Determination at the nanogram range of rilatinic acid in urine after ion-pair extraction

Ion-pair extraction and extractive alkylation of urine allows a simple, rapid, and very sensitive detection by TLC as well as EC-GLC tecnhiques, of rilatinic acid in small urine samples after the oral intake of therapeutic doses of methylphenidate.     

Ranking the Law Schools: The Reality of Illusion?

This article examines the problems inherent in any endeavor to rank law schools on a qualitative basis. Analysis of possible ranking criteria forces the conclusion that attempting to assign specific rankings based on objective criteria is a futile task. However, objective tests are suggested which indicate, on application to available data, that about 40 of the approximately 165 ABA-AALS-accredited law schools are of superior quality and differ among themselves only as to an image of prestige.     

When local participation helps

Programs for the delivery of public goods and services are often more effective if the public participates in their planning and execution. Not all such activities benefit from public participation, however. Activities whose effectiveness most benefits from such participation are those whose local effects are variable; those that have to be made frequently but not routinely; those that require quick responses from the public; and those whose impact calls for major changes in the behavior of the public. Experience with irrigation projects in developing countries is consistent with this “sensitivity hypothesis,” but the hypothesis is probably applicable to the management of other goods and services such as social welfare, education, public health, and transportation.     

The Policy and Expenditure Management System in the federal government: the first three years

Abstract: The Policy and Expenditure Management System (pems) inaugurated by the federal government in late 1979 is now entering its fourth year. Experience with the system indicates that it appears to operate reasonably well but that there are several issues which should be addressed as the system evolves. In particular, relationships among central agencies should be considered and the way in which the system is typically described may need reconsideration. The article suggests that pems actually consists of four somewhat independent subsystems for managing revenue-raising and macroeconomic issues, the A-base, major government priorities and “routine” new programs. Failure to recognize this leads to unrealistic expectations about the new world ushered in by pems and may also prove misleading when future revisions of the system are being made. Sommaire: Le système de gestion des politiques et dépenses lancé par le gouvernement fédéral à la fin de 1979 entre maintenant dans sa quatrième année d'existence. L'expérience semble indiquer qu'il fonctionne assez bien, mais qu'il y aura différentes questions à considérer au fur et à mesure de son évolution, en particulier en ce qui concerne les rapports entre les organisations centrales; et il est possible qu'il faille repenser la façon dont on le décrit. D'après l'auteur, le s.g.p.d. se campose en fait de quatre sous-systèmes pour la gestion des levées de fonds et des questions macroéconomiques, pour la base A, pour les principales priorités gouvernementales et les nouveaux programmes “routiniers”. La méconnaissance de ce fait entraînerait des attentes injustifiées de ce monde nouveau créé par le s.g.p.d. et pourrait aussi être une source d'erreurs lors de révisions futures.