Peter Aucoin
Biographic Data
| ID | 4374042 |
|---|---|
| NAME | Peter Aucoin |
| GIVEN NAMES | Peter |
| FAMILY NAME | Aucoin |
| SIGNATURE | AUCOIN P |
| AFFILIATIONS | Dalhousie University |
| VERIFIED | No |
| TOTAL WORKS | 26 |
| TOTAL CITATIONS | 490 |
| AUTHOR COUNT | 26 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1969 |
| LATEST PUBLICATION YEAR | 2012 |
| H-INDEX | 8 |
New Political Governance in Westminster Systems: Impartial Public Administration and Management Performance at Risk
This article examines the phenomenon of increased political pressures on governments in four Westminster systems (Australia, Britain, Canada, and New Zealand) derived from changes in mass media and communications, increased transparency, expanded audit, increased competition in the political marketplace, and political polarization in the electorate. These pressures raise the risk to impartial public administration and management performance to th…
Independent foundations, public money and public accountability: Whither ministerial responsibility as democratic governance
Over the past decade the federal government has established a number of independent foundations to spend public money on public business. The democratic control that is meant to obtain under the Constitution is not present in the design of these foundations. This article examines the ways in which their organizational design is contrary to the principles of responsible government as well as to the government's own policy on so‐called alternative …
The democratic deficit: Paul Martin and parliamentary reform
Paul Martin's plan to reform parliamentary government in order to eliminate the so‐called democratic deficit calls for greater independence for individual mps and the House of Commons vis‐à‐his the government. In this article, we first examine what is required to make the reforms work according to his measures of success. We then consider why he has restricted his assault on the democratic deficit to the reform of Parliament. Third, we consider w…
Designing a merit‐based process for appointing boards of abcs: Lessons from the Nova Scotia reform experience
Efforts to design merit‐based appointment systems for the boards of government agencies, boards and commissions (abcs) have gained greater priority over the past decade in order to enhance public confidence in the integrity of the political process, improve the governance of organizations operating at arm's length from ministers, and reduce the risks to the public interest and public purse that come with incompetent boards. The Nova Scotia reform…
The Dialectics of Accountability for Performance in Public Management Reform
What Do We Want Public Managers to Be? Comparing Reforms
A profession of public administration: A commentary on A Strong Foundation
The design of public organizations for the 21st century: Why bureaucracy will survive in public management
Political Science and Democratic Governance
This address examines the relationship of political science and democratic governance by considering changes in both the political world and the discipline in Canada since the 1960s. It argues that the developing dynamics in political life, as significant as they have been, have not fundamentally altered the essential features of democratic governance in Canada. It suggests that a number of factors account for the diminished capacity of the disci…
Canadian Political Science Association/Association canadienne de science politique
An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button
Société québécoise de science politique
An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button
Consolidating cabinet portfolios: Australian lessons for Canada
The June 1993 reorganization of the Canadian cabinet undertaken by Prime Minister Kim Campbell is the latest manifestation of a theme in vogue: the consolidation of ministerial portfolios in order to reduce the size of cabinet. This paper examines the recent Canadian changes in light of the Australian cabinet reorganization of 1987, which saw twenty‐eight cabinet portfolios reduced to sixteen. The Australian experience with a consolidated cabinet…
Administrative Reform in Public Management: Paradigms, Principles, Paradoxes and Pendulums
Les cadres intermédiaires: Le chaînon essentiel Résumé des discussions
Middle managers‐the crucial link: Discussion summary
Contraction, Managerialism and Decentralization in Canadian Government
Royal Commissions and Task Forces as Mechanisms of Program Review
Notwithstanding the development of the functions of and structures for program evaluation and external audit, Canadian governments continue to use royal commissions and task forces as temporary mechanisms for ad hoc, special program reviews. This paper analyses the reasons for the continued use of these temporary organizations and assesses their advantages and disadvantages in organizational terms. The criteria used in this assessment include ind…
Organizational Change in the Machinery of Canadian Government: From Rational Management to Brokerage Politics
