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PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 1 PADM 5117: Public Sector Management (Fall 2012)
Carleton University
School of Public Policy and Administration
PADM 5117 A
PUBLIC SECTOR MANAGEMENT AND THE CANADIAN POLITICAL SYSTEM
Fall 2012
Instructor: Robert Shepherd Phone: (613) 520-2600 ext. 2257
Class Time: Tuesday 14:35 - 17:25 pm Email: [email protected]
Class Room: 3228 RB Office Hours: Tuesday: 13:00 - 14:30 pm
Office: 5126RB Wednesday: 15:35 - 17:30 pm
COURSE OBJECTIVES
This course is intended to:
$ Provide an understanding of the theories, values and principles of public sector
management and a critical assessment of how these are implemented in practice in a
parliamentary system;
$ Critically discuss contemporary Canadian and international research on public
management and administration;
$ Examine how the philosophies of public sector management have evolved over time and
assess the impact of institutional and managerial reforms in a Canadian and comparative
context; and
$ Create an awareness of current key issues and challenges of public administration, and
facilitate discussion of how these might be addressed.
The main focus is on public management in the Canadian context with specific reference to the
Government of Canada. The course also draws on international research and examples from other
jurisdictions including provincial and municipal governments.
READINGS
Savoie, Donald J., Court Government and the Collapse of Accountability: in Canada and the
United Kingdom (Toronto: UofT Press, 2008).
Leone, Roberto and Frank Ohemeng. Approaching Public Administration: Core Debates and
Emerging Issues (Toronto: Edmond-Montgomery, 2011).
All other readings will be available on WebCT as available given Copyright restrictions.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 2 PADM 5117: Public Sector Management (Fall 2012)
COURSE FORMAT
The course will run as a structured seminar with a short introductory lecture provided by the
instructor at the beginning of the class followed by active engagement by students in discussions
based on the readings and selected public management cases.
COURSE EVALUATION
Assignment
Theory Paper
Scenario
Presentation
MC Case
MC Case
Presentation
Class
Participation
Due Date
November 6
As Assigned
December 11
December 4
Throughout
% of Final Grade
25%
15%
30%
15%
15%
Theory Paper
The purpose of the theory paper is to provide you some experience to think critically and
analytically about the readings, the concepts and theories, and the practice of public
administration. The paper should be a critical analysis of a “theory” and its “practice” in public
management. You are expected to describe the concept and its importance to public management
from the perspective of our parliamentary system. You may wish to describe this comparatively
with the republican or other system of government. However, the main purpose of this paper is to
understand the theory and how it affects the functioning of the parliamentary system. In this
respect, it may be useful to describe the historical underpinnings of the theory and how it has
changed over time.
For example, you may wish to examine an aspect of the Federal Accountability Act and assess its
short and long-term effects on management of the Public Service, or the overall functioning of the
parliamentary system, or some impact on a department. You may also wish to compare the
positions of particular authors and discuss how such positions may or may not be workable either
from a theoretical or practice perspective. Your paper should be properly researched and all
sources should be cited using an appropriate citation method. Sources such as Wikipedia are not
considered to be scholarly sources. Also, papers submitted after the due date will be accepted but
subject to a 1 percent penalty per day. Your paper should not exceed 20 double-spaced pages.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 3 PADM 5117: Public Sector Management (Fall 2012)
Scenario Presentation
Pairs of students will be expected to prepare a scenario from current events that corresponds to the
course readings. Your task is to present the scenario as if you were preparing a memorandum-to-
cabinet (MC). Pairs will be assigned. That is, you should follow a standard template as follows:
• Issue Definition (brief description – 1 minute)
• Background of the Issue (brief – 3 minutes)
• Recommended Solution (2 minutes)
• Considerations (for recommended solution – 2 minutes)
• Implementation (how you would implement the solution – 4 minutes)
Memorandum-to-Cabinet Group Assignment (MC)
Throughout the term, you will be expected to work in a group of approximately 3 or 4 people.
