/stable/40468971?saml_data=eyJpbnN0aXR1dGlvbklkcyI6WyJjNGZjMjNmMC01MDQzLTRiOWMtYjgzNS0wZTBkZDBhMDA2MjMiXSwic2FtbFRva2VuIjoiNTBlYTdkOGUtNWQxMy00MzEyLWE3OGYtZjhmMDgzYTIyMjQ1In0&seq=1)

    Youtube Video

    [https://youtu.be/L_9PwNvaFYk?si=0oi7dWAiIh0TUFjp](https://youtu.be/L_9PwNvaFYk?si=0oi7dWAiIh0TUFjp)

    **## StateandLocalGovernmentIntergovernmentalRelationshipsPartI.pdf**

    State and Local Government
    Intergovernmental
    Relationships: Part I

    1

    Introduction
    • State and local government responsible for

    policies — education, trash collection,
    transportation, water and sewer,…

    • State governments are similar but much
    different from federal government.

    • Local governments established by states
    to handle local policy concerns.

    2

    Introduction Continued
    • Subnational Governments:

    • State and local governments — revitalization
    and diversity since 960’s.

    • States more active in policymaking.
    • States remain diverse in populations and

    policies.

    3

    Understanding State and Local
    Governments

    • Democracy at the Subnational Level
    • States allow local governments to manage

    local problems in an open manner.
    • Lack of voter participation and coordination

    among local governments as well as
    competition for business and industry.

    4

    Understanding State and Local
    Governments

    • The Scope of Subnational Government
    • State and local governments growing faster

    than federal government.
    • Some states have sunset legislation mandates

    review of agency programs for continuation.
    • Some local governments better at policy than

    their states and become innovators at
    problem resolution.

    5

    The Evolution of State
    and Local Governments

    • Governing in U.S. by multiple authorities
    working together and in conflict.
    • In 1776, the thirteen colonial governments

    became states tied together in a loose
    confederation under the Articles.

    • Unified into a federal system in the late 1780s to
    address weakness of confederative model.

    • States create and determine powers of local
    governments.

    6

    The Evolution Continued
    • In 1962, the Supreme Court forced the

    states to redistrict and become more
    representative of the states’ population. In
    Baker v. Carr, the Court applied the 14th

    Amendment's Equal Protection Clause to
    voters.
    • The ruling of “one man, one vote” required

    legislatures redistrict with an equal number of
    constituents in each.

    7

    The Evolution Continued
    • During 1960s and 1970s, federal government

    increased responsibilities of states and locals

    • Federal programs for poverty, urban renewal,
    and environmental quality became
    administered by states and locals.

    8

    The Evolution Continued
    • In 1990s, state and local governments more

    valuable in federalism.
    • States, cities, and counties becoming

    program innovators and mutually
    cooperating to increase economic growth.

    • Governors become important national
    actors. State legislators, county officials, city
    managers, and other officials now travel
    internationally.

    9

    Grassroots Power and Politics
    • Most small towns have a local dynasty–some

    big towns have them, too.
    • State and local politics more personal, non-

    partisan, and issue-oriented than at federal
    level.

    • Grassroots politics includes influence of local
    elites, local issues, local news media, and issue-
    specific organizations to enact laws and make
    policy.

    10

    State Governments
    • The primary responsibilities of state governments

    are:
    • education
    • public health
    • transportation
    • economic development
    • criminal justice
    • licensing/regulation professions (teachers, social workers,

    doctors, lawyers, barbers/stylists, architects, etc.)
    • States more active in welfare and environmental

    issues on their own and as administrators of
    national programs.

    11

    12

    Source: Bowman and Kearney, 2017

    State Constitutions
    • Each state has its own unique constitution.
    • They are subordinate to the U.S. Constitution.
    • State constitutions have more detail about

    specific policies.
    • Specific interests work to protect their issues

    in the constitutions since it is harder to
    amend them.

    13

    State Constitutions
    • Amending State Constitutions

    • Few states rewrite their constitutions.
    • States often use “cut and paste” by only

    updating few sections of Constitution.
    • State’s legislature proposes constitutional

    amendment and then it is put to a vote in an
    election.

    • Some states allow citizen initiatives.

    14

    State Constitutions
    • State constitutions limit powers of state

    governments.
    • After Civil War, Southern states were forced

    to draft new constitutions acceptable to
    North. New constitutions gave powers to
    former slaves and disenfranchised the
    traditional elites.

