Síguenos en los medios sociales
BOYLE, ROBIN
LOCAL GOVERNMENT STUDIES, n.º 2/1989, pág. 17
I. PARTNERSHIP: THE POLICY CONTEST. II. GLASGOW ACTION - THE CONCEPT. III. GLASGOW ACTION IN OPERATION. IV. US MODELS FOR GLASGOW ACTION. V. CONCLUDING COMMENT.
PARTY COMPETITION AND ELECTORAL VOLATILITY: THE CASE OF LOCAL BY-ELECTIONS, 1.983-1.987
RALLINGS, COLLIN;THRASHER, MICHAEL
LOCAL GOVERNMENT STUDIES, n.º 6/1988, pág. 67
I. INTRODUCTION. II. PARTY GAINS AND LOSSES. III. SEAT TRANSFERS BETWEEN THE MAJOR PARTIES. IV. LOCAL BY-ELECTIONS AND POLITICAL TRENDS. V. BY-ELECTIONS AND MAY LECTIONS. VI. CONCLUSIONS.
PERFORMANCE INDICATORS IN TOWN PLANNING: MUCH ADO ABOUT NOTHING?
HOUGHTON, MICHAEL
LOCAL GOVERNMENT STUDIES, n.º 2/1997, pág. 1
1. Background. 2. The 3Es. 3. The Neglect of effectiveness. 4. The first performance indicators in planning. 5. Current performance indicators. 6. Reflections. 7. Conclusions. 8. Notes.
PERFORMANCE REVIEW: THE BRITISH EXPERIENCE
BALL, ROB;MONAGHAN, CLAIRE
LOCAL GOVERNMENT STUDIES, n.º 1/1996, pág. 40
1. Introduction. 2. Pressure for performance review. 3. Performance review in british local authorities. 4. Implementing and sustaining performance review. 5. Conclusions.
PERSPECTIVES ON CONTRACTUAL RELATIONSHIPS AND THE MOVE TO BEST VALUE IN LOCAL AUTHORITIES
WALKER, BRUCE;DAVIS, HOWARD
LOCAL GOVERNMENT STUDIES, n.º 2/1999, pág. 16
1. The principal-agent approach to contracting:principles and practice. 2. Transactional and relationalcontracting. 3. The ESRC study of contractual relations inlocal authorities in England. 4. Some research findings. 5.Contracting under best value. 6. Relational contracting inlocal government -some caveats. 7. Conclusions.
PICKING WINNERS OR PILOTING BEST VALUE? AN ANALYSIS OF ENGLISH BEST VALUE BIDS
MARTIN, STEVE
LOCAL GOVERNMENT STUDIES, n.º 2/1999, pág. 53
1. The bidders. 2. The bids. 3. The purpose ofpiloting.
PLANNING FOR ENTERPRISE IN SCOTLAND?.
LLOYD, M.G.
LOCAL GOVERNMENT STUDIES, n.º 6/1990, pág. 7
1. Introduction. 2....The government has securedìfor itself an increasingly active role as a "player in theìmarket". This is generally to the exclusion of localìgovernment...3. Both Scottish Enterprise and Highlands andìIslands Enterprise will comprise a centralized policy makingìand monitoring administration and a network of...
1. Introduction. 2....The government has securedìfor itself an increasingly active role as a "player in theìmarket". This is generally to the exclusion of localìgovernment...3. Both Scottish Enterprise and Highlands andìIslands Enterprise will comprise a centralized policy makingìand monitoring administration and a network of LocalìEnterprise Companies. 4. The likely circumvention of normalìplanning procedures was clearly seen as threatening...
BELL, JHON
LOCAL GOVERNMENT STUDIES, n.º 1/1989, pág. 57
I. ACCOUNTABILITY OF THE POLICE IN ENGLAND AND WALES. II. BUT A VALEDICTORY NOTE.
POLITICAL AND FINANCIAL DESCENTRALISATION IN DEMOCRATIC BRAZIL
SOUZA, CELINA
LOCAL GOVERNMENT STUDIES, n.º 4/1994, pág. 588
1. Introduction. 2. Intergovernmental relations and the role of sub-national governments. 3. The fiscal role of sub-national governments under democratisation. 4. Distribution of public responsibilities under the 1988 Constitution. 5. Fiscal crisis and public deficit under the 1988 Constitution. 6. A concluding note.