Each group will select an issue or public problem that builds on one or more of the course
discussions such as risk management, public consultation or public sector renewal. Each group
will prepare a memorandum-to-cabinet that includes a background document and memorandum-
of-recommendations using the prescribed Privy Council Office guidelines (provided on WebCT in
an assigned folder).
Groups will be assigned sometime in October comprising no more than four persons per group.
You will be expected to select a public problem on your own, but these topics should be approved
by the instructor.
As an exercise, the public problem should be well-defined according to guidelines to be discussed
in class. Given that this is a course in public management, your emphasis will be to consider how
your recommended solution would be implemented given the contextual, ideological,
environmental, regulatory or other factors as pertinent. Your background paper should not exceed
20-22 double-spaced pages. Your memorandum-of-recommendations should not exceed the page
limit prescribed by the PCO guidelines.
MC Case Study Presentation and Participation
Each case study team will compete in a mini-case study competition at the end of the term. Your
task will be to present the findings of your case studies and to make a persuasive case for your
recommendation. Your presentation grade will be based on the extent to which you present your
argument logically that makes pertinent links to the theories you have learned in class. That is, it is
not enough that you believe your recommendation is correct or appropriate. You must demonstrate
that you fully understand the implications of your recommendation on the “logic” of our system
of government and its management practices.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 4 PADM 5117: Public Sector Management (Fall 2012)
Class Participation
Students are expected to come to class having read and be prepared to discuss the readings and
apply them to real world public sector management situations. You will not be required to do a
formal presentation on the readings, but will be expected to attend classes and actively participate
in the discussions. You will be expected to bring news items to class to discuss.
GRADING GUIDELINES
SPPA has expanded upon the grading system outlined in the Graduate Calendar in order to give
our students a fuller description of standards. This explanation is intended to provide clarification
of the Graduate Calendar, and in no way overrides it. Carleton University uses a 12 point grading
scale from A+ (12) to D- (1) to determine your overall Grade Point Average (GPA). The final
evaluation you receive in this course will be submitted as a letter grade that corresponds to this
scale. Note that in a graduate program, grades of C+ or lower normally cannot be given credit
toward the degree.
Here is how to interpret grades in terms of our expectations of performance:
Letter Grade
CU #s
Description
% Ranges
Explanation
A+
12
Outstanding
90-100
For written work, virtually publishable.
Demonstrates exceptional evaluative judgment,
outstanding critical thinking, and mastery of
technical and literary aspects of writing.
A
11
Excellent
85-89
Demonstrates superior grasp of material, very
strong critical thinking, and capacity to
understand and extend underlying patterns.
A-
10
Very Good
80-84
Demonstrates strong grasp of material, its
component parts, and capacity to analyse their
relationships to each other.
B+
9
Good
77-79
Demonstrates clear understanding of material
and ability to apply concepts. Written work is
competent.
B
8
Satisfactory
73-76
Satisfactory, but below average. Demonstrates
comprehension of material, reasonable but not
strong analytical capacity, with limitations in the
ability to apply concepts.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 5 PADM 5117: Public Sector Management (Fall 2012)
B-
7
Barely Adequate
70-72
Clearly below average. Demonstrates
comprehension and understanding, with limited
capacity for application. Communications skills
are problematic.
C+
6
Less than Adequate
67-69
Did not demonstrate an adequate understanding
of the material or the ability to apply the
concepts. Writing and/or presentations show
serious problems.
C to D-
Failure
50-66
Grades in this range indicate work that is
passable in some respects but does not meet the
standards of graduate work.
F
Failure
Did not meet minimum requirements.
UNIVERSITY POLICY ON PLAGIARISM
Plagiarism is an instructional offence that occurs when a student uses or passes off as one’s own
idea or product work of another person, without giving credit to the source. The punishments for
plagiarism at Carleton are significant. You could fail the course, or, under certain circumstances,
be expelled from the university.
If you are using someone else’s words—in a quotation—refer to the source in a footnote or
bracketed reference. If you are paraphrasing someone else’s text (that is, not quoting directly, but
closely following the line of argument), refer to the source just as you would for a quotation,
except that quotation marks are not used. If you are using someone else’s ideas, acknowledge this
in a footnote, or by a clear reference in the text of your essay.
