CARTER, RICHARD C.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 2/1995, pág. 103
1. Introduction. 2. Water resource developments to date. 3. Consumptive and non-consumptive water uses. 4. Past criticisms of river basin management. 5. Current rationale for water allocation. 6. The bagauda lake agreement. 7. Policy development: An analytical framework. 8 Productivity (Economic efficiency). 9. Equity and respect for ...
ADMINISTRATIVE AVENUES TO DEMOCRATIC GOVERNANCE: THE BALANCE OF SUPPLY AND DEMAND
COSTON, J.M.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 5/1998, pág. 479
1. The changing views of governance. 2. Definitions. a) Governance and democratic governance. b) The supply side of democratic governance. c) The demand side of democratic governance. d) Administrative avenues. 3. Why should we bring the two sides together?. a) Pros. b) Cons. c) Risks if we don't. 4. A balanced approach: changing the mechanisms...
1. The changing views of governance. 2. Definitions. a) Governance and democratic governance. b) The supply side of democratic governance. c) The demand side of democratic governance. d) Administrative avenues. 3. Why should we bring the two sides together?. a) Pros. b) Cons. c) Risks if we don't. 4. A balanced approach: changing the mechanisms of control. 5. How can they be brought together? Operationalizing a balanced approach. 6. Conclusion.
AN INTEGRATED TOOLKIT FOR INSTITUTIONAL DEVELOPMENT
RENZI, MARK
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 5/1996, pág. 469
1. Toolkit for what?. 2. How the Toolkit came to be. 3. Where is the Toolkit 'comming from'?. 4. The basic tool: the Institutional Development Framework. 5. Adaptability of the Toolkit. 6. Non-profit self-assessment process. 7. Setting institutional development priorities. 8. Setting priorities for institutional improvement. Setting goals...
1. Toolkit for what?. 2. How the Toolkit came to be. 3. Where is the Toolkit 'comming from'?. 4. The basic tool: the Institutional Development Framework. 5. Adaptability of the Toolkit. 6. Non-profit self-assessment process. 7. Setting institutional development priorities. 8. Setting priorities for institutional improvement. Setting goals and planning an improvement strategy. 9. Measuring ...
APPROACHES TO STRENGTHENING LOCAL GOVERNMENT: LESSONS FROM SRI LANKA
SLATER, RICHARD
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 2/1997, pág. 251
1. Introduction. 2. The background to recent decentralization policy. 3. Local government structure and functions. 4. Improving representation and accountability. 5. Financial autonomy and resource mobilization. 6. The performance improvement programme for local government. 7. Future direction of local government.
BUDGET REFORM- THE MALAYSIAN EXPERIENCE
XAVIER, JOHN ANTONY
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 5/1996, pág. 485
1. Introduction. 2. Progress of MPPB. 3. The change to MBS. 4. Objectives and elements of MBS. 5. Implementation. 6. Conclusion.
BUILDING SUSTAINABLE CAPACITY IN THE PUBLIC SECTOR: WHAT CAN BE DONE?
GRINDLE, MERILEE S.;HILDERBRAND, MARY E.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 5/1995, pág. 441
1. Introduction. 2. A framework for assessing capacity gaps. 3. The findings: capacity gaps and remedies. 4. The action environment. 5. The public sector institutional context. 6. The task network. 7. Organizations. 8. Human resources. 9. Conclusions: intervening when constraints vary.
BUILDING SUSTAINABLE PROFESSIONAL CAPACITY IN AFRICAN PUBLIC SECTORS: RETENTION CONSTRAINTS IN KENYA
COHEN, JOHN M.;WHEELER, JOHN R.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 3/1997, pág. 307
1. Targeted capacity building in kenyan ministries. 2. Retention patterns. a) Anecdotal versus empirical evidence. b) Setting retention standards. c) Reasons for and arguments about low retention rates. d) Retention patterns. 3. Promoting higher retention rates in african public sectors. a) Strengthening national educational systems...
