Retrenchment at city hall

Article Abstract:

Edmonton, Alberta local government was forced into deep retrenchment when 39 large, energy-related projects were cancelled in Mar 1982, assuring that falling city revenues would not match expenditures. A Consolidation Implementation Team worked to ensure that drastic staff reductions would be effected fairly. A large number of managers lost their jobs, and were eventually offered options such as early retirement, cash settlements, professional counseling, and access to career placement centers. The implementation team also worked on maintaining open communications by publishing a newsletter, holding open discussions with union leaders, and initiating a 'cascade' program which elicited money-saving suggestions from employees. Well over 500 money-saving suggestions were put into effect, resulting in substantial savings and helping employees to feel informed and involved.

Officials and employees, Government spending policy, Alberta, Municipal government, Edmonton, Alberta

---

Public servants and private contractors: managing the mixed service delivery system

Article Abstract:

Public sector mixed service delivery systems associated with increased privatization and 'contracting out' require managers who can function in both administrative and entrepreneurial environments. Two sets of obstacles face creative mixed service delivery: (1) personal insecurity, and (2) veneration of established practices and policies. The successful public sector manager is goal-oriented, and motivated by the need to make agreements that focus on desired ends rather than by compliance with established rules. Decentralization and delegation of decision-making can foster innovation, timeliness, and effectiveness, especially when risk-taking is encouraged and rewarded when successful.

Methods, Privatization, Privatization (Business), Outsourcing, Entrepreneurship

---

Conflict of interest: a modern antidote

Article Abstract:

Canadian conflict of interest regulation is described for local, provincial, and federal governments. Development of the federal conflict of interest and post-employment code is emphasized, with description of how the government policy evolved from 1973 onward. Management of 'grey' areas is described. It is suggested that although public trust and confidence have been reinforced by introduction of controls, it would be naive to say that conflict of interest in government will disappear.

Conflict of interests (Public office), Conflicts of interest (Public office), Public interest

Similar abstracts:

• Abstracts: Preventing organizational ethical collapse. Financial management shared services: A guide for federal users. Accounting ethics... imagine that
• Abstracts: Tiebout equilibria in local public good economies with spillovers. Using experimental economics to measure the effects of a natural educational experiment on altruism
• Abstracts: Finite duration of unemployment insurance, reservation wages and participation in the job market. Unemployment insurance benefit levels and consumption changes
• Abstracts: Challenges and promises of technological innovations: executive issues. Ontario's Integrated Justice Project: profile of a complex partnership agreement
• Abstracts: Canadian cities and the American example: a prologue to urban policy analysis. Aging policy and process in the Canadian federal government

This website is not affiliated with document authors or copyright owners. This page is provided for informational purposes only. Unintentional errors are possible.