Síguenos en los medios sociales
LES PLAINTES DES CITOYENS: UNE REVENDICATION DE QUALITÉ DES SERVICES PUBLICS
BORGEAT, LOUIS;MOCKLE, DANIEL
CANADIAN PUBLIC ADMINISTRATION, n.º 2/1999, pág. 215
1. Les types de lésion originant deL'Administration. 2. Les lésions traitées par les sevices deplaintes. 3. Conclusion.
LES SOUS-MINISTRES DU NOUVEAU-BRUNSWICK: DE L'ERE DES TECHNICIENS A L'ERE DES GESTIONNAIRES
BOUCHARD, GILLES
CANADIAN PUBLIC ADMINISTRATION, n.º 1/1999, pág. 93
1. Le Nouveau-Brunswick. 2. Les sous-ministres. 3. Le profil. a) Le profil d'origine. b) Profil de carrière. c) Les fonctions. 4. Rapports entre les sous-ministres et le politique. a) La politisation. b) Ministre et cabinet ministériel. c) Le premier ministre. 5. Conclusion.
LOBBYISTES ET LÉGISLATION SUR LE LOBBYISME: QUE NOUS APPREND LA RÉCENTE EXPÉRIENCE QUÉBÉCOISE?
YATES, STÉPHANIE; BEAUCHAMP, MICHEL
CANADIAN PUBLIC ADMINISTRATION, n.º 2/2008, pág. 291 a 316
I. Le lobbyisme en tant que droit démocratique. II. La Loi sur la transparence et l'éthique en matière de lobbyisme. 1. Principales caractéristiques de la loi québécoise. III. Réactions des lobbyistes quant à l'adoption de la loi québécoise. 1. L' esprit et la lettre de la loi. 2. Le Registre des lobbyistes. IV. Des...
I. Le lobbyisme en tant que droit démocratique. II. La Loi sur la transparence et l'éthique en matière de lobbyisme. 1. Principales caractéristiques de la loi québécoise. III. Réactions des lobbyistes quant à l'adoption de la loi québécoise. 1. L' esprit et la lettre de la loi. 2. Le Registre des lobbyistes. IV. Des exigences d'inscription accrues pour les lobbyistes-conseils. 1. Le Commissaire au lobbyisme. 2. L'assujettissement des titulaires de charges publiques. 3. Effets anticipés de la loi. V. Effets anticipés de la loi sur la légitimíté de la pratique du lobbyisme. VI. Constats quant à l'expérience québécoise. VII. La loi et la propension des groupes à faire valoir leurs intérêts auprès des instances gouvernementales. VIII. La loi et la confiance des citoyens envers les institutions démocratiques.
LOCAL CULTURE AND GOVERNMENTAL CHANGE: THE ENDURANCE OF CULTURE IN THE FACE OF STRUCTURAL CHANGE
REESE, L.A.; COX, D.S.
CANADIAN PUBLIC ADMINISTRATION, n.º 2/2007, pág. 245 a 271
1. LOCAL CULTURE AND STRUCTURAL CHANGE. 2. METHODOLOGY. 3. ÉLITE INTERVIEWS: THE CIVIC CULTURE. 4. CITIZEN SURVEY: THE IDEOLOGICAL AND CIVIC CULTURE. 5. DISCUSSION AND SUMMARY.
MANAGING THE HOLLOW STATE: PROCEDURAL POLICY INSTRUMENTS AND MODERN GOVERNANCE
HOWLETT, MICHAEL
CANADIAN PUBLIC ADMINISTRATION, n.º 4/2000, pág. 412
1. Studying policy instruments. 2. Analysingprocedural policy instruments. 3. Conclusion: policyinstruments for modern governance.
MEASURING THE IMPACT OF VALUE-FOR-MONEY AUDITS: A MODEL FOR SURVEYING AUDITED MANAGERS
MORIN, D.
CANADIAN PUBLIC ADMINISTRATION, n.º 2/2004, pág. 141
1. LITERATURE REVIEW OF THE IMPACT OF VALUE-FOR-MONEY AUDITS. 2. METHODOLOGICAL FRAMEWORK. 3. THE IMPACT OF VALUE-FOR-MONEY AUDIT IN TEN VARIATIONS. 4. IMPACT OF VFMAS: WHY?... WHY NOT?. 5. CONCLUSION.
