Showing papers on "White paper published in 1987"

Are Small Firms the Answer to Unemployment

Abstract: In a White Paper entitled Building Business… not Barriers (Department of Employment, 1986) the UK government made the following statement (our emphases): The prime aim of the Department of Employment is to encourage the development of an enterprise economy. The way to reduce unemployment is through more businesses, more self-employment and greater wealth creation, all leading to more jobs. The key aspects of the Department’s work are to: Promote enterprise and job creation in growth areas such as small firms. self-employment and tourism. Help businesses to grow by cutting red tape … Improve training arrangements … Help the young and those out of work for some time to find work …

Environmental planning in urban transportation

Abstract: Environmental analysis of transportation systems is a comprehensive and demanding task. The environmental planner is required to carefully and objectively examine project data provided by transportation planners and designers, review existing environmental laws and regulations that may affect the project, make appropriate calculations of impact, compare impact values against acceptable criteria, and recommend mitigation where needed. An outline of the procedures followed and the issues addressed during such an analysis are presented in this paper, which is one in a series by members of the Urban Transportation Division's Committee on Transportation Planning. The series of articles is designed to provide guidance on a variety of planning concerns. Discussion in this article is limited to the transportation modes of highways and airports. The impact areas of noise analysis, air quality, and water resources are covered, reflecting the engineering-related issues of the environmental questions that generally concern civil engineers. The paper is not intended to discuss the integrated process for environmental consideration in a manner that would be found in a policy white paper; rather, it presents an overview of appropriate laws, regulations, and prediction models.

The school curriculum: a basis for partnership

Abstract: Prediction is impossible because circumstances alter and the pace of change is accelerating. We must not therefore be surprised, as we look at the programmes, strategies and aspirations of our predecessors to find them unsuccessful, poorly implemented or simply unfulfilled. We still await some of the aspirations of the 1943 White Paper Educational Reconstruction, and perhaps Better Schools (1985)2 will suffer a similar fate. On a shorter time span, what seems a watershed to a Secretary of State at Sheffield in 19843 at the beginning of a Parliament may look increasingly like a catastrophe. One recurrent theme in the educational debate is partnership. We need a set of principles to govern the continuing development of educational partnership in the school curriculum, the breadth of which partnership is promoted, I think, by HMI's definition in Curriculum 5-16.4 In the first part of this paper I want to note the context of partnership by examining massive social changes that have been taking place since 1945, the changes in government interest in 'the secret garden' in the past twenty years, and the general concern about the public service and professionalism in the modern state. In the second part I want to draw these remarks together to indicate how they affect an educational partnership but I shall focus particularly on two of the many relevant matters, namely the school and the local community and teacher professionalism. I shall end by sketching out the principles for partnership which we might seek to follow.

Planners and the Australian Labour Market 1945-1949

Abstract: Broadly speaking, recent research on Reconstruction after World War II has concentrated on two main areas: analysis of the economic and political thought and discussion underpinning the production of the 1945 White Paper on Full Employment1 and discussion of specific aspects of government policy such as immigration and housing.2 This paper concerns itself with the labour market and the outlook and motivation underlying the policies pursued there by federal government planners. With post-World War I events in mind, the major aim of both politicians and their public service advisers in the 1940s was to restrain the inflationary forces in the labour market while the Australian economy endeavoured to switch back to civilian production. Fear of inflation underlay the retention of price control, itself clearly seen to rest on the maintenance for as long as possible of the wartime wage freeze which pegged rates at their 1941 levels. The grass roots campaign by the workforce for improvement in wages, hours and other conditions of work was clearly foreseen. The line pursued by the government was to delay and deflect industrial labour's array of demands in every conceivable way. In this the foresight, prestige and tactical know-how of Prime Minister J. B. Chifley was the trump card. We will not concern ourselves here with the detail of industrial bargaining, manoeuvre and confrontation or with the union movement's surprising inability to comprehend the central importance of the wage cost freeze to the government's entire economic strategy.3 Suffice it to say that the reality of the industrially turbulent months of peace is at considerable variance with the commonly accepted version of events popularised by Chifley's biographer.4 The Prime Minister's masterful rearguard action meant that, despite the manifest, aggressive determination of all sectors of the workforce backed by unprecedented bargaining strength and by apparently binding assurances offered by the ALP wartime government, the unions made no major breakthroughs on the wages hours front for virtually the first two years of peace. Instead of an immediate 'autonomous' increase in the quarterly indexed Basic (minimum adult male)

Trends in United States Strategy and the 1987 White Paper on Defence

Abstract: to drop the reinforcement role in Norway and the pledges to strengthen Canada's contribution to the North Atlantic Treaty Organization (nato) in Germany and at sea, the government hopes to begin closing the gap between military commitments and capabilities which has steadily increased over the past twenty years.2 Modernization of the forces dedicated to the North American Aerospace Defence (norad) Command, begun in the early 1980s, will also help close this gap. Looking to the future, the government intends to support research in spacebased air surveillance and, most dramatically, to acquire a fleet of nuclear-powered attack submarines (ssns) to fulfil a number of roles including the protection of sovereignty under the Arctic ice.

