Síguenos en los medios sociales
THE INDIRECTLY ELECTED WORLD OF LOCAL GOVERNMENT
LEACH, STEVE
LOCAL GOVERNMENT STUDIES, n.º 2/1996, pág. 64
1. The experience of joint arragements in the metropolitan counties. 2. Accountability issues. 3. Member-officer relationship. 4. Inter-service co-ordination and choice. 5. Joint bodies and the local government review. 6. Conclusion.
STEELE, ANDY;POLLOCK, GARY
LOCAL GOVERNMENT STUDIES, n.º 4/1994, pág. 610
1. Introduction. 2. The Salford. 3. Integration of existing housing systems. 4. Quality management information. 5. It systems and implications for cct.
THE INNOVATIVE CAPACITY OF VOLUNTARY ORGANISATIONS: MANAGERIAL CHALLENGES FOR LOCAL GOVERNMENT.
OSBORNE, STEPHEN P.
LOCAL GOVERNMENT STUDIES, n.º 1/1998, pág. 19
1. Research methodology. a) Defining and classifying innovation. b) The Survey. c) The case studies. 2. Research findings. 3. The managerial challenges for local government. 4. Conclusions. 5. References.
STEWART, JOHN
LOCAL GOVERNMENT STUDIES, n.º 1/1992, pág. 5
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.
YOUNIS, TAL;DAVIDSON, IAN
LOCAL GOVERNMENT STUDIES, n.º 1/1989, pág. 25
I. THE POLICY ANALYSIS APPROACH. II. URBAN POLICY. III. THE COMMUNITY CHARGE - DEFINING THE ISSUE. IV. RATIONAL ALTERNATIVES?
THE KEY THEMES OF DEMOCRATIC RENEWAL
ARMSTRONG, HILARY
LOCAL GOVERNMENT STUDIES, n.º 4/1999, pág. 19
1. Redefining the relationship local governmentwith the people. 2. Earning public expenditure. 3. Endingideological battles over public service provision. 4. Innovation in governance. 5. Concluding comment.
THE LIMITS OF LOCAL ECONOMIC INTERVENTION: THE CASE OF THE FRENCH AND ITALIAN CHAMBERS OF COMMERCE
WATERS, SARAH
LOCAL GOVERNMENT STUDIES, n.º 3/1998, pág. 14
1. A traditional agency for local economic growth.2. Economic performance of the chambers. 3. Problems andconstraints. 4. Conclusion.
ROWE, JANET
LOCAL GOVERNMENT STUDIES, n.º 2/2000, pág. 71
1. The sustainable development context. 2. Thechanging nature of local governance. 3. Implementing localagenda 21. 4. The bath and north-east somerset la 21 issuecommission. 5. Commission outcomes. 6. Discussion.
THE LOCAL AUTHORITY AND THE NEW COMMUNITY GOVERNANCE
CLARKE, MICHAEL;STEWART, JOHN
LOCAL GOVERNMENT STUDIES, n.º 2/1994, pág. 163
1. Introduction. 2. Trends and changes. a) Fragmentation. b) From election to appointment. c) Reduced local choice. d) Plurality of provision. 2. Government by contract. a) Wider patterns of institutional and Management innovation. 3. The emerging pattern. a) Strengths, Weaknesses and Dilemmas. 4. Potential roles and relationships for local...
1. Introduction. 2. Trends and changes. a) Fragmentation. b) From election to appointment. c) Reduced local choice. d) Plurality of provision. 2. Government by contract. a) Wider patterns of institutional and Management innovation. 3. The emerging pattern. a) Strengths, Weaknesses and Dilemmas. 4. Potential roles and relationships for local authorities. 5. Models for the...
THE LOCAL GOVERNMENT REVIEW - AN INEPT PROCESS.
SINNOTT, JOHN
LOCAL GOVERNMENT STUDIES, n.º 3/1997, pág. 90
1. Introduction. 2. The review process - some general observations. 3. 'No change' as an option. 4. Was public opinion properly taken into account?. 5. Some concluding thoughts and lessons.
THE LOCAL GOVERNMENT REVIEW: A 'POLICY PROCESS' PERSPECTIVE.