Material copied from the Internet must be treated like material from a book or any other source. If
you are quoting a source you found on the Internet, use quotation marks and refer to the location
of the item (name the website; identify the electronic journal and issue, etc.) just as you would for
a quotation from printed material. If you are paraphrasing material or borrowing ideas from an
Internet source, the source must be identified in a footnote, just as a quotation would be. Excellent
software is available for locating material that might have plagiarized from the Internet, and it will
be used.
ACADEMIC ACCOMMODATION
You may need special arrangements to meet your academic obligations during the term. For an
accommodation request the processes are as follows:
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 6 PADM 5117: Public Sector Management (Fall 2012)
Pregnancy obligation: write to me with any requests for academic accommodation during the first
two weeks of class, or as soon as possible after the need for accommodation is known to exist. For
more details visit the Equity Services website: http://www2.carleton.ca/equity/
Religious obligation: write to me with any requests for academic accommodation during the first
two weeks of class, or as soon as possible after the need for accommodation is known to exist. For
more details visit the Equity Services website: http://www2.carleton.ca/equity/
Academic Accommodations for Students with Disabilities: The Paul Menton Centre for
Students with Disabilities (PMC) provides services to students with Learning Disabilities (LD),
psychiatric/mental health disabilities, Attention Deficit Hyperactivity Disorder (ADHD), Autism
Spectrum Disorders (ASD), chronic medical conditions, and impairments in mobility, hearing, and
vision. If you have a disability requiring academic accommodations in this course, please contact
PMC at 613-520-6608 or [email protected] for a formal evaluation. If you are already registered
with the PMC, contact your PMC coordinator to send me your Letter of Accommodation at the
beginning of the term, and no later than two weeks before the first in-class scheduled test or exam
requiring accommodation (if applicable). After requesting accommodation from PMC, meet with
me to ensure accommodation arrangements are made. Please consult the PMC website for the
deadline to request accommodations for the formally-scheduled exam (if applicable) at
http://www2.carleton.ca/pmc/new-and-current-students/dates-and-deadlines/
You can visit the Equity Services website to view the policies and to obtain more detailed
information on academic accommodation at http://www2.carleton.ca/equity/
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 7 PADM 5117: Public Sector Management (Fall 2012)
COURSE OUTLINE
Week 1 Introduction
September 11
• Defining “public administration” and “public management”
• What are the challenges of governing today?
• Course overview and expectations
PART I: PUBLIC ADMINISTRATION THEORY AND INSTITUTIONS
Week 2 Public Institutions, Organizing Principles and Democratic Control
September 18
• Parliament and democracy: the Westminster model
• Politics/Administration Dichotomy
• Rule of Law of Public Legitimacy
Savoie, Introduction and Chapter 2.
Leone and Ohemeng, chapter 3 (Should the bureaucracy be politically neutral?).
Gerald Baier, Herman Bakvis and Douglas Brown, “Executive Federalism, the Democratic Deficit
and Parliamentary Reform,” in G. Bruce Doern (ed.), How Ottawa Spends 2005-2006: Managing
the Minority. Montreal and Kingston: McGill-Queen’s University Press, 2005, 163-183.
Paul Thomas, “Parliament and the Public Service,” in Christopher Dunn (ed.), The Handbook of
Canadian Public Administration. Don Mills, Oxford University Press, 2002, 341-368.
Optional Readings:
Joseph Heath, “The Myth of Shared Values in Canada,” 2003 John L. Manion Lecture, Canada
School of Public Service. May 2003, 1-35.
Eugene Forsey, How Canadians Govern Themselves, 7th
Edition (Ottawa: Supply and Services,
2005). Available at: http://www.parl.gc.ca/information/library/idb/forsey/PDFs/How_Canadians_Govern_Themselves-7ed.pdf/
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 8 PADM 5117: Public Sector Management (Fall 2012)
Week 3 Political and Administrative Responsibilities
September 25
• Personality and Values of the Canadian Public Service
• Government departments and mandates
• Ministerial Responsibility, role of legislation and limits of authority
Savoie, chapter 3.
