Síguenos en los medios sociales
THEORIES OF LOCAL GOVERNMENT REORGANIZATION: AN EMPIRICAL EVALUATION
BRANS, MARLEEN
PUBLIC ADMINISTRATION, n.º 3/1992, pág. 429
1. Introduction. 2. Reorganization in Belgium. 3.ìTheories of reorganization and belgian experience. 4.ìConclusions.
HIRSCHMANN, DAVID
PUBLIC ADMINISTRATION, n.º 2/2002, pág. 235
This article presents a case study of performance measurement in the United States Agency for International Developments (USAIDs) democracy and governance program. Its purpose is to illustrate the juxtaposition (and sometimes contradiction) between the high standards of casual logic and accuracy required or performance measurement, and...
This article presents a case study of performance measurement in the United States Agency for International Developments (USAIDs) democracy and governance program. Its purpose is to illustrate the juxtaposition (and sometimes contradiction) between the high standards of casual logic and accuracy required or performance measurement, and the untidiness involved in the "politics or democratization". Based on USAID experiences in numerous countries, this article concentrates on four specific themes drawn mainly from the literature on re-engineering but also from new public administration. These are: the complexity of politics; the challenge of attribution; the danger or distortive incentives; and the interrelated questions of product and process and quantitative and qualitative measures. Problems of measurement are clearly complicated by the fact that the Agency does not deliver service directly, has limited control over its complex and sensitive area, across international borders and diverse political systems and cultures. The article includes a discussion or some innovative qualitatively-oriented USAID responses to these problems.
TOP CIVIL SERVANTS UNDER CONTRACT
LAEGREID, PER
PUBLIC ADMINISTRATION, n.º 4/2000, pág. 879
1. Introduction. 2. Formal changes. 3.Implementation and experiences. 4. Discussion: divergingreforms. 5. Conclusion.
CRAM, IAN;BELL, JOHN
PUBLIC ADMINISTRATION, n.º 2/1996, pág. 239
1. Introducción. 2. The law commission's report. 3. The role of judicial review: an alternative account. a) Exclusivity. b) Time limits. c) Leave stage. d) Standing. 4. The continuity of administrative acton: some final thoughts.
TRADITIONS OF GOVERNANCE: INTERPRETING THE CHANGING ROLE OF THE PUBLIC SECTOR
BEVIR, MARK; RHODES, R.A.W.; WELLER, PATRICK
PUBLIC ADMINISTRATION, n.º 1/2003, pág. 1
1. THE REFORMS. 2. THE APROACH. 3. THE ARTICLES. 4. ACNOWLEDGEMENT.
BELLAMY, CHRISTINE
PUBLIC ADMINISTRATION, n.º 2/1996, pág. 159
1. Introduction. 2. Complexity and diversity: the administrative problems of social security. 3. The whole person concept. 4. The information agenda implied by the whole-person concept. 5. The technology agenda in the operational strategy. 6. The implementation of the operational strategy; the reversion to automation...
TRANSPORT POLICY PARADIGMS AT THE LOCAL LEVEL: THE NORWICH INNER RING ROAD
GREENAWAY, JOHN;GRANTHAM, ANDREW
PUBLIC ADMINISTRATION, n.º 4/2000, pág. 815
1. Policy paradigm shift, environmental polices androads policy in Britain. 2. The Norwich inner ring road: abrief history 1945-1994. 3. The bureaucratic momentum of thepolicy. 4. Multi-actored politics and critical decisionpoints. 5. The case study and explanations of changing roadspolicy.
TRENDS IN PUBLIC PARTICIPATION: PART 1 - LOCAL GOVERNMENT PERSPECTIVES
LOWNDES, VIVIEN;PRATCHETT, LAWRENCE;STOKER, GERRY
PUBLIC ADMINISTRATION, n.º 1/2001, pág. 205
1. Introduction. 2. The use of different methods.3. Trends and innovations in participation. 4. Facilitatorsand barriers to enhancing public participation. 5. Thedrawbacks of public participation. 6. The impact ofparticipation initiatives. 7. Conclusions.
TRENDS IN PUBLIC PARTICIPATION: PART 2- CITIZENS' PERSPECTIVES
LOWNDES, VIVIEN;PRATCHETT, LAWRENCE;STOKER, GERRY
PUBLIC ADMINISTRATION, n.º 2/2001, pág. 445
1. Introduction. 2. Why do citizens participate? 3.Why don't citizens participate?. a) A negative view of thelocal authority. b) A lack of awareness about opportunitiesto participate. c) A lack of council response. d) "It's notfor people like me"- issues of social exclusion. 4.Conclusion.
UNDERSTANDING POLICY TRANSFER: A MULTI-LEVEL, MULTI-DISCIPLINARY PERSPECTIVE
EVANS, MARK;DAVIES, JONATHAN
PUBLIC ADMINISTRATION, n.º 2/1999, pág. 361
1. Introduction. 2. Problems and the way forward.3. Modelling policy transfer. 4. Demonstrating policytransfer: some methodological and practical issues. 5.Conclusion.
UNDERSTANDING THE LOCAL GOVERNMENT REVIEW: A RETROSPECTIVE ANALYSIS
LEACH, STEVE;STOKER, GERRY
PUBLIC ADMINISTRATION, n.º 1/1997, pág. 1
1. Introduction. 2. The policy launch. 3. The key turning pints in the process. 4. The key actors. 5. Is the settelment sustainable? 6. Conclusions.
GAME, CHRIS
PUBLIC ADMINISTRATION, n.º 1/1997, pág. 67
1. Community identity. The unwelcome spectre of the commune. 2. This consultation has cused the commission to reconsider. 3. Centrality displaces public opinion.
UTILIZING THE DELPHI TECHNIQUE IN POLICY DISCUSSION: A CASE STUDY OF A PRIVATIZED UTILITY IN BRITAIN
CRITCHER, CHAS;GLADSTONE,BRYAN
PUBLIC ADMINISTRATION, n.º 3/1998, pág. 431
1. Introduction. a) Delphi technique. b) Delphi as a method of social inquiry. c) Policy Delphi. 2. Utilizing delphi technique: Principles and practice. a) Research design. b) Implementation. c) Evaluating the method as a whole. 3. Delphi in action: Policy responses to the problem of electricity "self-disconnection".
VARIETIES OF NEW INSTITUTIONALISM: A CRITICAL APPRAISAL
LOWNDES, VIVIEN
PUBLIC ADMINISTRATION, n.º 2/1996, pág. 181
1. Institutions and institutional analyses: an introduction. 2. New institutionalist approaches: six vignettes. 3. Key variables in institutional analysis. 4. Conclusion.
WHAT COUNTS IS WHAT WORKS'? CONSTRUCTING EVALUATIONS OF MARKET MECHANISMS
NEWMAN, JANET
PUBLIC ADMINISTRATION, n.º 1/2001, pág. 89
1. The question of evaluation. 2. Constructing"what works": managers' assessments of market testing. 3.tHE dynamics of change. 4. Constructions of "efficiency" and"effectiveness". 5. Conclusion.
WHAT IS PUBLIC SERVICE IMPROVEMENT?
GEORGE A. BOYNE.
PUBLIC ADMINISTRATION, n.º 2/2003, pág. 211 a 227
I.EFFECTIVENESS AND IMPROVEMENT. II.MODELS OF IMPROVEMENT. III.TOWARDS A DEFINITION OF PUBLIC SERVICE IMPROVEMENT. IV.CONCLUSIONS.