    • After Reconstruction, Southern states
    adopted newer constitutions providing for
    weak governments.

    15

    State Constitutions
    • Western states chose weak governments.
    • Western states allow voters to enact

    legislation through initiatives and recall
    elections to remove officials from office.

    • Strengthen state governments to manage
    critical issues.

    • Lengthen terms of states’ governors with
    more oversight on spending.

    • Legislatures full-time, better pay, and courts
    strengthened.

    16

    Executives and Legislatures
    • Local governments have some or all of

    these decision-making positions:
    • Elected executive: mayor, village president.
    • Elected council or commission: city council,

    city commission, city board, county board,
    county council, school board,

    • Appointed manager: city manager, city
    administrator, county administrator, county
    manager, school superintendent.

    17

    Governors
    • Governors are chief executive officers of

    states with policymaking, budgetary, and
    ceremonial roles.
    • Propose budget
    • Veto authority
    • Appointment powers
    • Power to pardon
    • Commute sentences, grant parole, and extradite

    18

    Governors and the
    Executive Branch

    • The Job of Governor
    • Expected to fulfill many duties, some formal, some not
    • Much diversity in level of formal powers
    • 42 governors have a line-item veto—veto only parts

    of a bill
    • Today’s governors use “personal powers” to help

    accomplish their policy goals.
    • Public support, character, and leadership style

    19

    Governors and the
    Executive Branch

    20

    Governors and the Executive Branch
    • Other Executive Officers

    • Many other state executives are elected separately from the
    governor.

    • Major state executives include:
    • Lieutenant Governor—second-highest executive official

    in state governments. In Georgia, serves as Senate
    President.

    • Attorney General—state’s legal counsel
    • State Treasurer—manager of state’s bank accounts
    • Secretary of State—elections and record-keeping
    • Auditor—financial comptroller
    • Insurance Commissioner

    21

    State Legislatures
    • General Information:

    • Generally, operate like Congress
    • Have become more professional:

    • longer sessions—44 state legislatures have
    annual sessions

    • higher salaries
    • more staff for each one and staff for

    committees
    • Some feel it is against the idea of a “citizen

    legislature” favored by public

    22

    State Legislatures

    23

    State Legislatures
    • All states except Nebraska have bicameral

    legislatures.
    • By 1999, twenty states limited the number of terms a

    legislator could serve. The limits range from six to
    twelve years.

    • State legislatures are still primarily part-time bodies.
    There is abundant turnover–over 25% of seats each
    election.

    24

    Direct Democracy
    • Direct initiative: Voters place proposal on ballot

    and enact it into law without involving the
    legislature or the governor.

    • Indirect initiative: Legislature places proposal
    on ballot and allows voters to enact it into law
    without involving the legislature or the
    governor.

    25

    Direct Democracy
    • Direct democracy: government controlled

    directly by the citizens

    • Methods of citizen control of the Government:
    • Initiative: proposed changes to laws be put on the

    ballot if enough signatures are collected
    • Referendum: voters approve or disapprove state

    legislation
    • Recall: voters may vote someone out of office

    26

    – State and Local Government Intergovernmental Relationships: Part I
    – Introduction
    – Introduction Continued
    – Understanding State and Local Governments
    – Understanding State and Local Governments
    – The Evolution of State �and Local Governments
    – The Evolution Continued
    – The Evolution Continued
    – The Evolution Continued
    – Grassroots Power and Politics
    – State Governments
    – Slide Number 12
    – State Constitutions
    – State Constitutions
    – State Constitutions
    – State Constitutions
    – Executives and Legislatures
    – Governors
    – Governors and the�Executive Branch
    – Governors and the�Executive Branch
    – Governors and the Executive Branch
    – State Legislatures
    – State Legislatures
    – State Legislatures
    – Direct Democracy
    – Direct Democracy

    **## StateandLocalGovernmentIntergovernmentalRelationshipsPartI.pdf**

    State and Local Government
    Intergovernmental
    Relationships: Part I

    1

    Introduction
    • State and local government responsible for

    policies — education, trash collection,
    transportation, water and sewer,…

    • State governments are similar but much
    different from federal government.

    • Local governments established by states
    to handle local policy concerns.

    2

    Introduction Continued
    • Subnational Governments:

    • State and local governments — revitalization
    and diversity since 960’s.

    • States more active in policymaking.
    • States remain diverse in populations and

    policies.

    3

    Understanding State and Local
    Governments

    • Democracy at the Subnational Level
    • States allow local governments to manage

    local problems in an open manner.
    • Lack of voter participation and coordination

    among local governments as well as
    competition for business and industry.

