Bureaucracy and consultation: the correctional service of Canada and the requirements of being democratic
By: Van Nijnatten, Debora L.
Contributor(s): Gregoire, Sheila Wray.
Material type:
ArticlePublisher: 1995Description: p.204-21.Subject(s): Bureaucracy
In:
Canadian Public AdministrationSummary: The question of how the "participatory" climate of the 1990s has affected government decision-making processes in Canada has caught the attention of many students of public administration. The Correctional Service of Canada (csc) has made a commitment over the last decade to greater public involvement in its operations. However, the csc initially underestimated the tensions between bureaucratic and consultative practice, as well as the extent of the organizational changes required for meaningful consultation. The result was a delayed adaptation to the requirements of consultation, which impaired the csc's ability to communicate with the public. The first part of this paper delineates the tensions between bureaucratic and consultative practice that manifest themselves in different assumptions concerning who should make policy decisions, what criteria should be used in decision making, who should be informed and, finally, how the decision-making organizations should be designed. In the second part, the csc's attempts to overcome such tensions are examined in four cases of community consultation conducted in the 1990s. - Reproduced
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Articles
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Indian Institute of Public Administration | Volume no: 38, Issue no: 2 | Available | AR32150 |
The question of how the "participatory" climate of the 1990s has affected government decision-making processes in Canada has caught the attention of many students of public administration. The Correctional Service of Canada (csc) has made a commitment over the last decade to greater public involvement in its operations. However, the csc initially underestimated the tensions between bureaucratic and consultative practice, as well as the extent of the organizational changes required for meaningful consultation. The result was a delayed adaptation to the requirements of consultation, which impaired the csc's ability to communicate with the public. The first part of this paper delineates the tensions between bureaucratic and consultative practice that manifest themselves in different assumptions concerning who should make policy decisions, what criteria should be used in decision making, who should be informed and, finally, how the decision-making organizations should be designed. In the second part, the csc's attempts to overcome such tensions are examined in four cases of community consultation conducted in the 1990s. - Reproduced
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