Síguenos en los medios sociales
'WORKING THE NETWORK': LOCAL AUTHORITY STRATEGIES IN THE RETICULATED LOCAL STATE
PRIOR, DAVID
LOCAL GOVERNMENT STUDIES, n.º 2/1996, pág. 92
1. The context of change. 2. The nature of "the network". a) Type 1: Alliances. b) Type 2: Consortia. c) Type 3: Partnerships. 3. Implications for the local authority policy process. 4. Conclusion.
CARMELI, ABRAHAM
LOCAL GOVERNMENT STUDIES, n.º 1/2002, pág. 21
I. The rationale behind enhancing government performance measurement. II. Perspectives and models of performance measurement. III. Concepts and practices of evaluating performance of local authorities. IV. A framework for analysis of the actual performance of local authorities. V. The setting and the establishment. VI. An empirical analysis...
I. The rationale behind enhancing government performance measurement. II. Perspectives and models of performance measurement. III. Concepts and practices of evaluating performance of local authorities. IV. A framework for analysis of the actual performance of local authorities. V. The setting and the establishment. VI. An empirical analysis of the proposed model. VII. Conclusion.
DAVIS, PAUL;BROCKIE, CHRIS
LOCAL GOVERNMENT STUDIES, n.º 1/2001, pág. 1
1. Credit unions - scale and scope. 2. A "NewPlatform" for government ambition. 3. Public policyobjectives and performance measures for credit unions. 4.The 1997 local authorities' survey. 5. Potential impacts ofmis-signalling- an exploration of the issues. 6. Performanceindicators and goals displacement. 7. Conclusions.
A REALIST EVALUATION APPROACH TO UNDERSTANDING THE BEST VALUE REVIEW PROCESS
DAVIS, PAUL; WRIGHT, PAUL
LOCAL GOVERNMENT STUDIES, n.º 3/2004, pág. 423
I. RESEARCHING THE BEST VALUE PERFORMANCE SYSTEM. II. STRUCTORING THE REVIEW PROCESS. III. MODELLING THE BVR WHITE BOX. IV. THE REVIEWS. V. THE FOCUSED CMO CONFIGURATIONS. VI. CONCLUSIONS.
A WHOLE-AUTHORITY APPROACH TO TESTING AND DEVELOPING BEST VALUE
JAMES, D. BRIAN;FIELD, JOSEPH J.
LOCAL GOVERNMENT STUDIES, n.º 2/1999, pág. 119
1. Background. 2. Developing the concept of bestvalue. 3. Developing the performance plans. 4. Managing theservice reviews. 5. A departmental perspective. 6. A focuson tools and techniques. 7. Conclusion.
ACCOUNTABILITY IN THE POST-ABOLITION METROPOLITAN GOVERNMENT SYSTEM.
LEACH, STEVE
LOCAL GOVERNMENT STUDIES, n.º 3/1990, pág. 13
1. Diferent meannings of democracy/accountability.ì2. Accountability in the post abolition system: the issues.ì3. Party manifestons in the post abolition era. 4.ìMetropolitan labour parties and delegate democracy. 5.ìDistrict councils and joint authorities delegate democracy?.ì6. Conclusion.
JONES, G.W.
LOCAL GOVERNMENT STUDIES, n.º 5/1988, pág. 1
I. WHY REGIONAL GOVERNMENT? II. THE CASE AGAINST. III. REFORM OF LOCAL GOVERNMENT. IV. CONCLUSIONS.
AN EMPIRICAL SURVEY OF FRONTIER EFFICIENCY MEASUREMENT TECHNIQUES IN LOCAL GOVERNMENT
WORTHINGTON, ANDREW;DOLLERY, BRIAN
LOCAL GOVERNMENT STUDIES, n.º 2/2000, pág. 23
1. Efficiency in local government reform. 2. Thenature of local government performance measurement. 3. Thetheory of microeconomic efficiency measurement. 4. Measuringefficiency in local public services. 5. Determinants oflocal public sector efficiency. 6. Concluding remarks.
