Showing papers by "Government of Canada published in 1971"

The changing role of the Privy Council Office

Abstract: Since the establishment of the office of Secretary to the Cabinet thirty years ago, there have been a number of changes in the way the cabinet operates, one being in the cabinet committee system which has passed through three distinct phases and is now in a fourth Nine standing committees exist, with significant changes in procedure, permitting ministers to participate more fully in discussion and to share responsibility better The Cabinet Committee on Priorities and Planning, established in 1968, deals with broad objectives, main questions of policy with long-term implications and with priorities for broad financial allocation With the complexity of government and the scale of die elements of complexity increasing, the demands on ministerial time have become overwhelming The Operations, Plans and Federal-Provincial Affairs Divisions of the Privy Council Office, with a small and discreet staff constantly changing to avoid the formation of a ruling elite, assist the prime minister, cabinet and cabinet committees in the total process of decision-making and in assuring a coherence of policy Attempts are made to provide the central executive with full information and optimum freedom in taking the decisions for which parliament and the people of Canada have given them responsibility Sommaire Depuis la creation du poste de secretaire du Cabinet, il y a une trentaine d'annees, il s'est produit un certain nombre de changements dans le fonctionnement meme du cabinet Citons, entre autres, le systeme des comites du cabinet qui est passe par trois phases distinctes et se trouve maintenant dans une quatrieme phase Il existe neuf comites permanents dont la procedure a subi d'importantes modifications pour permettre aux ministres de prendre une part plus active aux discussions, et de mieux partager les responsabilites Le comite du cabinet charge de l'etablissement des priorites et de la planification, etabli en 1968, s'occupe des objectifs generaux, des lignes de conduit A long terme et des priorites pour l'allocation generale des fonds A cause de la complexite du gouvernement et de l'ampleur croissante de ses responsabilites, l'emploi du temps des ministres est devenu incroyablement charge Les sections des Operations, des Plans et celle des Affaires federales-provinciales du Conseil prive, avec un personnel peu nombreux et discret, constamment renouvele pour eviter la formation d'une elite trop influente, aident le premier ministre, le cabinet et les comites du cabinet a prendre les decisions qui s'imposent et a assurer la coherence de la politique du gouvernementale Elles s'efforcent de fournir a l'executif central toute information utile et de lui assurer le maximum de liberte pour prendre les decisions dmt l'ont charge le parlement et le peuple canadien

On two-phase pressurized and unpressurized flow: behaviour near deposition points

Abstract: SUMMARY This paper deals with two-phase pressurized turbulent flow and in so doing attempts to bring together on common ground the various disparate approaches to the problem. In particular it is shown that the approach of two-phase unpressurized flow in open channels can be used for pressurized flow also. As a consequence of experimental work in pipes a recommendation is made concerning the point of best efficiency for a pumping system.

The demand for local political autonomy: an individualistic theory

Abstract: In recent years several social scientists interested in the public sector have reaped considerable analytical returns from the theory of elites. For example, Albert Breton (1964, 1966) has put forward an interesting hypothesis which explains why even a power elite (of the sort described for Canada in Porter, 1965) might rationally expand public expenditures even though they will have to pay for them, at least in part, and the expenditures will benefit most directly those groups which are not themselves included in the power structure. In a social system organized along elite lines one might in principle expect the preferences of the more powerful groups to be reflected in both revenue and expenditure patterns; for example, in the low-cost (even free!) provision of higher education for the scions of the upper-income groups. Breton suggests, however, that the controlling groups may also desire certain "public goods" such as industrialization or nationalism, perhaps because these "goods" carry with them a secure and expanding role-and hence substantial

The delegation of authority to crown corporations

Abstract: . This paper attempts to outline how to improve the performance of the crown corporations of the Government of Canada. It surveys the activities of 52 crown corporations to show that those operating enterprises are concentrated in transport, communications, finance and trade while most of the others provide economic or social support services. Crown corporations are then shown to be a quite different form of organization from commercial companies. The criteria for their establishment are next distinguished: crown corporations do not undertake political or judicial functions and perform at least one of the functions of managing capital assets, lending, making transfer payments and research. After their establishment, corporations operating enterprises tend to be given limited powers to make economic decisions and are often required to make uneconomic expenditures while the major authority delegated to most of the non-enterprises is one to spend. The managements of enterprises should therefore have full authority to make economic decisions, except when they borrow, and be relieved of uneconomic activities provided that they achieve standards of performance determined in advance. The managements of other crown corporations should continue to have authority to spend, subject to their demonstrating that their corporations produce services which a department cannot supply either readily or at lower cost. Sommaire. Cet expose est un essai en vue de determiner les moyens d'ameliorer le rendement des societes de la couronne du Gouvernement du Canada. L'auteur etudie les activites de 52 societes de la couronne pour demontrer que celles qui exploitent des enterprises se cantonnent surtout dans le domaine des transports, des communications, de la finance et du commerce, tandis que la plupart des autres fournissent des services d'appoint economiques et sociaux. Il souligne ensuite la difference entre les societes de la Couronne et les entreprises commerciales. Puis il degage les criteres regissant leur fondation: les societes de la couronne n'assument aucune fonction politique ou judiciaire et remplissent au moins une des quatre fonctions de gerance des capitaux, prets, paiements par transfert et recherche. Apres leur etablissement, les societes exploitant des entreprises accedent souvent a une autorite bornee sur les decisions economiques et se voient souvent obligees a faire des depenses desraisonnables du point de vue economique, alors que le pouvoir principal confere aux societes sans but commercial est justement de depenser. La direction des entreprises devrait done etre autorisee a prendre des decisions economiques, sauf dans les cas d'emprunts, et etre degagee de toute activite non rentable a condition d'atteindre des normes de rendement fixees d'avance. La direction des autres societes de la Couronne devrait conserver le pouvoir de faire des debourses, a condition d'etre en mesure de demontrer que leur societe fournit des services qu'un ministere serait incapable de donner sans difficulte ou a meilleur marche.