POLITICAL LEADERSHIP IN THE NEW URBAN GOVERNANCE: BRITAIN AND FRANCE COMPARED
JOHN, PETER;COLE, ALISTAIR
LOCAL GOVERNMENT STUDIES, n.º 4/1999, pág. 98
1. Leadership roles in the new urban governance: atypology. 2. The comparative framework. 3. Comparing localpolitical leaders. 4. The leaders compared. 5. Conclusion.
POLITICAL MODERNISATION AND THE ENVIRONMENTAL QUESTION: THE CASE FOR STRATEGIC PLANNING
BLOWERS, ANDREW
LOCAL GOVERNMENT STUDIES, n.º 2/2002, pág. 69 a 87
I. MODERNISATION AND SUSTAINABLE DEVELOPMENT. II. MODERNISATION AND THE ENVIRONMENT. III. STRATEGIC PLANNING FOR SUSTAINABLE DEVELOPMENT. IV. MODERNISING LOCAL GOVERNMENT: THE POLITICAL CONTEXT OF STRATEGIC PLANNING. V. STRATEGIC PLANNING IN A REGIONAL CONTEXT. VI. REDRESSING THE PROBLEM: STRATEGIC PLANNING AND DEMOCRACY.
POLITICAL RECRUITMENT AND LOCAL REPRESENTATION: THE CASE OF LIBERAL DEMOCRAT COUNCILLORS
MEADOWCROFT, JOHN
LOCAL GOVERNMENT STUDIES, n.º 1/2001, pág. 19
1. Models of political recruitment. 2.Socio-economic characteristics of liberal democratcouncillors. 3. Formal and informal recruitment of liberaldemocrat councillors. 4. Rational actors. 5. Drift andnegotiation. 6. Parties and representation.
POLITICAL SENSITIVITY IN PUBLIC MANAGERS
BADDELEY, SIMON
LOCAL GOVERNMENT STUDIES, n.º 2/1989, pág. 47
I. INTRODUCTION. II. THE REVIVAL OF DEMOCRATIC POLITICS IN LOCAL GOVERNEMENT. III. RELATIONS BETWEEN POLITICANS AND OFFICERS. IV. A MANAGEMENT DEVELOPMENT PROGRAMME. V. CONCLUSIONS.
DAG INGVAR JACOBSEN
LOCAL GOVERNMENT STUDIES, n.º 4/2003, pág. 95 a 116
I.CENTRAL GOVERNMENT CONTROL AND POLITICAL-ADMINISTRATIVE RELATIONS AT THE LOCAL LEVEL. II.THE EMPIRICAL STUDY. III.ANALYSIS.
POWER TO THE PARISHES - A (MISSED) OPPORTUNITY
ELLWOOD, SHEILA;TRICKER, MIKE;WATERSTON, PIERS
LOCAL GOVERNMENT STUDIES, n.º 2/2000, pág. 7
1. Section 137 of the Local Government Act 1972. 2.Recent developments. 3. Research methods. 4. Local councilspending. 5. Does s. 137 restrict local councils inresponding to local need?. 6. Action to remove s. 137constraints. 7. Use of s. 137 by principal authorities andits perceived restrictions. 8. Whinther s. 137 for localcouncils?. 9....
1. Section 137 of the Local Government Act 1972. 2.Recent developments. 3. Research methods. 4. Local councilspending. 5. Does s. 137 restrict local councils inresponding to local need?. 6. Action to remove s. 137constraints. 7. Use of s. 137 by principal authorities andits perceived restrictions. 8. Whinther s. 137 for localcouncils?. 9. Conclusion.
BARTLETT, DEAN;CORRIGAN, PAUL;DIBBEN, PAULINE
LOCAL GOVERNMENT STUDIES, n.º 2/1999, pág. 102
1. Evaluating best value. 2. The south-eastcouncil. 3. The north of england council. 4. The reviewprocedures and benchmarking. 5. Partners. 6. Implementationproblems. 7. Culture shift: openness, learning and outcomes.8. The politicians' role in best value. 9. The public's rolein best value. 10. Innovation and best value. 11.Conclusions.
