CHANGING PRACTICES AND CONCEPTIONS OF THE EXECUTIVE FUNCTION IN URBAN GOVERNMENT: THE GREATER BRISBANE EXPERIENCE

Tucker D. (1994) CHANGING PRACTICES AND CONCEPTIONS OF THE EXECUTIVE FUNCTION IN URBAN GOVERNMENT: THE GREATER BRISBANE EXPERIENCE. Australian Journal of Public Administration, 53 4: 508-520. doi:10.1111/j.1467-8500.1994.tb01500.x


Author Tucker D.
Title CHANGING PRACTICES AND CONCEPTIONS OF THE EXECUTIVE FUNCTION IN URBAN GOVERNMENT: THE GREATER BRISBANE EXPERIENCE
Journal name Australian Journal of Public Administration   Check publisher's open access policy
ISSN 1467-8500
Publication date 1994-01-01
Sub-type Article (original research)
DOI 10.1111/j.1467-8500.1994.tb01500.x
Volume 53
Issue 4
Start page 508
End page 520
Total pages 13
Subject 3312 Sociology and Political Science
3321 Public Administration
Abstract Abstract: Since the commencement of the Greater Brisbane scheme in 1925, a number of different ways of organising the executive function have been provided for in the legislation. These have included a mayor elected at large as chief executive officer; an appointed city manager model, which was never activated; a quasi‐cabinet model, with the mayor being elected by the council rather than at large; a “weak” collective executive committee, akin to the early 20th century “board of control” arrangements in Canada, the mayor being elected at large and standing committees of council possessing substantial policy formulation powers; a stronger collective executive in theory, alongside which something akin to the American “strong mayor with chief administrative officer” model operated in practice; a strong collective executive, with the mayor once again elected indirectly, and weak standing committees of aldermen retained; a return to something like the original mayor‐as‐CEO arrangement; and finally, a strengthened version of the initial “mayor‐as‐CEO with chief administrative officer” model. These changes are traced chronologically and a general assessment is offered in conclusion. Copyright
Q-Index Code C1
Institutional Status Unknown

Document type: Journal Article
Sub-type: Article (original research)
Collection: Scopus Import - Archived
 
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Created: Tue, 06 Sep 2016, 12:54:56 EST by System User