Working with the state : exploring interagency collaboration within a federalist system
By: MULLIN, Megan
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Contributor(s): DALEY, Dorothy M.
Material type: 
ArticlePublisher: Cary : Oxford University Press, oct. 2010Subject(s): Estado Devolvido | Administração Regional | Agência ReguladoraJournal of Public Administration Research and Theory 20, 4, p. 757-778Abstract: In an era of devolution, collaboration between state and local institutions could be an effective tool for state governments to capitalize on local knowledge and respect local autonomy, while maintaining consistent standards and enforcement. However, the benefits to local agencies are less clear. Local agency personnel may have goals that diverge from their state counterparts and significant constraints on their resources, forcing them to consider the opportunity costs of collaboration. This article examines the determinants of subnational vertical collaboration in two settings: nested instittions with paralell missions and institutions with separate, but overlapping, missions. Augmenting an original survey, we simultaneously estimate models predicting local cooperation with state agencies whithin and across issue boudaries. Our analysis indicates that management techniques, particularly performance evaluations that are tied to collaborative efforts, are the strongest determinant of collaboration across levels of government. We also find that political context facilitates vertical collaboration across nonnested institutions. Within nested institutions, local agencies are more likely to work with their state counterpart if they lack the capacity to act alone
In an era of devolution, collaboration between state and local institutions could be an effective tool for state governments to capitalize on local knowledge and respect local autonomy, while maintaining consistent standards and enforcement. However, the benefits to local agencies are less clear. Local agency personnel may have goals that diverge from their state counterparts and significant constraints on their resources, forcing them to consider the opportunity costs of collaboration. This article examines the determinants of subnational vertical collaboration in two settings: nested instittions with paralell missions and institutions with separate, but overlapping, missions. Augmenting an original survey, we simultaneously estimate models predicting local cooperation with state agencies whithin and across issue boudaries. Our analysis indicates that management techniques, particularly performance evaluations that are tied to collaborative efforts, are the strongest determinant of collaboration across levels of government. We also find that political context facilitates vertical collaboration across nonnested institutions. Within nested institutions, local agencies are more likely to work with their state counterpart if they lack the capacity to act alone
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