Síguenos en los medios sociales
KUMPERS, SUSANNE;VAN RAAK, ARNO;HARDY, BRIAN;MUR, INGRID;VAN RAAK, ARNO;HARDY, BRIAN;MUR, INGRID
PUBLIC ADMINISTRATION, n.º 2/2002, pág. 339
The concept of integrated care has assumed growing importance on the policy agendas both in England and The Netherlands and elsewhere. It is characterized as health and health care-related social care needed by patients with multi-faceted needs. This article compares policy approaches to integrated care in England and The Netherlands....
The concept of integrated care has assumed growing importance on the policy agendas both in England and The Netherlands and elsewhere. It is characterized as health and health care-related social care needed by patients with multi-faceted needs. This article compares policy approaches to integrated care in England and The Netherlands. Differing political strategies and conditions for integrated care correspond to the dissimilarities in the institutional strucure and culture of their health care systems. Health care systems are understood as specific national and historical configurations. We review the last decades relevant policy processes, using the concepts of hierarchy, market and network. The state health care system in England relies mainly on hierarchical steering, thus creating tight network structures for integrated care on the local level. The Netherlands, with its health care system in a public-private mix, has set incentives for voluntary, loosely coupled and partly market-driven cooperation on the local level. Implications for success or failure are mixed in both configurations. Policy recommendations have to be tailored to each systems characteristics.
BOYNE, GEORGE A.
PUBLIC ADMINISTRATION, n.º 4/1996, pág. 679
1. Scientific paradigms and intellectual crises. a) Kuhn's model of scientific change. b) Ostrom and the "crisis in American public administration". 2. The crisis in British Public Administration. 3. Public management: sparks without fire?. a) Methods. b) Results. 3. Conclusion. 4. Acknowledgements.
THE INVERTED MANAGEMENT PYRAMID, OR: THE MEVORACH PRINCIPLE
MEVORACH, BARUCH
PUBLIC ADMINISTRATION, n.º 2/1992, pág. 235
1. Jumping from the pyramid. 2. A world that isìentirely good.
THE IRON RING IN DUTCH POLITICS REVISITED
OLDERSMA, JANTINE;PORTEGIJS, WIL;JANZEN-MARQUARD, MIA
PUBLIC ADMINISTRATION, n.º 2/1999, pág. 335
1. Introduction. 2. The research project. 3. Theselection of comittee Members. 4. The committee member. 5.Iron rings?. 6. Conclusion.
THE LOCAL GOVERNMENT COMMISSION: EXAMINING THE CONSULTATIVE PROCESS
WILSON, DAVID J.
PUBLIC ADMINISTRATION, n.º 21/1996, pág. 199
1. Context. 2. Into leicestershire. 3. Community focus. 4. A framework for the analysis of the local government review. 5. Consultations: a strategy for political legitimacy. 6. The mori poll: the war of information. 7. The commission's consultations. 8. Conclusions.
THE LOCAL GOVERNMENT REVIEW: AN INTER-ORGANIZATIONAL PERSPECTIVE
LEACH, STEVE
PUBLIC ADMINISTRATION, n.º 1/1997, pág. 21
SUAMRIO: 1. Introduction. 2. Explainig the 'self-destruct' phenomenon amongst shire districts. 3. Developing an inter-organizational framework of analysis. 4. Conclusion.
THE LOST LEGITIMACY: PROPERTY, BUSINESS POWER AND THE CONSTITUTION
MORAN, MICHAEL
PUBLIC ADMINISTRATION, n.º 2/2001, pág. 277
1. The puzzle of business power. 2. Contradictionsof business power. 3. Business regulation and theconstitution. 4. Privatization and the new corporateproperty. 5. Self-regulation and the franchise state. 6. Thelost legitimacy: regulating corporate power. 7. Britishcapitalism in contention.
THE MAINTENANCE OF EXECUTIVE CAPACITY IN GERMANY: REVISITING THE ANNUAL BUDGET OF THE EUROPEAN UNION
WALZENBACH, G. P. E.