    4

    Understanding State and Local
    Governments

    • The Scope of Subnational Government
    • State and local governments growing faster

    than federal government.
    • Some states have sunset legislation mandates

    review of agency programs for continuation.
    • Some local governments better at policy than

    their states and become innovators at
    problem resolution.

    5

    The Evolution of State
    and Local Governments

    • Governing in U.S. by multiple authorities
    working together and in conflict.
    • In 1776, the thirteen colonial governments

    became states tied together in a loose
    confederation under the Articles.

    • Unified into a federal system in the late 1780s to
    address weakness of confederative model.

    • States create and determine powers of local
    governments.

    6

    The Evolution Continued
    • In 1962, the Supreme Court forced the

    states to redistrict and become more
    representative of the states’ population. In
    Baker v. Carr, the Court applied the 14th

    Amendment's Equal Protection Clause to
    voters.
    • The ruling of “one man, one vote” required

    legislatures redistrict with an equal number of
    constituents in each.

    7

    The Evolution Continued
    • During 1960s and 1970s, federal government

    increased responsibilities of states and locals

    • Federal programs for poverty, urban renewal,
    and environmental quality became
    administered by states and locals.

    8

    The Evolution Continued
    • In 1990s, state and local governments more

    valuable in federalism.
    • States, cities, and counties becoming

    program innovators and mutually
    cooperating to increase economic growth.

    • Governors become important national
    actors. State legislators, county officials, city
    managers, and other officials now travel
    internationally.

    9

    Grassroots Power and Politics
    • Most small towns have a local dynasty–some

    big towns have them, too.
    • State and local politics more personal, non-

    partisan, and issue-oriented than at federal
    level.

    • Grassroots politics includes influence of local
    elites, local issues, local news media, and issue-
    specific organizations to enact laws and make
    policy.

    10

    State Governments
    • The primary responsibilities of state governments

    are:
    • education
    • public health
    • transportation
    • economic development
    • criminal justice
    • licensing/regulation professions (teachers, social workers,

    doctors, lawyers, barbers/stylists, architects, etc.)
    • States more active in welfare and environmental

    issues on their own and as administrators of
    national programs.

    11

    12

    Source: Bowman and Kearney, 2017

    State Constitutions
    • Each state has its own unique constitution.
    • They are subordinate to the U.S. Constitution.
    • State constitutions have more detail about

    specific policies.
    • Specific interests work to protect their issues

    in the constitutions since it is harder to
    amend them.

    13

    State Constitutions
    • Amending State Constitutions

    • Few states rewrite their constitutions.
    • States often use “cut and paste” by only

    updating few sections of Constitution.
    • State’s legislature proposes constitutional

    amendment and then it is put to a vote in an
    election.

    • Some states allow citizen initiatives.

    14

    State Constitutions
    • State constitutions limit powers of state

    governments.
    • After Civil War, Southern states were forced

    to draft new constitutions acceptable to
    North. New constitutions gave powers to
    former slaves and disenfranchised the
    traditional elites.

    • After Reconstruction, Southern states
    adopted newer constitutions providing for
    weak governments.

    15

    State Constitutions
    • Western states chose weak governments.
    • Western states allow voters to enact

    legislation through initiatives and recall
    elections to remove officials from office.

    • Strengthen state governments to manage
    critical issues.

    • Lengthen terms of states’ governors with
    more oversight on spending.

    • Legislatures full-time, better pay, and courts
    strengthened.

    16

    Executives and Legislatures
    • Local governments have some or all of

    these decision-making positions:
    • Elected executive: mayor, village president.
    • Elected council or commission: city council,

    city commission, city board, county board,
    county council, school board,

    • Appointed manager: city manager, city
    administrator, county administrator, county
    manager, school superintendent.

    17

    Governors
    • Governors are chief executive officers of

    states with policymaking, budgetary, and
    ceremonial roles.
    • Propose budget
    • Veto authority
    • Appointment powers
    • Power to pardon
    • Commute sentences, grant parole, and extradite

    18

    Governors and the
    Executive Branch

    • The Job of Governor
    • Expected to fulfill many duties, some formal, some not
    • Much diversity in level of formal powers
    • 42 governors have a line-item veto—veto only parts

    of a bill
    • Today’s governors use “personal powers” to help

    accomplish their policy goals.
    • Public support, character, and leadership style

    19

    Governors and the
    Executive Branch

    20

    Governors and the Executive Branch
    • Other Executive Officers

    • Many other state executives are elected separately from the
    governor.

