Challenges in City Management

A Case Study Approach

Becky J. Starnes

• Publisher: Routledge
• Year: 2017
• ISBN:
  9781351572521
• Edition: 1
• Topic: Politics & International Relations
• Subtopic: Politics
• Index: Politics & International Relations

City management in developing countries is a quickly growing area in current public administration literature. However, little research material can be found regarding the management of cities. Demonstrating the issues in this field, Challenges in City Management: A Case Study Approach brings the sometimes dry theories and concepts of urban planning and management to life. The author uses case studies to demonstrate "who, " "what, " "why, " and "how, " dramatically increasing readers' ability to comprehend and apply the theories.

Incorporating urban management and organizational management theories with actual practice, the author presents case studies based on observations made during her extensive experience. She offers multiple examples of common contemporary city topics ranging from personnel, policy-making, housing, homelessness, transportation, and budgeting. Each study describes and analyzes a scenario, identifying the economic and political factors as well as the often conflicting players and interest groups.

The book provides enhanced understanding of the complex environment city administrators work in, helping readers develop improved decision-making and problem-solving skills through the study of real issues city administrators have experienced. The case study methodology used supplies information that is immediately applicable to real-world situations, making it a resource that city administrators can use to improve their public administration and governance skills.

1
Introduction

Why write a book on the topic of city management and governance? Henry Hodges answers this question best in his book City Management. He writes, “Civic leaders need such a working knowledge in order to be equipped toward applying the best tested methods for their communities” (1939, p. xi). The purpose of this book is to help city administrators provide city services more effectively and efficiently while staying within the bounds of democratic values. The book is written using an integrated open- and closed-system frame of reference. In other words, public administrators must work within the bounds of rationality through the application of facts, data, constitutions, charters, codes, and resolutions while also understanding the influences of nonrational factors, such as human behavior, risks, and uncertainties (Denhardt, 2011). This book also applies the basic tenets of new governance theory. This theory posits that management systems used by public administrators must interact with a variety of public, private, and nonprofit sector organizations in order to implement sustainable public policies (Bovaird and Loffler, 2009; Osborne, 2010).

Method

This book is written for entry-level city practitioners and undergraduate college students. Each chapter begins with an explanation of an academic theory, concept, historical movement, or administrative tool the reader can use to link academic principles with practice. Case studies that include learning activities are then incorporated. The case approach allows readers to form their own opinions and decide how they would personally proceed to resolve the presented problems.

The cases consist of true events and the names of individuals were not changed. Most of the people named were sent courtesy copies of the cases for their reviews and comments prior to publication. The case material was retrieved from academic journals and public domain sources, to include federal, state, and local government websites; city press releases; television broadcasts; newspaper articles; minutes from city and state government meetings; and city council member e-mails. The author also applied information obtained through observations of city council, city planning, city charter meetings, town hall sessions, and personal conversations with local citizens. The cases were reviewed by Clarksville City Council members Deanna McLaughlin and Bill Summers to ensure content accuracy. Some of the cases were tested in undergraduate public management courses.

Setting

The case studies depict true situations city administrators in Clarksville, Tennessee, have managed. Clarksville’s population has grown 28.5 percent between the years of 2000 and 2010 to a total of 132,929 citizens. It is the fastest growing city in the state and the ninth fastest growing city in the country. The median age of the city’s workers is 31.5 years, and the median household income is $46,742 (Settle, 2011a; U.S. Census Bureau, 2010). The Clarksville, Montgomery County, Tennessee, Economic Development Council (EDC) writes: Clarksville’s “dynamic growth means a strong retail landscape. Rapid growth in population, housing, income, retail and industry make Clarksville one of the Southeast’s most sought after mid-sized cities.” Figure 1.1 highlights several economic achievements made in Clarksville and Montgomery County since 2008. After a tour of the city, the state’s newly elected governor, Bill Haslam, said, “I’m a fan of what you’re doing around here … there is a vibrancy here that you don’t find everywhere. Great job. Keep it going” (Settle, 2011b, p. A1). However, along with all the positive news come problems with managing rapid growth. The focus of this book is to enhance the readers’ understanding of the complex environment city administrators work within.

Figure 1.1 Highlights of Clarksville, Montgomery County, Tennessee. (Data from City of Clarksville, 2012; Clarksville–Montgomery County Economic Development Council, n.d.; Settle, J., 2011, 2012.)

Overview of Chapters

Each chapter is written to stand on its own so readers can select topics to study in the order that they wish. A description of each chapter is provided below.

Chapter 2 introduces the theories of decentralized government and administrative decentralization. Two foundations of municipal law, Dillon’s Rule and home rule, and their application to city charters, are also explored. The case study presents the difficulties the city encountered while attempting to receive state legislature approval of a revised charter.

Chapter 3 focuses on political economic theory and its application to an urban redevelopment project. The theme of the case study is the complexity of initiating an urban redevelopment project due to the number of interests that became involved and their differing concerns.