CIVIL SERVICE AND DEMOCRACY: QUESTIONS IN REFORMING THE CIVIL SERVICE IN EASTERN AND CENTRAL EUROPE
RIDLEY, F.F.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 1/1995, pág. 11
CIVIL SERVICE REFORM IN UGANDA: LESSONS LEARNED
LANGSETH, PETTER
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1995, pág. 365
1. Essential ingredients of civil service reform. 2. Vision and strategic framework of civil service reform. 3. Civil service reform achievements in Uganda. 4. Looking ahead. a) The urgency of pay reform and adequate incentives. b) Capacity building. c) Increased focus on result-oriented management (ROM) and service delivery to the public....
1. Essential ingredients of civil service reform. 2. Vision and strategic framework of civil service reform. 3. Civil service reform achievements in Uganda. 4. Looking ahead. a) The urgency of pay reform and adequate incentives. b) Capacity building. c) Increased focus on result-oriented management (ROM) and service delivery to the public. 5. Conclusions. a) Rebuilding the civil service. b) Rebuilding capacity for local governance. c) Way toward democratic ...
CIVIL SERVICE REFORMS: LEARNING FROM COMMONWEALTH EXPERIENCES
KAUL, MOHAN
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 2/1996, pág. 131
1. Introduction. 2. Pressure for reforms. 3. The changing role of government. 4. Common themes. a) Redrawing the political/administrative boundary. b) Selecting appropriate options. c) Emphasizing accountability. d) Achieving a 'synergy' between the public and private sectors. e) A concern for efficiency. f) Reducing corruption. g) A dual...
1. Introduction. 2. Pressure for reforms. 3. The changing role of government. 4. Common themes. a) Redrawing the political/administrative boundary. b) Selecting appropriate options. c) Emphasizing accountability. d) Achieving a 'synergy' between the public and private sectors. e) A concern for efficiency. f) Reducing corruption. g) A dual focus on staff and structures. h)...
CLGF DECLARATION ON DEMOCRACY, DECENTRALISATION AND GOOD FOVERNMENT AT LOCAL LEVEL
WRIGHT, CARL
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1998, pág. 417
1. Basic democratic principles. 2. Policies for decentralisation. 3. Good local convernment practice.
COMPACT ON RELATIONS BETWEEN GOVERNMENT AND THE VOLUNTARY AND COMMUNITY SECTOR IN ENGLAND AND WALES
STOWE, K.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 5/1998, pág. 519
1. Building the compact. 2. Specific consultation. 3. Development of the compact.
CULTURAL RELATIVISM, 'GOOD' GOVERNANCE AND SUSTAINABLE HUMAN DEVELOPMENT
BLUNT, PETER
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 1/1995, pág. 1
1. Introduction. 2. The unitarian view of shd. 3. A relativist view of shd. 3. Governance. a) Governance defined. b) What should governments do?. c) Symptoms and causes of public management failure. d) 'Good' governance. 4. Conclusion.
CULTURAL VARIATIONS IN MANAGEMENT PRACTICE: AN EXPLORATION OF THE MANAGEMENT TRAINER'S DILEMMA
SHAW, JANE
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1998, pág. 399
1. Introduction. 2. The basic problems. 3. The management and health context. 4. The culture context: pathan society. 5. A framework for analysis. 6. Experience elsewhere. 7. Implictaions for management trainers. 8. Imposition, denial or accommodation?.
DEVELOPING STRUCTURES, PROCESSES AND LEADERS FOR THE FUTURE
BICHARD, MICHAEL
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1998, pág. 327
DOWNSZING THE CIVIL SERVICE IN DEVELOPING COUNTRIES: GOLDEN HANDSHAKES OR SMILING FAREWELLS?
PETERS, LUCIEN
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1998, pág. 381
1. Introduction. 2. The civil service: the tail that wags the dog. 3. How to make the dog wag the tail. 4. The ins and outs of accrual budgeting. 5. From anonymous bureaucrat to product specialist. 6. After the lay-off. 7. The drawbacks of accrual budgeting.