    • Major state executives include:
    • Lieutenant Governor—second-highest executive official

    in state governments. In Georgia, serves as Senate
    President.

    • Attorney General—state’s legal counsel
    • State Treasurer—manager of state’s bank accounts
    • Secretary of State—elections and record-keeping
    • Auditor—financial comptroller
    • Insurance Commissioner

    21

    State Legislatures
    • General Information:

    • Generally, operate like Congress
    • Have become more professional:

    • longer sessions—44 state legislatures have
    annual sessions

    • higher salaries
    • more staff for each one and staff for

    committees
    • Some feel it is against the idea of a “citizen

    legislature” favored by public

    22

    State Legislatures

    23

    State Legislatures
    • All states except Nebraska have bicameral

    legislatures.
    • By 1999, twenty states limited the number of terms a

    legislator could serve. The limits range from six to
    twelve years.

    • State legislatures are still primarily part-time bodies.
    There is abundant turnover–over 25% of seats each
    election.

    24

    Direct Democracy
    • Direct initiative: Voters place proposal on ballot

    and enact it into law without involving the
    legislature or the governor.

    • Indirect initiative: Legislature places proposal
    on ballot and allows voters to enact it into law
    without involving the legislature or the
    governor.

    25

    Direct Democracy
    • Direct democracy: government controlled

    directly by the citizens

    • Methods of citizen control of the Government:
    • Initiative: proposed changes to laws be put on the

    ballot if enough signatures are collected
    • Referendum: voters approve or disapprove state

    legislation
    • Recall: voters may vote someone out of office

    26

    – State and Local Government Intergovernmental Relationships: Part I
    – Introduction
    – Introduction Continued
    – Understanding State and Local Governments
    – Understanding State and Local Governments
    – The Evolution of State �and Local Governments
    – The Evolution Continued
    – The Evolution Continued
    – The Evolution Continued
    – Grassroots Power and Politics
    – State Governments
    – Slide Number 12
    – State Constitutions
    – State Constitutions
    – State Constitutions
    – State Constitutions
    – Executives and Legislatures
    – Governors
    – Governors and the�Executive Branch
    – Governors and the�Executive Branch
    – Governors and the Executive Branch
    – State Legislatures
    – State Legislatures
    – State Legislatures
    – Direct Democracy
    – Direct Democracy

    **## CasystudyInstructions.docx**

    No AI or Plagiarism

    **Instructions**

    · Provide a Biblically based support for your analysis

    · Sources must be derived from Read items assigned for the Module: Week in which the Case Study is assigned, peer-reviewed journal articles, and your independent research.

    · All citations and format must be in current APA format

    · Include 8 – 10 sources, not including your Biblical analysis

    · Double-spaced, with 1-inch margins, written in 12-point Times New Roman font.

    Paper must be 8-10 pages

    **Case Study: The Supreme Court, Federalism, and Public Administrators Assignment**

    Christensen and Wise (2009) state,

    [t]he U.S. Supreme Court has come to play an important role in articulating that system of rules. The Supreme Court’s federalism decisions are especially important in understanding what powers public managers [must] achieve policy priorities in the current context of devolved government.

    For this
    **Case Study Assignment,** you will provide a scholarly paper concerning the effect of recent Supreme Court decisions on public administration and federalism.

    Readings

    [https://www.jstor.org/stable/40468971?saml_data=eyJpbnN0aXR1dGlvbklkcyI6WyJjNGZjMjNmMC01MDQzLTRiOWMtYjgzNS0wZTBkZDBhMDA2MjMiXSwic2FtbFRva2VuIjoiNTBlYTdkOGUtNWQxMy00MzEyLWE3OGYtZjhmMDgzYTIyMjQ1In0&seq=1](https://www.jstor.org/stable/40468971?saml_data=eyJpbnN0aXR1dGlvbklkcyI6WyJjNGZjMjNmMC01MDQzLTRiOWMtYjgzNS0wZTBkZDBhMDA2MjMiXSwic2FtbFRva2VuIjoiNTBlYTdkOGUtNWQxMy00MzEyLWE3OGYtZjhmMDgzYTIyMjQ1In0&seq=1)

    Youtube Video

    [https://youtu.be/L_9PwNvaFYk?si=0oi7dWAiIh0TUFjp](https://youtu.be/L_9PwNvaFYk?si=0oi7dWAiIh0TUFjp)

    **## StateandLocalGovernmentIntergovernmentalRelationshipsPartI.pdf**

    State and Local Government
    Intergovernmental
    Relationships: Part I

    1

    Introduction
    • State and local government responsible for

    policies — education, trash collection,
    transportation, water and sewer,…

    • State governments are similar but much
    different from federal government.