On the size of the public sector

Abstract: The paper discusses the concept of the ‘size’ of the public sector and the problems of measuring it. Noting that the 1986 Public Expenditure White Paper selects the ratio of general government expenditure to GDPmp as the suitable measure, the paper pinpoints the adjustments to the National Income Accounts definition of government expenditure that need to be made in order for it to be an accurate measure of total expenditure actually incurred. When these adjustments are made, the public sector is found to be larger, and growing more quickly, than the Public Expenditure White Paper definition suggests.

Towards a Canadian Maritime Strategy in the North Pacific Region

Abstract: As the government of Canada moved haltingly towards publication of its long-awaited defence white paper in June 1987, analysts of Canadian security policy both inside and beyond formal government channels made increasingly strong demands for the development of a coherent and systematic Canadian approach to Western security problems in the Pacific region.1 Contrary to many people's expectations and Canada's past record of a determinedly minimal security involvement in this area, it is likely that Ottawa will eventually respond substantively to such demands.8 The white paper, recognizing as it does the strategic importance of events in the Pacific to Canada, is a major step in acclimatizing Canadian policy-making to the demands and rigours of serious participation in the Pacific Rim security community.

Protecting Ideas and New Products

Abstract: Are companies effectively protecting new product ideas by using the patent system? Company awareness of the need to use the system to protect new ideas/concepts is focused on, the practical benefits accruing to companies when patents are obtained are discussed, and the necessity for companies to search patent information already in existence is referred to. Comments are made about the present system, with observations on how the recent White Paper, “Intellectual Property and Innovation” presages changes in the patent system law.

Points of Departure: The Security Equation in Canadian-Commonwealth Caribbean Relations

Abstract: Geographic proximity, relative wealth and resources, and an enduring political connection provide the basis for a potentially dynamic Canadian relationship with the Commonwealth Caribbean. Canadian officials never tire of underlining that such a 'special relationship' already exists, that the Commonwealth Caribbean has priority status in Canada's foreign policy, that it represents a unique linkage among Third World regions, that there is a unique Canadian presence in the region, and so forth.1 Caribbean observers of Canadian foreign policy, however, might find these assertions somewhat confusing. Although 'security' officially provides the central rationale of Canada's Caribbean policy, the 1987 defence white paper, Challenge and Commitment, fails even to mention the Caribbean. Or to take another example: in 1985 the green paper issued by the Department of External Affairs had posed the provocative ques-

Banking: Why Should the Taxpayer Bear the Risk?

Abstract: A recent Government White Paper proposed increased state supervision to regulate the affairs of commercial banks. Forrest Capie, Professor of Economic History at the City University Business School in London, argues that price signals supplied by the market and the role of the central bank as the lender of last resort are sufficient guarantee of banking probity. Increased state supervision is unnecessary and damaging.

Re‐writing the public expenditure white paper: The chapter on the home office

Abstract: (1987). Re‐writing the public expenditure white paper: The chapter on the home office. Chartered Institute of Public Finance and Accountancy. Public Money: Vol. 7, No. 2, pp. 34-44.

The last days of the University Grants Committee

Abstract: The publication of the White Paper Higher Education : Meeting the Challenge in April 1987 spells the demise of the University Grants Committee in the form the universities have been used to, at least since 1946. 1 The White Paper follows closely on the publication of the Croham committee's report Review of the University Grants Committee in February 1987, but departs from the report's recommendations in significant ways.2 The Croham report, though it made some major recommendations on both constitutional and operational matters, nevertheless represented a tidyingup exercise, a refurbishment of the machinery to make it more effective in its present job. Lord Swann, opening a debate in the House of Lords on the report on 18 March, 1987, summarised the position accurately when he said that the University Grants Committee as it operated in what he called the "golden age for universities" between the Second World War and 1973 was "a benign and friendly institution that co-ordinated our efforts in a quiet way and stood as a buffer between the government of the day and rightfully autonomous institutions of learning". Such a body "was not designed to oversee a huge part of the public sector at a time of severe retrenchment and under governments more interested in business efficiency than originality".3 The report was welcomed by nearly all the speakers in the debate and it was generally believed that the government would accept it and act on it as it stood. The White Paper, however, suggests that the government has in mind some crucial changes which would transform the character of the University Grants Committee.

The challenge of managing technical and vocational curricula in schools

Abstract: The main arguments advanced in this article are that major curriculum innovations are likely to be most fruitfully developed if they incorporate the best features of tried and tested models existing both in the UK and abroad. Also a coherent approach to the management of innovations is a sine qua non for their success. Both TVEI and CPVE are considered comparatively and relevant management issues outlined. It is concluded that the secret of success lies to a great extent in management training. Both the HMI report (1986) on education in the FRG and the White Paper (Education and Training, 1986) add eloquent testimony to the message of this article.