Chapter 4 discusses the concept of legal authority and the tools of eminent domain and police power. The terms authority, eminent domain, and police power are defined. The case study presents sections of a city ordinance and demonstrates how city administrators may apply the tools of eminent domain and police power to achieve city goals.

Chapter 5 introduces a city public policy-making process and model. Examples of how the Clarksville City Council developed two public ordinances are provided to enhance the reader’s understanding of how public policy may be made.

Chapter 6 provides a study of how expectancy theory, equity theory, and the concept of prevailing wage may be applied to public personnel compensation systems. The first case study explores the challenges city officials faced in an attempt to raise city employee pay. The second case study presents a dilemma faced by officials when they realized the city’s longevity pay plan was more bountiful than that of comparable municipalities.

Chapter 7 presents problems that occurred when the formal organizational structure between a city board and a city council was not clearly delineated. The municipal ownership movement and the theory of natural monopolies are discussed. The two case studies present the legal and political conflict that arose between a city board and a city council when the chain of command was not clear.

Chapter 8 explores the concepts of universalism and individualism and their application to government decision making. The case studies present difficult management and governance decisions city officials had to make about reserving land for the purpose of building a new road.

Chapter 9 defines what a nonprofit organization is and asks the question, “Should governments use taxpayer money to fund nonprofit organizations?” The case explains how a team of city council members developed a process for reviewing requests from nonprofit organizations for city funds.

Chapter 10 studies the government’s role in providing public housing and shelter options for citizens based on conservative and liberal ideologies. The first case study encourages the reader to apply a strategic analysis of the city’s housing and shelter options for low-income citizens. The second case study describes a failed effort to provide a low- to moderate-income-level housing subdivision. The third case explains how a group of interested citizens and city officials used the process of collaboration to develop innovative solutions for managing the city’s homeless population.

Chapter 11 focuses on financial and accounting management measures of a local airport authority. The principles of division of work, unity of command, Sarbanes–Oxley Act of 2002, and generally accepted accounting principles (GAAP) standards are discussed. The two cases present how the lack of application of good management and accounting standards resulted in financial difficulties for the authority.

Chapter 12 reviews strategic decision-making models. The case study presents a difficult strategic decision that members of an airport authority had to make when choosing between providing housing for low-income individuals or advancing the business interests of the authority.

Chapter 13 explains the concept of externalities. The case study allows readers to assess the possible occurrences of externalities in three city ordinances that established animal welfare and control requirements.

References

1. Bovaird, T., and Loffler, E. (Eds.). (2009). Public management and governance (2nd ed.). New York: Routledge.
2. City of Clarksville. (2012). Doing business in Clarksville. Retrieved from http://www.cityofclarksville.com/DoingBusinessInClarksville.php.
3. Clarksville–Montgomery County Economic Development Council. (n.d.). Brochure. Clarksville–Montgomery County, Tennessee.
4. Denhardt, R. (2011). Theories of public organizations (6th ed.). Boston: Wadsworth.
5. Hodges, H.G. (1939). City management: Theory and practice of municipal administration. New York: F.S. Crofts & Company.
6. Osborne, S. (2010). The new public governance: Emerging perspectives on the theory and practice of public governance. New York: Routledge.
7. Settle, J. (2011a, February 27). Local work force proves attractive to employers: Advice for job hunts, interviews, networking. Leaf Chronicle, p. B1.
8. Settle, J. (2011b, March 22). Governor Haslam hears of a “resilient” Clarksville. Leaf Chronicle, pp. A1, A3.
9. Settle, J. (2012, July 29). Fiscal year retailers do well. Leaf Chronicle, p. C6.
10. U.S. Census Bureau. (2010). State and county quickfacts. Retrieved from http://quickfacts.census.gov/qfd/states/47/4715160.html.

2
City–State Relationships and City Charters

In a general way, a city, like a man, can be trusted to do that which is for its own benefit more certainly than any outside instrumentality can be trusted to do good [sic] to it against its will. In the long run we can more safely trust liberty than autocracy.

—William Dudley Foulke, President, National Municipal League, 1914 (Lang, 1991, p. 5)

Introduction

The theories of decentralized governance and administrative decentralization can be used as starting points for studying city–state relationships. The theory of decentralized governan...

Table of contents

• Cover
• Half Title
• Series Page
• Title Page
• Copyright
• Dedication
• Table of Contents
• Preface
• Acknowledgments
• About the Author
• Epigraph
• Chapter 1 Introduction
• Chapter 2 City–State Relationships and City Charters
• Chapter 3 Urban Redevelopment
• Chapter 4 Authority and Power
• Chapter 5 Policy Making
• Chapter 6 Personnel Management
• Chapter 7 Electric Utilities
• Chapter 8 Traffic Congestion
• Chapter 9 Funding for Nonprofit Organizations
• Chapter 10 Housing and Shelter
• Chapter 11 Finance and Accounting Management
• Chapter 12 Airport Authority
• Chapter 13 Animal Welfare and Control
• Glossary
• Index