July 24, 2008
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Commentary
by David Zusman
A recent visit to England and Scotland reminded me of the many innovations in public sector management taking place around the world. There has been a steady stream of reports on the government’s performance on a number of key policy areas based on performance measures and other metrics used to hold agencies or departments to account.
In Scotland, much of the discussion (aside from speculation on an independence vote) has been directed to the government̵...
ON THE COVER
The Honourable Jocelyne Bourgon is President of the Canadian Centre for Management Development, Chair of the Federal Learning and Development Committee and is a recently-appointed Officer of the Order of Canada.
Photography: Mitch Lemet, Watermark Photography
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NOVA SCOTIA'S CENTRE FOR ENTREPRENEURSHIP EDUCATION AND DEVELOPMENT
Chris Curtis The entrepreneurial attitude starts from and builds upon the strengths of individuals strengths such as self-reliance, confidence, receptivity to change, and tolerance of ambiguity. These are attitudes and characteristics that fuel the success of productive and innovative people in both the private and public sectors.
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CCMD: TOOLS FOR TODAY'S MANAGEMENT CHALLENGES
Geoff Dinsdale and Peter Stoyko A year and some months ago, the Canadian Centre for Management Development (CCMD) consulted with managers to identify their top four critical management issues. At issue were the challenges they were really struggling with the challenges they had to face on a day-to-day basis.
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BUILDING COLLABORATIVE LABOUR RELATIONS IN GOVERNMENT WORKPLACES
Graham S. Lowe The 1990s put an end to the popular myth that governments are bureaucratic monoliths resistant to change. Deficit reduction and downsizing reshaped the role, size, and structure of public administration. Even more sweeping change is on the horizon this decade, as governments embrace new information technology, strive to become knowledge-based learning organizations, and embark on massive workforce renewal as baby-boomers retire.
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FROM CUSTOMER SERVICE TO MILITARY SERVICE
Howard C. Dickson,CIO, DND A learning opportunity with the
Department of National Defence |
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JOCELYNE BOURGON: LEARNING ORGANIZATIONS
John Dingwall As stated in recent Throne Speeches and the report to Parliament from the Clerk of the Privy Council, the public service is committed to focusing on recruitment, retention, and learning. In particular, it is committed to becoming a learning organization an initiative which is being coordinated through the Deputy Minister Committee on Learning, chaired by Jocelyne Bourgon, President of the Canadian Centre for Management Development.
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OPS QUALITY SERVICE STRATEGY
Lois Bain Ontario's Quality Service Initiative is a results based approach to continuous improvement linked to business planning, individual performance contracts and performance pay. It has set goals for the Ontario Public Service (OPS) to improve public satisfaction with OPS services, measure up to external benchmarks and become the premier public service jurisdiction to benchmark against. In the three years since its launch, ministries have undergone rigorous assessments of organizational performance, put quality improvement plans in place, implemented common service standards and measured results.
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CAPAM 2000: SELECTING THE WINNERS
Sandford Borins The theme of improving the quality of service was highlighted in the presentations made by the ten finalists in the International Innovations Awards Program. Five common characteristics (and lessons) can be identified: these were not necessarily present in every finalist, but were observed often enough to be considered representative of many service quality innovations.
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WORKABLE ACCOUNTABILITY
Walter Baker Anne Perkins A six-stage process to ensure
accountability works for you. |