Throughout the 1990s public demand for a fundamental shift in the
relationship between government and its citizens has intensified.
In response, a "new governance" model has emerged, emphasizing
decreased federal control in favor of intergovernmental
collaboration and increased involvement of state, local, and
private agencies.
As the authors of this volume show, one of the best examples of
"new governance" can be found in the National and State Rural
Development Councils (NRDC and SRDC), created in 1990 as the result
of President Bush's Rural Development Initiative and now called the
Rural Development Partnership. This effort was part of a move
within policymaking circles to redefine a rural America that was no
longer synonymous with family farming and that required innovative
new solutions for economic revival. By 1994 twenty-nine states had
created and ten other states were in the process of forming such
councils.
In this first detailed analysis of the NRDC and SRDCs, the
authors examine the successes and failures of the original eight
councils in Kansas, Maine, Mississippi, Oregon, South Carolina,
South Dakota, Texas, and Washington; as well as eight other
councils subsequently created in Iowa, New Mexico, North Carolina,
Vermont, New York, North Dakota, Utah, and Wyoming.
Combining empirical analysis with current theories about
networks and inter-organizational relations, this volume should
appeal to academics and practitioners interested in rural
development policy, public administration, public policy and
management, and intergovernmental relations.
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