MODERNISER L'ADMINISTRATION PUBLIQUE: LES CONTRAINTES DE LA VERTU
ARPIN, ROLAND
CANADIAN PUBLIC ADMINISTRATION, n.º 3/2000, pág. 343
1. Conditions de réussite de la réformegouvernementale. 2. L'organisation des années 2000. 3.Conclusion.
LOMAS, JONATHAN;RACHLIS, MICHAEL
CANADIAN PUBLIC ADMINISTRATION, n.º 4/1996, pág. 581
1. Methods. 2. The reform package. 3. The signal. 4. Communication of the block-funding financial incentive signal. 5. The interpretation of the signal by the regions. 6. Response of regions to the reallocation potential of block-funding. 7. Discussion. 8. Notes.
VOJNOVIC, IGOR
CANADIAN PUBLIC ADMINISTRATION, n.º 2/1998, pág. 239
1. British Columbia. a) The districts of Abbotsford and Matsqui. b) Political boundaries and local government structure. c) Local finances. 2. The city of abbotsford after amalgamation. a) The new political and administrative structure. b) Changes in service delivery and municipal funtions. c) Changes in local finances. d) Commentary. 3. New...
1. British Columbia. a) The districts of Abbotsford and Matsqui. b) Political boundaries and local government structure. c) Local finances. 2. The city of abbotsford after amalgamation. a) The new political and administrative structure. b) Changes in service delivery and municipal funtions. c) Changes in local finances. d) Commentary. 3. New Brunswick. a) The Miramichi urban community: political boundaries and local fovernment structure. b) Local finances. 4. The city or miramichi after amalgamation.
MUNICIPAL LAW, DELEGATED LEGISLATION AND DEMOCRACY
COOPER, REID
CANADIAN PUBLIC ADMINISTRATION, n.º 3/1996, pág. 290
1. History. 2. Practical problems. 3. Judicial problems. 4. Some possible solutions. 5. Conclusion.
MUNICIPAL SHARED SERVICE COLLABORATION IN THE ALBERTA CAPITAL REGION: THE CASE OF RECREATION
LESAGE JR, E.C.; MCMILLAN, M.L.; HEPBURN, N.
CANADIAN PUBLIC ADMINISTRATION, n.º 3/2008, pág. 455 a 473
1. Model and data. 2. Estimation results. 3. Discussion. 4. Conclusion. 5. Appendix.
COHN, D.
CANADIAN PUBLIC ADMINISTRATION, n.º 1/2001, pág. 26
1. Ontario's variant of the Canadian health-caremodel. 2. Why no commission can be truly independent in theWestminster system. 3. The failure to give the HSRC a fullydeveloped mandate and the problems in restructuring ruraland northern hospitals. 4. The failure to include referenceto constitutionally and legally protected minorities in...
1. Ontario's variant of the Canadian health-caremodel. 2. Why no commission can be truly independent in theWestminster system. 3. The failure to give the HSRC a fullydeveloped mandate and the problems in restructuring ruraland northern hospitals. 4. The failure to include referenceto constitutionally and legally protected minorities in the HSRC'S mandate. 5. Conclusions.
ROUILLARD, LUCIE
CANADIAN PUBLIC ADMINISTRATION, n.º 1/2002, pág. 52
1. Introduction. 2. L'esprit de réforme au gouvernement du Québec. 3. De la réforme aux nouvelles pratiques de gestion: l'expérience vécue par quatre organismes. 4. Autonomie et flexibilité. 5. Partenariat et concertation. 6. Responsabilisation et partage du risque. 7. Nouveaux instruments finaciers pour gérer la modernisation....
1. Introduction. 2. L'esprit de réforme au gouvernement du Québec. 3. De la réforme aux nouvelles pratiques de gestion: l'expérience vécue par quatre organismes. 4. Autonomie et flexibilité. 5. Partenariat et concertation. 6. Responsabilisation et partage du risque. 7. Nouveaux instruments finaciers pour gérer la modernisation. 8. Conclusions: Une nouvelle logique de l'action publique au XXI siècle.
