Reshaping Ottawa's centre of government: Martin's reforms in historical perspective

How Ottawa Spends, 2004-2005: Mandate Change in the Paul Martin Era

Volumn , Issue , 2004, Pages 317-347

  Lindquist, Evert ^a   Clark, Ian ^b   Mitchell, James ^c  

^a UNIVERSITY OF VICTORIA   (Canada)

^b Council of Ontario Universities ^*  (Canada)

^c Sussex Circle ^*  (Canada)

Author keywords

[No Author keywords available]

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EID: 33244456019     PISSN: None     EISSN: None     Source Type: Book    
DOI: None     Document Type: Chapter

References (27)

1. Evert A. Lindquist, "New Agendas for Research on Policy Communities:Policy Analysis, Administration, and Governance," in Policy Studies in Canada:The State of the Art, ed. L. Dobuzinskis, M. Howlett, and D. Laycock, 219-41 (Toronto: University of Toronto Press, 1996).
2. For two perspectives, see Donald J. Savoie, Governing From the Centre: The Concentration of Power in Canadian Politics (Toronto: University of Toronto Press, 1999);
3. and Herman Bakvis, "Prime Minister and Cabinet in Canada:An Autocracy in Need of Reform?" Journal of Canadian Studies 20 (Winter 2001): 60-79.
4. See Savoie, Governing From the Centre, 339. However, decision making in well managed organizations often appears similar to rolling focus groups. For an alternative view on these questions from a comparative perspective, see Patrick Weller, "Cabinet Government: An elusive Ideal?" Public Administration 81, 4 (2003): 701-22.
5. See Bakvis, "Prime Minister and Cabinet in Canada";
6. and Paul G. Thomas, "Governing from the Centre: Reconceptualizing the Role of the pm and Cabinet," Policy Options 15 (December 2003-January 2004): 79-85.
7. See James R. Mitchell, "The Role of Central Agencies in Building Policy Coherence," notes for remarks to Commonwealth senior officials, Ottawa, 26 June 1997.
8. Ian D. Clark, "Distant Reflections on Public Service Reform in the 1990s," in Public Service Reform: Progress, Setbacks and Challenges, Office of the Auditor General, ed., 123-54 (Ottawa: Office of the Auditor General of Canada, February 2001).
9. Evert A. Lindquist, "Reconceiving the Center: Leadership, Strategic Review and Coherence in Public Sector Reform," in Government of the Future, ed. oecd (Paris: oecd, 2000), 158.
10. Richard French, How Ottawa Decides (Toronto: Lorimer, 1980).
11. Peter Aucoin, "Organizational Change in the Canadian Machinery of Government:From Rational to Brokerage Politics," Canadian Journal of Political Science 19, 1 (1986): 3-27;
12. and Joanne Kelly, "Managing the Politics of Expenditure Control: Cabinet Committees in Australia and Canada (1975 to 1999)" (PhD diss., Griffith University, 2000).
13. See Gordon F. Osbaldeston, Organizing to Govern. 2 vols. (Toronto: McGraw-Hill, 1992);
14. and Peter Aucoin, "Introduction: Restructuring the Canadian Government," in Restructuring the Canadian Government, ed. Peter Aucoin, 1-15 (Ottawa: Canadian Centre for Management Development, 1998).
15. See Evert A. Lindquist, "Getting Results Right: Reforming Ottawa's Estimates," in How Ottawa Spends 1998-99: Balancing Act: The Post-Deficit Mandate, ed. Leslie A. Pal, 153-90 (Toronto: Oxford University Press, 1998);
16. See Donald Savoie, ed., Taking Power: Managing Government Transitions (Toronto:Institute of Public Administration of Canada, 1993).
17. Office of the Prime Minister, Speech from the Throne to Open the Third Session of the Thirty-Seventh Parliament of Canada: February 2, 2004. Web site:.
18. Treasury Board of Canada Secretariat, Values and Ethics Code for the Public Service (Ottawa: Minister of Public Works and Government Services, 2003). Available on-line at .
19. On pre-transaction controls, see Ian D. Clark, "Restraint, Renewal, and the Treasury Board Secretariat," Canadian Public Administration 37, 2 (1994):221-2. For a list of proposed improvements to financial control, see Association of Public Service Financial Administrators, Checks and Balances.
20. See Michael Barzelay's notion of disequilibrium or partial disequilibrium moments, The New Public Management: Improving Research and Policy Dialogue (Berkeley: University of California Press, 2001), 60.
21. The Sponsorship Program, the National Unity Reserve, the political history museum, and capital expansion for via Rail. See May, "Ottawa Bears Brunt." 48 Treasury Board of Canada Secretariat, Integrated Risk Management Framework:A Progress Report on Implementation Progress (Ottawa: Treasury Board Secretariat, March 2003).
22. "Feds Introduce Bill to Protect Whistleblowers," Canadian Press, 22 March 2004, 1.
23. Peter Aucoin, "Administrative Reform in Public Management: Paradigms, Principles, Paradoxes and Pendulums," Governance, 3, 2 (1990): 115-37;
24. Christopher Pollitt and G. Bouckaert, Public Management Reform: A Comparative Analysis (Oxford: Oxford University Press, 2000);
25. David Good, The Politics of Audit: The hrdc Audit of Grants and Contributions (Toronto: University of Toronto Press, 2003).
26. Auditor General of Canada, "Constraints to Productive Management in the Public Sector," in Report of the Auditor General of Canada to the House of Commons, Fiscal Year Ended 31 March 1983 (Ottawa: Minister of Supply and Services Canada, 1983);
27. and Clark, "Restraint, Renewal, and the Treasury Board Secretariat." 54 Tom Kent, "Paul Martin Must Pluck His Power," Globe and Mail, 29 January 2004, 5.