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Intro -- Contents -- Series Editors' Foreword -- Preface -- 1 Separated We Stand -- 2 That Old-Time Religion -- 3 Orthodoxy and Its Discontents -- 4 Raising the Bar: Law and the Administrative Process -- 5 A Theory of Politically Responsive Bureaucrats -- 6 Managerial Responsibility: A Precept -- 7 Public Management: The Madisonian Solution -- Notes -- References -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- R -- S -- T -- U -- V -- W -- Y.

1. This annual report on the Public Communications Policy 2011 (PCP) of the Asian Development Bank (ADB) assesses the bank's disclosure and communications performance in compliance with the PCP from 1 January 2018 through 31 December 2018. It is the seventh and final annual report on the implementation of the PCP. 2. The PCP, which took effect in April 2012, mandates that ADB review the policy after it has been in effect for 5 years. ADB conducted a 2-year policy review beginning in 2016,1 holding internal and external consultations and meeting with a variety of civil society groups, development partners, donors, and developing member country government officials from 16 countries and 1 region (Europe). 3. The review showed that the principles and disclosure exceptions of the policy were in line with those of other multilateral development banks and many countries. It also found that other multilateral development banks are shifting toward principles-based policies, which are now considered best practice for information disclosure. Further, annual assessments of the PCP showed that document disclosure was sometimes delayed because some of the policy's disclosure requirements were outdated. 4. Based on the findings, ADB drafted a policy focused on principles—largely unchanged from the PCP—with the implementation details housed separately in ADB's Operations Manual.3 This would allow the implementation arrangements to be updated by Management, as needed, to improve disclosure timeliness and policy effectiveness. Other proposed changes included removing background information sections, which had become outdated, and ADB's public communications approach section.

Oysters have been harvested from Virginia waters as long as humans have inhabited the area. Depletion of natural stocks in the late 1880's led to the establishment of regulations by public fisheries agencies. A survey of bottom areas in which oysters grew naturally was completed in 1896 under the direction of Lt. Baylor, USN. These areas (over 243,000 acres) were set aside by legislative action for public use and have come to be known as the Baylor Survey Grounds or Public Oyster Grounds of Virginia, and are presently administered by VMRC, the Virginia Marine Resources Commission (Haven et al., 1978). Since 1960, oyster production from public shoals has declined dramatically, as shown in Figure 1. Two oyster pathogens, Perkinsus marinus (Dermo) and Haplosporidium nelsoni (MSX) have decimated stocks in the higher salinity regions (>15ppt) of Chesapeake Bay and its tributaries (Hargis and Haven, 1988). Thus much of the public oyster ground is non-productive and the small portion that remains productive is being intensely harvested (Barber and Mann, 1990). Twice a year the Virginia Institute of Marine Science (VIMS) conducts a survey of selected public oyster bars (shoals) in Virginia waters for the purpose of assessing the status of the resource. Surveys conducted in the spring concentrate on grounds that are currently productive and provide information about overwinter mortality and relative fishing pressure from the current harvesting season1 • surveys conducted in the fall cover a larger area and provide information about spatfall or recruitment, summer (disease) mortality, and the status of each shoal as a source of seed or market oysters prior to the beginning of the harvesting season. This report summarizes the findings of the Spring 1992 Oyster Shoal Survey, conducted between 11 and 14 May, 1992.

The outbreak of Ebola in West Africa could become one of the worst infectious-disease-driven humanitarian crises of recent times. With more than 3000 deaths since the first case was confirmed in March 2014, the international community has recognized Ebola as a public health emergency of international concern and a clear threat to global health security. The complexity of dealing with this Ebola outbreak has highlighted the need for traditional actors, such as WHO and the CDC, to embrace the wider health and humanitarian community. The epidemic reinforces the need for nations to investment in health infrastructure and disease surveillance to keep pace with other developments in Africa. If Ebola arrives in high-income and middleincome nations, it should be contained quickly. The crisis shows the importance of sufficient levels of multilateral funding for WHO. The world needs a strong WHO, with the financing and political influence to fulfil its historic mission.