Organizational change in the central machinery of government is essentially a function of executive leadership. The major determinants of such change are invariably political and not administrative in character and derive from the leadership paradigms of chief executive officers—their philosophy of government, management style and political objectives. This phenomenon is examined in the recent transformation of the Canadian central executive syst…
Organizational differentiation and integration: The case of regional economic development policy in Canada
Over the past two and a half decades regional development policy and administration has gone through at least five distinct stages: in 1961 the government started with a number of uncoordinated boards and agencies; in 1969 it created the high profile and centralized Department of Regional ECOnomic Expansion (DREE); a few years later (1973), DREE was decentralized and became more low key in its approach; in 1978 the government struck the centraliz…
The Superbureaucrats: Structure and Behaviour in Central Agencies
Public policy analysis and the Canadian health care system
The Canadian Health System . By lee sodekstrom . Toronto: Macmillan of Canada. 1978. Pp. 271. $19.95 (cloth); $9.95 (paper). Health Insurance and Canadian Public Policy . By malcolm g. taylor . Montreal: McGill‐Queen's University Press. 1978. Pp. 473. $18.95 (cloth) $7.95 (paper). The Health Care Business . By ake blomqvist . Vancouver: The Fraser Institute. 1979. Pp. 185. $5.95 (paper)
Robert Presthus, Elites in the Policy Process. Toronto: Macmillan of Canada, 1974, pp. xiii, 525
An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content
The Ministry of State for Science and Technology
During the past two and a half years, the federal government has employed a new and experimental mechanism to formulate and co‐ordinate its science policies, the Ministry of State for Science and Technology, a horizontal planning and co‐ordinating agency headed by a minister of state. The portfolio's mandate includes neither the statutory authority to regulate other departments and agencies of the federal government nor the opportunity to impleme…
Senate of Canada, A Science Policy for Canada, Volume I. Ottawa: Queen's Printer, 1970, pp. v, 327
An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content
The new public management: Canada in comparative perspective
Administrative Reform in Public Management: Paradigms, Principles, Paradoxes and Pendulums
New Political Governance in Westminster Systems: Impartial Public Administration and Management Performance at Risk
This article examines the phenomenon of increased political pressures on governments in four Westminster systems (Australia, Britain, Canada, and New Zealand) derived from changes in mass media and communications, increased transparency, expanded audit, increased competition in the political marketplace, and political polarization in the electorate. These pressures raise the risk to impartial public administration and management performance to th…
The Dialectics of Accountability for Performance in Public Management Reform
The new public management: Canada in comparative perspective
Organizational Change in the Machinery of Canadian Government: From Rational Management to Brokerage Politics
Organizational change in the central machinery of government is essentially a function of executive leadership. The major determinants of such change are invariably political and not administrative in character and derive from the leadership paradigms of chief executive officers—their philosophy of government, management style and political objectives. This phenomenon is examined in the recent transformation of the Canadian central executive syst…
The democratic deficit: Paul Martin and parliamentary reform
Paul Martin's plan to reform parliamentary government in order to eliminate the so‐called democratic deficit calls for greater independence for individual mps and the House of Commons vis‐à‐his the government. In this article, we first examine what is required to make the reforms work according to his measures of success. We then consider why he has restricted his assault on the democratic deficit to the reform of Parliament. Third, we consider w…
The design of public organizations for the 21st century: Why bureaucracy will survive in public management
Contraction, Managerialism and Decentralization in Canadian Government
The Superbureaucrats: Structure and Behaviour in Central Agencies
Political Science and Democratic Governance
This address examines the relationship of political science and democratic governance by considering changes in both the political world and the discipline in Canada since the 1960s. It argues that the developing dynamics in political life, as significant as they have been, have not fundamentally altered the essential features of democratic governance in Canada. It suggests that a number of factors account for the diminished capacity of the disci…
Organizational differentiation and integration: The case of regional economic development policy in Canada
