Independent foundations, public money and public accountability
Whither ministerial responsibility as democratic governance
Bibliographic Data
| ID | 9784396 |
|---|---|
| Authors | Peter Aucoin (Social Sciences and Humanities Research Council, corresponding author) |
| Year | 2003 |
| Volume | 46 |
| Issue | 1 |
| Pages | 1-26 |
| Publication date | 2003-03-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Canadian Public Administration (JOURNAL) |
| Journal identifiers | ISSN: 0008-4840 • E-ISSN: 1754-7121 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/j.1754-7121.2003.tb01577.x |
| OpenAlex | W1983579864 |
| Language | EN |
| Citations received | 4 |
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 service‐delivery structures. The article also discusses how the designers of these foundations relied primarily on results‐based reporting instead of the traditional system of ministerial responsibility. The author concludes that these organizational designs are beyond the pale of the Constitution's requirements for democratic control over public administration and suggests measures that may correct these deficiences. Sommaire: Au cours de la demière décennie, le gouvernement fédéeral a mis sur pied un certain nombre de fondations indépendantes visant à consacrer des fonds publics aux affaires publiques. Ces fondations ne comportent pas dans leur conception le contrôle démocratique prévu par la Constitution. Le présent article examine comment leur conception organisationnelle va à l'encontre des principes de gouvemement responsable ainsi que la politique même du gouvernement sur ce qu'on appelle les modes altematifs de prestation de services. L'article examine également la manière dont les concepteurs de ces fondations se sont fiés essentiellement à la reddition de comptes axés sur les résultats plutôt qu'au système traditionnel de respon‐sabilité ministérielle. L'auteur conclut que ces conceptions organisationnelles ne repondent pas aux exigences de la Constitution pour ce qui est du contrôle démocratique de l'administration publique et propose des mesures qui pourraient pallier à ces insuffisances
Constitution · Corporate governance · Democracy · Democratic governance · Economics · Government (linguistics · Humanities · Management · Political science · Politics · Publics · Fiscal Policy and Economic Growth · Law · Legal and Constitutional Studies · Philosophy · Public Administration · Taxation and Compliance Studies
| Unique citing works | 4 |
|---|---|
| Citations per year | 0,21 |
| Citation span | 2007 - 2014 (8) |
| Citation velocity | historical |
| Highly cited | No |
| Citation types | Neutral: 4 |