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CA (630,000)
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POLS 2250 (100)
Tim Mau (100)
Lecture

POLS 2250 Lecture Notes - Passport Canada, Voluntary Sector, Service Canada


Department
Political Science
Course Code
POLS 2250
Professor
Tim Mau

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New Public Management in Canada March 4,
2013
1970s Canada shared similar economic imperatives of UK and
New Zealand
o Growth of power-war welfare state led to annual deficits &
massive
1979 conservative pm (Joe Clark) similar rhetoric to Thatcher
o Suffered a no-confidence vote on his first budget and was
forced out of office
1980 Trudeau returns to power no interest in NPM
1984 Brian Mulroney
o Very vocal about government waste and inefficiency
o Limited adoption of NPM reforms
Reduction in number of public servants
Privatization (CN & Petro Canada)
Increased managerial authority & accountability
(IMAA)
o Launched a full out assault on bureaucracy here in Canada
o Said that “a minister will run his department and any deputy
minister who doesn‟t understand that will have a career
noted with brevity”
Ministerial task force on program review (Nielson Task
Force)
Review, assess and reduce government
expenditures
Introduce private sector business practices
Government should contract out for services
Modest savings through elimination of minor
programs
Public Service 2000 (PS 2000)
Effort to renew the public service (1989)
People as the greatest asset
Forster consultative, client-oriented culture
Delegation/Empowerment
Chretien Government
o Strategic implementation of NPM-type reforms
Program Review (1994)
Deficit reduction goal
Cuts to public service (17.4%)
Widespread cuts to government departments
6 tests: public interest (does the public
need/want this?), role of government (is the
program delivering a service that‟s legal and
necessary); federalism (federal system of
government with responsibilities and powers
that are shared); partnership (should the state
be offering the service or is there a way to
partner with the private or non-private sector);
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efficiency (can the program be redesigned to
make it more efficient); affordability (may be a
responsibility or serving a public interest but
can the government afford it?)
Efforts to improve client satisfaction with government
services (ie: quality service initiative, 1995)
La Releve (1998)
„Relief and Reawakening‟
Leadership, action, renewal, energy, learning,
expertise, values, experience
Alternative Service Delivery March
6, 2013
ASD “a creative and dynamic process of public sector
restructuring that improves the delivery of services to clients by
sharing governance functions with individuals, community groups
and other entities” (Zussman)
o Restructuring changing the governments
o Improve service delivery
o Shared governance individuals, groups
Shift to governance
Rooted in NPM paradigm
o Stresses the need for innovation, flexibility and delivery of
those services
o Would rely on traditional forms of delivery crown
corporation, government department or regulatory agency
o „Steer‟ rather than „row‟
o Need for innovation, flexibility and superior service delivery
Attractive because of perceived cost reductions
New skill set of public servants required
o If public servants are now working in concert with private
sector partners skill sets are newly required
o Public servants are trying to provide a public service
private sector trying to create revenue combination of the
two
Many variants of ASD, but all possess common characteristics
o Desire for cost efficiency
o Flexible financial and human resource management
o Accountability frameworks
Governments hate taking the risk and usually end up
giving away most of the rewards
o Service/performance standards
o Evaluation
Can occur within government or in partnership with private and
voluntary sector
Within Government
Better co-operation between departments government
departments coordinating efforts (horizontal management)
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