Leone and Ohemeng, chapter 5 (Is ministerial responsibility a dead concept?).
Nick d’Ombrain, “Ministerial Responsibility and the Machinery of Government,” Canadian
Public Administration, 50, 2, Summer 2007, 195-218.
Gregory Tardi, “Departments and other Institutions of Government,” in Christopher Dunn (ed.),
The Handbook of Canadian Public Administration. Don Mills, Oxford University Press, 2002,
281-304.
John Alford and Janine O’Flynn, “Making Sense of Public Value: Concepts,
Critiques and Emergent Meanings,” International Journal of Public Administration, 32 (2009), 3,
171-91.
Kenneth Kernaghan, “East Block and Westminster: Conventions, Values, and Public Service,” in
Christopher Dunn (ed.), The Handbook of Canadian Public Administration. Don Mills, Oxford
University Press, 2002, 104-119.
Optional Readings:
Peter Aucoin, Jennifer Smith and Geoff Dinsdale, Responsible Government: Clarify Essentials,
Dispelling Myths and Exploring Change (Ottawa: Canada School of Public Service, 2004).
Jonathan Malloy and Scott Millar, “Why Ministerial Responsibility can Still Work,” in G. Bruce
Doern (ed.), How Ottawa Spends 2007-2008: The Harper Conservatives – Climate of Change
(Montreal and Kingston: McGill-Queen’s University Press, 2007), 105-22.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
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PART II: FROM ADMINISTRATION TO MANAGEMENT
Week 4 Managing Government: The New Public Management
October 2
• New Public Management
• Alternative service delivery - the “rightness” of the private sector?
Savoie, chapter 4.
Leone and Ohemeng, chapter 4 (Should the public sector be run like a business?)
Michael Howlett, Luc Bernier, Keith Brownsey and Christoper Dunn, “Modern Canadian
Governance: Political-Administrative Styles and Executive Organization in Canada,” in Luc
Bernier, Keith Brownsey and Michael Howlett (eds.), Executive Styles in Canada: Cabinet
Structures and Leadership Practices in Canadian Government. Toronto: University of Toronto
Press, 2005, 3-16.
Mohamed Charih, Lucie Rouillard, “The New Public Management,” in Mohamed Charih and
Arthur Daniels (eds.), New Public Management and Public Administration in Canada. Toronto:
IPAC, 1997, 27-46.
David Zussman, “Alternative Service Delivery,” in Christopher Dunn (ed.), The Handbook of
Canadian Public Administration. Don Mills, Oxford University Press, 2002, 53-76.
Week 5 Managing Government: Shift to Public Governance
October 9
• New public management to “public governance”
• New “styles” of management - Collaboration and networks
Savoie, chapter 7.
Leone and Ohemeng, chapter 13 (New Public Governance)
Tony Bovaird, “Public Governance: Balancing Stakeholder Power in a Network Society,”
International Review of Administrative Sciences, 71, 2 (2005), 217-228.
Stephen P. Osborne, “The New Public Governance?,” Public Management Review, 8 (September
2006), 3, 377-387.
Terry L. Cooper, Tomas A. Bryer, and Jack W. Meek, “Citizen-Centered Collaborative Public
Management,” Public Administration Review, December 2006, Special Issue, 76-88.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 10 PADM 5117: Public Sector Management (Fall 2012)
Optional Readings:
Robert Agranoff, “Inside Collaborative Networks: Ten Lessons for Public Managers,” Public
Administration Review, Special Edition (December 2006), 56-65.
Evan Diamond and Ron Cooper, “Citizen Relationship Management,” Optimum Online, 33
(December 2003), 4. Available at: http://www.optimumonline.ca/article.phtml?id=190”
Donald J. Savoie, The Federal Government: Revisiting Court Government in Canada,” in Luc
Bernier, Keith Brownsey and Michael Howlett (eds.), Executive Styles in Canada: Cabinet
Structures and Leadership Practices in Canadian Government. Toronto: University of Toronto
Press, 2005, 17-43.