LEACH, STEVE
LOCAL GOVERNMENT STUDIES, n.º 3/1997, pág. 18
1. Introduction. 2. The criteria of evaluation. 3. The types of solutions. 4. The changing relationships between problems and solutions. 5. The interplay of problems and solutions. 6. Stage 1: The first ten draft recommendations. 7. Costs and savings. 8. Community identity. 9. Stage 2: The response to the change in guidance. 10. Stage 3: The...
1. Introduction. 2. The criteria of evaluation. 3. The types of solutions. 4. The changing relationships between problems and solutions. 5. The interplay of problems and solutions. 6. Stage 1: The first ten draft recommendations. 7. Costs and savings. 8. Community identity. 9. Stage 2: The response to the change in guidance. 10. Stage 3: The final recommendations. 11. The cooksey commission. 12. Conclusion. 13. Notes.
THE MANAGEMENT CHALLENGE IN LOCAL GOVERNMENT- EMERGING THEMES AND TRENDS
KESTER, ISAAC-HENRY;PAINTER, CHRIS
LOCAL GOVERNMENT STUDIES, n.º 3/1991, pág. 69
1. Shire counties: defining the "business" andìefficacy of structural reform. 2. Metropolitanìdistricts: pursuing strategic dimension. 3. Nonìmetropolitan district: joining the innovators. 4. Concludingìreflections: management reform in context.ì5. Acknowledgements.
THE MANAGERIAL SKILLS OF THE TOP MANAGEMENT TEAM AND THE PERFORMANCE OF MUNICIPAL ORGANISATIONS
CARMELI, ABRAHAM.
LOCAL GOVERNMENT STUDIES, n.º 2/2006, pág. 153 a 176
-1. INTRODUCTION. -2. THEORETICAL BACKGROUND AND HYPOTHESES. -3. METHOD. -4. RESULTS. -5. DISCUSSION. -6. APPENDIX A. MEASUREMENT ITEMS FOR THE PERCEIVED ORGANISATIONAL PERFORMANCE AND MANAGERIAL SKILLS. INSTRUCTIONS. -7. MANAGERIAL SKILLS.
THE MEASUREMENT OF ADDITIONALITY: GRASPING THE SLIPPERY EEL
PEARCE, GRAHAM;MARTIN, STEVE
LOCAL GOVERNMENT STUDIES, n.º 1/1996, pág. 78
1. Growing demands for evaluation. 2. Evaluation methodologies. 3. Defining additionality at the project level. 4. Additionality at the programme/policy level. 5. European Structural Fund assistance. 6. Conclusion.
THE MODERNISATION OF LOCAL DECISION MAKING: PUBLIC PARTICIPATION AND SCOTTISH LOCAL GOVERNMENT
ORR, KEVIN Y MCATEER, MARK
LOCAL GOVERNMENT STUDIES, n.º 2/2004, pág. 131 a 155
1. THE KEY RATIONALES FOR ENHANCING PUBLIC PARTICIPATION. 2. RESEARCH METHODS. 3. CONSUMERISM AND CITIZENSHIP: POLITICAL AND OFFICER VIEWS. 4. COUNCILLORS: REPRESENTATIVES NOT DELEGATES! 5. 'MODERNISING' COUNCILLORS' ROLES. 6. A 'WILLING AND ENGAGED PUBLIC'? 7. ENHANCING PUBLIC PARTICPATION. 8. CONCLUSIONS.
THE MUNICIPALITY BETWEEN CENTRAL STATE AND LOCAL SELF-GOVERNMENT: TOWARDS A NEW MUNICIPALITY
HANSEN, KARIN
LOCAL GOVERNMENT STUDIES, n.º 4/1997, pág. 44
1. Introduction. 2. The 'Janus Face' of the municipality: a point of departure. 3. The local government reforms of the welfare state. a) A new territorial structure. b) Reallocation of tasks. c) Financial reorganisation. d) Summing up: municipalisation of the welfare state. 4. 'Liberation' of the municipalities. a) Simplification of state...
1. Introduction. 2. The 'Janus Face' of the municipality: a point of departure. 3. The local government reforms of the welfare state. a) A new territorial structure. b) Reallocation of tasks. c) Financial reorganisation. d) Summing up: municipalisation of the welfare state. 4. 'Liberation' of the municipalities. a) Simplification of state regulation. b) Decline of ...