Over the past two and a half decades regional development policy and administration has gone through at least five distinct stages: in 1961 the government started with a number of uncoordinated boards and agencies; in 1969 it created the high profile and centralized Department of Regional ECOnomic Expansion (DREE); a few years later (1973), DREE was decentralized and became more low key in its approach; in 1978 the government struck the centraliz…
Designing a merit‐based process for appointing boards of abcs: Lessons from the Nova Scotia reform experience
Efforts to design merit‐based appointment systems for the boards of government agencies, boards and commissions (abcs) have gained greater priority over the past decade in order to enhance public confidence in the integrity of the political process, improve the governance of organizations operating at arm's length from ministers, and reduce the risks to the public interest and public purse that come with incompetent boards. The Nova Scotia reform…
Consolidating cabinet portfolios: Australian lessons for Canada
The June 1993 reorganization of the Canadian cabinet undertaken by Prime Minister Kim Campbell is the latest manifestation of a theme in vogue: the consolidation of ministerial portfolios in order to reduce the size of cabinet. This paper examines the recent Canadian changes in light of the Australian cabinet reorganization of 1987, which saw twenty‐eight cabinet portfolios reduced to sixteen. The Australian experience with a consolidated cabinet…
Independent foundations, public money and public accountability: Whither ministerial responsibility as democratic governance
Over the past decade the federal government has established a number of independent foundations to spend public money on public business. The democratic control that is meant to obtain under the Constitution is not present in the design of these foundations. This article examines the ways in which their organizational design is contrary to the principles of responsible government as well as to the government's own policy on so‐called alternative …
A profession of public administration: A commentary on A Strong Foundation
Middle managers‐the crucial link: Discussion summary
Public policy analysis and the Canadian health care system
The Canadian Health System . By lee sodekstrom . Toronto: Macmillan of Canada. 1978. Pp. 271. $19.95 (cloth); $9.95 (paper). Health Insurance and Canadian Public Policy . By malcolm g. taylor . Montreal: McGill‐Queen's University Press. 1978. Pp. 473. $18.95 (cloth) $7.95 (paper). The Health Care Business . By ake blomqvist . Vancouver: The Fraser Institute. 1979. Pp. 185. $5.95 (paper)
Evolving Staff Relations in the Nova Scotia Civil Service
Senate of Canada, A Science Policy for Canada, Volume I. Ottawa: Queen's Printer, 1970, pp. v, 327
An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content
The Ministry of State for Science and Technology
During the past two and a half years, the federal government has employed a new and experimental mechanism to formulate and co‐ordinate its science policies, the Ministry of State for Science and Technology, a horizontal planning and co‐ordinating agency headed by a minister of state. The portfolio's mandate includes neither the statutory authority to regulate other departments and agencies of the federal government nor the opportunity to impleme…
Robert Presthus, Elites in the Policy Process. Toronto: Macmillan of Canada, 1974, pp. xiii, 525
An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content
The Superbureaucrats: Structure and Behaviour in Central Agencies
Public policy analysis and the Canadian health care system
The Canadian Health System . By lee sodekstrom . Toronto: Macmillan of Canada. 1978. Pp. 271. $19.95 (cloth); $9.95 (paper). Health Insurance and Canadian Public Policy . By malcolm g. taylor . Montreal: McGill‐Queen's University Press. 1978. Pp. 473. $18.95 (cloth) $7.95 (paper). The Health Care Business . By ake blomqvist . Vancouver: The Fraser Institute. 1979. Pp. 185. $5.95 (paper)
Organizational differentiation and integration: The case of regional economic development policy in Canada
Over the past two and a half decades regional development policy and administration has gone through at least five distinct stages: in 1961 the government started with a number of uncoordinated boards and agencies; in 1969 it created the high profile and centralized Department of Regional ECOnomic Expansion (DREE); a few years later (1973), DREE was decentralized and became more low key in its approach; in 1978 the government struck the centraliz…
Organizational Change in the Machinery of Canadian Government: From Rational Management to Brokerage Politics
Organizational change in the central machinery of government is essentially a function of executive leadership. The major determinants of such change are invariably political and not administrative in character and derive from the leadership paradigms of chief executive officers—their philosophy of government, management style and political objectives. This phenomenon is examined in the recent transformation of the Canadian central executive syst…
