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Eminent domain is an urgent problem facing local government administrators and scholars throughout the United States. However, the literature is sparse regarding how local leaders make decisions on this hot‐button issue. A 2006 Government Accountability Office report noted a lack of data about local governments’ use of their eminent domain authority. A survey of county managers in North Carolina was conducted to redress this apparent knowledge gap. Although the findings are primarily generalizable only to other Dillon’s rule states, such data demonstrate that eminent domain applies more often for “narrow” (public use) purposes, such as water and sewer systems, than for “broad” (public good) purposes, such as economic development. Current and future property considerations also influence eminent domain decisions. [A] law that takes property from A, and gives it to B: It is against all reason and justice, for a people to entrust a legislature with such powers; and, therefore, it cannot be presumed that they have done it. —Associate Justice Samuel Chase, majority opinion, Calder v. Bull (1798) 相似文献
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Management training and development (T&D) plays an important part in enabling managers to deal with complexity and change associated with new public service systems. Using a service-dominant logic approach, this paper explores the relevance of T&D in preparing managers for changing roles, responsibilities and relationships that integrated service systems demand. Exploring the views of service managers working in Community Health Partnerships, the study establishes that present management T&D does not support the delivery of integrated services which require different abilities and new ways of working. New public service systems demand new processes of learning where re-framing the position of managers and their T&D becomes increasingly necessary. 相似文献
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