Síguenos en los medios sociales
HEWITT, W.E.
CANADIAN PUBLIC ADMINISTRATION, n.º 3/1999, pág. 312
1. International municipal cooperation as anemergent phenomenon. 2. IMC: The Canadian context. 3. Thecase studies. 4. Conclusion.
THE ANDERSEN-COMSOC AFFAIR; PARTNERSHIPS AND THE PUBLIC INTEREST
WHORLEY, DAVID
CANADIAN PUBLIC ADMINISTRATION, n.º 3/2001, pág. 320
1. Public-private partnerships. 2. Comsoc'sbusiness transformation project. 3. Analysis. 4. Publicadministration redux. 5. Conclusion.
THE CANADIAN PUBLIC SERVICE HAS A PERSONALITY
SAVOIE, D.J.
CANADIAN PUBLIC ADMINISTRATION, n.º 3/2006, pág. 261 a 281
1. THE CONSTITUTION. 2. CHALLENGING THE DOCTRINE. 3. IN SEARCH OF A PERSONALITY. 4. THE CONSEQUENCES.
THE CASE FOR PUBLIC-PRIVATE PARTNERSHIPS IN INFRASTRUCTURE
MURPHY, T.J.
CANADIAN PUBLIC ADMINISTRATION, n.º 1/2008, pág. 99 a 126
I. The public policy rationale for P3 arrangements. 1. "Off-book" financing -a declining factor. 2. Accelerating construction. 3. Shifting risk to the private sector. 4. Cost-savings. 5. Customer service improvements. 6. Enabling the public sector to focus on outcomes and core business. II. Responding to the key arguments against...
I. The public policy rationale for P3 arrangements. 1. "Off-book" financing -a declining factor. 2. Accelerating construction. 3. Shifting risk to the private sector. 4. Cost-savings. 5. Customer service improvements. 6. Enabling the public sector to focus on outcomes and core business. II. Responding to the key arguments against P3s. 1. Higher cost, less value. 2. Lower-quality design and service. 3. Less accountability, more secrecy. 4. Threat to workers' rights. 5. Loss of public policy flexibility. III. Ensuring successful P3s. 1. The nature of the project. 2. Effective project and contract management skills. 3. Reduced uncertainty and effective risk allocation. IV. Conclusion.
THE DEMOCRATIC DEFICIT: PAUL MARTIN AND PARLIAMENTARY REFORM.
PETER AUCOIN, LORI TURNBULL
CANADIAN PUBLIC ADMINISTRATION, n.º 4/2003, pág. 427 a 449
I.PARLIAMENTARY REFORM: MARTIN'S SIX-POINT PLAN. II.THE DEMOCRATIC DEFICIT:WHY PARLIAMENTARY REFORM?. III.THE DEMOCRATIC DEFICIT AND THE POPULIST CHALLENGE. IV.CONCLUSION.
THE IMPACT OF ABORIGINAL LAND CLAIMS AND SELF-GOVERNMENT ON CANADIAN MUNICIPALITIES
DUST, Q.C., THERESA M.
CANADIAN PUBLIC ADMINISTRATION, n.º 3/1997, pág. 481
1. Saskatoon, Saskatchewan - a case study. 2. Federal policy and comprehensive agreements. 3. Common issues.
THE IMPACTS OF AMALGAMATION ON POLICE SERVICES IN THE HALIFAX REGIONAL MUNICIPALITY
MCDAVID, J.C.
CANADIAN PUBLIC ADMINISTRATION, n.º 4/2002, pág. 538 a 565
I. BACKGROUND. II. EXISTING RESEARCH. III. METHODOLOGY. IV. FINDINGS. V. SUMMARY AND CONCLUSIONS.
THE INTERGOVERNMENTAL DIMENSIONS OF THE SOCIAL UNION: A SECTORAL ANALYSIS
LAZAR, HARVEY
CANADIAN PUBLIC ADMINISTRATION, n.º 1/2006, pág. 23 a 45
1. QUESTIONS AND ASSUMPTIONS. 2. METHOLODOGY. 3. WHAT KIND OF REGIMES DID WE FIND? 4. REGIME IMPACTS. 5. ARE THERE ALTERNATIVE REGIMES THAT WOULD BETTER SERVE THE PUBLIC INTEREST? 6. CONCLUSIONS.
