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LO RAZONABLE DE LA TRADICION. UNA REVISION CRITICA DE ALGUNOS PRINCIPIOS PREMODERNOS

MANSILLA, H.C.F.

Revista de Estudios Políticos, n.º 113/2001, pág. 9

1. El punto de partida: el desencanto con lamodernidad. 2. La religión en cuanto fuente de sentido. 3.La monarquía y la aristrocracia hereditarias comocontrapesos a la plutocracia plebeya. 4. La necesidad de unaestética edificada sobre la belleza. 5. La necesidad de unasíntesis entre lo tradicional y lo moderno.

LO STATUTO DEI DIRITTI DEL CONTRIBUENTE E L'INTERPELLO NELL'ORDINAMENTO TRIBUTARIO DEGLI ENTI TERRITORIALI

URICCHIO, ANTONIO

La Finanza Locale, n.º 10/2001, pág. 1353

Sumario

1. Osservazioni generali. 2. Statuto delcontribuente e potere regolamentare degli enti territoriali.3. Le norme dello statuto di diretta rilevanza per gli entilocali: l'attività di informazione del contribuente, laconsulenza giuridica dell'amministrazione locale el'interpello. 4. Attuazione dell'interpello e conseguenzedella mancata adozione di norme regolamentari da parte dicomuni e province. 5. Il regolamento comunale in materia diinterpello. Contenuto e limiti.

LO STATUTO DELL'OPPOSIZIONE

GENNUSA, MARIA ELENA

Regione e Governo Locale, n.º 1/2001, pág. 241

Sumario

1. Introduzione. 2. Il riconoscimentocostituzionale dell'opposizione: aspetti problematici. 3. Unesempio tratto dalle esperienze dei Länder tedeschi. 4.Verso una progressiva istituzionalizzazione del fenomenooppositorio in Italia: dalla garanzia delle minoranze aidiritti delle opposizioni. 5. Spunti per uno "statuto"dell'opposizione nella realtà regionale.

LOCAL COUNCILLORS: BETWEEN LOCAL GOVERNMENT AND LOCAL GOVERNANCE

HANSEN, KARIN

Public Administration, n.º 1/2001, pág. 105

Sumario

1. Introduction. 2. NPM at the local governmentlevel - the danish case. 3. New governing roles at the locallevel. 4. The NPM role of local councillors. 5. Goalsteering and democratic politics and decision-making at thelocal level. 6. The new challenges of democratic governanceat the local level. 7. Conclusion.

LOCAL GOVERNMENT ACCOUNTANTS AS PUBLIC MANAGERS: AN EVOLVING ROLE

MCCUE, CLIFFORD P.

State and Local Government Review, n.º 2/2001, pág. 144

Sumario

1. The Local Government Accounting Function. 2.Data and Methodology. 3. Findings. 4. Discussion andConclusion.

LOCAL GOVERNMENT AND SERVICE USERS: EMPOWERMENT THROUGH USER-LED INNOVATION?

DIBBEN, PAULINE;BARTLETT, DEAN

Local Government Studies, n.º 3/2001, pág. 43

Sumario

1. Background. 2. Service user involvement. 3.Research methods. 4. Findings. 5. Concluding discussion.

LOCAL GOVERNMENT MODERNIZATION IN GERMANY: BETWEEN INCREMENTALISM AND REFORM WAVES

WOLLMANN, HELLMUT

Public Administration, n.º 4/2000, pág. 915

Sumario

1. Introductory remarks. 2. Rebuilding thepolitical and administrative structures of local governmentafter 1945. 3. Reform wave of the late 1960s and early1970s. 4. Incremental changes in the 1980s. 5. Sweepingchanges in the 1990s. 6. Summarizing and concluding remarks.

LOCAL GOVERNMENT PARTNERSHIPS IN URBAN MANAGEMENT: THE CASE OF SOUTH ASIA

SLATER, RICHARD

Local Government Studies, n.º 3/2001, pág. 79

Sumario

1. Local governance and partnerships. 2.Partnerships in urban management. 3. Conclusion.

LOCAL GOVERNMENT POLICY EVOLUTION IN NEW ZEALAND: RADICAL REFORM AND THE EX POST EMERGENCE OF CONSENSUS OR RIVAL ADVOCACY COALITIONS

WALLIS, JOE;DOLLERY, BRIAN

Public Administration, n.º 3/2001, pág. 533

Sumario

1. Introduction. 2. Overcoming resistance to theradical reform of local government. 3. The quest for greateraccountability through local government reform. 4. Theminimalist-activist debate about the comparativeinstitutional advantage of local government. 5. Conclusion.

LOCALIZATION AND PARTNERSHIP IN THE NEW NATIONAL HEALTH SERVICE: ENGLAND AND SCOTLAND COMPARED

HUDSON, BOB;HARDY, BRIAN

Public Administration, n.º 2/2001, pág. 316

Sumario

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.

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