OBTAINING PUBLIC INPUT FOR HEALTH SYSTEMS DECISION-MAKING: PAST EXPERIENCES AND FUTURE PROSPECTS
ABELSON, JULIA;FOREST-PIERRE-GERLIER;EYLES, JOHN;SMITH, PATRICIA
CANADIAN PUBLIC ADMINISTRATION, n.º 1/2002, pág. 70
1. Study context: quebec regional health and social services boards and Ontario district health councils. 2. Methodology. 3. Results. 4. Discussion. 5. Conclusions-which way forward?
TROY Q. RIDDELL
CANADIAN PUBLIC ADMINISTRATION, n.º 1/2003, pág. 27 a 49
I.PRE.CHARTER OMLE POLICY. II.POST-CHARTER OMLE POLICY. III.THE POLICY OF THE CHARTER AND JUDICIAL DECISIONS. IV.CONCLUSION.
KLASSEN, THOMAS R.
CANADIAN PUBLIC ADMINISTRATION, n.º 2/1996, pág. 117
1. The policy field: fragmented jurisdiction and precarious values. a) The Ministry of skills development: turmoil at birth. b) Uncertain and unofficial mandate. c) Contested clients. d) Corporate culture: division from within. e) Leadership. f) Early successes and later failures... g) Decline of skills development. 2. Conclusions: lessons...
1. The policy field: fragmented jurisdiction and precarious values. a) The Ministry of skills development: turmoil at birth. b) Uncertain and unofficial mandate. c) Contested clients. d) Corporate culture: division from within. e) Leadership. f) Early successes and later failures... g) Decline of skills development. 2. Conclusions: lessons for organizational design.
POLICY CAPACITY IN SASKATCHEWAN: STRENGTHENING THE EQUILIBRIUM
RASMUSSEN, KEN
CANADIAN PUBLIC ADMINISTRATION, n.º 3/1999, pág. 331
1. Process and structure in Saskatchewan. 2. Policyprocesses and policy capacity. 3. Cabinet and departments.4. The policy role for the centre: leadership on horizontalissues. 5. Departmental processes and policy capacity. 6.Conclusion: building a balance.
POLICY CHANGE THROUGH SECTOR INTERSECTION: FOREST AND ABORIGINAL POLICY IN CLAYOQUOT SOUND
HOBERG, GEORGE;MORAWSKI, EDWARD
CANADIAN PUBLIC ADMINISTRATION, n.º 3/1997, pág. 387
1. The B.C. forest policy regime. 2. The B.C. aboriginal policy regime. 3. The crucible of change: Clayoquot Sound. 4. Conclusions.
POLICY TRADE-OFFS IN HOME CARE: THE ONTARIO EXAMPLE
BARANEK, PATRICIA M.;DEBER, RAISA;WILLIAMS, A. PAUL
CANADIAN PUBLIC ADMINISTRATION, n.º 1/1999, pág. 69
1. Long term care in Ontario. 2. Methods and data sources. 3. Conceptual framework: the public-private dimension. 4. Conceptual framework: dimensions of healthcare. a) Financing. b) Delivery. c) Allocation. 5. Analysisof policy change. a) Liberal government. b) The ndpgovernment. c) Progressive Conservative government. 6. Analysis. a) Financing....
1. Long term care in Ontario. 2. Methods and data sources. 3. Conceptual framework: the public-private dimension. 4. Conceptual framework: dimensions of healthcare. a) Financing. b) Delivery. c) Allocation. 5. Analysisof policy change. a) Liberal government. b) The ndpgovernment. c) Progressive Conservative government. 6. Analysis. a) Financing. b) Delivery. c) Allocation. 7. Conclusion.
POLICY-MAKING AND ADMINISTRATIVE DISCRETION: THE CASE OF IMMIGRATION IN CANADA
BOUCHARD, G.;CARROLL, B.W.
