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The Sponsorship Scandal and the Gomery Commission

The Sponsorship Scandal and the Gomery Commission. Part 4 November 7 th , 2006. The Main Issues. Sponsorship scandal took place in context framed by... the New Public Managment (NPM) freedom of information whistle-blowing public service ethics

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The Sponsorship Scandal and the Gomery Commission

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  1. The Sponsorship Scandal and the Gomery Commission Part 4 November 7th, 2006

  2. The Main Issues... • Sponsorship scandal took place in context framed by... • the New Public Managment (NPM) • freedom of information • whistle-blowing • public service ethics • Gomery report recommends changes/adjustments to... • the New Public Managment (NPM) • freedom of information • whistle-blowing • public service ethics • Lectures (Part IV) • basic description of each issue/elements • how did each element contribute to the context of the sponsorship scandal? • what are the relevant recommendations by Gomery?

  3. Reading • David A. Good, The Politics of Public Management • see syllabus for reading schedule • online seminar Nov.20-24 • Commission of Inquiring in the Sponsorship Program and Advertising Activities, Restoring Accountability – Recommendations. (Available on ACE webpage.)

  4. Savoie and Gomery

  5. Savoie and Gomery

  6. Savoie and Gomery

  7. Savoie and Gomery

  8. Savoie and Gomery

  9. THE NEW PUBLIC MANAGEMENT

  10. The New Public Management • basic description • NPM and the context of the Sponsorship Scandal • NPM and the Gomery Recommendations

  11. Describing the New Public Management • the motivation for change • the (abstract) solution • specific proposals for change

  12. Context in which Change is/was Taking Place... • globalization • government needs to adapt to changing context • budgetary restraint • government must be more efficient • “more with less” • information technology revolution • providing the means to “do government differently” • creating demand that governments govern differently • less deferential public • increasing distrust of government institutions creating demand to change governance • increasing distrust of government placing limits on range of publicly acceptable solutions • more aggressive media

  13. The Case Against Bureaucracy • bureaucrats primary focus is proper procedure -- rather than results • bureaucratic self-preservation • rigid -- rather than responsive • insulated -- rather than sensitive • wasteful • bureaucratic self-aggrandizement • unrepresentative

  14. Describing the New Public Management • the motivation for change • the (abstract) solution • If ONLY GOVERNMENT WERE MORE LIKE THE PRIVATE SECTOR...sigh... • What’s needed is a change in... VALUES!!

  15. The New Public Management • making government become more like business... • focused on customer service • subject to competition • performance clearly indicated by a “bottom line” • central concern with outcomes not process

  16. The New Public Management • the motivation for change • the (abstract) solution • specific proposals for change from traditional public administration

  17. The New Public Management • the motivation for change • the (abstract) solution • specific proposals for change from traditional public administration • values

  18. The New Public Management • the motivation for change • the (abstract) solution • specific proposals for change from traditional public administration • values • management practices

  19. Values of the New Public Management

  20. The New Public Management • the motivation for change • the (abstract) solution • specific proposals for change from traditional public administration • values • management practices

  21. The New Public Management (Borins) – Management Practices • providing high-quality services that citizens value • adoption of private sector concepts of customer service • increasing the autonomy of public managers (especially from central agency controls) • focus on outcomes not process • performance indicators/benchmarking • measuring and rewarding organizations and individuals on whether they meet performance targets • open-minded attitude about which public purposes should be performed by the private sector • focus on “core businesses” • privatization • “steering not rowing” • alternative service delivery • appreciating the virtues of competition

  22. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality

  23. Treasury Board. Results for Canadians: A Management Framework for the Government of Canada. 2000.

  24. Institute of Public Administration of Canada

  25. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls)

  26. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management

  27. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management • measuring and rewarding organizations and individuals on whether they meet performance targets

  28. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management • measuring and rewarding organizations and individuals on whether they meet performance targets • less effective emphasis – esp. on performance targets

  29. Institute of Public Administration of Canada

  30. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management • measuring and rewarding organizations and individuals on whether they meet performance targets • less effective emphasis – esp. on performance targets • open-minded attitude about which public purposes should be performed by the private sector

  31. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management • measuring and rewarding organizations and individuals on whether they meet performance targets • less effective emphasis – esp. on performance targets • open-minded attitude about which public purposes should be performed by the private sector • the role of government “can vary from leader, to catalyst, to partner”

  32. The New Public Management – The Canadian Model • distinguishing features – pragmatic/practical and non-ideological • providing high-quality services that citizens value • focus on citizen-centred service, service standards, and service quality • increasing the autonomy of public managers (especially from central agency controls) • emphasized in terms of financial and adminsitrative controls; less success in terms of human resource management • measuring and rewarding organizations and individuals on whether they meet performance targets • less effective emphasis – esp. on performance targets • open-minded attitude about which public purposes should be performed by the private sector • the role of government “can vary from leader, to catalyst, to partner” • less emphasis on privatization – more emphasis on alternative service delivery

  33. Alternative Service Delivery Minor Change Radical Change User Fees Co-location Special Operating Agencies Partnerships Privatization New Technologies Single Window Delivery Contracting Out Devolution

  34. Alternative Service Delivery Minor Change Radical Change User Fees Co-location Special Operating Agencies Partnerships Privatization New Technologies Single Window Delivery Contracting Out Devolution

  35. IPAC Award for Innovative Managment • 2006 Sharing Governance – Citizens, Partners, Networks • 2002 Outside-In – Changing Government to Meet Client Needs • 1999 Measurement and Recognition • 1992 Partnership Mangement

  36. The New Public Management – The Canadian Model (Summary) • distinguishing features – pragmatic/practical and non-ideological • application of the model in Canada has been limited/mixed

  37. The New Public Management • basic description • NPM and the context of the Sponsorship Scandal • NPM and the Gomery Recommendations

  38. The Context -- New Public Management • “...there are those who will say that the adoption of new public management principles, with their emphasis on service delivery, increased autonomy of public managers from central controls. rewarding individuals for performance, and cutting public programs and public servants, significantly contributed to the grants and contributions crisis.” David A. Good, The Politics of Public Management

  39. The Context -- New Public Management • the degree of reliance on private enterprise in the Sponsorship program

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