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the mid 1980's the sculpture was roiled in controversy and ultimately removed from the plaza <br /> due to the public dissatisfaction. To avoid future controversy, in 1986, the NEA began <br /> instructing grant applicants to include "plans for community involvement, preparation and <br /> dialogue." (Kwon 2004, p. 83) <br /> The factors important to successful collaborative relationships, in general, apply to <br /> successful public art projects as well. Murphy and Arenas (2010) identify four factors important <br /> to the success of cross-sector collaborations. Drawing largely upon the work of Austin(2000) <br /> and the Social Enterprise Knowledge Network (SEKN 2004), the four factors that are identified <br /> as being important to the success of cross-sector collaboration include: starting and building the <br /> partnership; achieving alignment between the organization's missions, strategies, and values; <br /> managing the partner interface; and generating value to the partners and the larger society <br /> (SEKN 2004). <br /> 2.6 The Role of Public Administrators in Public Art <br /> The work of the public administrator is diverse. In this study, the term used to describe <br /> the chief administrative office of the city will be referred to interchangeably as the city <br /> administrator or city manager. Although there are some definitional differences, in this context, <br /> the two terms will be considered the same. <br /> As public administrators, the work of city managers in general, and the work of those <br /> involved with public art projects, can be identified in one of twelve roles that fit with those <br /> identified in classic public administration literature. Mintzberg (1990)places these twelve <br /> classic roles into three main categories: interpersonal, informational, and decisional. <br /> 64 <br />