CANADIAN PUBLIC ADMINISTRATION, n.º 2/2002, pág. 239
1. The nature of policy discretion. 2. Recent developments in immigration policy in Canada and loss of control. 3. Immigration policy and discretion. 4. How discretion is used: A typology of forms of discretion. 5. Procedural discretion. 6. Selection grid discretion. 7. Final decision discretion. 8. Conclusion.
POLITICS, LEADERSHIP, AND EXPERIENCE IN DESIGNING ONTARIO'S CABINET
GLENN, TED
CANADIAN PUBLIC ADMINISTRATION, n.º 2/2001, pág. 188
1. Ontario cabinet decision-making: an overview. 2.The revolutionary cabinet. 3. Mid-termreinstitutionalization. 4. The 1999 reforms. 5. Conclusion.
POLITIQUES PUBLIQUES ET SANTÉ: LES DILEMMES DE L'EVALUATION PROSPECTIVE
TURGEON, JEAN; GAGNON, FRANCE; BOURGAULT, JACQUES; GARANT, SOPHIE
CANADIAN PUBLIC ADMINISTRATION, n.º 3/2005, pág. 328 a 347
-1. UN CADRE D'ANALYSE DES POLITIQUES FAVORABLES À LA SANTÉ. -2. LES ÉVÉNEMENTS DE L'ENVIRONNEMENT EXTERNE. -3. TROIS PROCESSUS À L'INTÉRIEUR DU SOUSSYSTÈME D'UNE POLITIQUE PUBLIQUE. -4. ENJEUX INTERMINISTÉRIELS: LA SANTÉ, UNE CLAUSE D'IMPACT PARMI D'AUTRES. -5. FACTEURS INSTITUTIONNELS: DE LA CONTRAINTE...
-1. UN CADRE D'ANALYSE DES POLITIQUES FAVORABLES À LA SANTÉ. -2. LES ÉVÉNEMENTS DE L'ENVIRONNEMENT EXTERNE. -3. TROIS PROCESSUS À L'INTÉRIEUR DU SOUSSYSTÈME D'UNE POLITIQUE PUBLIQUE. -4. ENJEUX INTERMINISTÉRIELS: LA SANTÉ, UNE CLAUSE D'IMPACT PARMI D'AUTRES. -5. FACTEURS INSTITUTIONNELS: DE LA CONTRAINTE À L'INCITATION. -6. LES FACTEURS NORMATIFS, COGNITIFS OU POLITIQUES ET L'EVALUATION D'IMPACT SUR LA SANTÉ. -7. ENJEUX INTRA-ORGANISATIONNELS: DYNAMIQUES DE L'INTÉGRATION DES EIS ET DE L'UTILISATION DES CONNAISSANCES. -8. CONCLUSION.
PORT REFORM: INTERNATIONAL PERSPECTIVES AND THE CANADIAN MODEL
IRCHA, MICHAEL C.
CANADIAN PUBLIC ADMINISTRATION, n.º 1/1999, pág. 108
1. Introduction. 2. International port reform. 3. Australian port commercialization. a) New Zealand port corporatization. b) British port privatization. 4. Contemporary Canadian port reform. a) Standing committee on transport. b) Transport Canada regional workshops. c) Federal port reform proposals. 5. Implications for Canadianports.
DOWNEY, TERRENCE J.;WILLIAMS, ROBERT J.
CANADIAN PUBLIC ADMINISTRATION, n.º 2/1998, pág. 210
1. Ontario's municipal government restructuring in the 1990s. 2. Selection of cases and approach. 3. Guide to municipal restructuring. 4. Muskoka. 5. Hamilton-Wentworth. 6. Waterloo. 7. Chatham-kent. 8. Kingston-Frontenac County. 9. Wellington county. 10. Analysis. 11. Conclusion.
PUBLIC AND PRIVATE HEALTH-CARE SYSTEMS: WHAT THE LITERATURE SAYS
WILSON, DONNA M.
CANADIAN PUBLIC ADMINISTRATION, n.º 2/2001, pág. 204
1. Theme 1: The delivery, payment andadministration of health care. 2. Theme 2: The integrationand separation of public -and private-health sectors. 3.Theme 3. How is health care perceived?. 4. Health-caresystem successes, failures and limitations. 5. Conclusion.
