Financial restraint management and budget control in Canadian provincial governments

Abstract: This study compares and contrasts approaches to the management of financial stress and restraint in four Canadian provincial governments in the period from 1983 to 1985. It indicates that a number of different approaches to restraint management are utilized by Canadian provinces to cope with shortfalls in revenue and policy changes that influence resource allocation decision-making. The four provinces reviewed - British Columbia, Saskatchewan, Manitoba and Nova Scotia - have managed restraint in different ways, each reflecting the politics and the socio-economic and cultural context within which government resource allocation decisions are made. Profiles of these provinces indicate how these factors have influenced financial stress management and budget control strategy. Provincial experience is compared on the following dimensions: overall restraint management strategy; employment policy; marketing the need for restraint; centralized versus participatory government decision authority and control; the use of evaluation in restraint decision-making; and the influence of ideology in restraint management strategy-setting. Sommaire: Cette étude compare et oppose les méthodes de gestion financière adoptées en période d'austérité budgétaire par quatre gouvernements provinciaux au Canada, de 1983 à 1985. Elle indique que les provinces du Canada suivent diverses orientations en matière de gestion durant une période d'austérité budgétaire pour faire face aux manques de revenus et aux changements de politiques qui influencent les décisions d'allocation des ressources. Les quatre provinces étudiées, c'est-à-dire la Colombie-Britannique, la Saskatchewan, le Manitoba et la Nouvelle-Écosse, ont chacune adopté une orientation différence, reflétant le contexte politique, soeio-économique et culturel particulier dans lequel sont prises les décisions gouvernementales d'allocation des ressources. Les profils de la Colombie-Britannique, du Manitoba, de la Nouvelle-Éeosse et de la Saskatchewan précisent la manière dont ces facteurs ont influé sur la gestion de I'austérité financière et la stratégie de contrôle budgétaire. La comparaison entre les provinces porte sur les aspects suivants: 1) stratégie globale de gestion en période d'austérité, 2) politique d'emploi, 3) sensibilisation du public au besoin d'austérité, 4) autorité et contrôle décisionnels concentrés ou participatoires de la part du gouvernement, 5) rôle de 1'évaluation dans la prise des décisions en période d'austérité, et 6) influence de l'idéologie sur la définition des stratégies de gestion de l'austérite.     

A new typology for R&D laboratories: Implications for policy analysts

Science policy analysts have traditionally classified R&D laboratories as government, private, or university. The authors argue that this view is outmoded and provides little help in understanding the rapidly changing environment of R&D laboratories. They provide and test an alternative scheme designed to cope with “sector blurring” and the intermingling of market and political influences on R&D laboratories. The authors also discuss implications of their scheme for a variety of contemporary science policy issues.     

Japanese foreign policy: Inaction and reaction

Japan's tendency to simply react to international trends rather than to formulate its own policies is as prevalent today as during the Meiji period when the country was trying to catch up to the West, says Gerald Curtis, professor of political science at Columbia University. When international trends are murky, such as before World War II, this tendency can easily lead to disaster, Curtis says. Japan must break with the past and define its international role in the post‐Cold War era, Curtis argues, but the public debate required to achieve this is unlikely until Japan's domestic politics become more sharply defined.     

Asia‐Pacific economic cooperation: Progress and prospects

Secretary of Foreign Affairs Domingo L. Siazon Jr. of the Philippines discusses the Asia‐Pacific Economic Cooperation (APEC) forum's path to the present, and charts a map for its future. Siazon sees the importance of promoting greater private‐sector involvement in APEC and enhancing economic cooperation among member economies. Siazon discusses the special significance of this year's meetings to be held at Subic Bay in the Philippines, the former home of the US Pacific Fleet and now a growing industrial and tourism center. Pursuing APEC's free‐trade goals, he says, holds the brightest economic future for the Philippines and the region.     

Eating out: The experience of eating in public for the “overweight” woman

This article focuses on the experience of eating in public for the “overweight” woman. It is concerned with the problems and anxieties associated with the prospect of eating in public for many “overweight” women. Public eating refers to eating in both formal and informal settings. Formal settings take the form of settings such as weddings and eating in restaurants, while informal settings include eating at work, with friends, and at home. Both are considered as they constitute “public eating” in that the women are not alone when they eat. The article is the result of ongoing research that involved correspondence and interviews with approximately 195 women who consider themselves to have “weight problems.”     

Are programme resources related to organizational change?

Abstract. This article joins two public policy approaches often employed separately: the analysis of changes in programme expenditure, and of organizational change. The first section reviews a series of alternative propositions about their relationship: organizations constricting programme innovation, or promoting efficiency or inefficiency; programme changes causing fission or fusion in organizations; increasing programme expenditure by replicating service delivery units rather than re-organization; and the place of symbolic and ad hoc political priorities. After considering problems of analyzing programme and organizational changes empirically, the article examines changes since 1945 in two major policy areas of British government, health and social security, and trade and industry. The empirical evidence emphasizes the dominance of political priorities, symbolic as well as programmatic: the capacity of organizations to grow at the base, by replicating service delivery units while formally remaining unchanged at the top, and of organizations growing at the top, by formal re-organization, while programme budgets and service delivery units are unaffected by symbolic reshuffling.