    • Local governments established by states
    to handle local policy concerns.

    2

    Introduction Continued
    • Subnational Governments:

    • State and local governments — revitalization
    and diversity since 960’s.

    • States more active in policymaking.
    • States remain diverse in populations and

    policies.

    3

    Understanding State and Local
    Governments

    • Democracy at the Subnational Level
    • States allow local governments to manage

    local problems in an open manner.
    • Lack of voter participation and coordination

    among local governments as well as
    competition for business and industry.

    4

    Understanding State and Local
    Governments

    • The Scope of Subnational Government
    • State and local governments growing faster

    than federal government.
    • Some states have sunset legislation mandates

    review of agency programs for continuation.
    • Some local governments better at policy than

    their states and become innovators at
    problem resolution.

    5

    The Evolution of State
    and Local Governments

    • Governing in U.S. by multiple authorities
    working together and in conflict.
    • In 1776, the thirteen colonial governments

    became states tied together in a loose
    confederation under the Articles.

    • Unified into a federal system in the late 1780s to
    address weakness of confederative model.

    • States create and determine powers of local
    governments.

    6

    The Evolution Continued
    • In 1962, the Supreme Court forced the

    states to redistrict and become more
    representative of the states’ population. In
    Baker v. Carr, the Court applied the 14th

    Amendment's Equal Protection Clause to
    voters.
    • The ruling of “one man, one vote” required

    legislatures redistrict with an equal number of
    constituents in each.

    7

    The Evolution Continued
    • During 1960s and 1970s, federal government

    increased responsibilities of states and locals

    • Federal programs for poverty, urban renewal,
    and environmental quality became
    administered by states and locals.

    8

    The Evolution Continued
    • In 1990s, state and local governments more

    valuable in federalism.
    • States, cities, and counties becoming

    program innovators and mutually
    cooperating to increase economic growth.

    • Governors become important national
    actors. State legislators, county officials, city
    managers, and other officials now travel
    internationally.

    9

    Grassroots Power and Politics
    • Most small towns have a local dynasty–some

    big towns have them, too.
    • State and local politics more personal, non-

    partisan, and issue-oriented than at federal
    level.

    • Grassroots politics includes influence of local
    elites, local issues, local news media, and issue-
    specific organizations to enact laws and make
    policy.

    10

    State Governments
    • The primary responsibilities of state governments

    are:
    • education
    • public health
    • transportation
    • economic development
    • criminal justice
    • licensing/regulation professions (teachers, social workers,

    doctors, lawyers, barbers/stylists, architects, etc.)
    • States more active in welfare and environmental

    issues on their own and as administrators of
    national programs.

    11

    12

    Source: Bowman and Kearney, 2017

    State Constitutions
    • Each state has its own unique constitution.
    • They are subordinate to the U.S. Constitution.
    • State constitutions have more detail about

    specific policies.
    • Specific interests work to protect their issues

    in the constitutions since it is harder to
    amend them.

    13

    State Constitutions
    • Amending State Constitutions

    • Few states rewrite their constitutions.
    • States often use “cut and paste” by only

    updating few sections of Constitution.
    • State’s legislature proposes constitutional

    amendment and then it is put to a vote in an
    election.

    • Some states allow citizen initiatives.

    14

    State Constitutions
    • State constitutions limit powers of state

    governments.
    • After Civil War, Southern states were forced

    to draft new constitutions acceptable to
    North. New constitutions gave powers to
    former slaves and disenfranchised the
    traditional elites.

    • After Reconstruction, Southern states
    adopted newer constitutions providing for
    weak governments.

    15

    State Constitutions
    • Western states chose weak governments.
    • Western states allow voters to enact

    legislation through initiatives and recall
    elections to remove officials from office.

    • Strengthen state governments to manage
    critical issues.

    • Lengthen terms of states’ governors with
    more oversight on spending.

    • Legislatures full-time, better pay, and courts
    strengthened.

    16

    Executives and Legislatures
    • Local governments have some or all of

    these decision-making positions:
    • Elected executive: mayor, village president.
    • Elected council or commission: city council,

    city commission, city board, county board,
    county council, school board,

    • Appointed manager: city manager, city
    administrator, county administrator, county
    manager, school superintendent.

