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Imperfect Union offers the first political theory of special purpose jurisdictions, which constitute the most common form of local government in the United States today. Collectively, special purpose governments have more civilian employees than the federal government and spend more than all city governments combined. The proliferation of special purpose jurisdictions has fundamentally altered the nature of representation and taxation in local government. Citizens today are commonly represented by dozens - in some cases hundreds - of local officials in multiple layers of government. As a result, political participation in local elections is low and special interest groups associated with each function exert disproportionate influence. With multiple special-interest governments tapping the same tax base, the local tax base takes on the character of a common-pool resource, leading to familiar problems of overexploitation. Strong political parties can often mitigate the common-pool problem by informally coordinating the policies of multiple overlapping governments

Cover -- Title Page -- Copyright Page -- Table of Contents -- Preface -- Acknowledgments -- Introduction -- PART I Introduction to Business-Government Relations -- 1 Comparing the Roles of Business and Government -- 2 Theories about Business-Government Relations in Society -- 3 Historical Development of Government's Roles with Business -- 4 Economic Policies -- PART II Business-Government Relations in the Sociopolitical Arena -- 5 Protection of Consumer, Employee, and the Environment -- 6 Corporate Social Responsibility: Doing Well and Doing Good -- 7 Business's Involvement in Government -- PART III Business-Government Relations in Economic Development -- 8 Economic Development -- 9 Industrial Recruitment -- 10 Public Entrepreneurs and Privatization -- PART IV Business-Government Relations in the Global Market -- 11 Globalization and Free Trade -- 12 Examples of and Challenges for Trade Regimes in the World -- 13 Business and Global Governance -- Index.

Local governments use single source forecasts to inform decision making, which can constrain their ability to prepare for and respond to financial uncertainty. This unique context may have increased the challenges faced by governments at the local level through economic downturns such as the Great Recession. Given this concern, which has yet to be addressed in the literature, this article develops an open systems model of local government forecast accuracy, which can be tested across any type of local government. This article tests the model with a panel of special purpose governments at the local level, specifically school districts in Pennsylvania, from 2003 through 2013. Estimation of the model with longitudinal analysis shows that government forecasters at the local level consider internal and external factors when forecasting own-source and intergovernmental revenue streams. In particular, a mix of institutional, financial, and political factors are associated with forecast accuracy. Forecasters at the local level also considered the role of economic shocks, as evidenced by decreased expectations for own-source revenue through the Great Recession. Collectively, these findings demonstrate that they consider a complex and multifaceted information set, which includes both internal and external determinant factors of forecast accuracy at the local level. These factors can prove critical to increasing forecast accuracy in context of the financial uncertainty experienced through the Great Recession.

AbstractThis paper looks at some recent changes introduced by the Federal Government of Nigeria which seek a return to civilian rule in a stable polity. A first step in this policy has been completed with the election of chairmen and councillors at the local government level. The stated purpose of this initiative is to encourage 'grass roots democracy', which is expected to mobilize local action for urban and rural development. It is envisaged that local politicians and local administration will work together to this end. The paper concentrates on the consequences of the policy for the management of local government in Northern Nigeria, in which the predominant need is for rural development. The resource and management issues that arise for local government from the introduction of this polity are discussed under the following headings: finance, material resources, human resources and political relationships. The measures adopted appear radical, but have not led to a situation in which local government can easily predict what resources will be available to it. The question that is addressed is how, in an uncertain environment, local governments might use the powers and resources that are within their control to facilitate rural development in the Northern States. Suggestions are made as to what a management agenda should be and how this might be achieved through appropriate management systems and improved training.

"References" at end of each part. ; The short ballot, by R.S. Childs and W.W. Rogers.--The city manager, by A.S. Beatman and A.R. Hatton.--The budget, by L. Gulick and W.L. Rice.--Essentials of a state constitution, by G.D. Luetscher and E. Dawson. ; Mode of access: Internet.

SummaryHasluck is unusual in the lengths he went to the define the responsibilities of the various offices in which he was involved. Many of the functions and processes of government have changed since Hasluck was an active participant in the political process. Interest groups have increasingly influenced political decision‐making, organisations external to the public service now play a greater role in influencing the development of public policy, the operation of a number of areas of the public service has become more visible and open to external scrutiny, there has been a constant trend towards political appointments within the public service, and it appears unlikely that the emphasis on public relations and marketing techniques as an integral feature of government communication will diminish. Likewise, the demands on ministers' time have increased and, while it is questionable whether ministers now handle a larger ministerial workload than Hasluck did, it is doubtful whether very many then or since have had his capacity for hard work or for handing the matters which cross their desk without the support of a professional advisory staff.The functions and operations of government evolve and the adaptation of roles and functions may not necessarily weaken the effectiveness of government administration. However, the fundamental tenet of Hasluck's writings on the roles of government remains compelling: the participants in the various areas of government should have an appreciation of the constitutional responsibilities of their position, its relationship to other areas of government and the fundamental principles which are required to maintain the credentials of the office into the future.

Shane Tews and Arun Gupta discuss methods of applying venture capital principles within government agencies to foster effcient, impactful change.
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