THE EVOLUTION OF FEDERAL CITIZEN INVOLVEMENT POLICY

This article traces the emergence of federal citizen involvement policy during the past 34 years which is described as emerging in an incremental and disjointed manner since World War II. The essay summarizes the major stages in this evolution, describes important principles associated with each stage, and identifies 24 elements that constitute an accrued federal citizen involvement policy.     

Modeling psychiatric patients' treatment decision making

Decision-making processes of psychiatric inpatients were assessed at admission and prior to discharge, and compared to hospital staff members using a paired comparison paradigm in which subjects chose between hypothetical antipsychotic medications. Multidimensional analyses of binary choice matrices revealed that all subjects based decisions on the risks and benefits of medication, and weighted risks and benefits in roughly equal proportions. Hospital staff demonstrated greater internal consistency in their decisions than the inpatient sample at both time points. For newly admitted inpatients, severity of psychiatric symptoms and nonverbal intelligence were related to internal consistency of decision making, and behavioral indices of medication compliance predicted relative weighting of risks and benefits. For predischarge and comparison samples, verbal intelligence and treatment preferences predicted both outcome measures. Reliance on verbal reports of decision making may be misleading when assessing competence in acutely impaired psychiatric patients.     

FIELD NETWORK RESEARCH IN POLICY EVALUATION

The field-network evaluation studies (FNES) approach to policy evaluation research seeks to overcome deficiencies of small-sample case study method and of the large-sample survey research approach. Methodologically, FNES uses many of the familiar techniques of both these approaches interviews, data collection and analysis, limited sampling, field observation, and document analysis. The crucial difference is sample size. The FNES approach using a middle-range sample of 50 to 60 research sites has the advantages of the case study method in being able to provide an in depth account of a program and how it operates, and is sufficiently flexible to permit a shift in the analytical framework as the research proceeds thus overcoming the inflexibility of the instruments of survey research.
Seven major studies employing the FNES approach have been carried out or are underway in the United States of America. The principal components of the methodology are a network of university-based field associates and a central management group. The field associates collect the information and the data using a uniform analytical framework and reporting form. The central staff aggregates these analyses into a single report that cuts across the sample. This approach and the use of a middle-range sample make it possible to draw generalizable conclusions based on the national experience, and also provide sufficient detail to differentiate policy impacts among the sample jurisdictions.     

STRATEGIC TRANSFORMATIONS AMONG CANADIAN CROWN CORPORATIONS*

Abstract: Among the developed and developing countries, the use of government corporations in business has come under increased scrutiny. Fundamental questions are being asked about the problems of public enterprise management, the roles of corporate executives, and their relationships to the governments and societies which they serve. Sadly, the interpretations of policy-makers often have been derived from cliches or myths, not from systematic appraisals of the phenomena propelling the behaviour of those firms. By reviewing the evolutionary tendencies among Canadian public corporations which are engaged in commercial activities, this paper seeks to clarify aspects of those debates. The suggestion is that, as an analysis steps back from the minutiae of day-to-day management, single decisions, and individual conflicts with government officials, developmental patterns can be identified across corporation histories. Public enterprises, like their counterparts in the private sector, move through phases which have configurations of business strategies and internal administrations, regimes of accountability, and dominant interpretations of organisational performance or "success". On a long-term basis, some corporations have come to compete directly against private firms, and their organisational and competitive practices have been modelled along the lines of those rivals. Others have been differentiated away from the orientations of private firms and niche positions have been adopted within their industries. The choices have reflected the structure of the markets in which the enterprises have operated, their financial status, and the command structures which have surrounded them.