    17

    Governors
    • Governors are chief executive officers of

    states with policymaking, budgetary, and
    ceremonial roles.
    • Propose budget
    • Veto authority
    • Appointment powers
    • Power to pardon
    • Commute sentences, grant parole, and extradite

    18

    Governors and the
    Executive Branch

    • The Job of Governor
    • Expected to fulfill many duties, some formal, some not
    • Much diversity in level of formal powers
    • 42 governors have a line-item veto—veto only parts

    of a bill
    • Today’s governors use “personal powers” to help

    accomplish their policy goals.
    • Public support, character, and leadership style

    19

    Governors and the
    Executive Branch

    20

    Governors and the Executive Branch
    • Other Executive Officers

    • Many other state executives are elected separately from the
    governor.

    • Major state executives include:
    • Lieutenant Governor—second-highest executive official

    in state governments. In Georgia, serves as Senate
    President.

    • Attorney General—state’s legal counsel
    • State Treasurer—manager of state’s bank accounts
    • Secretary of State—elections and record-keeping
    • Auditor—financial comptroller
    • Insurance Commissioner

    21

    State Legislatures
    • General Information:

    • Generally, operate like Congress
    • Have become more professional:

    • longer sessions—44 state legislatures have
    annual sessions

    • higher salaries
    • more staff for each one and staff for

    committees
    • Some feel it is against the idea of a “citizen

    legislature” favored by public

    22

    State Legislatures

    23

    State Legislatures
    • All states except Nebraska have bicameral

    legislatures.
    • By 1999, twenty states limited the number of terms a

    legislator could serve. The limits range from six to
    twelve years.

    • State legislatures are still primarily part-time bodies.
    There is abundant turnover–over 25% of seats each
    election.

    24

    Direct Democracy
    • Direct initiative: Voters place proposal on ballot

    and enact it into law without involving the
    legislature or the governor.

    • Indirect initiative: Legislature places proposal
    on ballot and allows voters to enact it into law
    without involving the legislature or the
    governor.

    25

    Direct Democracy
    • Direct democracy: government controlled

    directly by the citizens

    • Methods of citizen control of the Government:
    • Initiative: proposed changes to laws be put on the

    ballot if enough signatures are collected
    • Referendum: voters approve or disapprove state

    legislation
    • Recall: voters may vote someone out of office

    26

    – State and Local Government Intergovernmental Relationships: Part I
    – Introduction
    – Introduction Continued
    – Understanding State and Local Governments
    – Understanding State and Local Governments
    – The Evolution of State �and Local Governments
    – The Evolution Continued
    – The Evolution Continued
    – The Evolution Continued
    – Grassroots Power and Politics
    – State Governments
    – Slide Number 12
    – State Constitutions
    – State Constitutions
    – State Constitutions
    – State Constitutions
    – Executives and Legislatures
    – Governors
    – Governors and the�Executive Branch
    – Governors and the�Executive Branch
    – Governors and the Executive Branch
    – State Legislatures
    – State Legislatures
    – State Legislatures
    – Direct Democracy
    – Direct Democracy

    **## CasystudyInstructions.docx**

    No AI or Plagiarism

    **Instructions**

    · Provide a Biblically based support for your analysis

    · Sources must be derived from Read items assigned for the Module: Week in which the Case Study is assigned, peer-reviewed journal articles, and your independent research.

    · All citations and format must be in current APA format

    · Include 8 – 10 sources, not including your Biblical analysis

    · Double-spaced, with 1-inch margins, written in 12-point Times New Roman font.

    Paper must be 8-10 pages

    **Case Study: The Supreme Court, Federalism, and Public Administrators Assignment**

    Christensen and Wise (2009) state,

    [t]he U.S. Supreme Court has come to play an important role in articulating that system of rules. The Supreme Court’s federalism decisions are especially important in understanding what powers public managers [must] achieve policy priorities in the current context of devolved government.

    For this
    **Case Study Assignment,** you will provide a scholarly paper concerning the effect of recent Supreme Court decisions on public administration and federalism.

