Suchergebnisse

This article examines the phenomenon of increased political pressures on governments in four Westminster systems (Australia, Britain, Canada, and New Zealand) derived from changes in mass media and communications, increased transparency, expanded audit, increased competition in the political marketplace, and political polarization in the electorate. These pressures raise the risk to impartial public administration and management performance to the extent that governments integrate governance and campaigning, allow political staff to be a separate force in governance, politicize top public service posts, and expect public servants to be promiscuously partisan. The article concludes that New Zealand is best positioned to cope with these risks, in part because of its process for independently staffing its top public service posts. The article recommends this approach as well as the establishment of independently appointed management boards for public service departments and agencies to perform the governance of management function.

AbstractThis address examines the relationship of political science and democratic governance by considering changes in both the political world and the discipline in Canada since the 1960s. It argues that the developing dynamics in political life, as significant as they have been, have not fundamentally altered the essential features of democratic governance in Canada. It suggests that a number of factors account for the diminished capacity of the discipline, as a collective scholarly and teaching enterprise, to contribute to democratic political life. On the one hand is the relative paucity of institutional mechanisms in Canada to link political science to democratic governance; on the other is the discipline's own fragmentation that lessens its focus on questions central to democratic governance.