PAPM 2000 February 25, 2014.docx

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Public Affairs and Policy Management
PAPM 2000
Graeme Auld

February 25, 2014 Implementation and New Public Management As an approach to implementation •Much discussed and debated in policy circles Today's class: •Key principles of NPM •The Canadian Experience •International Comparison & beyond NPM •Themes Key Principles of NPM: •Out with traditional bureaucracies o Sees them as inflexible and slow (not organizationally suited to addressing key problems) •Focus on "policy" failure as greater evil than "market" failure o Markets can fail, but often the government intervention can be worse than problem o Envisions a more circumscribed role for government •Shifted from legal to economic market, there were increasing rates of criminal activity, reduction of tax base, etc. •If government acts.. Implement easier via private actors o Give service delivery functions to private sector (NGOs, communities, private corporations) o Steer rather than row •Flexible, hybrid delivery modes, but clearer distinction between policy-making and implementation •Public Service 2000 (PS2000) o Launched as a major initiative in the late 1980s •Meant to: o Respond to frustration with inflexibility and centrally prescribed administrative structure; and o Address concerns fiscal constraints would continually worsen •Three core objectives: better service, improved personnel management, and flexibility PS2000 involved ten task forces led by DMs •Seven on HR o Classification and occupational group structures; training and development; compensation and benefits' management category; staff relations; staffing; work force adaptiveness •PS2000 White Paper positioned service to Canada and Canadians as the key aim of reform •Placed considerable focus on "decentralization" and increased "delegation of authority" o Means to provide responsive, efficient and effective government services •Greater role for personal accountability ad responsibility of public servants o Empowered public servants to be better service providers o Adopt a culture of continuous learning; pay more attention to training and career development o Envisioned as a 10 year process to facilitate "corporate culture" shift • Program Review launched in 1995: (part of "Getting Government Right") o Review of all federal programs o Keep only those that were effective and cost efficient and appropriate for federal role in Canada • Four objectives o Clarify federal roles and responsibilities o Improve targeting of resources to high priority social/economic issues o Accessible government, involving clients in decisions and improving service delivery o Affordable • Ministers reviewed programs based on six questions: o Serving public; need for government involvement; federal role; scope for partnership; efficiency; affordability • Program review: outcomes o Significant job cuts in public service o Budget cuts from 20-70% (though some programs did receive more funds) Example: Canada Post • Controversy over the scope and funding model of postal service • Coalition for Canada Post Accountability charged that CP eroded their business by cross-subsidizing courier, admail, and other service from monopoly control of First Class Mail o Argued that CP should have mandate reviewed as part of program review o Fit with 2nd criteria: review need for government involvement Quick history: • CP became a crown corporation in 1981 with mandate of financial self-sufficiency • Government mandated need to make private-sector rate of return • Set up tension over future o Unions envisioned expansion of services & economies of scale to support well-paid jobs o Commercial interests (news industry, courier companies, etc..) saw CP as competitive rival • First class mail becoming more expensive to run due to lowering volumes of mail per delivery point • Aadmail on the other hand, was growing in significance • These and other concerns fueled Radwanski review • Made many recommendations including that CP get out of admail Modern
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