Abstract
Councils of governments (COGS) have been subjected to powerful forces of change in the 1980s, due principally to drastic reductions in federal financial support. To survive, the councils have had to become more entrepreneural, to extend themselves in new directions They have scanned their local and regional task environments intensively for opportunities to form and/or join new networks and to provide more services in traditional and in new areas. The new style of council is described in this paper, using a market model. The model emphasizes opportunistic scanning of the regional task environment, and the assessment of issue networks as an iterative process in COG direction setting and implementation efforts.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
