The challenges of change: Emerging issues in contemporary public administration

Canadian Public Administration

Volumn 40, Issue 2, 1997, Pages 218-233

  Kernaghan, Kenneth ^a   Charih, Mohamed ^b  

^a BROCK UNIVERSITY   (Canada)

^b ÉCOLE NATIONALE D'ADMINISTRATION PUBLIQUE   (Canada)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0000026095     PISSN: 00084840     EISSN: None     Source Type: Journal    
DOI: 10.1111/j.1754-7121.1997.tb01507.x     Document Type: Review

References (34)

1. See CANADIAN PUBLIC ADMINISTRATION 25, no. 4 (Winter 1982).
2. For a report on the work of the seventy invited participants, see Kenneth Kernaghan and Mohamed Charih, eds., Research in Public Administration: An Agenda for the Year 2000 (Ottawa: École nationale d'administration publique, 1996), available from ENAP, University of Quebec, Hull, Quebec.
3. There is substantial overlap between the content of this agenda and the survey of over seventy federal and provincial deputy ministers conducted by the Institute of Public Administration of Canada as part of its strategic planning process in late 1996.
4. Jocelyne Bourgon, "La Relève, Our Greatest Challenge." Address given to HRCC Conference Human Resources Development Canada, Cornwall, Ontario, 6 November 1996. See http://canada.gc.ca/depts/agencies/pco/clerk_e.htm. La Relève is defined as "first and foremost the individual and collective commitment of the public service to do all in their power to make the Public Service a better place and to leave behind an organization that is better than the one they inherited."
5. See Charles J. Fox and Hugh T. Miller, Postmodern Public Administration: Toward Discourse (Thousand Oaks, Calif.: Sage Publications, 1995) and the symposium "Modern/Postmodern Public Administration: A Discourse About What is Real," Administrative Theory and Praxis 18, no. 1 (1996), pp. 41-137.
6. See Charles J. Fox and Hugh T. Miller, Postmodern Public Administration: Toward Discourse (Thousand Oaks, Calif.: Sage Publications, 1995) and the symposium "Modern/Postmodern Public Administration: A Discourse About What is Real," Administrative Theory and Praxis 18, no. 1 (1996), pp. 41-137.
7. See Thomas J. Courchene, "Access: A Convention on the Canadian Economic and Social Systems," Canadian Business Economics 4, no. 4 (1996), pp. 3-26.
8. See Mohamed Charih, "La révision des programmes fédéraux: un examen du processus," in Amelita Armit and Jacques Bourgault, eds., L'heure des choix difficiles: l'évaluation de l'examen des programmes. Monographs on Canadian Public Administration - No. 17 (Toronto and Regina: Institute of Public Administration of Canada and Canadian Plains Research Center, 1996), pp. 29-37.
9. Canada, Privy Council Office, Program Review and Getting Government Right (Ottawa: Supply and Services Canada, 1996).
10. Gilles Paquet and Robert Shepherd, "The Program Review Process: A Deconstruction," in G. Swimmer, ed., How Ottawa Spends 1996-97. Life Under the Knife (Ottawa: Carleton University Press, 1996), pp. 39-72.
11. Peter Aucoin, "Designing Agencies for Good Public Management: The Urgent Need for Reform," Choices 2, no. 4 (April 1996), p. 3.
12. Consider for example, the Al-Mashat affair, the maltreatment of former deputy minister Gaetan Lussier before a parliamentary committee, the Pearson Airport hearings, the Krever inquiry into tainted blood, the General Boyle affair concerning Somalia, and the Airbus affair involving former prime minister Brian Mulroney.
13. Canada Privy Council Office, Notes on the Responsibilities of Public Servants in Relation to Parliamentary Committees (Ottawa: PCO, 1990), p. 3 [emphasis in the original].
14. Note, for example, the consistent use of this term in the publications of the Commonwealth Association of Public Administration & Management (CAPAM).
15. We are indebted to Ralph Heintzman of the Canadian Centre for Management Development for bringing this distinction to our attention.
16. For a list of options, see Evert Lindquist and Tammy Sica, Canadian Governments and the Search for Alternative Program Delivery and Financing: A Preliminary Survey (Toronto: KPMG Centre for Government Foundation and Institute of Public Administration of Canada, 1995).
17. Kernaghan and Charih, Research in Public Administration, p. 16.
18. Ibid.
19. Robin Ford and David Zussman, eds., ASD: Sharing Governance in Canada (Toronto: Institute of Public Administration of Canada, 1997), p. 3.
20. See, for example, the wealth of information available at the Public-Private Partnering internet site (http://www.ppp.beyondgov.ca/).
21. Henry Mintzberg, "Managing Government, Governing Management," Harvard business Review (May/June 1996), p. 76.
22. Canada, Treasury Board Secretariat 1995-1996 Estimates (Ottawa: Supply and Services Canada, 1995).
23. L.M. Salamon, America's Nonprofit Sector: A Primer (New York: Foundation Center, 1992).
24. For elaboration on these principles, see Kenneth Kernaghan, "Career Public Service 2000: Road to Renewal or Impractical Dream?" CANADIAN PUBLIC ADMINISTRATION, 34, no. 4 (Winter 1991), pp. 551-72.
25. See the basis for discussion of this system provided by the Strategic Policy Committee of the federal Personnel Renewal Council in The Way Ahead for Human Resource Management in the Public Service (Ottawa: Supply and Services Canada, 1995).
26. Ibid., pp. 1, 2 and 4.
27. Ibid., pp. 3 and 5.
28. Taylor Cox, Cultural Diversity in Organizations (San Francisco: Berrett-Koehler Publishers, 1993).
29. Donald J. Savoie, Thatcher, Reagan, Mulroney: In Search of a New Bureaucracy (Toronto: University of Toronto Press, 1994), pp. 173-4, 340-5.
30. Canada, Task Force on Strenghtening the Policy Capacity of the Federal Government, Strengthening Our Policy Capacity: Report (Ottawa: Supply and Services Canada, 1995), p. 38.
31. Canada, Clerk of the Privy Council [Jocelyne Bourgon], Third Annual Report to the Prime Minister on the Public Service of Canada (Ottawa: Privy Council Office, 1995), p. 43.
32. Ruth Hubbard, "Paths for Future Research in Public Administration," in Kenneth Kernaghan and Mohamed Charih, eds., Research in Public Administration: An Agenda for the Year 2000 (Ottawa: École nationale d'administration publique, 1996), p. 22.
33. Canada, Privy Council Office, Deputy Ministers' Task Force on the Future of Public Service (Ottawa: Privy Council Office, 1997), available at http://www.ccmd-ccg.gc.ca/documents/dmtf/introdmtf.htm. For a summary of the scenarios, see Kernaghan and Charih, Research in Public Administration, pp. 44-9. Note that a fourth, but less likely, scenario is included. This crisis wild card scenario covers a situation where an unexpected event (e.g., financial crisis) alters the agenda and the challenges in the short run.
34. Canada, Privy Council Office, Deputy Ministers' Task Force on the Future of Public Service (Ottawa: Privy Council Office, 1997), available at http://www.ccmd-ccg.gc.ca/documents/dmtf/introdmtf.htm. For a summary of the scenarios, see Kernaghan and Charih, Research in Public Administration, pp. 44-9. Note that a fourth, but less likely, scenario is included. This crisis wild card scenario covers a situation where an unexpected event (e.g., financial crisis) alters the agenda and the challenges in the short run.