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EN
On the 21st and 22nd of May 2009, an International Scientific Conference "The Faces of Asian Statehood. Civilization, Cultural, Political, Legal and Economic Aspects" was held in Toruń, Poland. The event took place thanks to the joint initiative of the Asia and Pacific Society and its Chairman Adam Marszałek – the main organizing institution, Institute of Political Science & Institute of International Relations – University of Nicolaus Copernicus, Toruń, Poland, as well as local (President of Toruń) and regional (Marshal of the Kujawsko-Pomorskie Region) authorities. Joanna Marszałek-Kawa was the Scientific Manager of the sessions. Members of the Organizing Committee include also Lucyna Osińska, Robert Gawłowski, Joanna Modrzyńska and Mariusz Popławski.
EN
The author tries to answer the question what are the political barriers to the development of metropolitan areas? He concludes that it is incredibly complicated and it causes many conflicts at many levels of authority. Therefore he examines several types of conflicts: conflict central city versus surrounding municipalities, the region vs. metropolis, the region vs. the central authorities, the central authorities vs. Metropolis. The subject of conflict is the division of powers between different tiers of local government. The entity most active in the debate on the shape of jurisdiction is the regional level, which is potentially the biggest loser, because losing a significant portion of its proceeds. Furthermore, in the case of a metropolitan institution manages the development of regional less wealthy individuals. The particular type of conflict we are dealing at the level of the metropolis and the central government. It is extremely destructive and can lead to ones-zero game, which has the privileged position of the government, which could solve the structure of the Metropolitan (for example of London). In view of the fact that political institutions determine the policy framework, the process of introduction of new metropolitan institutions must be carefully planned. Introduction solutions require consultation and a precise division of powers.
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EN
Participatory budgeting is a tool of social engagement that for many years has been used by local government authorities in Poland. The aim of this article is to investigate how the tool functions in powiats [counties], with particular focus on verifying whether the process of its implementation has been successfully turned into an opportunity for bringing democratic innovation. Drawing on the analysis results, the authors notice that participatory budgeting has proved to be an innovative tool of social engagement adapted into the current system governing powiat administration.
PL
Ostatnie dekady to czas dynamicznych zmian w zakresie narzędzi zarządzania publicznego, jak również stopniowego zwiększania udziału obywateli na każdym etapie decydowania publicznego. Dlatego też wykorzystanie narzędzi ICT w praktyce realizacji polityk publicznych jest obecnie często wskazywanym kierunkiem rozwoju administracji publicznej. Celem artykułu jest zbadanie na ile ten postulat jest realizowany na przykładzie funkcjonujących w Polsce budżetów obywatelskich. Autorzy, na podstawie empirycznych badań ilościowych, zbadali budżety obywatelskie, działające w miastach na prawa powiatu. W konkluzji stwierdzono, że narzędzia ICT znajdują jedynie częściowe zastosowanie w kole polityki publicznej i służą celom popularyzacji b. o. i wprowadzenia ułatwień w procesie wyboru zgłoszonych wniosków.
EN
The last decades have been a time of dynamic changes in the scope of public management tools, as well as a gradual increase in the participation of citizens at every stage of public decision-making. That is why application of ICT tools in practice of public policy implementation is currently a popular direction of public administration development. The aim of the article is to analyse how this postulate is implemented on the example of Polish participatory budgets. On the basis of quantitative research the authors have analysed participatory budgets that function in towns with powiat rights. In the conclusions it is stated that ICT are applied only partially within the public policy environment and are used to popularise participatory budgets and to facilitate the process of voting for the submitted propositions.
PL
W ciągu ostatnich dziesięcioleci ludzkość doświadczyła bezprecedensowej ekspansji globalizacji. Pod tym względem proces transferu polityki stał się narzędziem wymiany pomysłów, polityk i rozwiązań administracyjnych, głównie między państwami i organizacjami międzyrządowymi. Celem tego artykułu jest zbadanie transferu polityki pod kątem sieci miast. W ramach tegoż transferu autorzy zidentyfikowali i zbadali prawie 70 istniejących na świecie sieci miast. Wykorzystując ramy teoretyczne wypracowane przez Dolowitza i Marsha (2000), autorzy zbadali obszary współpracy miast oraz tematykę tej współpracy.
EN
During the last decades, mankind has experienced unprecedented expansion of globalization. In this respect, the process of policy transfer has emerged as a tool of exchanging ideas, policies and administrative arrangements mostly among states and intergovernmental organizations. The aim of this article is to examine policy transfer in terms of city networks. In doing so, the authors have found and researched almost 70 existing city networks in the world. Using Dolowitz and Marsh’s 2000 framework, the authors have researched the areas in which cities co-operate and the subject matters of such cooperation
EN
In many countries, the police, as a part of public administration, have witnessed many changes during the last few years. This article explores the process of the reform of the Polish police force, which took place between 2015 and 2017. Doing so examines in detail the process of implementing an IT tool – The National Security Threat Map – by paying particular attention to the mechanism of engaging external stakeholders. This study is conceptual but empirically focused. The paper posits that, despite the hierarchical nature of the police administration structure, it is possible to build an engagement of external stakeholders.
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