July 23, 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:
St. John’s, Newfoundland – the oldest settlement in North America – citizens of this province are being given a new opportunity to check out the latest stats on various aspects of their health, education, employment, lifestyles, etc.
Photo Credit: Newfoundland and Labrador Tourism.
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PART 3 Knowledge Management: Measuring Success at the Strategic Level Last in a Three-part Series
Part I set the context: knowledge management (KM) should focus on mission achievement. But it can get off track, and become an end in itself, rather than a means to achieve key results. Managers should ask: What strategic purpose is KM serving, what purposes can it serve? Then move on to generating action on what and how, while coming to grips with accountability. Part II provided tips on implementation, realizing that KM is fundamentally focused on people, decision support, learning, and relationships. It examined seven dimensions that can be strategically leveraged to maximize knowledge managements contribution to mission achievement: 1) recruiting and retaining the right staff; 2) developing strategically-specific competencies and skills; 3) building a positive learning climate; 4) transferring knowledge internally and externally, 5) developing leaders strength and commitment; 6) effectively managing, integrating and interacting with information (IT and IM); and 7) building strong policy and decision support systems.
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Sewing the Seeds of Innovation
Alex Pattakos and Elaine Dundon When we first proposed a university course on innovation in government 15 years ago, the Dean rejected it as an oxymoron. Innovation has finally made it onto the agenda, to the extent it promises to change the landscape of contemporary public administration. Increasing numbers of constituents and government officials alike are calling for higher levels of innovation to meet increasing demands for quality and service, and to reform the way that the publics business is being conducted.
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Innovation Agenda
Frances Horibe Innovation drives prosperity for organizations and for nations. The Society of Management Accountants describes innovation as fundamental to the quest for profitable, sustainable growth. The World Economic Forum believes this so firmly that it publishes an annual ranking of countries according to their innovative capacity. Canadas ranking of 12th means that many other industrialized countries are more innovative and has prompted the government to launch an innovation agenda.
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Hope Factor of Innovation:
Interview with Gail Christopher By Paul Crookall I believe that government innovation is the hope factor in democratic societies, Gail Christopher claims. Why? Innovation rests on hopethat we can solve problems. The mission of government distinguishes its organizations from the private sector, where innovation is a Productivity/profit factor.
Gail Christopher is Executive Director of the Institute for Government Innovation at Harvard Universitys John F. Kennedy School of Government, a Fellow of the National Academy of Public Administration, and Guest Scholar at the Brookings Institute. She spoke with CGE Editor Paul Crookall. |
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Transforming Internal Auditing
Jacques Lapointe In 1997 the Province of Ontario began a transformation to a more efficient, integrated, customer-focused organization. Ontarios internal audit function has also been transformed and today provides a valuable component of the Provinces governance framework.
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Municipality & Community Portals
Joann McDonald The Corporation of the Municipality of Chatham-Kent (located in Southwestern Ontario), operating under a single tier government system, was created in 1998 with the amalgamation of 23 communities, 13 public utility commissions, and 5 police forces. The Municipality was required to provide many services including public health, social services, water, hydro and wastewater services, emergency services, economic development, libraries, culture and recreation. Along with this requirement was the mandate to cut costs and streamline procedures.
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Performance Report Card:A Question of Accountability
Lee McCormack Questions of accountability in government have arisen more and more frequently over the past few years, especially in the federal context. Citizens question what they are getting for their tax dollars. Members of Parliament question whether the government is being open and transparent with its expenditures. And the Auditor General is questioning the way in which the government is reporting on its performance.
As a response, in part, to these questions of accountability, the 2003 Budget included a commitment to improve reporting and accountability to Parliament. |
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Social Audit: Newfoundland and Labrador Look at the Big Picture
Marcia Porter When popular radio talk show host Bill Rowe went on-air one morning in early April, he devoted much of his pre-amble to telling his thousands of listeners across the province about a professional-looking, 32-page document called From the Ground Up.
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Interview: President & CEO of Cisco Systems
Paul Crookall Canadian governments deserve a pat on the back for their support of e-government and e-business says Pierre-Paul Allard, President and CEO of Cisco Systems.
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Conflict Management
Richard Moore Conflict is an inevitable, natural part of living, given our differences. This is true in organizations and in our personal lives. To live, work, and manage in an organization is to be in conflict. Without it, little change or growth takes place. With too much, individuals and organizations become dysfunctional. The more we learn about conflict, the greater the chance of learning from it, thus preventing unnecessary disputes and managing future disputes with more skill, confidence, and productivityand less stress.
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