Hemeroteca

1. Introduction. 2. Localization and partnership inthe "new NHS". a) Localizing the NHS: England. b) Localizingthe NHS: Scotland. c) Partnership in the NHS: thecross-national imperative. 3. Achieving change: a view fromthe ground. a) Governing partnerships. b) Intra-NHSaccountability partnerships. c) Purchaser-providerpartnerships. d) NHS local authority partnerships. e)Partnerships with patients/publics. f) Central-localpartnerships. 4. Conclusion.

Emphasis on "globalization" within academic literature is reflected in the contention within public administration that the prescriptions of the New Public Management are an inescapable fact of life from which states have little scope for resisting. However, variation persists both between and within countries. Since 1997, devolution within the UK and novel intergovernmental structures occasioned by the Belfast Agreement for Northern Ireland have transformed the territorial governance on the UK and the wider British Isles, providing further evidence of the differential impact of NMP. In seeking a better understanding of these differences, examination of the administrative arrangements of small communities or micro states can offer fascinating comparative insights into the working of larger states , especially those with whom they enjoy a direct relationship. Frequently, however, small communities are overlooked in favour of studies with more political weight. The micro states of the British Isles illustrate the point. However, with a few notable exceptions, relatively little is published. To correct this deficiency, this article seeks to explore developments in the Isle of Man, specifically its civil service. In so doing, the article aims to broaden our understanding of the changing governance not only of the Isle of Man, but also of the UK and beyond.

This paper seeks to examine some aspects of the early operation of the Northern Ireland Assembly and in particular the role of the Statutory Committees. The particular issue that is used to explore these matters is the review of student finances which the Higher and Further Education, Training and Employment Committee (HFETEC) undertook as its first major investigation. It should be noted here that the Department of Higher and Further Education, Training and Emplyment changed its name to the Department of Employment and Learning during 2000. The committee also changed its name to the Employment and Learning Committee. Since the issues discussed took place prior to these changes the original name has been used here. Specifically, the paper examines the Review of Student Finances launched by the Department of Higher and Further Education, Training and Employment, how the committee tackled the issue, tensions within the committee, the relationship between the Committee and the Minister, between the Minister and the Department, the public debate, how the Committee Report was subsequently dealt with in the Assembly and the Ministers response. It is suggested that this example provides some insights into the operation of the distinctive devolved institutions in Northern Ireland and some early evidence of how such Statutory Committees may develop.

1. Introduction. 2. Some conceptual argumentsbehind "management by contract". 3. "Management bycontract": a new management technology. 4. The model usedfor analysys. 5. Ten tendering processes within theframework of the competition programme. 6. (De) Coupling ofthe conceptual arguments in an example of local managementtechnology. 7. Some technological arguments for "managementby contract".

INTRODUCTION. THE MANAGEMENT BY MEASUREMENT MOVEMENT. THE COUNTER-MOVEMENT.MANAGEMENT AND MEASUREMENT.INTERPRETATIVE SPCES.MANAGEMENT PRACTICES. CANONICAL PRACTICES. PRACTICES-IN-TRANSITION. NON-CANONICAL PRACTICES. CONCLUSION.

1. Concepts and Theory. 2. Interorganizational Politics and Co-ordination. 3. The Politics of Co-ordination. 4. Hypotheses and Conjectures. 5. Network Integration. 6. Types of Co-ordination Problems. 7. Substantive Policy Concerns. 8. Iterative Co-ordination Politics. 9. Role of International Linkages. 10. Serving the Same Clients. 11. Accountability. 12. Summary and Conclusions. 13. References.

1. Introduction. 2. Delivering informationìtecnhology: a mixed record. 3. Risks in public sectorìinformatization. 4. The new public managerialism: new risks?ì5. Information systems: from strategy to implementation. 6.ìUsing markets: a new information management? 7. Conclusion.

1. Introduction. 2. The changing environmentalcontext for national tax regimes. 3. Implications forresearch.

1. A review of local authority budgetary processes.2. The 1994-95 budget process: key events. 3. Conclusionsand reflections.

1. Operating the core executive. 2. Problems of the core executive. 3. Alternative solutions. 4. Management strategy.