AN EXPLORATION OF CULTURE IN JAPANESE LOCAL GOVERNMENT
CHESTERMAN, DANNY
LOCAL GOVERNMENT STUDIES, n.º 4/1994, pág. 527
1. Introduction. 2. The collective consciousness. 3. Old and new. 4. An international outlook. 5. The japanese eye. 6. Customers first. 7. Motivation. 8. Ready, ready, fire. 9. Information is power. 10. All for one and one for all. 11. The yin and the yang.
AN IMPOVERISHED NEUTRALITY? PUBLIC MANAGER VALUES IN LOCAL GOVERNMENT, PENANG, MALAYSIA
HAIDAR, ALI AND HONG HAI, LIM AND PULLIN, LEN
LOCAL GOVERNMENT STUDIES, n.º 1/2004, pág. 88 a 105
1. MALAYSIAN LOCAL GOVERNMENT CONTEXT 2. STUDY SETTING 3. CONCEPTUAL FRAMEWORK 4. METHODOLOGY 5. DATA AND RESULTS 6. DISCUSSION 7. CONCLUSION
AN OVERVIEW OF SCRUTINY: A TRIUMPH OF CONTEXT OVER STRUCTURE
ASHWORTH, RACHEL Y SNAPE, STEPHANIE
LOCAL GOVERNMENT STUDIES, n.º 4/2004, pág. 538 a 556
1. SCRUTINY RESEARCH. 2. SCRUTINY: A PROBLEMATIC FUNCTION. 3. SCRUTINY: ROLE IMBALANCE. 4. IN SEARCH OF A BALANCED ROLE PROFILE. 5. EXPLAINING THE FAILURE AND ROLE IMBALANCE OF SCRUTINY. 6. CONCLUSION.
RYDIN;RYDIN, YVONNE
LOCAL GOVERNMENT STUDIES, n.º 2/1988, pág. 69
I. HOUSEBUILDERS AND THE PLANNING SYSTEM. II. AìBRIEF HISTORY OF HOUSING LAND POLICY. III. JOINT HOUSINGìSTUDIES. IV. THE IMPACT OF UNDERLYING CONFLICTS. V.ìPROCEDURAL ASPECTS OF THE STUDIES. VI. CONCLUSION.
LAWRENCE, ROGER
LOCAL GOVERNMENT STUDIES, n.º 4/2000, pág. 58
1. Key issues in the reform of the structuralfunds. 2. Sub-national and national policy networks. 3. Thetransnational networks. 4. Conclusion.
BEST VALUE IN WELSH LOCAL GOVERNMENT: PROGRESS AND PROSPECTS
BOYNE, GEORGE A.;GOULD-WILLIAMS, JULIAN;LAW, JENNIFER;WALKER, RICHARD
LOCAL GOVERNMENT STUDIES, n.º 2/1999, pág. 68
1. Best value in welsh local government: progressand prospects. 2. The development of best value in Wales. 3.Pilot services in the Wales evaluation study. 4. Theimplementation of best value: prospects for service review.5. Conclusion.
BETWEEN THE WELFARE STATE AND LOCAL GOVERNMENT AUTONOMY
HANSEN, TORE;KLAUSEN, JAN ERLING
LOCAL GOVERNMENT STUDIES, n.º 4/2002, pág. 47
1. Local autonomy. 2. From laissez-faire to integration. 3. Consolidation. 4. Principles and realities. 5. Conclusion.
BEWITCHED OR BEWILDERED? FACTS AND VALUES IN AUDIT COMMISSION TEXTS
HUMPHREY, JILL C.
LOCAL GOVERNMENT STUDIES, n.º 2/2001, pág. 19
1. Facts, values and science. 2. Costs, charges andwelfare. 3. Outcomes, processes and evaluation. 4. Values,virtues and world-views. 5. Conclusion.
PRIOR, DAVID; FARROW, KATHRYN Y PARIS, ALISON.
LOCAL GOVERNMENT STUDIES, n.º 1/2006, pág. 3 a 17
1.DEVELOPMENTS IN BIRMINGHAM. 2.THE RESEARCH: AIMS, SCOPE AND METHODOLOGY. 3.RESEARCH FINDINGS. 4.DISCUSSION.