PUBLIC ADMINISTRATION, n.º 2/2001, pág. 383
1. Introduction. 2. The annual EU budget cycle as aroutinized process. a) Phase I: the Commission as the mainactor. b) Phase II: intra-ministerial coordination. c) PhaseIII: inter-ministerial coordination. d) Phase IV:parliamentary approval. 3. Coordination techniques. a)Supplementary budgets and letters of amendment. b)Comprehensive cut-back...
1. Introduction. 2. The annual EU budget cycle as aroutinized process. a) Phase I: the Commission as the mainactor. b) Phase II: intra-ministerial coordination. c) PhaseIII: inter-ministerial coordination. d) Phase IV:parliamentary approval. 3. Coordination techniques. a)Supplementary budgets and letters of amendment. b)Comprehensive cut-back lists. c) Case-by-case examination.d) Sporadic interventions by the Chancellor/Finance Ministertandem. 4. Multi-level institutional adjustments. a)Relations with EU institutions. b) Relations betweenexecutive and legislature. c) Bund-Länder relations. d)Remoulding the coordination process?. 5. Conclusion.
THE MANAGEMENT OF A LARGER TOWN
SCHRIJVERS, A.P.M.
PUBLIC ADMINISTRATION, n.º 4/1993, pág. 595
...
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 MANAGEMENT OF CHANGE IN WHITEHALL: THE EXPERIENCE OF THE FMI
GRAY, ANDREW;RUTHERFORD, BRIAN
PUBLIC ADMINISTRATION, n.º 1/1991, pág. 41
1. Research desing and methodology. 2. Towards aìnew management of central government. 3. Differentiation,ìpolitics and financial management. 4. Engineering managementìchange. 5. Implications.
THE MANAGEMENT OF CHANGE IN WHITEHALL: THE EXPERIENCE OF THE FMI
GRAY, ANDREW;RUTHERFORD, BRIAN
PUBLIC ADMINISTRATION, n.º 1/1991, pág. 41
1. Research design and methodology. 2. Towards aìNew Management of central governement. 3. Differentiation,ìpolitics and financial management. 4. Engineering managementìchange. 5. Implications.
HENKEL, MARY
PUBLIC ADMINISTRATION, n.º 1/1991, pág. 121
1. The context. 2. The research. 3. Models ofìauthority. 4. Evaluation and the authority of centralìgovernment. 5. Convergence between evaluative bodies. 6.ìConclusions.
THE NEW GOVERNANCE OF FRENCH EDUCATION?
COLE, ALISTAIR
PUBLIC ADMINISTRATION, n.º 3/2001, pág. 707
1. Introduction. 2. Modernizing the mammoth:macro-level policy change in french education. 3."Competitive interdependency" and meso-level change. 4.Micro-level change?. 5. The new governance of frencheducation?.
THE NEW PUBLIC SERVICE ETHOS: AN ETHICAL ENVIRONMENT FOR GOVERNANCE
BRERETON, MICHAEL;TEMPLE, MICHAEL
PUBLIC ADMINISTRATION, n.º 3/1999, pág. 455
1. What is the public sector ethos?. 2. Challengesto the ethos. 3. New public management, old private values.4. The blurring of the boundary between state and civilsociety. 5. Co-operation across the divide. 6. Towards a newpublic-private synthesis of values?. 7. The problem ofaccountability. 8. A paradox in public perception. 9. A newperspective-...
1. What is the public sector ethos?. 2. Challengesto the ethos. 3. New public management, old private values.4. The blurring of the boundary between state and civilsociety. 5. Co-operation across the divide. 6. Towards a newpublic-private synthesis of values?. 7. The problem ofaccountability. 8. A paradox in public perception. 9. A newperspective- a synthesis of values. 10. From process tooutputs- a shift in ethical focus. 11. Conclusion.
