Governing Interlocal Cooperation: City Council Interests and the Implications for Public Management

Local government managers are described as key participants in the development of interlocal cooperation, but the interests of city councils in this process have gone largely unstudied. Here, the author addresses the theoretical importance of council-manager relations in interlocal public service cooperation. The evidence refines assumptions about council-manager roles in the formation of cooperative agreements, with important implications for local government management.

Available online: http://onlinelibrary.wiley.com/doi/10.1111/j.1540-6210.2008.00911.x/abstract

It is included in the CJS Resource Library under the categories listed below. Select a link to find other resources in that category.

  • Change Management: the article discussions implication for local government and council–manager roles in change management.
  • Governance: The article discusses the council–manager relationship in interlocal public service cooperation.

 
This resource is also linked to the Roadmap. Select a link below to read more about each area.

  • Who? / Phase One: The article discusses the theoretical importance of council-manager relations in interlocal public service cooperation.
  • Change Management / Phase Two: The article discussions implications for local government and council–manager roles in change management.

 

Zeemering, E. (2008). Governing interlocal cooperation: City council interests and the implications for public management. Public Administration Review 68(4), 731–741.