John J. Kiefer and Robert S. Montjoy, “Incrementalism before the Storm: Network Performance
for the Evacuation of New Orleans,” Public Administration Review, December 2006, Special
Issue, 122-130.
Rachel Laforest and Susan Phillips, “Citizen Engagement: Rewiring the Policy Process,” in
Michael Orsini and Miriam Smith (eds.), Critical Policy Studies. Vancouver: UBC Press, 2006,
67-90.
PART III: MANAGING UNDER CONDITIONS OF GOVERNANCE
Week 6 Managing Money: Public Budgeting Processes
October 16
• Budget setting processes
• Shifts to performance budgeting
Leone and Ohemeng, chapter 9 (Should Canadian governments be required by law to run balanced
budgets?)
Miekatrien Sterck and Bram Scheers, “Trends in Performance Budgeting in Seven OECD
Countries,” Public Performance & Management Review, 30 (Sept 2006), 1, 47-72.
Miekatrien Sterck, “The impact of performance budgeting on the role of the legislature: a four-
country study,” International Review of Administrative Sciences, 73 (2007), 189-203.
Christopher Stoney and G. Bruce Doern, “Harper Budgeting in a New Majority Government:
Trimming Fat or Slicing Pork?, How Ottawa Spends 2011-2012, 3-38.
Aaron, Wildavsky, “A Budget for all Seasons? Why the Traditional Budget Lasts,” Public
Administration Review, November/December 1978, 501-509.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 11 PADM 5117: Public Sector Management (Fall 2012)
Week 7 Managing Money: Expenditure Management Processes
October 23
• Expenditure Management System (EMS)
• Controlling expenses and growth in staffing
Leone and Ohemeng, chapter 7 (Do institutions responsible for parliamentary oversight offer
better tools for scrutinizing and improving governance?)
Office of the Auditor General, “An Overview of the Federal Government’s Expenditure
Management System,” Report of the Auditor General of Canada 2006. Ottawa: OAG, 2006,
5-28. Available at: http://www.oag-bvg.gc.ca/domino/reports.nsf/html/20061100ce.html
Peter Dobell and Martin Ulrich, “Parliament and Financial Accountability,” Gomery Commission,
Research Studies, Volume 1, 23-62.
Shepherd, Robert, “Departmental Audit Committees and Governance: Making Management and
Accountability the Priority from the Top Down,” Canadian Public Administration, 54 (June 2011),
2, 277-304.
Reto Flury and Kuno Schedler, “Political Versus Managerial Use of Cost and Performance
Accounting,” Public Money and Management, 26 (September 2006), 4, 229-34.
Optional Readings:
Denis Saint-Martin, “Managerialist Advocate or ‘Control Freak’? The Janus-faced Office of the
Auditor General,” Canadian Public Administration, 47, 2, 2004, 121-140.
Barbara Allen, “How Ottawa Buys: Procurement Policy and Politics beyond Gomery,” in G.
Bruce Doern (ed.), How Ottawa Spends 2006-2007: In from the Cold, The Tory Rise and the
Liberal Demise. Montreal and Kingston: McGill-Queen’s University Press, 2006, 95-115.
Week 8 Managing for Accountability: Who is Responsible?
October 30
• The Friedrich-Finer Debate renewed: values versus rules
• Revisiting Ministerial Responsibility
• Accountability Act and Accounting Officer model
Savoie, chapter 11.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 12 PADM 5117: Public Sector Management (Fall 2012)
Leone and Ohemeng, chapter 16 (Federal accountability regimes and First Nations’ Governance)
David E. Smith, “Clarifying the Doctrine of Ministerial Responsibility as it Applies to the
Government and Parliament of Canada,” Commission, Research Studies, Volume 1, 101-
144.
James Ross Hurley, “Responsibility, Accountability and the Role of Deputy Ministers in the
Government of Canada,” in Commission of Inquiry into the Sponsorship Program and Advertising
Activities, Restoring Accountability: Research Studies Volume 3. Ottawa: PWGSC, 2006, 115-
156.
