1. Descentralization, democratization and the case of the Ivorian Communes. 2. Research focus and methodology. 3. The politics of "communalization" in Cote d'Ivoire. 4. The structure of the commune system. 5. Participation and responsiveness: the research findings. a) Electoral participation. b) Relations between citizens and...

1. Descentralization, democratization and the case of the Ivorian Communes. 2. Research focus and methodology. 3. The politics of "communalization" in Cote d'Ivoire. 4. The structure of the commune system. 5. Participation and responsiveness: the research findings. a) Electoral participation. b) Relations between citizens and the ...

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1. Public administration and public policy makingin Israel: historical influences. a) What is the situationin Israeli public administration and public policy? 2.Policy analysis and evaluation in Israeli publicadministration. 3. Developments in recent years: attempts atsystematization. a) The Public Professional Committee forthe Re-assessment...

1. Public administration and public policy makingin Israel: historical influences. a) What is the situationin Israeli public administration and public policy? 2.Policy analysis and evaluation in Israeli publicadministration. 3. Developments in recent years: attempts atsystematization. a) The Public Professional Committee forthe Re-assessment and Advancement of the Public Service(PPC). 4. Follow-up. 5. Conclusions.

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1. Introduction. a) Incomplete contracts. b)Structure of the article. 2. Regeneration policies andcompeting models of capitalism. 3. Models of capitalism andpartnership principle. 4. Partnership models in the UK. a)The Single Regeneration Budget Programme. b) The Urbanprogramme. 5. Models of capitalism and the SRB/urbanpartnerships. 6. Evaluating...

1. Introduction. a) Incomplete contracts. b)Structure of the article. 2. Regeneration policies andcompeting models of capitalism. 3. Models of capitalism andpartnership principle. 4. Partnership models in the UK. a)The Single Regeneration Budget Programme. b) The Urbanprogramme. 5. Models of capitalism and the SRB/urbanpartnerships. 6. Evaluating SRB and urban partnerships inSheffield. a) SRB in Sheffield. b) The urban programme inSheffield. 7. The Sheffield SRB and urban partnershipscompared. 8. Conclusion.

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I. INTRODUCTION. II. ECONOMIC RATIONALISM AND CHANGING ETHICS. III. GOVERNMENTS' RESPONSES TO DECLINING ETHICS. IV. THE AUSTRALIAN RESPONSE: APS ETHICS INFRASTRUCTURE INITIATIVE. V. THE CANADIAN RESPONSE: "GETTING GOVERNMENT RIGHT" INITIATIVE. VI. THE UK'S RESPONSE: CITIZEN'S CHARTERS AND THE MODERNIZING GOVERNMENT...

I. INTRODUCTION. II. ECONOMIC RATIONALISM AND CHANGING ETHICS. III. GOVERNMENTS' RESPONSES TO DECLINING ETHICS. IV. THE AUSTRALIAN RESPONSE: APS ETHICS INFRASTRUCTURE INITIATIVE. V. THE CANADIAN RESPONSE: "GETTING GOVERNMENT RIGHT" INITIATIVE. VI. THE UK'S RESPONSE: CITIZEN'S CHARTERS AND THE MODERNIZING GOVERNMENT WHITE PAPER. VII. LEADING ETHICALLY IN GOVERNMENT. VIII. THE LEADERSHIP CHALLENGE: THE WAY FORWARD IN THE AUSTRALIAN, CANADIAN AND UK CONTEXTS. IX. ETHICS, LEADERSHIP AND LIMITATIONS. X. CONCLUSION: PARADOX OF ETHICAL DISPOSITION.

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1. The evaluation, an indicator regarding theconstruction of the territoriality of public action. a)Evaluation as a copy of the system of action. b) Evaluationas component of a regional policy: a legitimatingperspective. 2. Evaluation, as an enriching component of theterritorialized public action and its analysis. a) Cognitivedimension throughout...

1. The evaluation, an indicator regarding theconstruction of the territoriality of public action. a)Evaluation as a copy of the system of action. b) Evaluationas component of a regional policy: a legitimatingperspective. 2. Evaluation, as an enriching component of theterritorialized public action and its analysis. a) Cognitivedimension throughout the action. b) An uncertain regionalsystem of actors. c) Uncertain results of territorializedpublic action. d) Evaluating evaluation.

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1. Introduction. 2. The policy context. 3. The barriers faced by ex-offenders in the labour market. a) Employer discrimination. b) Poor basic skills and lack of qualifications. c) Lack of work experience and participation in segregated networks. d) Low self-esteem, behavioural and health problems. e) Problems of poverty and debt. f) Insecure...

1. Introduction. 2. The policy context. 3. The barriers faced by ex-offenders in the labour market. a) Employer discrimination. b) Poor basic skills and lack of qualifications. c) Lack of work experience and participation in segregated networks. d) Low self-esteem, behavioural and health problems. e) Problems of poverty and debt. f) Insecure housing. g) Ex-offender perspectives. 4. Approaches to re-integrating ex-offenders. a) Linking mainstream probation activities and NVQs. b) Creating jobs in the intermediate labour market. c) Using outdoor activities to re-motivate young offenders. d) The involvement of local communities as volunteers. e) Encouraging employers to recruit ex-offenders. 5. The new public administration and the reintegration of ex-offenders. 6. Concluding remarks.

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1. Introduction. 2. The dynamic of three. 3.Towards performance assessment and institutionalcompatibility. 4. The hermeneutics of the system ofgovernance. 5. Dynamics of the cabinet decision-makingprocess. 6. The effectiveness of the cabinet decision-makingprocess. 7. The main determinants of an effectivedecision-making process. 8. An appreciation...

1. Introduction. 2. The dynamic of three. 3.Towards performance assessment and institutionalcompatibility. 4. The hermeneutics of the system ofgovernance. 5. Dynamics of the cabinet decision-makingprocess. 6. The effectiveness of the cabinet decision-makingprocess. 7. The main determinants of an effectivedecision-making process. 8. An appreciation of recentdevelopments in public administration. 9. The role ofparliamennt. 10. Conclusion.

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1. Introduction. 2. Managing equal opportunities inpublic sector organizations. 3. Managing equal opportunitiesunder new public management. 4. NPM values and equalitymanagement - conflict and contradiction?. 5. New sets ofpower relationships. 6. Negotiating equal opportunitiespolicy in the changing organizational terrain. 7. Futuredevelopment...

1. Introduction. 2. Managing equal opportunities inpublic sector organizations. 3. Managing equal opportunitiesunder new public management. 4. NPM values and equalitymanagement - conflict and contradiction?. 5. New sets ofpower relationships. 6. Negotiating equal opportunitiespolicy in the changing organizational terrain. 7. Futuredevelopment in equality managment within the context of NPM.8. Conclusion.

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