Iati‐Onkwehonwe: blood quantum,membership and the politics of exclusion in kahnawake∗

The decades since the 1970s have seen an ‘explosion of interest’ in the concept of citizenship, both as means to elucidating the compromises over demands of justice and membership which underlie communities and feed into definitions of citizenship, and the increasing instability of those communities and ideals in the modern era. While there have been as many contexts of the negotiation of citizenship as there are nations (whether real or imagined), within Canada some of the most intriguing discourses around belonging have occurred within First Nations. This article is an attempt to elucidate the struggles over citizenship and membership within one Canadian Aboriginal community, the Mohawk Nation at Kahnawake. Here, intertwined with issues of blood, ‘Indian status’ and entitlement, Kahnawake has been riven by contests over the meaning of ‘belonging’ and who should belong in this First Nation.     

La gestion axée sur les résultats: Comparaison des cadres de gestion de huit juridictions

Au cours des deux derniéres décennies, plusieurs gouvemements ont voulu réformer leur administration publique en mettant en place un cadre de gestion axée sur les résultats. Jusqu à tout récemment, la documentation scientifique n'abor‐dait que trés peu ce théme et, outre les travaux de l'OCDE, le concept de gestion axée sur les résultats et son contenu n' avaient pas été définis. Nous avons donc voulu éla‐borer une définition générique de la gestion axée sur les résultats et comprendre la façon dont elle s'intègre à différents aspects de la gestion des organisations. Pour ce faire, nous avons exploré le cadre de gestion proposé par les réformes mises de l'avant dans huit juridictions. Les pays et provinces canadiennes choisis ont une approche‐type de gestion anglo‐américaine, soit le Canada, le Québec, l'Ontario, l'Alberta, les États‐Unis, l'Australie, le Royaume‐Uni et la Nouvelle‐Zélande. Les modèles étudiés présentent plusieurs similarités. On observe que la gestion de la performance dans ces juridictions se déploie dans des cycles de gestion composés de plusieurs étapes. Les éléments communs de ces cycles sont la planification stratégique, la planification opérationnelle, la réalisation des plans et des programmes, la mesure ds résultats, la reddition de comptes et l'analyse et l'interpréta‐tion des résultats. Ces processus se concrétisent par la publication de documents. Par ailleurs, ces cadres de gestion ont tendance à s'intégrer aux autres enjeux de la gestion des organisations tels que la qualité du service à la clientèle, la gestion des res‐sources humaines et financières et la vérification. Abstract: Over the last two decades, several governments have wanted to reform their public administration by implementing a results‐based management framework. Until very recently, the scientific literature hardly addressed this issue and, other than the OECD work, the concept of results‐based management and its content had not been defined. We therefore wanted to develop a generic definition for results‐based management and to understand how it fits into various aspects of organizational management. To do so, we explored the management framework put forward through reforms introduced in eight jurisdictions. The countries and Canadian provinces chosen, i.e., Canada, Quebec, Ontario, Alberta, United States, Australia, United Kingdom and New‐Zealand, use the typical Anglo‐American management approach. The models considered have several similarities. We found that performance management in those jurisdictions was implemented throughout several steps of management cycles. Common elements in these cycles include strategic planning, operational planning, plan and program delivery, results measurement, accountability, and results analysis and interpretation. The process is documented through published documents. Moreover, these management frameworks tend to become part of the other organizational management components, such as quality of customer service, management of human and financial resources, and auditing.     

Helen Holt: A Centenarian's Reflections on a Lifetime of Public Service

Women have made great strides in the past 100 years. As the iconic cigarette commercial told us almost 50 years ago, “You've come a long way, baby!” Yet women are still underrepresented in the highest leadership ranks, including state and federal office. Before being asked to “lean in” or share valuable insights, a small group of very capable women were leaders long before those two words were seen in the same sentence. One such remarkable woman, Helen Holt, was a “servant‐leader” throughout her illustrious and inspiring career as a member of West Virginia's House of Delegates, then as secretary of state (1957–58), and later as a presidential appointee charged with developing the nation's nursing home system. Holt's work in state and federal government, her appointment by seven U.S. presidents to develop and implement the national nursing home program that is still in use today, and her leadership in civic and nonprofit organizations have made her an inspiration to countless women and men.     

Military First Doctrine Is Behind North Korea Adventurism

The recurrent crises emanating from North Korea, and the response to them, is testing US‐China relations and drawing the new boundaries of power in East Asia. The head of the US Joint Chiefs of Staff and the former South Korean national security advisor address this development.     

From Identity Verification to Behavior Prediction: Ethical Implications of Second Generation Biometrics

In this article, we will compare ethical issues raised by first and second generation biometrics. First generation biometrics use characteristics readily visible to the naked eye to ensure that the person identified is the person he claims to be, whereas second generation biometrics focus on behavioral patterns with the aim of predicting suspicious behavior or hostile intentions. While the collection of biometric features for identification is visible to the person involved, capturing biometric features from a distance may go unnoticed. Our study of a range of U.S. and European projects of second generation biometrics, particularly of Future Attribute Screening Technology and Automatic Detection of Abnormal Behaviour and Threats in crowded Spaces, shows that if data subjects are not aware of the processing of their data, and if behavioral patterns are interpreted without any knowledge of the subject's will and motives, there are risks of discrimination and stigmatization. Thus, second generation biometrics raise some new ethical concerns besides issues of integrity, privacy, and data protection and further underscore the importance of the principle of informed consent in order to maintain public trust.