Summer 2015 (Vol.12, Issue 1)
The goal of public-private partnerships (PPP) is to put into practice management techniques provided by the private sector according to the new public management’s vision. Yet, this liberal approach which seems to question the traditional Weberian public administration can be in conflict with the public service demands, for the poorest consumers may face difficulties with the applied prices. Therefore, it is necessary to assess the social measures taken by public authorities as PPP acting agents in order to avoid the situation where such consumers would be required to endure the financial profitability approach which is sometimes demanded by the private partners. The case of PPPs which is taken here as an example is one of exploiting urban and pre-urban hydraulic resources in Senegal. This case allows us to understand that an agreement to apply the social measures can give a more humane image to the PPP and can be aligned with the public service mission, allowing at the same time, the private partners of the public organisations to secure a return on their investment.
Association between perceived level of autonomy and perceived behavioural control over resolving ethical dilemmas: A large N cross-sectional survey of Canadian civil servants
Steve Jacob and Mathieu Ouimet
Inspired by the theory of planned behaviour (Ajzen 1991), this study examines the relationship between the perceived level of autonomy among civil servants and their perceived behavioural control over the resolution process of work-related ethical dilemmas. To this end, we used a subset of the data from the 2008 Statistics Canada Public Service Employee Survey (PSES). This cross-sectional survey was conducted between November 3 and December 12, 2008. Approximately 170,000 employees responded to the survey, representing 66 percent of the 258,000 employees invited to participate. In summary, the perceived level of autonomy index is positively associated with the perceived behavioural control over the resolution of ethical dilemmas, as was theoretically expected.
Pascal Lavoie and Marie-Claude Prémont
The Montreal Métro is the backbone of the metropolitan area’s public transit network, playing a crucial role in promoting sustainable development and reducing congestion. As an advanced system, integrated into a complex municipal organization, clear rules of governance are imperative in order to assure its adequate functioning and optimal development. Unfortunately, our detailed analysis reveals the governance rules for the Montreal metro to be a tangled web that can only lead to impotence, despite the best efforts of the main actors involved. Is there no other way than to exacerbate each and every dimension of the Montreal Subway governance, be it its planning, its operations and its financing? The capital decision making process as well as the organization, the control and the power exercise for the funding of the Montreal metro running operations have become fragmented and dysfunctional to the point where it is now impossible to say if this important piece of infrastructure is by nature local, regional, metropolitan or provincial.
In this article, we are proposing a few avenues that will allow us to understand certain issues at hand relating to the current model of governance being put in place within the minority Francophone association community. To do this, we are following two paths for analysis: the coordination model of the action underlying the governance practices and the relationships between the Canadian federal government and the Francophone association community. Our assumption is as follows: with the current community governance within the Francophone association community, the state reserves the power under which it guides the coordination of Francophone organizations. Power-sharing between the government and the Francophone organizations consists primarily of giving responsibilities to the organizations for managing community events. This causes a significant increase in administrative demands. However, increasingly, efforts are being made by the Francophone organizations to anchor governance in consultation, collaboration and deliberation practices among organizations and the minority Francophone community. Actually, the organizations themselves participate, for the most part, in the consultations and help set out the community development guidelines. Thus, our analysis enables us to interpret the idea that the governance is exercised horizontally, without necessarily concluding that it remains vertical. It is the subject of an ongoing negotiation between representatives of the federal government and the Francophone organizations.