Suchergebnisse

The article analyses the following issues: 1. Performance measurement in literature. The performancemeasurement has an important role to play in the efficient and effective management of organizations. 2.Performance measurement in local authorities. Local governments themselves use a wide range performancemeasurement system in services area such as fire, solid water, water, roads, transportation, health, housing,recreation and social services. Measuring municipal performance means assessing how well a municipalityperforms when delivering goods and services to the public. 3. The principles underlying effective performancemeasurement. An effective performance measurement system will be built around six key principles:clarity of purpose, focus, alignment, balance, regular refinement, robust performance indicators. 4. Types ofperformance indicators. Performance measurements indicate how much or how well agency is doing. Theapproach adopted for developing the performance measurement system is based on the inputs – outputsefficiency outcomes framework. 5. Performance measurement importance for local authorities. 6. Performancemanagement versus performance measurement. 7. Measures, methodologies and approaches.

If a "co‐ordinated strategy to reduce the major problem of unemployment" is needed, as Leaper claimed in previous volume, there remains the question of how to develop such a strategy. Central governmental agencies like the MSC have major programmes, but other consequences of high unemployment have to be dealt with by local authorities. Four case studies of attempts made by local authorities in this regard are then examined. The most prominent features in their strategies are: information giving, training provision, job creation and channelling funding from other agencies or internal co‐ordinated funding. The new strategies have involved changes in management and liaison, in policy review and affirmation.

Provides evidence to show the budget‐setting process in local
authorities is incremental in nature. Planned programmed budgeting
systems and zero based budgeting systems do not appear to have a place
in local authority decision making largely because the process is a
political one and is perceived to be overwhelmingly complex. Based on
studies of the budgeting process in three local authorities.

Boundaries — Land Boundaries — Cession of Territory on Readjustment of Frontier — Apportionment of Property of Frontier Local Authorities.Treaties — Operation of — Variation of Terms of Multilateral Treaty by Two Signatories — Substitution of Award of Conciliation Commission for Agreements Prescribed by Treaty.Treaties — Interpretation of — Principles of — Expressum jacit cessare taciturn.Treaties — Interpretation of — Principles of — Rules of Good Faith.Treaties — Interpretation of — Various Rules of — Interpretation by Reference to Other Provisions in Same Instrument.Treaties — Interpretation of — Rules of — Disparate Parts of Treaty Interpreted as Complementary to Each Other.Treaties — Interpretation of — Travaux préparatoires.Treaties — Interpretation of — Miscellaneous — Title of Annex of Treaty.Conciliation Commissions — Powers and Functions of — Sitting as Frontier Commission.63State Succession — Succession to Rights — Property of Municipalities Transferred to State — Meaning of Term "Biens communaux" — Respect for Acquired Rights — Boundaries — Land Boundaries — Adjustment of Frontiers under Peace Treaty — Passing of State and Other Public Property with Ceded Territory — Substitution of Award of Conciliation Commission for Apportionment Agreements Prescribed by Treaty — Retroactive Effect of — Title of Annex of Treaty as Guide to Meaning of Provisions — Effects of Territorial Changes on Property Rights — Departure by Mutual Agreement from Terms of Treaty — Necessity for Uniformity in Application of Treaty — Powers of Conciliation Commission — Equitable Principles and Rules of Good Faith — Question of Compensation Adjustments on Apportionment — Exclusion of Remedies Not Stipulated in Treaty.