ACCENTUATE THE POSITIVE—ELIMINATE THE NEGATIVE

The article reviews the California court system and the adversary system for resolving divorce and makes substantial recommendations for changing this process, emphasizing judicial management in a problem-solving context rather than the current system of pitting the two parents against one another. This article represents a major statement in the nature of a forum to create a more humane and just process.     

EFFECTS OF SKILL-BASED VERSUS INFORMATION-BASED DIVORCE EDUCATION PROGRAMS ON DOMESTIC VIOLENCE AND PARENTAL COMMUNICATION

This study used a pre- and postevaluation with a control group to compare the effectiveness of two divorce education programs: skill-based Children in the Middle (CIM) and informationbased Children First in Divorce (CFD). Each treatment group consisted of approximately 125 divorcing parents mandated to attend divorce education in Florida. The control group consisted of 64 divorcing parents not mandated to attend divorce education in Alabama for lack of a program. Treatment and control parents lived in comparable cities with comparable demographics. Results indicate that CIM, not CFD, improved parental communication. Both CIM and CFD reduced child exposure to parental conflict. Neither program had effects on domestic violence, actual parental conflict, or child behavior problems. Across all groups, parents with greater divorce knowledge and communication skills experienced more reciprocal discussions with the other parent, less parental conflict, less domestic violence, and they exposed children to less conflict.     

The minister's staff: the need for reform

Abstract: A number of observers have of late commented on the growing influence of permanent public servants on the policy process in government at the expense of ministers and have suggested measures to rectify the situation. This paper looks at ministers' staff as a means to give ministers the capacity to provide policy directions to their departments and to assess policy advice coming from permanent public servants. The paper describes the kind of resources available to ministers, the background of individuals in ministerial offices and the responsibilities now carried out by these offices. It then points to deficiencies in the present arrangements, if the offices are to play a strong policy advisory role. The kind of reforms necessary to give such a capacity to ministers' offices is then outlined. These reforms, it is argued, could be instituted without far-reaching structural changes to our public administration system. Sommaire: Récemment, certains observateurs ont attiré l'attention sur l'influence croissante que des fonctionnaires permanents exercent sur les décisions gouverne-mentales, au détriment des ministres. Des mesures ont été proposées pour corriger cette situation. L'auteur examine ici le rôle des collaborateurs d'un ministre, qui pourraient fournir à ce dernier les ressources dont il a besoin pour orienter les activités de son ministère et évaluer les conseils des fonctionnaires permanents quant à la politique à suivre. L'auteur décrit ensuite le genre de ressources dont disposent les ministres, l'expérience et la formation du personnel des cabinets ministériels, ainsi que les responsabilités qu'il est appeléà assumer de nos jours. Il attire ensuite l'attention sur les lacunes du système actuel et sur les moyens à mettre en oeuvre pour y remédier si l'on veut que les cabinets ministériels jouent un rôle consultatif utile dans l'élaboration des politiques. L'auteur expose alors le type de réformes à mettre en oeuvre pour permettre aux cabinets ministériels d'accomplir cette fonction. Comme il le fait valoir, de telles reformes pourraient trés bien être introduites sans qu'il soit nécessaire de modifier en profondeur la structure de notre système dadministration publique.     

Appellate Court Supervision in the Federal Judiciary: A Hierarchical Perspective

In this article, we examine factors that influence appellate supervision in the lower tiers of the federal judicial hierarchy. Drawing on the insights of agency theory, we develop a framework to assess the determinants of circuit panel decisions to affirm or reverse federal district court rulings. Our analysis of U.S. Courts of Appeals' published civil rights decisions over a 29-year period (1971–1999) offers support for several hypothesized relationships. As expected, the outcome of appellate review varied with the level of agreement between the preferences of the circuit (as principal) and the policy position of the trial court (as agent). In addition, we found that circuits were more likely to affirm trial court decisions that were contrary to the preferences of the federal district court judge, suggesting that circuit judges may rely on ideological signals when evaluating appeals before them. We also hypothesized that the monitoring activities of circuits would be influenced by individual circuits' relationship with their principal, the Supreme Court. Consistent with these expectations, panels were more likely to reverse district court rulings that were incongruous with the policy predisposition of the High Court. In addition, as Supreme Court scrutiny of a circuit increased, the likelihood of a circuit panel subsequently reversing a district court also increased. Although further inquiry is necessary to clarify the interpretation of this result, the finding does suggest that district courts are more likely to engage in decision making that deviates from circuit preferences when that circuit faces more intense supervision from the Supreme Court.     

Balancing police budgets and decision making: an experiment in disentanglement

Abstract: In examining the relationship between municipal and provincial government authority over policing in Ontario, this article explores a specific project which has generated a substantial amount of interest, and controversy, around the issue of control of municipal police budgets. It will further scrutinize the process undertaken by the Expert Panel on Municipal Police Services Budgets in developing and advancing its recommendations as an interesting and instructive innovation in government decision making. The article will summarize and elaborate on the work of the Expert Panel, formed in March 1992, as the first enterprise in the disentanglement process embarked on by the Ontario provincial government, in partnership with the Association of Municipalities of Ontario, to review and rationalize a wide spectrum of provincial/local relationships with an aim to achieve greater efficiency, effectiveness, and client service. The issue of financial control over municipal police services is one of considerable importance in Ontario to both the municipal sector and the policing community. By considering the work of the Expert Panel as an exercise in disentanglement, within the context of the “vigilant problem-solving approach” formulated by Irving Jnnis, this article attempts to provide specific insight and guidance to other practitioners in the realm of public policy making, as well as to capture the processes and proceedings of this particular undertaking. Sommaire: Cet article examine le rapport entre les autorités provinciales et municipales qui exercent le contrôle de la police en Ontario; il s'intéresse à un projet particulier qui a suscité discussion et controverse en ce qui concerne le contrôle des budgets municipaux de police. Il examine par ailleurs le processus entrepris par le groupe d'experts en matière de budgets municipaux de services policiers pour formuler ses recommandations, processus qui constitue une innovation intéressante et instructive pour la prise de décisions gouvernementales. L'article résume et analyse le travail du groupe d'experts mis sur pied en mars 1992, première étape du processus de démêlement des rôles entrepris par le gouvernement de l'Ontario, en partenariat avec l'Association des municipalités de l'Ontario, afin d'examiner et de rationaliser une vaste gamme de relations provinciales-locales pour augmenter l'efficacité et améliorer le service à la clientèle. La question du contrôle financier des services policiers municipaux revêt beaucoup d'importance en Ontario, tant pour le secteur municipal que pour la collectivité policière. En considérant le travail du groupe d'experts comme étant un exercice de démêlement des rôles, dans le contexte de “ l'approche vigilante de résolution de problèmes ” formulée par Irving Janis, cet article essaie d'offrir aux autres praticiens de la prise de décisions publiques à la fois des explications et des façons de faire, tout en cernant les processus et méthodes de cet effort particulier.