Partnership Governance in Public Management: A Public Solutions Handbook by Seth A Grossman & Marc Holzer

Author:Seth A Grossman & Marc Holzer [Grossman, Seth A & Holzer, Marc]
Language: eng
Format: epub
Tags: General, Political Science, Public Affairs & Administration
ISBN: 9780765644053
Google: wYa9CgAAQBAJ
Goodreads: 26635210
Publisher: Routledge
Published: 2015-10-27T00:00:00+00:00

Public–Private Partnership Management: Business District Executive Managemant

Business communities and the municipalities in which they are located seek and find ways to build successful organized approaches to development, revitalization, and improvements by creating Business Improvement Districts that forge unique public–private community-based partnerships (Briffault 1999; Hoyt 2001, 2006; Justice 2003; MacDonald 1996; Mitchell 2001; Morçöl and Zimmermann 2006; Stokes 2002). Most studies of BIDs focus on the concept of defining place (definable geography, market, and sense of community) and the legal structure of the BID. However, the role of business district management and the professional aspects of the managers of BIDs are virtually ignored. It cannot be done when we look at only one sector of the partnership. It becomes clearer when we realize that business district and place managers manage PPPs.

The idea of professionalism in public administration has its controversies, starting with the nagging question of accountability to democratic processes. This controversy extends to all forms of public administration and is less an issue when the task being assigned is strictly technical, such as: building inspector, postal clerk, soldier, garbage collector, police, firefighter, economic development, etc. These task positions are aptly described as being "professionals in government," while those that provided the task of managing government services are "professionals of government" (Gargan 1998, p. 1092). PPP managers tend to be both in and of government, but also professionals of business administration, specifically cooperative retail/commercial management. It is odd that we may have to argue for the profession of public administration in its various forms when we rely every day on these professionals. As to PPPs, including BIDs, it is the professional manager that defines the PPP's success.

In either case, the term professional not only describes a recognized mastery of a particular and useful skill or technology, but also ascribes to itself a sense of mission, ethics, and purpose. It is derived from the establishment of collective order and purposeful public action. Public administration is a profession, and the practices, both in and of government, certainly are. It describes more than it prescribes a sense of humanity, of human behavior, and a set of outcomes achieved by good management practices. Public administration is an outcome of a need for collective action and communal identity that is naturally evolving. The outcomes of public administration derive from this (communal) need and the actions necessary to translate the need into real activities, products, and processes.

Professional attributes, alive within the realm of public administration, have those components and are transacted by the role of management, which implies that there is a business of government. The business of government, as opposed to the private sector, trades in the realm of public values, ethics, and interests that are simply not measurable by market forces. Both produce services, products, and possibilities. Government has a "focus on interdependence" (Bozeman 1987, p. 149) created by legitimate political authority rather than on the independent aspirations of the individual. Although leadership and political identity may promote one individual over another, it is the public trust, not personal interest, which chiefly advises the government.

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