THE NEW SYSTEM OF LOCAL TAXATION IN SCOTLAND: PRINCIPLES AND PRACTICE
MIDWINTER, ARTHUR;MONAGHAN, CLAIRE
PUBLIC ADMINISTRATION, n.º 3/1991, pág. 345
1. The research framework. 2. The new grant system.ì3. Budgets, taxes and accountability. 4. Conclusions.
THE NORTHERN IRELAND CIVIL SERVICE: CHARACTERISTICS AND TRENDS SINCE 1970
CARMICHAEL, PAUL
PUBLIC ADMINISTRATION, n.º 1/2002, pág. 23
1. Introduction. 2. A theoretical framework for analysis. 3. The northern ireland civil service. 4. Devolution-plus. 5. Conclusions.
THE PARLIAMENTARY OMBUDSMAN AFTER TWENTY-FIVE YEARS
GREGORY, ROY;PEARSON, JANE
PUBLIC ADMINISTRATION, n.º 4/1992, pág. 469
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.
THE POLITICAL AND ADMINISTRATIVE CONSEQUENCES OF JUDICIAL REVIEW
JAMES, SIMON
PUBLIC ADMINISTRATION, n.º 4/1996, pág. 613
1. Introduction. 2. What has changed, and why. 3. The impact on government. 4. Preventative measures in Whitehall. 5. Judicial review: help or hindrance to administrators?. 6. The constitutional implications of judicial review. 7. Political science. 8. Future developments in judicial review. 9. Towards a crisis?.
DE MONTRICHER, NICOLE
PUBLIC ADMINISTRATION, n.º 3/2000, pág. 657
The history of the institution of the prefect. 1.The prefect and the mobilization of players. 2. The prefectand the harmonization of expertise. 3. The prefect and themechanisms of decision. 4. Conclusion: the prefect andchange.
THE PUBLIC SECTOR IN AN IN-BETWEEN TIME: SEARCHING FOR NEW PUBLIC VALUES
JORGENSEN, TORBEN BECK
PUBLIC ADMINISTRATION, n.º 3/1999, pág. 565
1. The 'in-betweenness'. 2. Politics andadministration. 3. Public and private. 4. National andinternational. 5. On the edge between past and future. 6.The indeterminateness of the public sector. 7. Challenges ofthe future.
THE RELATIONSHIP BETWEEN POLITICIANS AND ADMINISTRATORS - A LOGIC OF DISHARMONY
HANSEN, KASPER M.;EJERSBO, NIELS
PUBLIC ADMINISTRATION, n.º 4/2002, pág. 733
1. The relationship between politicians and administrators - a logic of disharmony. 2. The dichotomy-duality-model. 3. Logic of disharmony. 4. The logic of disharmony in action. 5. The logic of disharmony and management-by-objectives. 6. Conclusion.
THE REORGANIZATION OF THE BRITISH COUNCIL: MANAGEMENT IMPROVISATION AND POLICY UNCERTAINTY
LEE, J.M.
PUBLIC ADMINISTRATION, n.º 3/1995, pág. 339
1. The origins of reorganization. 2. The process of reorganization. 3. The meaning of the reorganization. 4. Conclusion.
BOGDANOR, VERNON
PUBLIC ADMINISTRATION, n.º 4/1996, pág. 593
1. Part I. 2. Part II. 3. Part III. 4. Part IV. 5. Part V.
THE STATE OF PUBLIC ADMINISTRATION: A PROFESSIONAL HISTORY, 1970-1995
RHODES, R.A.W.;DARGIE, CHARLOTTE;MELVILLE, ABIGAIL
PUBLIC ADMINISTRATION, n.º 1/1995, pág. 1
1. Introduction. 2. Public administration research 1970-1995. 3. Research grants. 4. Teaching. 5. Staff. 6. Conclusions.
THE UNITARY STATE AS A SYSTEM OF CO-GOBERNANCE:THE CASE OF THE NETHERLANDS.
TOONEN, THEO. A.J.
PUBLIC ADMINISTRATION, n.º 3/1990, pág. 281
1. Introduction. 2. The theory of theìdecentralized unitary state. 3. Classical theory andìcontemporary institutional analysis: putting things intoìperspective. 4. Conclusion.
