			Home About us Contact

City Hall (city + hall)

Distribution by Scientific Domains

Humanities and Social Sciences	40%
Business, Economics, Finance and Accounting	40%

Selected Abstracts

Ordering the alternatives of a strategic plan for Valencia (Spain)

JOURNAL OF MULTI CRITERIA DECISION ANALYSIS, Issue 3 2001
Pablo Aragonés
Abstract In this article we present an evaluation of the initiatives involved in a Strategic Plan for Valencia City (Spain) by applying a method to assist Multi-Criteria Decision-Making. The complexity of the case lies in the size of the problem, 47 alternatives and 10 criteria, as well as the need to reach a consensus on the final result. The method followed, which has been named PRES Multi-expert, can be generalized and applied to other complex cases. Thirteen experts have participated in the process, representing different political and social groups of the City, a group of analysts, formed by three lecturers from the Polytechnic University of Valencia, and a consultant, representing the City Hall of Valencia. The PRES algorithm was used to order the alternatives developed in 1992 by Gómez-Senent at this University. In this article we highlight the advantages of applying the Multi-Criteria Decision-Making Aid techniques and the importance of following a procedure to select the criteria, pondering on them and evaluating the alternatives. This procedure ensures that the parties interested in or affected by the decision take part in deciding what measures to adopt. The Multi-expert PRES method facilitates this participation and can be adapted to different types of problems. Copyright © 2001 John Wiley & Sons, Ltd. [source]

The White House As City Hall: A Tough Place to Organize

PRESIDENTIAL STUDIES QUARTERLY, Issue 1 2001
MARTHA JOYNT KUMAR
The White House is unlike any other organization as there are few records left behind by those having the building and none of the core White House staff who remain once a President leaves. At the same time, the new team is responsible from day one for making informed and appropriate decisions. There is little preparation that can provide people with an understanding of what they are to meet once they come into office, but there are ways in which a new staff can take advantage of the knowledge of those who precede them. They can speak with their predecessors, talk with people who work at the Office of Management and Budget, and learn from the executive clerk and others at the White House who provide an institutional memory of their own. [source]

Vinyl news focus the battleground at city hall

JOURNAL OF VINYL & ADDITIVE TECHNOLOGY, Issue 1 2004
Tim Burns
[source]

Substantive Symbols: The Attitudinal Dimension of Black Political Incorporation in Local Government

AMERICAN JOURNAL OF POLITICAL SCIENCE, Issue 1 2007
Melissa J. Marschall
Traditional studies of minority incorporation focus on the redistribution of public resources that purportedly follows black gains in representation. The present study departs from this approach by focusing on the attitudinal effects of black leadership. Two research questions guide this study: To what extent do blacks' assessments of neighborhood services and conditions stem from black representation in local executive and legislative offices? Are these attitudinal effects rooted in policy and service delivery outcomes? Employing survey data from 3,000 blacks embedded in 52 cities and 53 school districts, this study reveals that blacks report higher levels of satisfaction with their neighborhood conditions, police services, and public schools when represented by blacks in city hall and on school boards and that these evaluations are most positive when improvements in local services are conspicuous. Overall, these findings extend conventional conceptualizations of substantive benefits and challenge more pessimistic accounts regarding the effects of black representation in local politics. [source]

Calling all citizens: The challenges of public consultation

CANADIAN PUBLIC ADMINISTRATION/ADMINISTRATION PUBLIQUE DU CANADA, Issue 1 2004
Keith Culver
This article provides a case study of one such consultation. In the fall of 2002, the City of Saint John, faced with a sizeable budget deficit, sought public input on important fiscal decisions that had to be made before year's end. Citizens could provide their views in a traditional way - by mailing in a questionnaire to city hall - or they could submit their views electronically via the City of Saint John web site. Drawing on a wide variety of data sources, including interviews with city officials and a follow-up survey of consultation participants, the authors assess the success of this particular exercise in achieving several interrelated objectives: facilitating citizen participation in public affairs, enhancing citizens' sense of their political efficacy, providing public officials with insight into public opinion, and shaping public policy. Taking into account both consultation outcomes and the expectations of citizens and officials, the authors identity key shortfalls of the Saint John consultation, as well as avenues for constructive change in future exercises. Sommaire: L'une des maniéres dont les gouvernements ont réagi au méontentement démocratique exacerbé. qui s'est manifesté ces derniéres années a été d'accroitre la participation des citoyens au processus d'éaboration de politiques en organisant des consultations publiques à grande échelle. Le présent article ést une étude de cas portant sur une de ces consultations. À L'automne de 2002, la ville de Saint-John, faisant face à un gros déficit budgétairc, a cherchéà obtenir L'avis du public sur d'impor-tantes décisions financiéres qui devaient être prises avant la fin de L'annee. Les cito-yens avaient la possibilité de faire connaître leur opinion d'une façon traditionnelle en renvoyant un questionnaire par la poste à L'Hôtel de Ville, ou bien ils pouvaient soumettre leurs commentaires par voie électronique par L'intermédiaire du site Web de la Ville de Saint-John. À partir d'une grande variété de sources de données, y compris des entrcvues avec des responsables municipaux et un sondage de suivi auprés dcs participants a la consultation, f'étude de cas évalue le succés de cet exer-cice particulier à atteindre plusieurs objectifs interdépendants:faciliter la participation des citoyens aux affaires publiques, améliorer le sentiment d'efficacité politiquc chez les citoyens, permettre aux fonctionnaires de se faire une meilleure idée de L'opinion publiquc et façonner la politique publique. En tenant compte à la fois des résultats des consultations et des attentes des citoyens et des fonctionnaircs, nous identifions les principales lacunes de la consultation de Saint-John ainsi que les moyens d'apporter des changements constructifs aux exercices futurs. [source]