Currently responsible for policing over one million citizens, the Calgary Police Service (CPS) has earned its reputation as a progressive law enforcement organization in part by focusing on the early recognition and acknowledgement of evolving crime trends. To maintain essential public trust CPS remains attuned to the constant shifting of legal and moral public accountability, an issue highlighted by judicial inquiries that have illustrated a consistent lack of police interagency cooperation. Since police are restricted by geographic jurisdictional boundaries, the answer to inter-jurisdictional challenges appears to be the timely sharing of intelligence, something the CPS has proposed through its newly developed Real Time Operations Centre (RTOC). This study investigated the question of how CPS might best develop an Alberta law-enforcement collaborative based upon the paradigm of a central real-time operations centre (RTOC), feasibility of this model, and potential challenges to its implementation. This study conducted qualitative action research with the leaders of all major law enforcement organizations in the Province of Alberta. Research data generated by one-on-one interviews with each participant was thematically analyzed to produce knowledge sufficient to plant the seeds of change for both organizational transformation and future inquiry. Study findings suggest it will be incumbent upon police leaders to create and develop the organizational social awareness necessary to enhance and leverage social capital essential to inter-agency cooperation and collaboration. Identifying positive aspects of a strong organizational culture will create a culture of well-being able to address crucial communication issues and the critical alignment of resources.

Fire is a natural ecological process in the boreal forest, but also a threat to human lives, properties and other values at risk. The challenge is to find a way to manage fire where both the positive and negative aspects of fire are effectively balanced. This is especially important since more frequent and intense wildfires are predicted in the future due to climate change. There is also a need for increased cooperation across jurisdictions to improve the efficiency and effectiveness of Canadian fire management. To address the current and future challenges of fire management, this thesis argues that an effective and adaptive governance approach is needed.<p> The purpose of the study was to develop principles, criteria and indicators of adaptive governance and to apply this framework to fire management planning in Prince Albert National Park (PANP), Saskatchewan. Because of the need to include other agencies with fire responsibilities, the study also focused on the interagency cooperation with Saskatchewan Environment (SE), the provincial ministry responsible for wildfires.<p> Principles, criteria and indicators of adaptive governance were identified based on literature on good governance, adaptive management, adaptive governance, and wildfire specific literature. A qualitative research approach was then used to collect data mainly through semi-structured interviews with representatives from Parks Canada (both from PANP and at the national level) and SE, and document analysis of fire plans and strategies.<p> This study shows that many aspects of adaptive governance have already been implemented in PANP, so that principles and criteria of inclusiveness, legitimacy, foresight, leadership, and many aspects of performance-oriented and adaptiveness have been at least partially met. Yet, there is a need to improve information-sharing and communication, especially across jurisdictions. In terms of the interagency cooperation between PANP and SE, having different mandates is the biggest challenge, but it does not prevent cooperation. Throughout the years both agencies have worked out ways to deal with differences in their mandate and fire management strategies. Having a dialogue to try to understand each other�s mandate and respect each other has been and continues to be a key factor in the cooperation. Finally, maintaining and retaining social capital may be crucial to future success in fire management planning, both from an intra- and from an interagency perspective.

