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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.

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Page 1: Carleton University School of Public Policy and ...portal.publicpolicy.utoronto.ca/en/Courses/... · PADM 5117 – Fall 2012 Prof. Robert Shepherd PADM 5117: Public Sector Management

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.

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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.

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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.

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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.

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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:

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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/

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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/

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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.

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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