PurposeThis paper aims to investigate empirically the findings of an analytical impure public good model. The impure public good model described in this study allows for the application of different technologies generating public and private characteristics. The influence of the individual technologies on the total level of (impure) public good provision is of main concern in this study.Design/methodology/approachAfter the illustration of the impure public good model, the analytical results are compared to the results of a numerical approach based on climate policy in Germany.FindingsThe study shows that comparative static analyses do not always generate clear results. Therefore, the numerical approach is helpful to derive unambiguous results. The paper finds that technologies which exclusively generate private characteristics may have significant effects on total impure public good provision, since they may replace the private characteristics of the impure public good.Originality/valueThis paper provides useful information on the influence of the individual technologies on the total level of (impure) public good provision.

PurposeThe purpose of this paper is to provide assistance to public organizations in the process of developing their ability to identify, measure and manage their intangible assets.Design/methodology/approachA review of the most important intellectual capital management initiatives at Spanish public organizations is realized.FindingsThe paper shows the importance of intellectual capital approaches as instruments to face the new challenges in public sector. The experience gained from the case studies provides a practical help to public organizations to develop means to identify, measure and manage their intangible assets.Practical implicationsThe study provides a basis to understand how Spanish public organizations are measuring and managing their intellectual capital. In this sense, the first step would be the definition and diffusion of the organization's strategic objectives. Then, critical intangibles related to these objectives should be identified. Afterwards, a set of indicators is defined and developed for each intangible.Originality/valuePublic managers work with intangible concepts, although there is not always a methodology available that systematizes their identification, measurement and presentation. To deal with this problem, it is considered fundamental to know which initiatives have been carried out in Spain in relation to models of intellectual capital management for public organizations.

Le comptable public incarne depuis des décennies la quintessence de la comptabilité publique française. La LOLF et ses ambitions en matière de transparence financière aurait pu être l'occasion de revoir son rôle. Cette opportunité n'a pas été saisie. Depuis, l'érosion progressive des fondements de la comptabilité publique et la suppression de sa « clef de voute », la responsabilité personnelle et pécuniaire du comptable public, compromet le devenir de ce dernier. Si pour l'État et ses opérateurs, sa place apparaît assurée, il n'en va pas de même au niveau des collectivités territoriales. Il restera aussi à définir le champ de ses interventions : garant de la régularité ou bien simple caissier.

Résumé L'hôpital public relève de plusieurs mandants. Chacun lui fixe des objectifs. Il est à la fois incité à accroître sa productivité et ses recettes, tout en contribuant à l'effort de compression des dépenses de l'assurance-maladie, son financeur, alors même que ses recettes sont les dépenses de cette dernière. Par ailleurs, ses tutelles lui demandent d'améliorer son efficacité et son efficience ; dans le même temps il est placé sous l'œil vigilant du public par le biais des medias. Cet article montre qu'à chaque objectif correspond une relation de redevabilité ad hoc avec le mandant. Mais la multiplicité des relations qui en découlent ne fait que refléter la complexité (et les possibles contradictions) des objectifs.

The global financial crisis has had a tremendous impact. Billions of tax dollars are being spent around the world, and it will take several years before the consequences of these major government actions become fully visible. One thing is certain, however, the role of government will be reshaped. Can public management cope with this degree of change? What instruments are being implemented and what will their consequences be? The Annual Conference 2010 of the International Research Society for Public Management (IRSPM) in Bern reflected upon these issues. This book contains the keynote speeches of the conference, which tried to provide initial answers to the questions being raised in order to stimulate the scholarly debate.

Résumé La notion d'espace public fait l'objet d'un large soupçon dans le cadre de la pensée de gauche radicale : l'idée qu'une société puisse instaurer avec elle-même un lien de réflexivité critique qui rende possible sa transformation entretiendrait le mythe de la démocratie formelle masquant la réalité des rapports de domination. Or, à rebours de cette platitude, notre article s'efforce de repenser, en référence à la pensée de Castoriadis et à sa relecture de la polis athénienne, un projet d'émancipation qui voit dans l'espace public, non le lieu illusoire où viendraient s'éteindre les foyers de conflit, mais la dimension de la créativité démocratique et de l'effervescence contestataire.