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This paper examines the proposition that local congregations within Western Australia provide satisfactory safeguards aimed at limiting opportunities for mismanagement and fraud. A questionnaire survey was administered to a large sample of local congregations of Christian churches. The aim of the survey was to investigate the extent to which accounting controls were applied in the field of cash collections and disbursements and to determine the influence on cash control performance of various socio‐economic and organisational/administrative variables. An index of cash control performance was constructed and regressed against six surrogate indices obtained by factoring the independent variables. Three indices, namely church funding capacity, central/external influences and local administrative arrangements (particularly those pertaining to employment policy) were found to contribute to the variation in the dependent variable, although the overall explanatory power of the determinants was limited, justifying the need for further consideration of contributing factors.

The deputy principalship is one of the least understood roles in the schools of the restructured education systems of Australia. Little attention has been given by educational policy makers, academics and researchers as to how the deputy principal should contribute to the essential functions of the self‐managing school. Uses the research literature to identify the traditional role of the deputy principal and the factors which have constrained the evolution of the role. Assesses the effects of current policy initiatives for the deputy principalship in Australian education. An emergent facet of the role is proposed which gives greater emphasis to educational leadership in an administrative team. The failure of practitioners to make use of opportunities to reconceptualize the deputy principalship will marginalize the role to the central functions of the self‐managing school.

Korea is a highly centralized country where most administrative functions are carried out by the central government in Seoul. Increasingly, however, local governments have been given greater autonomy in their operations. This chapter examines how the ideal values of political decentralization have interacted with the country’s local bureaucracy, which inherently has dark side in itself. The focus is on how local government employees have contributed, or responded, to the democratic change of their communities, particularly since the 1980s. At the outset, the experiences of Korea’s decentralization and local autonomy are briefly reviewed. It is then examined how the bureaucrats have played in the process of democratization in terms of three features: bureaucratic power, scope, and culture. Institutionalizing competitive local bureaucracy contributed to reduce the disparity between capital regions (Seoul and its surrounded area) and noncapital regions (locals). Empowering local bureaucracy to allow own localized decision-making process was the first move of Korean governance.

This paper aims to examine a large-scale typhoon response coordination, focusing on the emergency collaborative network (ECN) configuration and structural properties that characterized the 2018 Typhoon Mangkhut response operations in Shenzhen, China.

The response coordination of Typhoon Mangkhut was operationalized as a Shenzhen-based ECN established upon a six-week observation. A systematic content analysis of publicly available government documents and newspaper articles was conducted to identify participating organizations and interorganizational relationships built and sustained during and immediately after the disaster. Social network metrics at levels of the node, subgroup of nodes and whole network were utilized to examine network capacity, network homophily and network performance, respectively.

Results of the centrality analysis demonstrate that government agencies at municipal and district/county levels took central network positions while private and non-profit organizations were mostly positioned at the network periphery. The blocking analysis points to a salient homophily effect that participating organizations sharing similar attributes were more likely to connect with each other. A further investigation of whole network metrics and the small-world index reveals the highly fragmented and discontinued features of ECN, which may result in unsystematic coordination among organizational actors.

This paper is distinctive in examining the coordination structure among response organizations embedded in a centralized and monocentric governance system and, more importantly, how the structural characteristics can differ from that evidenced in a more decentralized and polycentric system.

To examine the implementation processes and outcomes of collaborative governance initiatives through the lens of bureaucratic politics.

An in-depth single case study research design with 28 embedded cases to study the implementation of a collaborative governance initiative. This paper uses the analytical technique of process tracing to explicate necessary and sufficient conditions to uncover causal mechanisms and confirm descriptive and causal inferences.

This study finds that when street-level bureaucrats perceived the collaborative initiative as a health intervention (and not as a collaborative initiative), it resulted in low levels of stakeholder participation and made the collaborative initiative unsuccessful. This paper finds that bureaucratic politics is the causal mechanism that further legitimized this perception resulting in each stakeholder group avoiding participation and sticking to their departmental siloes.

This is a single case study about a revelatory case of collaborative governance implementation in India, and findings are analytically generalizable to similar administrative contexts. Further research is needed through a multiple case study design in a comparative context to examine bureaucratic politics in implementing collaborative initiatives.

Policymakers and managers need to carefully consider the implications of engaging organizations with competing institutional histories when formulating and implementing collaborative governance initiatives.

This study's uniqueness is that it examines implementation of collaborative governance through a bureaucratic politics lens. Specifically, the study applies Western-centric scholarship on collaborative governance and street-level bureaucracy to a non-Western developing country context to push the theoretical and empirical boundaries of key concepts in public administration.

April 2000 sees the beginning of a radical shake‐up of the way housing and support is funded. It will involve the transfer of about £800m to local authorities, which will assume wide new responsibilities for new groups of people currently in supported housing.Yet there is little awareness in many agencies of these major developments. It is essential that local authorities and health agencies become more engaged, quickly, in discussions of how Supporting People is to work.

This chapter addresses emotional and behavioral disorders (EBD) in the larger context of special education. The author suggests that EBD, like special education more generally, has been distracted by issues such as labeling, disproportionality, and inclusion rather than keeping a clear focus on instruction. Revisionist history has led to misunderstanding of what special education is and does. A more promising future for the field depends on focusing on instruction, embracing scientific research, developing checklists and manuals to guide practice that are based on scientific evidence whenever possible, working for sustained student success, and using language more carefully and precisely.

Question: When is a Librarian not a Librarian?

A distinction must be drawn between a dismissal on the one hand, and on the other a repudiation of a contract of employment as a result of a breach of a fundamental term of that contract. When such a repudiation has been accepted by the innocent party then a termination of employment takes place. Such termination does not constitute dismissal (see London v. James Laidlaw & Sons Ltd (1974) IRLR 136 and Gannon v. J. C. Firth (1976) IRLR 415 EAT).

Decentralised administrative arrangements and the active function of local government organisations are essential to tackle crisis effectively. Using Bangladesh as a case study, this paper examines the central and local government administrative arrangements during COVID-19 pandemic.

This study applies qualitative content analysis and interviews to explore the local government’s role in Bangladesh’s COVID-19 management by interviews of 18 participants including government officials, experts, non-government organisations (NGOs) representatives, and the general public. This paper also analysed academic papers, policy documents and other publicly available documents, including newspaper reports.

The Constitution of Bangladesh intensified the active participation of local government in each administrative unit through decentralised administrative management. This paper however reveals that the administrative arrangement during the COVID-19 pandemic in Bangladesh was primarily a centrally led system. The local government was not sufficiently involved, nor had it integrated into the planning and coordination process. This indicated the absence of active decentralised administration.

This study fills the research gap of the administrative pattern and local relations in COVID-19 management by exploring the local government’s role during the catastrophic situation and highlights the importance of decentralised administrative actions in managing the crisis.