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Based on in-depth research and 50 interviews with senior officials. Examines recent innovations: structural change to separate policy and operational functions; total quality management principles; performance targets, service standards and client assessment; partnership and single window/one stop shopping techniques.
David Good's The Politics of Public Management is a 'textbook case' in public administration; it deals with the events and circumstances surrounding the scandal of the grants and contributions audit at Human Resources Development Canada (HRDC). More specifically, Good argues that the HRDC scandal or crisis was the result of a complex series of factors, which transformed a fixable administrative matter into media headlines alleging that the government had lost one billion dollars. The author further contextualizes this scandal by analyzing the dichotomies and contradictions inherent in public administration and supporting the larger premise that certain trade-offs must be made in the administration of any public organization. Good skillfully weaves together into a coherent and comprehensible whole both theoretical (or conceptual) and practical considerations. He draws on current scholarship throughout his analysis and captures for the reader the nuances and complexities of public administration. The first and only extensive critical examination to date of the events surrounding the scandal at HRDC, this text offers an original and groundbreaking contribution to current scholarship on public administration and management in Canada.
The report gives a broad description of the shift in governments' focus on e-government development – from a government-centric to a user-centric approach. It gives a comprehensive overview of challenges to user take-up of e-government services in OECD countries and ways of improving them.
Designed as a comprehensive overview of public sector compensation, the book addresses strategies for change, with the author warning that failure of the profession to address this issue will ultimately lead to citizens taking matters into their own hands. The author's issues-oriented approach addresses his core message--that the escalation of public sector compensation is impacting the ability of government to meet its core responsibility and the failure of government to address this has serious consequences. Not just a critique, the book presents context, analysis, and suggestions for reform. Reilly outlines specific plans for reform, including more openness; education and engagement of the public; state-level reforms governing the awarding of increases for public sector compensation plans; eliminating outdated vestitures of public sector compensation such as longevity pay, payments for sick leave accumulated upon termination, and automatic cost-of-living adjustments; and adoption of pay-for-performance programs and one-time bonus awards for meritorious performance, among others. Two unique and valuable features of the book are the author's detailed model of public-versus-private sector compensation, constructed to gauge the cost of lifetime compensation, and his model of the Iron Triangle to illustrate how elected politicians, management and labor representatives engage in nontransparent discussions involving public pay and benefits.
For almost a half a century, scholars and practitioners have debated what the connections should be between public administration and the public. Does the public serve principally as citizen-owners, those to whom administrators are responsible? Are members of the public more appropriately viewed as the customers of government? Or, in an increasingly networked world, do they serve more as the partners of public administrators in the production of public services? This book starts from the premise that the public comes to government not principally in one role but in all three roles, as citizens and customers and partners. The purpose of the book is to address the dual challenge that reality implies: (1) to help public administrators and other public officials to understand the complex nature of the public they face, and (2) to provide recommendations for how public administrators can most effectively interact with the public in the different roles. Using this comprehensive perspective, Citizen, Customer, Partner helps students, practitioners, and scholars understand when and how the public should be integrated into the practice of public administration. Most chapters in Citizen, Customer, Partner include multiple boxed cases that illustrate the chapter’s content with real-world examples. The book concludes with an extremely useful Appendix that collects and summarizes the 40 Design Principles – specific advice for public organizations on working with the public as customers, partners, and citizens.
An analysis of SUFA, the social union framework agreement, signed in 1999 by the federal government and nine provincial governments.
Provides a wide range of tools and strategies to promote employee motivation, cost-effective service delivery, effective partnering, harmonious workplace relations and the use of information technology.
This volume compiles a dozen essays, by one of the most prolific proponents of co-production as a solution for many of the challenges facing public services and democratic governance at the outset of the 21st Century. Co-production is considered a partnership between citizens and public service providers that is essential for meeting a growing number of social challenges, since neither the government nor citizens can solve them on their own. These challenges include, among other things, improving the efficiency and effectiveness of public services in times of financial strain; increasing the legitimacy of the public sector after decades of questioning its ability with the spread of New Public Management; promoting social integration and cultural pluralism in increasingly diverse societies when millions of refugees and immigrants are on the move; tackling the threat of burgeoning populism following the rise of anti-immigrant and anti-global parties in many countries in recent years; and finally, finding viable solutions for meeting the growing needs of aging populations in many parts of the world. This volume addresses issues related to the successful development and implementation of a policy shift toward greater citizen participation in the design and delivery of the services they depend on in their daily lives and greater citizen involvement in resolving these tenacious problems, facilitated by the active support of governments across the globe. Moreover, it explores participatory public service management that empowers the front-line staff providing public services. Together with users/citizens they can insure the democratic governance of public service provision.
Designed as a comprehensive overview of public sector compensation, the book addresses strategies for change, with the author warning that failure of the profession to address this issue will ultimately lead to citizens taking matters in their own hands. The author's issues-oriented approach addresses his core messagethat the escalation of public sector compensation is impacting the ability of government to meet its core responsibility and the failure of government to address this has serious consequences. Not just a critique, it presents context, analysis, and suggestions for reform.
Between State and Market surveys and critiques the existing literature on charities law as well as the laws themselves. The authors offer policy prescriptions for the future of an increasingly vital sector of Canadian society. The first section of the book contains an overview of the charitable sector in Canada, a sociological review of altruism in different societies, a discussion of altruism in various philosophical and religious traditions, an economic analysis of "rational voluntarism," and an assessment of the relationship between the charitable sector and the welfare state. The second section contains five papers on the legal definition of charity, both general (the jurisprudence of the Federal Court of Appeal and a proposal for rethinking the concept of "public benefit"), and particular (the political purposes doctrine, religion as charity, and a commentary on the recent major Supreme Court decision on the meaning of charity). The third section deals with the tax status of charities: two papers evaluate the current tax credit system and one deals with the administration of charities by the Canada Customs and Revenue Agency. The final section contains essays on charities and commercial enterprise, on the regulation of fund-raising, and on needed reforms in non-profit corporation law. At a time when the federal government is about to embark on a wide range of policy initiatives to assist and regulate the non-profit sector, these essays are necessary reading for anyone concerned with the future of the charitable sector in Canada. Contributors include Neil Brooks (Osgoode Hall Law School), Cara Cameron (McGill), Bruce Chapman, Kevin Davis (Toronto), Abraham Drassinower (Toronto), David Duff (Toronto), Richard Janda (McGill), Will Kymlicka (Queen's), Andrée Lajoie (Montreal), Mayo Moran (Toronto), Charles-Maxime Panaccio (office of Mr Justice Charles Gonthier), Jim Phillips, Jane Allyn Piliavin (Wisconsin-Madison), David Sharpe (Attorney-General's Office, New York State), Lorne Sossin (Osgoode Hall Law School), David Stevens, and Jen-Chieh Ting (Academia Sinica). Jim Phillips is professor of law at the University of Toronto. Bruce Chapman is professor of law at the University of Toronto. David Stevens is professor of law at McGill University