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I begin by introducing the 2016 Fort McMurray/Horse River fire as a lens for exploring these questions. I then use the past one hundred years of fire history in Canada to illustrate the continual presence of fire, its human and social dimensions, and the evolution of differing fire management regimes. Drawing on extended ethnographic observation and interviewing of fire managers across Canada, I examine the varied provincial systems of response through following an active fire day in Alberta. I analyze the decision support and geospatial information systems used to guide fire agency decision-making, as well as the factors that limit their effectiveness in both response and hazard reduction modes. I begin Part Two with a discussion of mutual aid arrangements between the provinces, and critically examine the core strategy – interagency fungibility – used to allow this exchange. I analyze forecasting and predictive models used in firefighting, with an emphasis on comparing advantages and disadvantages of attempts at predicting future firefighter capacity requirements. I review organizational learning approaches, considering both fire research strategies and after action reviews. Finally, I consider the implication of changes in climates, politics, and public behaviours and their impacts on fire management.
Successful public transit systems increase the value of locations they serve. Capturing this location value to help fund transit is often sensible, but challenging. This article defines location value capture, and synthesizes lessons learned from six European and North American transit agencies that have experience with location value capture funding. The opportunities for and barriers to implementing location value capture fall into three categories: agency institutional authority, agency organizational mission, and public support for transit. When any of these factors is incompatible with a location value capture strategy, implementation becomes difficult. In four of the cases studied, dramatic institutional change was critical for success. In five cases, acute crisis was a catalyst for institutional change, value capture implementation, or both. Using value capture strategies to fund transit requires practitioners to both understand agency organizational constraints, and to view transit agencies as institutions that can transform in response to changing situations.
institutions mainly in the early 21st century. China has gone through enormous changes in the late 20th century and early 21st century, and financial policy reforms and adjustments have been at times instrumental to aiding that growth, and at other times have served as impediments to the country’s success. As China’s clout has grown both economically and politically in the wider world, it has become evermore important to understand the Chinese financial system, particularly as other authoritarian regimes may seek to emulate it in the perhaps recent future. The paper will examine the institutional elements of Chinese finance, including the broader structure of the party state apparatus and the role of legislative and executive authorities in determining financial policy. Next, the paper will go through both the legal-regulatory environment of the country and the structure of the preeminent Chinese banks. Finally, issues in Chinese monetary policy, particularly exchange rate system reforms, and the developing stock and bond markets will be addressed.