The impact of complexity and reform on congressional committee output

Some investigators argue that recent reforms in Congress have made it more difficult for Congress to do its job, while others contend that growing complexity in the larger congressional environment has had this result. We test these competing explanations using selected measures of congressional committee inputs and outputs over a period of eight Congresses, 1961–1975. Analysis based on pooled time-series and cross-section data reveals that reform had no direct impact on our measures of committee inputs and outputs once the effects of underlying trends attributable to complexity in the external environment are controlled. Similar conclusions emerge when we compare committees in complex and noncomplex environments and also when we compare committees differentially affected by reform. We discuss methodological and policy implications of our findings.     

Decision-making in the federal cabinet

Abstract. The growing interest in federal government decision-making likely flows from increasing scepticism about decisions reached in secret. Decision-making under Mackenzie King largely followed the oral tradition. Proposals went first to full cabinet; only if disagreement resulted were they referred to the usually ad hoc committees. Interdepartmental committees of officials were prevalent. These features persisted under St-Laurent and Diefenbaker, although under them decision-making centred more in the prime minister than before. Under Pearson, efforts were made to develop the cabinet committee system and to require advance notice and documentation before items appeared on the agenda. The Trudeau cabinet has been characterized by the application of the principle of collegiality. Detailed scrutiny of proposals is the rule. Documentation includes full discussion of alternatives, of financial and federal-provincial implications, and of caucus consultations. Generally, proposals go first to committee. Where there is consensus, the prime minister ascertains at a subsequent cabinet meeting whether there is any disagreement. An important innovation is the priorities exercise, which, contrary to the usual process, establishes a general course to be implemented subsequently by particular proposals. The Trudeau approach requires ministers as never before to become knowledgeable about their own and other departments. The result is less dependence on civil servants for policy guidance. It is erroneous to view this reinforcement of collective responsibility as centralization of power in the prime minister's hands. The systemization of government decision-making, in which caucus consultation is more important than before, requires a parallel systemization of the procedure of the final decision-making body, Parliament. Sommaire. L'intérêt grandissant à l'égard du processus de décision du gouvernement fédéral tient sans doute à la montée du scepticisme qu'inspirent les décisions prises à huis clos. Sous Mackenzie King, les décisions, le plus souvent verbales, n'étaient pour ainsi dire consignées nulle part. Les propositions, d'abord présentées au cabinet, étaient renvoyées à des comités spéciaux qu'en cas de désaccord. Or, à l'époque, les comités interministériels de fonctionnaires dominaient la scène politique. Les gouvernements St-Laurent et Diefenbaker conservèrent les mêmes pratiques, mais en renforçant le rôle du Premier ministre. C'est sous l'administration Pearson que furent jetées les bases du système des comités du cabinet et que l'on commença à exiger préavis et documentation avant de porter une question à l'ordre du jour.     

JOURNEY FROM SUCCESS TO SIGNIFICANCE

One of the most important journeys that we can take as individuals is the journey from success to significance. Success is what we become and what we achieve when we value ourselves. Significance, however, is what we become and what we achieve when we value others. In this article, based on remarks by Judge David W. Young at the May 2007 “Summit on Unified Family Courts,” Judge Young invites us on a journey, first described by John Maxwell in The Journey from Success to Significance. Judge Young further explores what the journey from success to significance entails and reminds us that any success we have will leave the world with us while our significance will continue to live on in future generations through our service to children, families, and others.     

FAMILY COURT IMPROVEMENT AND THE ART OF GRANTSMANSHIP: A JUDGE'S PERSPECTIVE

Many American courts face funding obstacles as they try to create and implement unified family court processes that have not been part of the traditional family court adversarial process. To create new staff positions, build and equip adequate facilities, and create and implement innovative programs, grant funding may be available to supplement what local and state governments provide. While social science research confirms that children are adversely affected by exposure to high‐conflict family litigation and domestic violence, many communities have few affordable and available resources to address these issues. This article presents lessons and principles that one court learned as it applied for a grant to design programs for high‐conflict families and families with domestic violence history.