Royal Commissions and Task Forces as Mechanisms of Program Review
Notwithstanding the development of the functions of and structures for program evaluation and external audit, Canadian governments continue to use royal commissions and task forces as temporary mechanisms for ad hoc, special program reviews. This paper analyses the reasons for the continued use of these temporary organizations and assesses their advantages and disadvantages in organizational terms. The criteria used in this assessment include ind…
Contraction, Managerialism and Decentralization in Canadian Government
Les cadres intermédiaires: Le chaînon essentiel Résumé des discussions
Middle managers‐the crucial link: Discussion summary
Administrative Reform in Public Management: Paradigms, Principles, Paradoxes and Pendulums
Consolidating cabinet portfolios: Australian lessons for Canada
The June 1993 reorganization of the Canadian cabinet undertaken by Prime Minister Kim Campbell is the latest manifestation of a theme in vogue: the consolidation of ministerial portfolios in order to reduce the size of cabinet. This paper examines the recent Canadian changes in light of the Australian cabinet reorganization of 1987, which saw twenty‐eight cabinet portfolios reduced to sixteen. The Australian experience with a consolidated cabinet…
Canadian Political Science Association/Association canadienne de science politique
An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button
Société québécoise de science politique
An abstract is not available for this content so a preview has been provided. As you have access to this content, a full PDF is available via the ‘Save PDF’ action button
Political Science and Democratic Governance
This address examines the relationship of political science and democratic governance by considering changes in both the political world and the discipline in Canada since the 1960s. It argues that the developing dynamics in political life, as significant as they have been, have not fundamentally altered the essential features of democratic governance in Canada. It suggests that a number of factors account for the diminished capacity of the disci…
A profession of public administration: A commentary on A Strong Foundation
The design of public organizations for the 21st century: Why bureaucracy will survive in public management
What Do We Want Public Managers to Be? Comparing Reforms
The Dialectics of Accountability for Performance in Public Management Reform
Designing a merit‐based process for appointing boards of abcs: Lessons from the Nova Scotia reform experience
Efforts to design merit‐based appointment systems for the boards of government agencies, boards and commissions (abcs) have gained greater priority over the past decade in order to enhance public confidence in the integrity of the political process, improve the governance of organizations operating at arm's length from ministers, and reduce the risks to the public interest and public purse that come with incompetent boards. The Nova Scotia reform…
Independent foundations, public money and public accountability: Whither ministerial responsibility as democratic governance
Over the past decade the federal government has established a number of independent foundations to spend public money on public business. The democratic control that is meant to obtain under the Constitution is not present in the design of these foundations. This article examines the ways in which their organizational design is contrary to the principles of responsible government as well as to the government's own policy on so‐called alternative …
The democratic deficit: Paul Martin and parliamentary reform
Paul Martin's plan to reform parliamentary government in order to eliminate the so‐called democratic deficit calls for greater independence for individual mps and the House of Commons vis‐à‐his the government. In this article, we first examine what is required to make the reforms work according to his measures of success. We then consider why he has restricted his assault on the democratic deficit to the reform of Parliament. Third, we consider w…
New Political Governance in Westminster Systems: Impartial Public Administration and Management Performance at Risk
This article examines the phenomenon of increased political pressures on governments in four Westminster systems (Australia, Britain, Canada, and New Zealand) derived from changes in mass media and communications, increased transparency, expanded audit, increased competition in the political marketplace, and political polarization in the electorate. These pressures raise the risk to impartial public administration and management performance to th…
Political science (25 works) · Public Administration (18 works) · Public Administration (18 works) · Law (15 works) · Law (15 works) · Politics (11 works) · Computer Science (9 works) · Public Policy and Administration Research (9 works) · Sociology (9 works) · Economics (8 works)