THE NATIONAL FOREST OF THE ENGLISH MIDLANDS - A LOCAL GOVERNMENT PERSPECTIVE
SHEAIL, JOHN
LOCAL GOVERNMENT STUDIES, n.º 4/1997, pág. 1
1. Policy Networks. a) Countryside action programme. b) Forestry in the countryside. 2. The competitive environment. 3. The role of partnership. 4. Drafting a forest strategy. 5. Realising the vision.
THE NEW POLITICAL MANAGEMENT IN LOCAL GOVERNMENT: PUBLIC ENGAGEMENT OR PUBLIC INDIFFERENCE?
FENWICK, JOHN Y ELCOCK, HOWARD
LOCAL GOVERNMENT STUDIES, n.º 4/2004, pág. 519 a 537
1. RESEARCH METHODOLOGY. 2. OVERWIEW: THE CHANGED ROLE OF THE COUNCILLOR. 3. POLITICAL MANAGEMENT AND THE PUBLIC: THE PERSPECTIVES OF ELECTED REPRESENTATIVES. 4. A DISENGAGED PUBLIC? THE IMPACT OF COUNCILLORS. 5. REASONS TO BE CHEERFUL? 6. CONCLUSIONS.
THE NEW PUBLIC MANAGEMENT AND THE LOCAL GOVERNMENT REVIEW.
LEACH, ROBERT;BARNETT, NEIL
LOCAL GOVERNMENT STUDIES, n.º 3/1997, pág. 39
1. Introduction. 2. The new public management. 3. The new public management and local government structure. 4. The new public management and the progress of the local government review. 5. The new public management and the outcome of the local government review. 7. Problems in applying the new public management to local government reorganisation.
THE PLACE OF CORPORATE OWNERSHIP AND MANAGEMENT IN LOCAL GOVERNMENT ANTI-POVERTY STRATEGY IN BRITAIN
ALCOCK, PETE
LOCAL GOVERNMENT STUDIES, n.º 1/2000, pág. 65
1. The developing corporate agenda. 2. Issues incorporate ownership and management. 3. Conclusions.
THE POLITICAL DYNAMICS OF CAMDEN: 1964-94
MARINETTO, MICHAEL
LOCAL GOVERNMENT STUDIES, n.º 2/1997, pág. 26
1. Introduction. 2. Formative administrations, 1964-68 and 1968-71: The years of expansion and consensus. 3. Early labour administrations, 1971-74 and 1974-78: Problems over central government. 4. The radical administrations, 1978-82 and 1982-86: The emergence of the new left in camden. 5. The capped administration, 1986-90...
THE POLITICAL IDENTITIES OF MUSLIM LOCAL COUNCILLORS IN BRITAIN
PURDAM, KINGSLEY
LOCAL GOVERNMENT STUDIES, n.º 1/2000, pág. 47
1. Councillors' gender and age identity. 2.Occupation raining identity. 3. Language. 4. Politicalexperience. 5. Area of birth identity. 6. Councillors'primary stated identities. 7. Councillors' islamicidentities: axes of belief and association. 8. Politicalislam and political blackness. 9. Conclusions.
THE POLITICAL PARTY GROUP: MODEL STANDING ORDERS AND A DISCIPLINED APPROACH TO LOCAL REPRESENTATION
COPUS, COLIN
LOCAL GOVERNMENT STUDIES, n.º 1/1999, pág. 17
1. Group cohesion. 2. Party approaches to the roleof the group. 3. Conclusion.
MIDWINTER, ARTHUR
LOCAL GOVERNMENT STUDIES, n.º 1/1989, pág. 71
I. INTRODUCTION. II. THE DISTRIBUTIVE CONSEQUENCES IN THE HIGHLANDS AND ISLANDS. III. THE IMPLICATIONS FOR LOCAL GOVERNMENT IN THE HIGHLANDS. IV. CONCLUSIONS.
THE PRESENT AND FUTURE POSITION OF COUNCILS WITHIN AN EXPANDING COMPETITIVE MARKET
CHRISTIE, NIGEL B.
LOCAL GOVERNMENT STUDIES, n.º 3/1991, pág. 6
1. Introduction. 2. Questionnaire responses. 3.ìConclusions.
