This work describes the operations of a typical municipal government and examines the many productivity trends that are occurring in city halls across America. Much of the focus is on the increasing need for planning in city government to ensure that productivity goals are met. It thoroughly examines the roles of the council, manager, and clerk in promoting increased productivity. It then looks at such municipal departments as legal, finance, fire, human services, library, police and public works, demonstrating proven techniques and structures in each that improve service.
Instructors considering this book for use in a course may request an examination copy here.

Roger L. Kemp, Ph.D., ICMA-CM, has been a city manager on both the East and West coasts for more than 25 years. He is presently Distinguished Adjunct Professor of Public Administration at Golden Gate University and a Fellow of The Academy of Political Science.

Roger L. Kemp

Format: softcover (6 x 9)
Pages: 470
Bibliographic Info: tables, glossary, resources, bibliography, index
Copyright Date: 2007 [1998]
pISBN: 978-0-7864-3151-9
eISBN: 978-0-7864-5821-9
Imprint: McFarland

Acknowledgments      ix
Preface      1

1 INTRODUCTION      5
2 CITY COUNCIL      28
3 CITY MANAGER      53
4 CITY CLERK      84
5 LEGAL      101
6 FINANCE      116
7 FIRE      149
8 HEALTH AND HUMAN SERVICES      175
9 LIBRARY      202
10 PARKS AND RECREATION      226
11 PLANNING AND BUILDING      253
12 POLICE      285
13 PUBLIC WORKS      314
14 CONCLUSION      345

Municipal Resource Directory      369
Bibliography      397
Index      449

• “offers many suggestions on how local governments can manage their services and finances better”—Connecticut Town and City
• “an excellent resource on local government”—IIMC News Digest
• “identifies productivity trends in each component or department of municipal government and categorizes them by function”—Government Finance Review