    Readings

    [https://www.jstor.org/stable/40468971?saml_data=eyJpbnN0aXR1dGlvbklkcyI6WyJjNGZjMjNmMC01MDQzLTRiOWMtYjgzNS0wZTBkZDBhMDA2MjMiXSwic2FtbFRva2VuIjoiNTBlYTdkOGUtNWQxMy00MzEyLWE3OGYtZjhmMDgzYTIyMjQ1In0&seq=1](https://www.jstor.org/stable/40468971?saml_data=eyJpbnN0aXR1dGlvbklkcyI6WyJjNGZjMjNmMC01MDQzLTRiOWMtYjgzNS0wZTBkZDBhMDA2MjMiXSwic2FtbFRva2VuIjoiNTBlYTdkOGUtNWQxMy00MzEyLWE3OGYtZjhmMDgzYTIyMjQ1In0&seq=1)

    Youtube Video

    [https://youtu.be/L_9PwNvaFYk?si=0oi7dWAiIh0TUFjp](https://youtu.be/L_9PwNvaFYk?si=0oi7dWAiIh0TUFjp)

    **## StateandLocalGovernmentIntergovernmentalRelationshipsPartI.pdf**

    State and Local Government
    Intergovernmental
    Relationships: Part I

    1

    Introduction
    • State and local government responsible for

    policies — education, trash collection,
    transportation, water and sewer,…

    • State governments are similar but much
    different from federal government.

    • Local governments established by states
    to handle local policy concerns.

    2

    Introduction Continued
    • Subnational Governments:

    • State and local governments — revitalization
    and diversity since 960’s.

    • States more active in policymaking.
    • States remain diverse in populations and

    policies.

    3

    Understanding State and Local
    Governments

    • Democracy at the Subnational Level
    • States allow local governments to manage

    local problems in an open manner.
    • Lack of voter participation and coordination

    among local governments as well as
    competition for business and industry.

    4

    Understanding State and Local
    Governments

    • The Scope of Subnational Government
    • State and local governments growing faster

    than federal government.
    • Some states have sunset legislation mandates

    review of agency programs for continuation.
    • Some local governments better at policy than

    their states and become innovators at
    problem resolution.

    5

    The Evolution of State
    and Local Governments

    • Governing in U.S. by multiple authorities
    working together and in conflict.
    • In 1776, the thirteen colonial governments

    became states tied together in a loose
    confederation under the Articles.

    • Unified into a federal system in the late 1780s to
    address weakness of confederative model.

    • States create and determine powers of local
    governments.

    6

    The Evolution Continued
    • In 1962, the Supreme Court forced the

    states to redistrict and become more
    representative of the states’ population. In
    Baker v. Carr, the Court applied the 14th

    Amendment's Equal Protection Clause to
    voters.
    • The ruling of “one man, one vote” required

    legislatures redistrict with an equal number of
    constituents in each.

    7

    The Evolution Continued
    • During 1960s and 1970s, federal government

    increased responsibilities of states and locals

    • Federal programs for poverty, urban renewal,
    and environmental quality became
    administered by states and locals.

    8

    The Evolution Continued
    • In 1990s, state and local governments more

    valuable in federalism.
    • States, cities, and counties becoming

    program innovators and mutually
    cooperating to increase economic growth.

    • Governors become important national
    actors. State legislators, county officials, city
    managers, and other officials now travel
    internationally.

    9

    Grassroots Power and Politics
    • Most small towns have a local dynasty–some

    big towns have them, too.
    • State and local politics more personal, non-

    partisan, and issue-oriented than at federal
    level.

    • Grassroots politics includes influence of local
    elites, local issues, local news media, and issue-
    specific organizations to enact laws and make
    policy.

    10

    State Governments
    • The primary responsibilities of state governments

    are:
    • education
    • public health
    • transportation
    • economic development
    • criminal justice
    • licensing/regulation professions (teachers, social workers,

    doctors, lawyers, barbers/stylists, architects, etc.)
    • States more active in welfare and environmental

    issues on their own and as administrators of
    national programs.

    11

    12

    Source: Bowman and Kearney, 2017

    State Constitutions
    • Each state has its own unique constitution.
    • They are subordinate to the U.S. Constitution.
    • State constitutions have more detail about

    specific policies.
    • Specific interests work to protect their issues

    in the constitutions since it is harder to
    amend them.

    13

    State Constitutions
    • Amending State Constitutions

    • Few states rewrite their constitutions.
    • States often use “cut and paste” by only

    updating few sections of Constitution.
    • State’s legislature proposes constitutional

    amendment and then it is put to a vote in an
    election.

    • Some states allow citizen initiatives.

    14

    State Constitutions
    • State constitutions limit powers of state

    governments.
    • After Civil War, Southern states were forced

    to draft new constitutions acceptable to
    North. New constitutions gave powers to
    former slaves and disenfranchised the
    traditional elites.

