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The implementation of art in the public realm is inherently a collaborative effort. At a <br /> minimum, the installation of public art is collaboration between the artist and the city. More <br /> commonly, other private and non-profit sectors play a role in this transaction. The city manager <br /> plays a central role in administering the affairs of a city. What is the public administrator's role <br /> in public art collaborations? <br /> This research attempts to address the answer to these questions, and to explore the role of <br /> the public administrator in public art collaborations. Communities have both embraced public <br /> art projects as a shared cultural experience, and have shunned public art projects as a waste of <br /> taxpayer dollars, creating local controversy. Public administrators work within this local <br /> political context. Other questions to explore include how politics and the political process <br /> influence public art in a community and what, if any, role local government, and the local public <br /> administrator, has in the successful implementation of public art? These questions are complex <br /> and the answers will be found hidden in the particular social-cultural fabric of each community. <br /> This study explores the differences and similarities found among the case study subjects and will <br /> add to understanding of these issues. <br /> 1.2 Statement of the Question <br /> This dissertation focuses on the planning and implementation of public art in small cities, <br /> and the public administrator's role in public art collaborations within that context. The <br /> hypothesis of my study is that the role of the public administrator is critical in fostering and <br /> maintaining the cross-sector relationships that are instrumental in the implementation of public <br /> art in a small city. The study will contrast and compare the activity and roles of the public <br /> 13 <br />