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Institutionalized Cabinet
Dunn investigates factors leading to the initiation and persistence of institutionalized cabinets in the governments of T.C. Douglas in Saskatchewan, Duff Roblin and Walter Weir in Manitoba, and W.R. Bennett in British Columbia. He describes the transition from unaided, or relatively uncoordinated, central executive structures to those that are more structured, collegial, and prone to emphasize planning and coordination. He also examines how the premier's role has expanded from simply choosing cabinets to reorganizing their structure and decision-making processes as well. The institutionalization of provincial cabinets has had major effects on both political actors and functions in the three provinces studied. Dunn shows that cabinet structure has changed, and been changed by, power relations within the cabinet.
Patchworks of Purpose
Asserts that Canada has ten different social assistance programs that reflect the historical development of assistance within each province. To examine specific patterns of social assistance, the author develops a five-fold typology consisting of residual, market/family enforcement, conservative, market performance, and redistributive models. He uses the typology to compare development of assistance provisions in the provinces, provincial responses to federal initiatives, and unique trajectories of assistance regimes. He concludes by surveying some of the broader implications of his findings for issues such as the development of national standards and the impact of globalization on social assistance provision. Annotation copyrighted by Book News, Inc., Portland, OR
Service in the Field
The most important people in government are not the prime minister, premiers, and senior bureaucrats but the people who work in government field offices across the country, providing service to Canadians. The first book to focus exclusively on the role of field-level public servants in Canada, Service in the Field examines the work they do and the relationship between field and head offices.
Canada's Department of External Affairs, Volume 1
After an introductory chapter dealing with the conduct of external relations before 1909, the book examines three distinct phases of the department's development. Although the department had modest beginnings under the first under-secretary, Sir Joseph Pope (1909-1925), it was seen by his successor, O.D. Skelton, as an important instrument for the assertion of Canadian autonomy. Skelton presided over the establishment of the first Canadian diplomatic missions abroad, and was responsible for the creation of a foreign service to staff them. With the outbreak of the war in 1939, both the responsibilities and the size of the department underwent substantial organizational change under Norman Rob...
Shifting Sands
During the 1970s and 1980s policymaking in the complex area of regulatory legislation of the health disciplines became both increasingly important and increasingly difficult for the Canadian provinces. In this comparative study Joan Boase traces the evolution of relationships among governments and health care interest groups in four provinces - Ontario, Quebec, Nova Scotia, and Alberta - and finds that, although they have faced similar problems, they have responded in different ways. She employs several theoretical approaches to explain these different responses, including community/policy networks, institutionalism, and state traditions, and uses case studies to illustrate the intense inter...
Canada's Department of External Affairs: The early years, 1909-1946
This first volume of the official history of the Department of External Affairs covers the department's administrative growth from its formation in 1909 through the major changes brought about by World War II.
Corporate Autonomy and Institutional Control
Stevens examines institutional frameworks for Crown corporations in Alberta, Saskatchewan, and Manitoba between the early 1970s and the mid 1980s, showing how each framework establishes different practices and offers distinct strategic advantages. Organizational approaches in Alberta most closely approximated what the author calls a "self-contained" design, in which corporate actors had the advantage and were most able to achieve their own objectives. In Manitoba, where "vertical information systems" prevailed, central bureaucratic monitoring agents tended, to some extent, to wield influence over the corporations. Saskatchewan practice was akin to a "lateral relations" pattern, with an equilibrium between corporate and bureaucratic goals. Stevens's comparison of Crown corporation organization designs suggests that, while no one form is inherently more efficient than another, each leads to qualitatively different outcomes. He concludes that the most important issue in problems of organization design is who is winning the Crown corporation "game" -- a finding of considerable interest to all students of government enterprise.
Crafting new traditions
Crafting New Traditions: Canadian Innovators and Influences brings together the work of eleven historians and craftspeople to address the two questions of “who has influenced the recent history of Canadian studio craft?” and “who will be considered as the ‘pioneers’ of Canadian craft in the future?”
Canada's Department of External Affairs: Coming of age, 1946-1968
In 1946, with its own minister for the first time, the Department of External Affairs embarked on a period of impressive growth and assumed responsibility for a broader range of foreign policy issues than ever before. Under the expert guidance of Lester Pearson, for a decade the department enjoyed popular and parliamentary consensus about international interests. The election of the Diefenbaker government in 1957 deprived the department of Pearson's experienced ministerial direction and exposed it to new priorities and new ways of doing things. At this time foreign policy consensus began to erode. As well, there was pressure to respond to the administrative revolution inaugurated by the Royal Commission on Government Organization (the Glassco Commission) appointed in 1960. After Pearson returned to office as prime minister in 1963, questioning by the public, and also by the governing party and the cabinet, became more fervent. Coming of Age concludes in 1968 as indications of a challenge to the principles underlying Canadian foreign policy emerged from a new generation of ministers, a challenge that would produce major changes after Pierre Trudeau became prime minister.
Canada's Department of External Affairs, Volume 2
In 1946, with its own minister for the first time, the Department of External Affairs embarked on a period of impressive growth and assumed responsibility for a broader range of foreign policy issues than ever before. Under the expert guidance of Lester Pearson, for a decade the department enjoyed popular and parliamentary consensus about international interests. The election of the Diefenbaker government in 1957 deprived the department of Pearson's experienced ministerial direction and exposed it to new priorities and new ways of doing things. At this time foreign policy consensus began to erode. As well, there was pressure to respond to the administrative revolution inaugurated by the Royal Commission on Government Organization (the Glassco Commission) appointed in 1960. After Pearson returned to office as prime minister in 1963, questioning by the public, and also by the governing party and the cabinet, became more fervent. Coming of Age concludes in 1968 as indications of a challenge to the principles underlying Canadian foreign policy emerged from a new generation of ministers, a challenge that would produce major changes after Pierre Trudeau became prime minister.