THE NEW FOCUS ON THE POLICY CAPACITY OF THE FEDERAL GOVERNMENT
ANDERSON, GEORGE
CANADIAN PUBLIC ADMINISTRATION, n.º 4/1996, pág. 469
1. Policy management within departments. a) The organization of the policy functions within departments. 2. Policy management across government. 3. Personnel and policy work. 4. Policy expertise ortside government. 5. Follow-up.
KAHANA, TSVI
CANADIAN PUBLIC ADMINISTRATION, n.º 3/2001, pág. 255
1. The practice of the notwihstanding mechanism -an overview. 2. Public reaction to the uses of the NM. 3.Public discussion, accessibility and visibility. 4. Anargument in favour of invoking the NM only after a SupremeCourt decision. 5. Conclusion.
THE OFFICE OF THE AUDITOR GENERAL AND PUBLIC-SERVICE REFORM: AN INSIDER'S PERSPECTIVE
HOLMES, JOHN W.
CANADIAN PUBLIC ADMINISTRATION, n.º 4/1996, pág. 524
1. PS 2000 and the early response of the auditor general. 2. Our understanding of PS 2000. 3. The office's strategy: acting as the "conscience" of PS 2000. 3. The auditor general's mandate. 4. The auditor general's reports: interpreting the message. 5. Effecting culture change. 6. The critical need for a constructive...
1. PS 2000 and the early response of the auditor general. 2. Our understanding of PS 2000. 3. The office's strategy: acting as the "conscience" of PS 2000. 3. The auditor general's mandate. 4. The auditor general's reports: interpreting the message. 5. Effecting culture change. 6. The critical need for a constructive dialogue on the public service.
THE PLACE OF BOOK PUBLISHING IN IPAC's ACTIVITIES
GOW, IAIN;PROSS, PAUL;CIMADEVILLA, EVA
CANADIAN PUBLIC ADMINISTRATION, n.º 3/1998, pág. 419
1. The changing nature of IPAC. 2. Impact of change on IPAC's publication program. 3. The research committee's review. 4. The place of academic studies. 5. The future of IPAC publications.
THE POLITICS OF GOVERNANCE: GOVERNMENT-VOLUNTARY SECTOR RELATIONSHIPS
TSASIS, P.
CANADIAN PUBLIC ADMINISTRATION, n.º 2/2008, pág. 265 a 290
I. Methodology. 1. Research approach. 2. Site selection. 3. Data collection. 4. Interviews. 5. Content analysis. II. Findings. 1. Striving to maintain independence. 2. Power over others. 3. Co-optation. 4. Pseudo partnership. 5. Power disparities. 6. Discretion over strategy funds. III. Managing dependencies. 1. Coalition-building. 2. Countervailing...
I. Methodology. 1. Research approach. 2. Site selection. 3. Data collection. 4. Interviews. 5. Content analysis. II. Findings. 1. Striving to maintain independence. 2. Power over others. 3. Co-optation. 4. Pseudo partnership. 5. Power disparities. 6. Discretion over strategy funds. III. Managing dependencies. 1. Coalition-building. 2. Countervailing power. IV. Discussion.
RABE, BARRY G.
CANADIAN PUBLIC ADMINISTRATION, n.º 3/1997, pág. 415
1. Halting steps towards regulatory integration. 2. Comprehensive legislation. 3. Public dialogue, round tables and strategic plans. 4. Political impediments. 5. Conclusions.
THE ROLE OF GOVERNMENT IN EMERGENCY PREPAREDNESS
KUBAN, RON
CANADIAN PUBLIC ADMINISTRATION, n.º 2/1996, pág. 239
1. The roles of government in emergency preparedness. a) Establising legislative authority. b) Creating an organizational framework of response. c) Initiating and maintaining the planning process. d) Developing an emergency-preparedness team. e) Supporting the development of knowledge and skill. f) Business continuity. g) Providing linkages,...
1. The roles of government in emergency preparedness. a) Establising legislative authority. b) Creating an organizational framework of response. c) Initiating and maintaining the planning process. d) Developing an emergency-preparedness team. e) Supporting the development of knowledge and skill. f) Business continuity. g) Providing linkages, support and humanitarian aid. 2. The bottom line.
PHILLIPS, S.; LEVASSEUR, K.