Lorne Sossin, “Defining Boundaries: The Constitutional Argument for Bureaucratic Independence
and its Implications for the Accountability of the Public Service,” Commission, Research Studies,
Volume 2, 1-64.
Optional Readings:
Peter Aucoin, “Improving Government Accountability, Canadian Parliamentary Review, 29 (Fall
2006), 3, 20-26.
Peter Aucoin, “After the Federal Accountability Act: Is the Accountability Problem in the
Government of Canada Fixed?,” FMI Journal, 18 (2007), 2, 12-15.
C.E.S. (Ned) Franks, “The Respective Responsibilities and Accountabilities of Ministers and
Public Servants: A Study of the British Accounting Officer System and its Relevance for
Canada,” Commission, Research Studies, Volume 3, 157-230.
Donald J. Savoie, “The Canadian Public Service has a Personality,” Canadian Public
Administration, 49, 3, Fall 2006, 261-281.
Week 9 Managing Partnerships: Multiple Party Arrangements
November 6
• 3 Ps, Partnerships, MOUs
• Finding new ways of cooperating across jurisdictions
Savoie, chapter 5.
Leone and Ohemeng, chapter 10 (Should governments use the private sector to deliver public
services?)
Joan Price Boase, “Beyond Government?: The appeal of public-private partnerships,” Canadian
Public Administration, 43 (Spring 2000), 1, 75-91.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 13 PADM 5117: Public Sector Management (Fall 2012)
Tony Bovaird, “Public-Private Partnerships: from contested concepts to prevalent practice,”
International Review of Administrative Sciences, 70 (2004), 2, 199-215.
Ali Sedjari, “Public-Private Partnerships as a tool for modernizing public services,” International
Review of Administrative Sciences, 70 (2004), 2, 291-306.
Susan Phillips and Karine Levasseur, “The Snakes and Ladders of Accountability: Contradictions
between Contracting and Collaboration for Canada’s Voluntary Sector,” Canadian Public
Administration, 47 (2004), 4, 451-74.
Optional Readings:
Archon Fung, “Varieties of Participation in Complex Governance,” Public Administration Review,
December 2006, Special Issue, 66-76.
Patrick Dunleavy, Helen Margetts, Simon Bastow and Jane Tinkler, “New Public Management is
Dead-Long Live Digital-Era Governance,” Journal of Public Administration Research and
Theory,” 16, 2005, 467-494.
Laura Edgar, “Building Policy Partnerships: Making Network Governance Work,” Institute on
Governance, February 2002. Available at: http://www.iog.ca/publications/effective_network.pdf
Week 10 Managing People: Performance, Recruitment, Renewal
November 13
• Merit and a neutral public service
• Collective bargaining, motivation and job satisfaction
• HR Renewal
Savoie, chapter 8.
Leone and Ohemeng, chapter 11 (Is employment equity fair and necessary?)
Mary Ann Feldheim, “Public Sector Downsizing and Employee Trust,” International Journal of
Public Administration, 30 (2007), 3, 249-70.
James L. Perry, Debra Mesch and Laurie E. Paarlberg, “Motivating Employees in a New
Governance Era: The Performance Paradigm Revisited,” Public Administration Review,
July/August, 2006, 505-534.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 14 PADM 5117: Public Sector Management (Fall 2012)
Jonathan Malloy, “The Next Generation? Recruitment and Renewal in the Federal Public
Service,” in G. Bruce Doern (ed.), How Ottawa Spends 2004-2005: Mandate Change in the Paul
Martin Era. Montreal and Kingston: McGill-Queen’s University Press, 2004, 277-295.
Optional Readings:
Edward C. Page, Christopher Hood and Martin Lodge, “Conclusion: Is Competency Management
a Passing Fad?,” Public Administration, 83, 4, 2005, 853-860.
David Zussman, “How to Retain Talent,” The Ottawa Citizen, October 16, 2006.
Morley Gunderson, “Collective Bargaining and Dispute Resolution in the Public Service,” in
Christopher Dunn (ed.), The Handbook of Canadian Public Administration. Don Mills: Oxford
University Press, 2002, 517-532.
