Managing Local Government: Public Administration in Practice

380 Pages·1991·19.91 MB·English

by  Richard D. Bingham

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jocal Govenunent
This book is dedicated to

David C. Sweet,

Dean of the Maxine Goodman Levin

College of Urban Affairs,

who has devoted his career to the public service.
1
jocal Govenunent
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Richard D. Bingham • William M. Bowen • Mittie Olion Chandler
Terri Lynn Cornwell • Jack P. DeSario •Paul R. Dommel
Kenneth L Ender • Claire L Felbinger • Edward W. Hill
Sanda Kaufman • W. Dennis Keating • Lawrence F. Keller
Norman Krumholz • David A. Kuemmel • Brian M. Murphy
David C. Perry • Keith P. Rasey • Raymond J. Rose
Herbert J. Rubin • James D. Slack • Nike F. Speltz
Michael W. Spicer • Philip D. Star • Charles A. Washington
Alan C. Weinstein • Robert R. Whitehead
|i\SAGE PUBLICATIONS
The International Professional Publishers
Newbury Park London New Delhi
Copyright © 1991 by Sage Publications, Inc.
All rights reserved. No part of this book may be reproduced or utilized in
any form or by any means, electronic or mechanical, including photocopy­
ing, recording, or by any information storage and retrieval system, without
permission in writing from the publisher.
For information address:
SAGE Publications, Inc.

<§

2455 Teller Road

Newbury Park, California 91320

SAGE Publications Ltd.
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London EC2A4PU
United Kingdom
SAGE Publications India Pvt. Ltd.
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New Delhi 110 048 India
Printed in the United States of America
Library of Congress Cataloging-in-Publication Data
Main entry under title:
Managing local government: public administration in practice /
by Richard D. Bingham et al.
p. cm.
Includes bibliographical references.
ISBN 0-8039-3938-8. ­ ISBN 0-8039-3939-6 (pbk.)
1. Local government—United States. I. Bingham, Richard D.
JS341.M365 1991
352.073 -dc20 91-2613
CIP
FIRST PRINTING, 1991
Sage Production Editor: Astrid Virding
Contents
Acknowledgments vii
Preface Ix
RICHARD D. BINGHAM
PART I OVERVIEW OF PUBUC ADMINISTRATION
AND LOCAL GOVERNMENT 1
RICHARD D. BINGHAM
1 Public Administration at the Local Level:
Definition, Theory, and Context 3
DAVID C. PERRY
LAWRENCE F. KELLER
2 The Structures of Government 31
LAWRENCE F. KELLER
DAVID C. PERRY
PART II OVERVIEW OF PUBUC ADMINISTRATION
AT THE LOCAL LEVEL 59
LAWRENCE F. KELLER
3 Law and the City 61
LAWRENCE F. KELLER
ALAN C. WEINSTEIN
4 Management of Human Resources in
Local Government 75
JACK P. DeSARIO
JAMES D. SLACK
CHARLES A. WASHINGTON
KENNETH L. ENDER
5 Public Finance and Budgeting 96
MICHAEL W.SPICER
RICHARD D. BINGHAM
6 Decision Making and Conflict Management
Processes in Local Government 115
SANDA KAUFMAN
7 Intergovernmental Relations 135
PAUL R. DOMMEL
8 Ethics in Local Government Administration 156
BRIAN M. MURPHY
PART III OVERVIEW OF ADMINISTRATIVE
APPLICATIONS IN LOCAL GOVERNMENT 171
CLAIRE L. FELBINGER
9 Management of Public Housing 181
MITTIE OLION CHANDLER
10 Management of Economic Development 200
WILLIAM M. BOWEN
HERBERT J.RUBIN
EDWARD W. HILL
11 Management of Neighborhood Development:
Community Development Corporations 214
KEITH P. RASEY
W. DENNIS KEATING
NORMAN KRUMHOLZ
PHILIP D. STAR
12 Management of Public Safety 237
RAYMOND J. ROSE
13 Management of Cultural and
Recreational Services 259
TERRI LYNN CORNWELL
NIKE F. SPELTZ
14 Management of the Transportation System 280
DAVID A. KUEMMEL
15 Development and Redevelopment of Infrastructure 296
CLAIRE L. FELBINGER
ROBERT R. WHITEHEAD
16 Management of Solid-Wastes Disposal 326
CLAIRE L. FELBINGER
ROBERT R. WHITEHEAD
Index 348
About the Authors 357
Acknowledgments
Pulling together a textbook with multiple authors is no easy task and could
not have been done without teamwork. Faculty members from Cleveland
State University (CSU) contributed their expertise to many of the chapters,
and they worked with practitioners and experts from other parts of the
country so that a variety of voices could be heard on the issues facing local
governments today.
Because of the teamwork involved, we decided to claim joint authorship
rather than produce a book strictly defined as "edited" by one or two people.
The concept is not without its costs—the book has required careful editing
and fine-tuning for a common language.
We are particularly grateful to Dean David C. Sweet of CSU's Maxine
Goodman Levine College of Urban Affairs for providing financial assis­
tance to hire editors—in particular, Linda M. Keegan and Anne
O'Shaughnessy. Without them, our attempts at integration would have been
infinitely more difficult. We thank Pat Collins for handling all of the initial
correspondence with the authors and for guiding the progress of the book.
We also thank Anne Schleicher for selecting the photographs for each of the
chapters and providing the captions. She also took over the management of
the book during the copyediting process and worked closely with the au­
thors and publisher to meet the final deadline.
Terri Cornwell, Director of Communications and Development, and Ja­
nice Patterson, Assistant Dean for Administration at the Levin College,
provided crucial financial support for the development of the book when it
was needed. Finally, we thank Blaise Donnelly, our editor at Sage, for his
support for the concept of such a jointly written book.
vii

Preface
Just consider these statistics: In the United States, 9 million employees work
in local government, which accounts for 58% of all public sector civilian
employment. Yet most of the college textbooks have a national perspective
and focus on public policy, not management. In short, introductory text­
books for public administration courses are not meeting many students'
needs.
In spring 1989, a few of us in the field of public administration met at a
faculty-and-staff retreat at Cleveland State University (CSU) and lamented
the gap between practice and publishing. But we came away refreshed, with
the idea of creating a textbook to meet these very needs. Here it is—Manag­
ing Local Government: Public Administration in Practice.
We hope that students in CSU's Master of Public Administration Pro­
gram, as well as all students across the country interested in public adminis­
tration, management, and local government, find it useful. In fact, many
public administration programs have strong ties to local governments. Take,
for example, the Master's Program in Public Administration at Northern
Illinois University in rural DeKalb County. The university's graduates com­
prise one third of the metropolitan Chicago city managers, two thirds of the
assistant managers, and 85% of the administrative assistants.
IX