Local Government Management: Reactive or Adaptive?

Given events of recent years (the proposal for a New Federalism, the move to consolidate block and categorical grants, and a reduction in available revenue from many sources), the management and delivery of local services are taking on added significance. Urban managers are in the difficult and less-than-rewarding position of having to translate a number of federal and state policy directives into actual program reductions or consolidations. Unfortunately, their avenues for recourse are becoming increasingly narrowed and constrained (witness such tax referenda as Propositions 13 in California and 2Y2 in Massachusetts). While a few jurisdictions have resorted to appeals for short-term relief or accounting gimmickry, a majority of the jurisdictions (particularly those of small and medium size) have neither the expertise nor political clout to forestall such developments (Martin, 1982). By examining patterns in reactions by such urban officials, the present study will seek to develop some insights or clues to the likelihood of how they may be expected to react to future developments. Indeed, are there particular issues of concern which overshadow all others? Or is this a temporary phenomenon which may lessen over time? Hopefully, the results will add to our general understanding of urban issues and future policy development.