CANADIAN PUBLIC ADMINISTRATION, n.º 4/2004, pág. 451
1. CONTRACTING AND ACCOUNTABILITY: THE LEGACY OF NPM, WITH A CANADIAN TWIST. 2. ACCOUNTABILITY POST-2000. 3. THE IMPACT OF ACCOUNTABILITY "ON THE GROUND". 4. A CASE STUDY: THE HIDDEN COSTS OF ACCOUNTABILITY. 5. THE EVOLUTION OF CONTRACTING, FROM MANAGEMENT TO GOVERNANCE TOOL. 6. APPLYING THE GOVERNANCE CONTRACT. 7. CONCLUSION: THE...
1. CONTRACTING AND ACCOUNTABILITY: THE LEGACY OF NPM, WITH A CANADIAN TWIST. 2. ACCOUNTABILITY POST-2000. 3. THE IMPACT OF ACCOUNTABILITY "ON THE GROUND". 4. A CASE STUDY: THE HIDDEN COSTS OF ACCOUNTABILITY. 5. THE EVOLUTION OF CONTRACTING, FROM MANAGEMENT TO GOVERNANCE TOOL. 6. APPLYING THE GOVERNANCE CONTRACT. 7. CONCLUSION: THE "SNAKES AND LADDERS" OF ACCOUNTABILITY. 8. NOTES.
BEDARD, GEORGE J.;LAWTON, STEPHEN B.
CANADIAN PUBLIC ADMINISTRATION, n.º 3/2000, pág. 241
1. Three educational policy-making models. 2.Administrative agency: the traditional Ontario model. 3.Asymmetrical policy interdependence after Hall-Dennis. 4.The transition to tutelage, centralization andstandardization. 5. Harris, Cooke and the Royal Commissionon Learning. 6. Under Harris: the politicizedadministrative agency. 7. Collective...
1. Three educational policy-making models. 2.Administrative agency: the traditional Ontario model. 3.Asymmetrical policy interdependence after Hall-Dennis. 4.The transition to tutelage, centralization andstandardization. 5. Harris, Cooke and the Royal Commissionon Learning. 6. Under Harris: the politicizedadministrative agency. 7. Collective bargaining. 8. Finance.9. Governance. 10. Oversight: the Education Improvement Commission and the College of Teachers. 11. Curriculum andschool organization. 12. Assessment. 13. Looking ahead. 14.Conclusion.
THE STUDY OF FEDERALISM 1960-1999: A CONTENT REVIEW OF SEVERAL LEADING CANADIAN ACADEMIC JOURNALS
CAMERON, D.R.; KRIKORIAN, J.D.
CANADIAN PUBLIC ADMINISTRATION, n.º 3/2002, pág. 328 a 363
I. FEDERALISM-RELATED ARTICLES IN CANADIAN POLITICAL SCIENCE JOURNALS, 1960-99. II. THE STUDY OF FEDERALISM IN ACADEMIC JOURNALS IN THE FIELDS OF LAW, ECONOMICS, HISTORY AND PUBLIC ADMINISTRATION. III. SOME OBSERVATIONS.
TO CLICK OR NOT TO CLICK: E-LEARNING FOR THE PUBLIC SECTOR.
JOHN LANGFORD; DATE SEABORNE.
CANADIAN PUBLIC ADMINISTRATION, n.º 1/2003, pág. 50 a 75
I.WHAT IS E-LEARNING?. II.HOW SIGNIFICANT IS E-LEARNING IN THE CANADIAN PUBLIC SECTOR?. III.CAN E-LEARNING BE ALIGNED TO THE OVERALL DIRECTIOON OF THE ORGANIZATION IN A WAY THAT TRADITIONAL TRAINING CANNOT?. IV.IS FORMAL E -LEARNING EFFECTIVE?. V.CAN E-LEARNING ENHANCE ACCESS TO TRAINING AND CONTROL OVER LEARNING?. VI.CAN ORGANIZATIONS INTEGRATE...
