The Juvenile Drug Court Judge and Lawyer: Four Common Mistakes in Treating Drug Court Adolescents

This article will present information gleaned from anecdotal experience of existing juvenile drug treatment courts regarding several common mistakes often made by those new to the drug court. The mistakes discussed include: 1) Believing the work and role responsibilities in a traditional juvenile court will not change significantly when entering a juvenile drug court; 2) Citing the elimination of drug and alcohol use as a final outcome goal when developing the mission statement for a juvenile drug court; 3) Believing that a juvenile drug court ensures accountability by keeping a close eye on participants and setting immediate consequences for any break in program rules; 4) Using vicarious learning to “teach a lesson”–making an example of an individual participant who has broken program rules in front of the large group. The goal of this article is not only to raise caution to these pitfalls, but also to help incoming judges and lawyers become aware of the changes that working in a juvenile drug court will demand.     

Buses, Bikes or Boots

If you have been in Beijing for any length of time, you will have come to realize that there are several modes of transportation available to commuters, all ofthem relatively in expensive, especially when     

Public Management Policymaking in Spain: The Politics of Legislative Reform of Administrative Structures, 1991–1997

This case study focuses on extending research knowledge about the politics of public management policymaking in Spain. The case involves legislating to change politically sensitive features of the central government and administration. The study explains such analytically significant event conditions as: an agenda‐setting process that made a policy issue of the formal, structural attributes of state administration, an alternative‐specification process that proceeded without complication, and a decisional process that lasted five years and in which political leaders' positions on the issue flip‐flopped. Broadly speaking, the case analysis demonstrates that when policy proposals take the form of legislation, the politics of public management policymaking in Spain are highly influenced by political stream factors, themselves reflecting Spain's parliamentary form of government and relations between statewide and regional political parties.     

The Comparative Historical Analysis of Public Management Policy Cycles in France,Italy, and Spain: Symposium Conclusion

This concluding article in the symposium develops generalizing arguments about the politics of public management reform in France, Italy, and Spain, by drawing out implications of the case studies presented in the three preceding articles. Some of these implications hold that established research arguments about politics of public management reform in the same cultural and geographical area require considerable qualification and reexamination. Some other implications of these case studies take the form of generalizing arguments about the process dynamics of public management policymaking. More specifically, an existing body of generalizing arguments is assessed and modified in the light of the research arguments crafted through the three case studies' dialogues between conceptual approaches and historical evidence. Together, these two discussions offer a contribution to the political science research literature on the politics of public management reform.     

Red Star Ascending,Flagging Union Jack: Soviet Views on the Handover of Hong Kong

On 22 September 1982, British Prime Minister Margaret Thatcher met the Chinese leader Deng Xiaoping in Beijing, where they discussed the future of Hong Kong. The meeting did not go well. Deng made it clear that, with or without British cooperation, China would resume full sovereignty and administration over the tiny colony when the lease on Hong Kong expired on 30 June 1997. This article is based on two recently released documents from the Russian Foreign Ministry Archive (AVP RF) and reveals the hitherto unknown Soviet attitude toward these talks and the handover itself. Soviet leaders were very concerned that the Chinese should not consider Soviet control over vast territories in the Far East as based on unequal, hence illegitimate, nineteenth century treaties, as they did British control over Hong Kong. If those Russian treaties were unequal, then Soviet rule would be in grave danger. The Soviets sought to distinguish their treaties from the British ones. Seeking normal relations, the Chinese agreed not to challenge this interpretation.     

As China Hits No. 2, Opportunity Is Shrinking in America

The United States accuses China of subsidizing its entire export economy through artificially undervaluing its currency. China accuses the United States of fiscal profligacy while flooding the world with easy credit to keep its economy afloat. This dispute reflects the reality that the world's two largest economies are built on opposite dynamics of production and savings vs. consumerism and debt. In Europe, the wages of unsustainable debt that financed the welfare state have also come due. Rebalancing the global economy in this context is not only a matter of fixing exchange or interest rates and extending the retirement age. It must also involve a recalibration of democracy in both East and West. Two Nobel economists, the Greek prime minister, a ranking Chinese economist and the former chief economist of the IMF address these issues.     

THE REFORM OF FINANCIAL MANAGEMENT IN THE EUROPEAN COMMISSION: A PUBLIC MANAGEMENT POLICY CYCLE CASE STUDY

Since the mid‐1990s during the Santer, Prodi, and Barroso presidencies, the European Commission has experienced several public management policy cycles. Included on the Barroso Commission's (2004–2008) policy agenda was the reform of internal financial control, prompted by significant irregularities in budget execution signalled repeatedly by the European Court of Auditors (ECA) in its annual Declaration of Assurance (DAS) and Annual Reports. This led to a declared Barroso Commission strategic objective of achieving a ‘positive DAS' by 2009. The proposed solution was ‘integrated internal control’ based on an international reference point within the accounting and auditing professions. The result was a centrally co‐ordinated Commission project aiming to reform management and audit practices within both the Commission and EU member states. This article reports on the ‘positive DAS' and ‘integrated internal control’ policy cycle and explains its agenda‐setting, alternative‐specification, and decisional processes.