PROBLEMS OF APPLYING A PROGRAMME APPROACH TO INTERGOVERNMENTAL POLICY DELIVERY
HOGWOOD, BRIAN W.
LOCAL GOVERNMENT STUDIES, n.º 2/1998, pág. 34
1. Introduction. 2. Changes in the system of central grants to local government. 3. Allocating notional relevant expenditure to programmes. 4. Transfer of functions from local to central government. 5. Conclusion.
TICHELAR, MICHAEL
LOCAL GOVERNMENT STUDIES, n.º 2/1997, pág. 14
1. The role of professionalism within bureaucracies. 2. Definitions of professionalism. 3. Professionalism and motivation. 4. Professionalism and management learning. 5. Notes.
PUBLIC ACCOUNTABILITY IN TODAY'S HEALTH SERVICE
DALY, GUY B.J.
LOCAL GOVERNMENT STUDIES, n.º 2/1996, pág. 52
1. Introduction. 2. A wholly national service - a flawed view of history. 3. Health service accountability. 4. Local choices. 5. Possible options: local authority control or directly elected health authorities. 6. Tinkering with the current system. 7. Conclusion.
PUBLIC ATTITUDES TO LOCAL GOVERNMENT IN TURKEY: RESEARCH ON KNOWLEDGE, SATISFACTION AND COMPLAINTS
KOSECIK, MUHAMMET; SAGBAS, ISA
LOCAL GOVERNMENT STUDIES, n.º 3/2004, pág. 360
I. REVIEW OF PREVIOUS RESEARCH. II. OBJECTIVES, HYPOTHESES AND METHODOLOGY OF THE RESEARCH. III. FINDINGS OF THE RESEARCH. IV. CONCLUSION.
BOYNE, GEORGE A.
LOCAL GOVERNMENT STUDIES, n.º 3/1997, pág. 56
1. Introduction. 2. Public choice theory and local government structure. a) Fragmentation. b) Concentration. c) Flexibility. 3. Criticisms of public choice theory. a) Unrealistic assumptions?. b) Absence of evidence?. c) Evidence of absence?. d) Inequitable outcomes?. e) Summary. 4. Reorganisation in scotland and wales. a) Fragmentation. b)...
1. Introduction. 2. Public choice theory and local government structure. a) Fragmentation. b) Concentration. c) Flexibility. 3. Criticisms of public choice theory. a) Unrealistic assumptions?. b) Absence of evidence?. c) Evidence of absence?. d) Inequitable outcomes?. e) Summary. 4. Reorganisation in scotland and wales. a) Fragmentation. b) Concentration. c) Flexibility. 5. Conclusion.
PUBLIC PARTICIPATION AND THE DEMOCRATIC RENEWAL AGENDA: PRIORITISATION OR MARGINALISATION?
LEACH, STEVE;WINGFIELD, MELVIN
LOCAL GOVERNMENT STUDIES, n.º 4/1999, pág. 46
1. The democratic renewal agenda: joined up orfragmented?. 2. Public participation: the research findings.3. Political perceptions of the participatory agenda:tensions and contradictions. 4. Conclusions.
PUBLIC SECTOR INNOVATION AND ENTREPRENEURSHIP: CASE STUDIES FROM LOCAL GOVERNMENT
BARTLETT, DEAN;DIBBEN, PAULINE
LOCAL GOVERNMENT STUDIES, n.º 4/2002, pág. 107
1. The management of innovation in the public sector. 2. The public sector entrepreneur. 3. Research methods. 4. Data collection and analysis. 5. Findings and discussion. 6. Champions of innovation. 7. Contextual factors. 8. The role of sponsors. 9. Conflict in the innovation process. 10. Risk and innovation. 11. Conclusions.
PINA, VINCENTE; TORRES LOURDES.
LOCAL GOVERNMENT STUDIES, n.º 2/2006, pág. 177 a 198
-1. INTRODUCTION. -2. METHODOLOGY. -3. VARIABLES. -4. THE SAMPLE. -5. ANALYSIS OF EFFICIENCY RESULTS. -6 DISCUSSION AND CONCLUSIONS.
