Problems and opportunities for cooperation among public managers on the U.S. - Mexico border
By: Saint-Germain, Michelle A.
Material type:
ArticlePublisher: 1995Description: p.93-117.Subject(s): Public administration
In:
American Review of Public AdministrationSummary: With the approval of the North American Free Trade Agreement (NAFTA) comes the possibility of an infusion of billions of dollars into the U.S.-Mexico border regions; yet, we know little about whether local public managers are prepared to undertake joint projects. This study explores existing linkages between U.S. and Mexican mid-level public managers, how these managers perceive their counterparts, and the barriers to increased cooperation that they must overcome. Existing arrangements are few and informal, mostly among transportation, public safety, and health officials. Mid-level managers are rarely in touch with their counterparts due to differences in language, culture, government, and public administration systems. Because of this lack of contact, some negative stereotypes about counterparts persist. Currently, cross-border cooperation is sporadic, unrewarding, and subject to reversals. We must do more to create the conditions for successful, lasting bi-national public sector projects. - Reproduced
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | Volume no: 25, Issue no: 2 | Available | AR35596 |
With the approval of the North American Free Trade Agreement (NAFTA) comes the possibility of an infusion of billions of dollars into the U.S.-Mexico border regions; yet, we know little about whether local public managers are prepared to undertake joint projects. This study explores existing linkages between U.S. and Mexican mid-level public managers, how these managers perceive their counterparts, and the barriers to increased cooperation that they must overcome. Existing arrangements are few and informal, mostly among transportation, public safety, and health officials. Mid-level managers are rarely in touch with their counterparts due to differences in language, culture, government, and public administration systems. Because of this lack of contact, some negative stereotypes about counterparts persist. Currently, cross-border cooperation is sporadic, unrewarding, and subject to reversals. We must do more to create the conditions for successful, lasting bi-national public sector projects. - Reproduced
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