Fire is a natural ecological process in the boreal forest, but also a threat to human lives, properties and other values at risk. The challenge is to find a way to manage fire where both the positive and negative aspects of fire are effectively balanced. This is especially important since more frequent and intense wildfires are predicted in the future due to climate change. There is also a need for increased cooperation across jurisdictions to improve the efficiency and effectiveness of Canadian fire management. To address the current and future challenges of fire management, this thesis argues that an effective and adaptive governance approach is needed.<p> The purpose of the study was to develop principles, criteria and indicators of adaptive governance and to apply this framework to fire management planning in Prince Albert National Park (PANP), Saskatchewan. Because of the need to include other agencies with fire responsibilities, the study also focused on the interagency cooperation with Saskatchewan Environment (SE), the provincial ministry responsible for wildfires.<p> Principles, criteria and indicators of adaptive governance were identified based on literature on good governance, adaptive management, adaptive governance, and wildfire specific literature. A qualitative research approach was then used to collect data mainly through semi-structured interviews with representatives from Parks Canada (both from PANP and at the national level) and SE, and document analysis of fire plans and strategies.<p> This study shows that many aspects of adaptive governance have already been implemented in PANP, so that principles and criteria of inclusiveness, legitimacy, foresight, leadership, and many aspects of performance-oriented and adaptiveness have been at least partially met. Yet, there is a need to improve information-sharing and communication, especially across jurisdictions. In terms of the interagency cooperation between PANP and SE, having different mandates is the biggest challenge, but it does not prevent cooperation. Throughout the years both agencies have worked out ways to deal with differences in their mandate and fire management strategies. Having a dialogue to try to understand each other�s mandate and respect each other has been and continues to be a key factor in the cooperation. Finally, maintaining and retaining social capital may be crucial to future success in fire management planning, both from an intra- and from an interagency perspective.

Miesto sveikatos politika labiausiai domisi europarlamentarai ir miesto politikai (66,7 ir 60,0 proc.). Mažiausiai šiuo klausimu domisi miesto seniūnijų ir departamentų, skyrių ir darželių bei mokyklų vadovai (38,3 proc.). Politikų ir vadovų nuomone, sveikatos politiką lemiantis aspektas – už žmonių sveikatos stiprinimą ir išsaugojimą yra atsakingi visi (tiek valstybės institucijos, valstybės tarnautojai ir politikai, tiek pats asmuo) (p<0,05). Visų grupių respondentai pagrindine sveiko miesto formavimo sąlyga įvardino švarią, saugią, geros kokybės aplinką (p<0,05). Politikų ir vadovų nuomone (80 proc.), sprendžiant visuomenės sveikatos problemas, tarpžinybinis bendradarbiavimas yra tik iš dalies pakankamas, o vietos lygmenyje jo įgyvendinimas dar silpnesnis. Respondentai pagrindine bendradarbiavimo forma įvardino bendrų projektų, programų rengimą, dalinantis praktika ir patirtimi (p<0,05). Dauguma (apie 90 proc.) visų grupių respondentų išsakė nuomonę, kad būtina stiprinti tarpžinybinį bendradarbiavimą sprendžiant visuomenės sveikatos problemas ir įgyvendinant sveikatos politiką. Situacija, įgyvendinant visuomenės sveikatos politiką miesto savivaldybėje, nėra gera: administracijos atskirų departamentų vadovų žinios apie sveikatos politiką, jos prioritetus bei pagrindines sveikatos politikos strategines įgyvendinimo kryptis nepakankamos, stokojama teisinės bazės tarpžinybiniam bendradarbiavimui, nėra pakankamo veiksmų koordinavimo tarp atskirų žinybų. / Europarlamentarians and city politicians are interested in city health policy most of all (66.7 and 60.0 %). Directors of town elderships departments and divisions, headmasters of schools and kindergartens are least interested in this question (38.3 %). Pursuant to politicians and directors, the aspect determining health policy is everyones (state institutions, civil servants and politicians, each persons) responsibility for improving and preserving health of people (p<0.05). The respondents of all groups indicate a clean, safe and good-quality environment as the main condition for creating a healthy city (p<0.05). In the opinion of politicians and directors (80 %) interagency cooperation is only partiallty sufficient while solving public health problems and its implementation on the local level is even weaker. Respondents indicated joint projects and programmes for sharing practice and experience as the main form of cooperation (p<0.05). The opinion of the majority ( of around 90 %) of the respondents of all the groups was that it is necessary to strengthen interagency cooperation in addressing public health problems and implementing health policy. The situation in implementing the policy of public health in the city municipality is not good: knowledge of the heads of individual departments of the administration on the health policy, its priorities and key strategic implementation directions is insufficient, there is a lack of the legal base for interagency... [to full text]