FROM PROCESS CONSULTATION TO A CLINICAL MODEL OF DEVELOPMENT PRACTICE
COOKE, BILL
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 3/1997, pág. 325
1. Introduction- A general theory of helping?. 2. Reviewing process consultation. a) Process consultation and development. b) Process consultation as an embodiment of the clinical perspective. c) Process consultation versus expert and doctor-patient consultancy. 3. Introducing the clinical perspective. a) The clinical perspective versus ethnography....
1. Introduction- A general theory of helping?. 2. Reviewing process consultation. a) Process consultation and development. b) Process consultation as an embodiment of the clinical perspective. c) Process consultation versus expert and doctor-patient consultancy. 3. Introducing the clinical perspective. a) The clinical perspective versus ethnography. b) The clinical perspective versus action research?...
GENDER AND PARTICIPATION AT A PROJECT INTERFACE
JACKSON, CECILE
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 5/1996, pág. 503
DOIG, ALAN
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 2/1995, pág. 151
1. Corruption, good government, good governance and economic development: the hypothetical framework?. 2. Corruption and good government: constraints on change. 3. The focus of good government: dealing with corruption. 4. A model for all reasons?. The role of an independent anti-corruption agency. 5. Conclusion.
GOVERNING STRATEGICALLY: THE NEW ZEALAND EXPERIENCE
MATHESON, ALEX
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1998, pág. 349
1. New zealand's public sector reforms. 2. Public service reforms. 3. The early stages of reform. 4. Strategic management: The key elements. 5. How the strategic management process evolved. 6. Rationale of objective setting. 7. The purple zone. 8. The changing relationships amongst central agencies. 9. How strategic management worked out....
1. New zealand's public sector reforms. 2. Public service reforms. 3. The early stages of reform. 4. Strategic management: The key elements. 5. How the strategic management process evolved. 6. Rationale of objective setting. 7. The purple zone. 8. The changing relationships amongst central agencies. 9. How strategic management worked out. 10. Reflections on the new zealand experience.
GOVERNMENT CAPACITY TO CONTRACT: HEALTH SECTOR EXPERIENCE AND LESSONS
BENNETT, SARA;MILLS, ANNE
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 4/1998, pág. 307
1. Introduction. 2. Definitions of capacity. 3. Required capacities to contract. 4. Summary review of country case-studies. 5. Internal factors affecting government capacity to contract. 6. External factors constraining government capacity to contract. 7. Discussion: Critical factors in government capacity to contract.
GOVERNMENT COMPANIES AS INSTRUMENTS OF STATE ACTION
THYNNE, IAN
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 3/1998, pág. 217
1. Introduction. 2. Legal foundations, status andownership. 3. Management and financial arrangements. 4.Accountability and control. 5. The country studies. 6.References.
GOVERNMENT COMPANIES: ONGOING ISSUES AND FUTURE RESEARCH
THYNNE, IAN
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 3/1998, pág. 301
1. Introduction. 2. Publicness, performance andsuitability. 3. Command, exchange and associationalrelationships. 4. Concluding comment.
GOVERNMENT EMPLOYMENT AND PAY: THE GLOBAL AND REGIONAL EVIDENCE
SCHIAVO-CAMPO, S.
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 5/1998, pág. 457
1. Introduction. 2. Scope of the survey and methodological issues. 3. The basic facts. a) The picture in the 1990s. b) Changes over the past Decade. 4. The determinants of government employment. a) The global picture. b) The regional picture. 5. A concluding word. 6. Acknowledgements.
GOVERNMENT IN ECONOMIC TRANSITION: DEREGULATION AND SUSTAINABILITY-AN OVERVIEW
COLLINS, PAUL;KAUL, MOHAN
PUBLIC ADMINISTRATION AND DEVELOPEMENT, n.º 3/1995, pág. 233
1. Achieving improvements in economic transitions: the Australian experience. 2. Sustaining recovery and development in economic transitions: the role of deregulation in Ghana's experience. 3. Achieving improvements and sustaining progress in economic transitions-the Jamaican example. 4. De-regulation...