BEYOND PERFORMANCE MEASUREMENT? ASSESSING VALUE IN LOCAL GOVERNMENT
SANDERSON, IAN
LOCAL GOVERNMENT STUDIES, n.º 4/1998, pág. 1
1. Managerialism, accountability and performance. a) The rise of managerialist accountability. b) Accountability and Performance. 2. A critique of performance measurement. a) Dealing with complexity. b) The "Myth of measurement". c) The "Myth of controllability". d) The potential for distortion of focus and action. e) The...
1. Managerialism, accountability and performance. a) The rise of managerialist accountability. b) Accountability and Performance. 2. A critique of performance measurement. a) Dealing with complexity. b) The "Myth of measurement". c) The "Myth of controllability". d) The potential for distortion of focus and action. e) The politics of instrumental rationality. 3. Towards a "critical-pluralist" evaluation model. a) Evaluation as "practical discourse". b) Pluralism in Evaluation. c) A framework for Assessing "Value" in Local Government. 4. Conclusion.
BUILDING THE CAPACITY FOR STRATEGY FORMATION IN LOCAL GOVERNMENT
COLLINGE, CHRIS;LEACH, STEVE
LOCAL GOVERNMENT STUDIES, n.º 3/1995, pág. 343
1. Reasons and conditions for strategy formation. 2. Strategic direction and strategic capacity. 3. Politics and the trajectories of change. 4. Current strategic capacity of authorities. 5. Conclusions.
BUSINESS AS USUAL? THE NEW POLICE AUTHORITIES AND THE POLICE AND MAGISTRATES' COURTS ACT
LOVEDAY, BARRY
LOCAL GOVERNMENT STUDIES, n.º 2/1996, pág. 22
1. Nomination Powers. 2. Selection of independent members. 3. The independent members. 4. The selection process of independent members. 5. Conflicting views of the new LPA. 6. Elected and independent members. 7. Local police authority responsibilities. 8. Annual reports and local policing plans. 9. Community consultation. 10. Chief officer...
1. Nomination Powers. 2. Selection of independent members. 3. The independent members. 4. The selection process of independent members. 5. Conflicting views of the new LPA. 6. Elected and independent members. 7. Local police authority responsibilities. 8. Annual reports and local policing plans. 9. Community consultation. 10. Chief officer relations. 11. Conclusion.
CENTRAL CONTROL OVER LOCAL GOVERNMENT A WESTERN EUROPEAN COMPARISON
GOLDSMITH, MICHAEL
LOCAL GOVERNMENT STUDIES, n.º 3/2002, pág. 91
1. Control through constitutional arrangements. 2. Central government control in historical perspective. 3. The impact of the EU. 4. Some concluding remarks.
CENTRAL GRANTS AND LOCAL SPENDING IN BRITAIN: A REAPPRAISAL OF THE POST-LAYFIELD PERIORD
MIDWINTER, ARTHUR;CARMICHAEL, PAUL
LOCAL GOVERNMENT STUDIES, n.º 3/2002, pág. 49
1. Arguments. 2. Developments and analysis. 3. Appraisal. 4. Conclusions.
CENTRAL-LOCAL FINANCIAL RELATIONS IN SOUTH AFRICA
CAMERON, ROBERT
LOCAL GOVERNMENT STUDIES, n.º 3/2002, pág. 113
1. A framework for decentralisation. 2. The history of local government in South Africa. 3. The South African local government finance debate. 4. The demarcation dispute: 1999-2000. 5. The constitutional amendment. 6. An evaluation of the intergovernmental financial system.
SULLIVAN, HELEN, KNOPS, ANDREW, BARNES, MARIAN Y NEWMAN, JANET
LOCAL GOVERNMENT STUDIES, n.º 2/2004, pág. 245 a 265
1. PUBLIC PARTICIPATION POLICY IN ENGLAND, 1997-2001. 2. MAPPING PUBLIC PARTICIPATION IN TWO ENGLISH CITIES. 3. KEY FINDINGS. 4. PUBLIC PARTICIPATION - LOCAL FINDINGS AND NATIONAL TRENDS. 5. CONCLUSION.