I.WHAT IS E-LEARNING?. II.HOW SIGNIFICANT IS E-LEARNING IN THE CANADIAN PUBLIC SECTOR?. III.CAN E-LEARNING BE ALIGNED TO THE OVERALL DIRECTIOON OF THE ORGANIZATION IN A WAY THAT TRADITIONAL TRAINING CANNOT?. IV.IS FORMAL E -LEARNING EFFECTIVE?. V.CAN E-LEARNING ENHANCE ACCESS TO TRAINING AND CONTROL OVER LEARNING?. VI.CAN ORGANIZATIONS INTEGRATE E-LEARNING INTO EXISTING TRAINING UNITS?. ...
TODAY'S LEADERS: CAREER TRENDS OF CANADA'S PRIVATE- AND PUBLIC-SECTOR EXECUTIVES
VARETTE, SHARON
CANADIAN PUBLIC ADMINISTRATION, n.º 2/1998, pág. 284
1. Canada's leaders: examining career profiles. a) The research issues. b) The participants. c) The framework for analysis. 2. From the befinning: social and educational background. a) Personal characteristics. b) Educational achievements. 3. Career tracks: the route to the top. a) Career parhs to the "top job". b) Wiew from...
1. Canada's leaders: examining career profiles. a) The research issues. b) The participants. c) The framework for analysis. 2. From the befinning: social and educational background. a) Personal characteristics. b) Educational achievements. 3. Career tracks: the route to the top. a) Career parhs to the "top job". b) Wiew from the top: career pattem as leaders. 4. Implications for government and industry. a) Career highlights: parallel ord diverfing parhs?.
URBANISM, CITIES AND LOCAL SELF-GOVERNMENT
MAGNUSSON, W.
CANADIAN PUBLIC ADMINISTRATION, n.º 1/2005, pág. 96
1. URBANISM IN A NEW KEY. 2. CITIES AND THE NEW URBAN AGENDA. 3. THE ELUSIVE IDEAL OF LOCAL SELF-GOVERNENMENT.
VARIATIONS IN ENFORCING EQUALITY: A STUDY OF PROVINCIAL HUMAN RIGHTS FUNDING
HOWE, R. BRIAN;JOHNSON, DAVID
CANADIAN PUBLIC ADMINISTRATION, n.º 2/1995, pág. 242
1. The spread of human rights legislation. 2. Funding for the enforcement of the legislation. a) Do provincial revenues make a difference?. b) Does the size of minority groups make a difference?. c) Do interest groups make a difference?. d) Does administrative structure make a difference?. e) Does the presence of women in provincial...
BRONSARD, ROBERT
CANADIAN PUBLIC ADMINISTRATION, n.º 1/1998, pág. 75
1. L'expérience de la CSST. 2. Une gestion par cible. 3. L'état-postprovidence. a) De l'assurance à l'insertion. b) De l'administration des droits à la gestion des besoins. c) L'état-actif-providence. d) L'administration de l'équité. 4. Conclusion.
VOLUNTARISM AND ITS LIMITS: CANADA'S SEARCH FOR RADIOACTIVE WASTE-SITING CANDIDATES
GUNDERSON, WILLIAM C.;RABE, BARRY G.
CANADIAN PUBLIC ADMINISTRATION, n.º 2/1999, pág. 193
1. Disposing of Ontario's "historic" low-levelradioactive waste. 2. Implementing the voluntary process:involving the public. a) Preference for an export strategy:the rise and fall of Port Hope participation. 3. Securing avolunteer: Deep River as the last, best hope for siting. 4.Intracommunity polarization: community liaison...
1. Disposing of Ontario's "historic" low-levelradioactive waste. 2. Implementing the voluntary process:involving the public. a) Preference for an export strategy:the rise and fall of Port Hope participation. 3. Securing avolunteer: Deep River as the last, best hope for siting. 4.Intracommunity polarization: community liaison groups vs.town councils. a) Intergovernmental polarization: communityliaison groups vs. the Siting Task Force(s). a) Compensationfor Deep River: signs of a stand-off. 5. Conclusions.
WHATEVER HAPPENED TO REGIONALIZATION? THE CURIOUS CASE OF NOVA SCOTIA
BLACK, M.; FIERLBECK, K.
CANADIAN PUBLIC ADMINISTRATION, n.º 4/2006, pág. 506 a 526
1. THE PARADIGM. 2. BACKGROUND. 3. REGIONALIZATION AS CITIZEN PARTICIPATION. 4. REGIONALIZATION AS COST EFFECTIVENESS. 5. THE POLITICS. 6. CONCLUSION.