    • After Reconstruction, Southern states
    adopted newer constitutions providing for
    weak governments.

    15

    State Constitutions
    • Western states chose weak governments.
    • Western states allow voters to enact

    legislation through initiatives and recall
    elections to remove officials from office.

    • Strengthen state governments to manage
    critical issues.

    • Lengthen terms of states’ governors with
    more oversight on spending.

    • Legislatures full-time, better pay, and courts
    strengthened.

    16

    Executives and Legislatures
    • Local governments have some or all of

    these decision-making positions:
    • Elected executive: mayor, village president.
    • Elected council or commission: city council,

    city commission, city board, county board,
    county council, school board,

    • Appointed manager: city manager, city
    administrator, county administrator, county
    manager, school superintendent.

    17

    Governors
    • Governors are chief executive officers of

    states with policymaking, budgetary, and
    ceremonial roles.
    • Propose budget
    • Veto authority
    • Appointment powers
    • Power to pardon
    • Commute sentences, grant parole, and extradite

    18

    Governors and the
    Executive Branch

    • The Job of Governor
    • Expected to fulfill many duties, some formal, some not
    • Much diversity in level of formal powers
    • 42 governors have a line-item veto—veto only parts

    of a bill
    • Today’s governors use “personal powers” to help

    accomplish their policy goals.
    • Public support, character, and leadership style

    19

    Governors and the
    Executive Branch

    20

    Governors and the Executive Branch
    • Other Executive Officers

    • Many other state executives are elected separately from the
    governor.

    • Major state executives include:
    • Lieutenant Governor—second-highest executive official

    in state governments. In Georgia, serves as Senate
    President.

    • Attorney General—state’s legal counsel
    • State Treasurer—manager of state’s bank accounts
    • Secretary of State—elections and record-keeping
    • Auditor—financial comptroller
    • Insurance Commissioner

    21

    State Legislatures
    • General Information:

    • Generally, operate like Congress
    • Have become more professional:

    • longer sessions—44 state legislatures have
    annual sessions

    • higher salaries
    • more staff for each one and staff for

    committees
    • Some feel it is against the idea of a “citizen

    legislature” favored by public

    22

    State Legislatures

    23

    State Legislatures
    • All states except Nebraska have bicameral

    legislatures.
    • By 1999, twenty states limited the number of terms a

    legislator could serve. The limits range from six to
    twelve years.

    • State legislatures are still primarily part-time bodies.
    There is abundant turnover–over 25% of seats each
    election.

    24

    Direct Democracy
    • Direct initiative: Voters place proposal on ballot

    and enact it into law without involving the
    legislature or the governor.

    • Indirect initiative: Legislature places proposal
    on ballot and allows voters to enact it into law
    without involving the legislature or the
    governor.

    25

    Direct Democracy
    • Direct democracy: government controlled

    directly by the citizens

    • Methods of citizen control of the Government:
    • Initiative: proposed changes to laws be put on the

    ballot if enough signatures are collected
    • Referendum: voters approve or disapprove state

    legislation
    • Recall: voters may vote someone out of office

    26

    – State and Local Government Intergovernmental Relationships: Part I
    – Introduction
    – Introduction Continued
    – Understanding State and Local Governments
    – Understanding State and Local Governments
    – The Evolution of State �and Local Governments
    – The Evolution Continued
    – The Evolution Continued
    – The Evolution Continued
    – Grassroots Power and Politics
    – State Governments
    – Slide Number 12
    – State Constitutions
    – State Constitutions
    – State Constitutions
    – State Constitutions
    – Executives and Legislatures
    – Governors
    – Governors and the�Executive Branch
    – Governors and the�Executive Branch
    – Governors and the Executive Branch
    – State Legislatures
    – State Legislatures
    – State Legislatures
    – Direct Democracy
    – Direct Democracy

    – 1
    – 2

  • [Solved] DHS James

    ✓ Verified Academic Solution Available

    Executive Solution Overview

    In-depth study guidance and analytical solution covering DHS James.

    Instant Solution Download

    $6.99

    Immediate access to the full model answer, formatted citations, and rubric breakdown.

    Need a Fresh Custom Paper?

    Have this question answered from scratch according to your specific instructions and deadline.

    Order on TutorsGallery →

    Assignment Prompt & Instructions

    Full assignment prompt and step-by-step guidance are included in the downloadable solution file.