000			01815naa a2200241uu 4500
001			1032314424541
003			OSt
005			20190211174838.0
008			110323s2010 xx ||||gr |0|| 0 eng d
100	1		_aFIERLBECK, Katherine _944340
245	1	0	_aPublic health and collaborative governance
260			_aToronto : _bIpac, _cmar./mars 2010
520	3		_aThe nature of governance in Canada, both horizontally (between federal departments) and vertically (between federal and provincial governments) is changing. Or is it? Two distinct trends seem to have emerged over the past decade: one towards horizontal coordination and one towards vertical collaboration. These trends are perhaps best exemplified by the Public Health Agency of Canada, which depends very emphatically on integrated relationships both with other federal departments and with provincial and territorial governments. Yet in the past year, severe criticisms have emerged regarding the agency's ability to meet its objectives. To what extent are these problems due to the failure of collaborative governance? On a wider level, have decision-makers been too insouciant about making importunate public policy decisions on an assumption of the viability of collaborative governance? This article argues that problems in vertical collaboration in public health have occurred largely due to failures in horizontal coordination within the national government
650		4	_aSaúde Pública _912034
650		4	_aGovernança _911938
650		4	_aGestão de Parcerias _944205
651		4	_aCanadá _913666
773	0	8	_tCanadian Public Administration _g53, 1, p. 1-19 _dToronto : Ipac, mar./mars 2010 _xISSN 00084840 _w
942			_cS
998			_a20110323 _b1442^b _cJaqueline
998			_a20111006 _b1104^b _cKeicielle
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c38928 _d38928
041			_aeng