Generic Prejudice and the Presumption of Guilt in Sex Abuse Trials

In 25 Canadian criminal trials involving charges of sexual abuse, 849 prospective jurors were asked under oath whether they could hear the evidence, follow the judge's instructions on the Jaw, and decide the case with a fair and impartial mind. Knowing only the nature of the charges against the accused, on average 36% of the jurors stated that they could not be impartial Some jurors explained that they themselves had been victims of abuse, others expressed fears for children, while others stated simply that they could not set aside a presumption of guilt. These findings from real trials are consistent with a body of social science literature about attitudes toward sexual abuse and sexual assault charges. The article distinguishes between prejudices arising from specific pretrial publicity and generic prejudices that cause prejudgments of the case of any defendant perceived as belonging to a general class of defendants who likely are guilty of the crime(s) charged.     

PPB: Its relevance to financially constrained municipalities

Abstract. This paper assumes that Planning-Programming-Budgeting (ppb ) is preferable to the current historical budgeting procedure of municipalities. This is in part because ppb necessitates policy-making (defined as the setting of goals). The paper argues that the ability of municipalities to adopt ppb and policy-making is severely constrained by fiscal imbalance. The reliance of Canadian municipalities on conditional transfers and on the property tax has negated ppb procedures by distorting priorities and narrowing decision-making. The paper further argues that inflation will accentuate the financial problems of municipalities because of different revenue and tax elasticities. The point of departure is a brief examination of the logic behind urban government and the division of responsibilities. The second section looks at municipal fiscal imbalance, and the third analyses how fiscal imbalance negates policy-making and ppb . A final section suggests three remedies that might induce adoption of ppb . One would reduce the distortions of transfers and the other two would ease fiscal imbalance. Sommaire. Cet article suggère que le processus de Planification-Programmation et Budgétisation (ppb ) est préférable au processus de budgétisation couramment en usage dans les municipalités, en partie parce que le ppb implique la détermination d'objectifs politiques. L'article soutient que la possibilité d'adoption du ppb et d'une politique précise par les municipalités est très limitée à cause du déséquilibre fiscal. La subordination des municipalités canadiennes aux subventions conditionnelles et a Fimpôt fonder, en changeant les priorités et en limitant le pouvoir de décision, a rendu impossible le ppb. L'article soutient de plus que l'inflation accentuera les problèmes financiers des municipalités à cause des différentes élasticités des taxes et des revenus. L'étude commence par un bref examen des principes qui régissent l'administration urbaine et 3a division des responsabilités. La deuxième partie traite du déséquilibre fiscal des municipalités, et la troisième indique pour quelle raison le déséquilibre fiscal rend impossible une politique suivie et l'application du processus du ppb . Une dernière partie suggère trois solutions qui pourraient faciliter l'adoption du ppb. L'une réduirait les distortions dues aux subventions conditionnelles et les deux autres permettraient d'alléger le déséquilibre fiscal.     

Action oriented strategic planning: The concepts of infrastructure and functional domains

The problem is how to translate limited and uncertain knowledge about the future environment into operational strategic policy decisions. Because the strategic policy decisions must be made with a long time perspective in mind (10 to 10 years), planners tend to formulate strategies which are overly broad. A solution to the broad and uncertain approach is to employ a system that relys upon the use of the infrastructure. When the infrastructure is divided into permanent and complete societal functions, then specific opportunities can be presented to the organization. Examples of functional domains that may be relevant to strategic long-range planning are: industrial capabilities, pieces of legislation, regulation and training. Our knowledge about evolving world trends is usually available in functional terminology (i.e., the evolving “information society”, the “leisure society”, the “energy crisis”, and the “food crisis”, etc.) Knowledge about the future behavior of the Functional Domains may enable organizations such as governments and/or corporations, to create the required infrastructure for capitalizing on possible opportunities.