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A new way forward for sustainable quality of life in cities of all sizes Strong Towns: A Bottom-Up Revolution to Build American Prosperity is a book of forward-thinking ideas that breaks with modern wisdom to present a new vision of urban development in the United States. Presenting the foundational ideas of the Strong Towns movement he co-founded, Charles Marohn explains why cities of all sizes continue to struggle to meet their basic needs, and reveals the new paradigm that can solve this longstanding problem. Inside, you’ll learn why inducing growth and development has been the conventional response to urban financial struggles—and why it just doesn’t work. New development and high-risk investing don’t generate enough wealth to support itself, and cities continue to struggle. Read this book to find out how cities large and small can focus on bottom-up investments to minimize risk and maximize their ability to strengthen the community financially and improve citizens’ quality of life. Develop in-depth knowledge of the underlying logic behind the “traditional” search for never-ending urban growth Learn practical solutions for ameliorating financial struggles through low-risk investment and a grassroots focus Gain insights and tools that can stop the vicious cycle of budget shortfalls and unexpected downturns Become a part of the Strong Towns revolution by shifting the focus away from top-down growth toward rebuilding American prosperity Strong Towns acknowledges that there is a problem with the American approach to growth and shows community leaders a new way forward. The Strong Towns response is a revolution in how we assemble the places we live.
This study is designed to help local government practitioners in Pacific island countries review and strengthen their existing legislative and regulatory frameworks. It identifies best practice, examines case studies of Fiji, Solomon Islands and Samoa, and presents ten key principles for effective legislation.
Benjamin Constant (1767-1830) was born in Switzerland and became one of France's leading writers, as well as a journalist, philosopher, and politician. His colourful life included a formative stay at the University of Edinburgh; service at the court of Brunswick, Germany; election to the French Tribunate; and initial opposition and subsequent support for Napoleon, even the drafting of a constitution for the Hundred Days. Constant wrote many books, essays, and pamphlets. His deepest conviction was that reform is hugely superior to revolution, both morally and politically. While Constant's fluid, dynamic style and lofty eloquence do not always make for easy reading, his text forms a coherent whole, and in his translation Dennis O'Keeffe has focused on retaining the 'general elegance and subtle rhetoric' of the original. Sir Isaiah Berlin called Constant 'the most eloquent of all defenders of freedom and privacy' and believed to him we owe the notion of 'negative liberty', that is, what Biancamaria Fontana describes as "the protection of individual experience and choices from external interferences and constraints." To Constant it was relatively unimportant whether liberty was ultimately grounded in religion or metaphysics -- what mattered were the practical guarantees of practical freedom -- "autonomy in all those aspects of life that could cause no harm to others or to society as a whole." This translation is based on Etienne Hofmann's critical edition of Principes de politique (1980), complete with Constant's additions to the original work.
This book focuses squarely on the problem of saving local government in the context of extraordinary financial challenges being faced across the globe. Saving Local Government is written principally for practitioners and employs a ‘conversational’ tone which makes complex theory both engaging and accessible. It augments world-best scholarship with Professor Joseph Drew’s extensive practical experience in guiding local governments away from the brink of financial insolvency. It is thus a ‘must read’ for local government executives, Mayors, Councillors and the regulators that oversee the sector. In Saving Local Government Professor Drew also makes a number of important contributions to address significant gaps in the scholarly literature. In particular, the book includes extensive treatment of de-amalgamation, applied natural law philosophy, Aristotelian epistemology for evaluating public policy success, as well as alternatives to financial administration. The work is therefore also compelling reading for scholars.
At a time when the slow pace of economic recovery and continuing reductions in state and federal assistance underscore our need for strong leadership in financial management, this volume offers a deeper understanding of financial theory and practice for its own sake.
Don’t permit your organization to be lulled into complacency after recovering from a tough recession. Explore what’s necessary to improve the performance of your organization, including the development of leaders at all levels who will use their full capabilities to boost collective results. The High-Performance Organization Model identifies the steps needed to diagnose what will be required to achieve the strategic outcomes you define as success. It shows which levers will move the organization in the direction you decide is critical. This book contains more than just theory; here you’ll find case studies of local governments—demonstrating how Commonwealth Centers for High-Performance Organizations’ (CCHPO) model has been applied in the past to improve performance. You will learn how employees emerged as leaders to identify and tackle problems, developed the tools needed, and organized their thoughts to work through solutions which could be applied effectively without the traditional bureaucratic hassle. These examples show how a supportive, values-based work culture can be cultivated to expand thinking power by increasing discretionary effort from all levels of the organization. Engaged employees can be leaders who refocus your services, improve your processes, save money, and solve problems. Your organization can benefit from the full range of talents, skills, and abilities that often lie untapped, but become accessible through the principles of the High-Performance Organization model. This model will be an indispensable tool for any person looking to make significant improvements throughout their organization. The detailed case studies and easy-to-follow model created by the Commonwealth Center for High-Performance Organizations make for a pleasantly informative guide that will give a special advantage to readers who implement their standards.
This "how-to" book on planning and managing GIS within local government describes and details the key components of a successful enterprise, sustainable and enduring GIS. It describes the strategic planning process an organization must undertake prior to GIS implementation. The heart of the book is the formula for success that offers a systematic methodology for examining and benchmarking a GIS initiative and the practical and repeatable strategy for success. There are many obstacles to successful GIS implementation, and unfortunately, the local government landscape is riddled with false starts, poorly planned implementations, and glorified mapping systems. This book documents the reason for failure and possible remedies to overcome the challenges to implementation. It discusses pathways to change, ways of improving organizational effectiveness and efficiency, and lays out the organizational approaches, management processes, and leadership actions that are required for GIS to become an indispensable part of an organization. This book is about aiming high, so you can consistently hit your mark by formulating goals and objectives that will tremendously influence the success of a GIS initiative. It details the factors crucial for building an enterprise GIS vision statement that includes governance, data and databases, procedures and workflow, GIS software, GIS training and education, and infrastructure, and how to develop performance measures related to the stated objectives of an organization. The book combines theory with real-world experience to offer guidance on the process of managing GIS implementation. Through key components, this book introduces a new way to think about GIS technology.?
Do you want to earn more money? Would you like to have more time and closer friends? Do you want a better job? Do you want more self-confidence or self-esteem? Do you want to be admired by others? Do you want to have more control over your life and less stress? If you answer "yes" to any of these questions, then this book is for you!
Managing Public and Nonprofit Organizations approaches public management learning in a unique way, examining more than 100 high-profile and little-known administrative failure and success stories to explore how failures happen, how they can be prevented, and how to replicate successes in other jurisdictions. Organized to complement a standard public management or organizational behavior textbook structure, and to satisfy NASPAA accreditation requirements, this book explores both traditional public administration functions (performance management, financial management, human-resource management, procurement management, policymaking, capital management, and information-technology management) and organizational concepts (organizational structure and organizational culture). Unlike a traditional casebook, the accompanying stories do not stop in the middle to ask the readers what they would do; instead readers are asked to consider how the events illuminate what public management means and how to make it most effective. The stories ground and give meaning to the book’s review of principles and best practices. Stories include both well-known and highly reported stories of success and failure including Wikileaks, the Boston Marathon bombing, bankruptcy of Detroit, British Petroleum oil spill, 9/11 World Trade Center attack, decision to invade Iraq, Affordable Care Act website rollout, "Bridgegate" scandal, and the Brooklyn Navy Yard killings. The stories do not pass judgment on governments and nonprofits as institutions, but rather teach students and practitioners best management practices by example. Discussion questions are included at the end of each chapter to prompt classroom discussion.