Peter Aucoin, “The New Public Governance and the Public Service Commission,” Optimum
Online, 36, 1 March 2006. http://www.optimumonline.ca/article.phtml?id=252
Week 11 Managing Leaders: Ethics in Governing
November 20
• Ethics and public leadership
• Whistleblowing and disclosure of wrongdoing
• Transparency in government
Savoie, chapter 12.
Leone and Ohemeng, chapter 8 (Should whistleblowing be encouraged in the public sector?)
Sandford Borins, “Loose Cannons and Rule Breakers or Enterprising Leaders?: Some Evidence
about Innovative Public Managers,” Public Administration Review, 60 (Nov/Dec 2006), 6, 498-
507.
John Langford and Allan Tupper, “How Ottawa Does Business: Ethics as a Government
Program,” in G. Bruce Doern (ed.), How Ottawa Spends 2006-2007: In from the Cold, The Tory
Rise and the Liberal Demise. Montreal and Kingston: McGill-Queen’s University Press, 2006,
116-137.
Kenneth Kernaghan, “Encouraging ‘Rightdoing’ and Discouraging Wrongdoing: A Public Service
Charter and Disclosure Legislation,” Commission, Research Studies, Volume 2, 71-114.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
Page 15 PADM 5117: Public Sector Management (Fall 2012)
Optional Readings:
Demetrios Argyrides, “Good Governance, Professionalism, Ethics and Responsibility,”
International Review of Administrative Sciences, 72, 2 (June 2006), 155-70.
Herman Bakvis and Luc Juillet, The Horizontal Challenge: Line Departments, Central Agencies
and Leadership. Canada School of Public Service, 2004. http://www.myschool-
monecole.gc.ca/Research/publications/pdfs/hc_e.pdf
Jacques Bourgault, “Corporate Management at the Top Level of Governments: the Canadian
Case,” International Review of Administrative Sciences, 73, 2, June 2007, 257-274.
Week 12 Managing Risk: The “New” Way Forward in Managing?
November 27
• Evaluation and results-based management
• Rise of “risk-based” management - risk or results?
Leone and Ohemeng, chapter 6 (Do performance management systems lead to better
accountability and governance?)
Savoie, chapter 13.
Malcolm K. Sparrow, The Regulatory Craft: Controlling Risks, Solving Problems and Managing
Compliance (Washington, DC: Brookings Institution Press, 2000), Chapters 8 and 19, 109-122
and 281-292.
Barbara Wake Carroll and David I. Dewar, “Performance Management: Panacea or Fools’ Gold?”
in Christopher Dunn (ed.), The Handbook of Canadian Public Administration. Don Mills: Oxford
University Press, 2002, 413-429.
Gwyn Bevan and Christopher Hood, “What’s measured is what matters: targets and gaming in
healthcare in England,” Public Administration, 84 (2006), 3, 517-38.
Matthias Beck, Darinka Asenova and Gordon Dickson, “Public Administration, Science, and Risk
Assessment: A Case Study of the U.K. Bovine Spongiform Encephalopathy Crisis,” Public
Administration Review, 65, 4 (July/August), 2005, 296-308.
Optional Readings:
Tony Bovaird, “Developing New Forms of Partnership with the ‘Market’ in the Procurement of
Public Services,” Public Administration, 84,1, 2006, 81-102.
PADM 5117 – Fall 2012 Prof. Robert Shepherd
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Treasury Board Secretariat, “Review of Canadian Best Practices in Risk Management,” 1999.
Available at: http://www.tbs-sct.gc.ca/pubs_pol/dcgpubs/RiskManagement/rm-rcbp_e.asp
Treasury Board Secretariat, “Risk, Innovation and Values-Examining the Tensions,” 1999.
Available at: http://www.tbs-sct.gc.ca/pubs_pol/dcgpubs/RiskManagement/rm-riv_e.asp
CCAF, “How to Strengthen Risk Management in Government,” (June 2008). Available at:
http://www.ccaf-fcvi.com/English/updates/RiskManagement06-06-08.html
Week 13 MC Group Case Study Presentations
December 4