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THE DYNAMICS OF POLICY CHANGE: LOBBYING AND WATER PRIVATIZATION

RICHARDSON, JEREMY J.;MALONEY, WILLIAM A.;RUDIG, WOLFGANG

Public Administration, n.º 2/1992, pág. 157

1. Policy communities and issue networks. 2. Policyìinitiation: how did water privatization get onto theìangenda?. 3. Policy development: towards the 1986ìprivatization proposals. 4. The interlude: policy failureìand extended consultation. 5. Lonely decisions: ...

THE FINANCE OF SPANISH LOCAL GOVERNMENTS AND ITS RECENT REFORM

SANTIGOSA, ANGELS

Local Government Studies, n.º 4/1992, pág. 136

Sumario

1. Introduction. 2. Structure and functions ofìSpahish local government. 3. The finance of Spanishìmunicipalities up to the 1988 local government finance bill.ì4. The new system of municipal finance. 5. Conclusion.

THE IMAGINED CITY: FROM EL DORADO TO CARMEN DE VIEDMA

SCOVAZZI, EMMA

International Journal of Urban and Regional Research, n.º 4/1993, pág. 516

THE IMPACT OF LOCAL GOVERNMENT ELECTORAL SYSTEMS:SOME THOUGHTS FOR THE LOCAL GOVERNMENT COMMISSION

RALLINGS, COLIN;THRASHER, MICHAEL

Local Government Studies, n.º 2/1992, pág. 1

Sumario

1. Turnout. 2. Contestation. 3. Party competition.ì4. Gender. 5. Councillor turnover. 6. Conclusion.

THE INTERNAL MANAGEMENT OF LOCAL AUTHORITIES IN BRITAIN: THE CHALLENGE OF EXPERIENCE IN OTHER COUNTRIES

STEWART, JOHN

Local Government Studies, n.º 1/1992, pág. 5

Sumario

1. The consultation paper. 2. The key principles ofìthe traditional committee system. 3. The separate executive.ì4. Scrutiny of the executive. 5. Reforming the committeeìsystem. 6. Conclusion.

THE INVERTED MANAGEMENT PYRAMID, OR: THE MEVORACH PRINCIPLE

MEVORACH, BARUCH

Public Administration, n.º 2/1992, pág. 235

Sumario

1. Jumping from the pyramid. 2. A world that isìentirely good.

THE LIMITS OF THE ECONOMIC ANALYSIS OF REGULATION: AN EMPIRICAL CASE AND A CASE FOR EMPIRICISM

MAKKAI, TONI;BRAITHWAITE, JOHN

Law And Policy, n.º 4/1993, pág. 271

Sumario

1. Introduction. 2. Australian nursing homeìregulation. 3. Costs and compliance. a) Measuring the costsìof compliance. b) Can actual and expected costs beìinterchanged? c) Does expected cost affect subsequentìcompliance? 4. Conclusion.

THE MANAGEMENT OF A LARGER TOWN

SCHRIJVERS, A.P.M.

Public Administration, n.º 4/1993, pág. 595

Sumario

1. Introduction. 2. The developments in the town ofìtilburg. 3. Contract management and financial management. 4.ìFrom input control to output control. 5. The financialìcontrol function. 6. Co-ordination. 7. The management toolsìof tilburg. 8. Consequences for the staff. 9. Theìrelationship between political management and administrativeìmanagement.

THE NEW POVERTY AND LOCAL GOVERNMENT SOCIAL POLICIES: A WEST GERMAN PERSPECTIVE.

NEEF, RAINER.

International Journal of Urban and Regional Research, n.º 2/1992, pág. 202

Sumario

1. Unemployment and unequal regional development.ì2. State social services and new poverty. 3. Socialìservices, the fiscal situation in local authorities and newìpoverty. 4. New poverty in depressed West German cities. 5.ìSocial policy and fiscal conditions in depressed West Germanìcitties. 6. Conclusions.

THE PARLIAMENTARY OMBUDSMAN AFTER TWENTY-FIVE YEARS

GREGORY, ROY;PEARSON, JANE

Public Administration, n.º 4/1992, pág. 469

Sumario

1. An under-used resource?. 2. MPs and theìOmbudsman. a) Redress of grievances and the "auditìfunction". 3. What is to be done?. a) Publicity. b) Access.ìc) Jurisdiction. d) "Troughput time". e) A "two-tier" systemìof investigation?. f) Turning the MP filter to advantage.

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