tag:blogger.com,1999:blog-16305109434845499502024-03-14T04:11:12.579-06:00IPAC ImpactIPAC Impact is a forum for pracademics to discuss politics, policy, and public administration. Comments from public servants, academics, students, and all others are encouraged. For more information on IPAC, please visit http://www.ipac.ca/edmonton.
The views expressed on this blog are those of the authors, and do not represent those of the Institute of Public Administration Canada or its Edmonton Regional Group.Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.comBlogger91125tag:blogger.com,1999:blog-1630510943484549950.post-13584730465001882352016-04-19T14:38:00.000-06:002016-04-19T14:38:12.327-06:00Early Childhood Education and Care Reform in Canadian Provinces: Understanding the Role of Experts and Evidence in Policy Change<div class="MsoNormal">
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<span style="font-size: x-small;">L. A. White and S. Prentice</span></div>
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<b>Summary:</b> there are robust policy reasons for implementing full-day
kindergarten, but it should designed as one element in a broader early years
strategy.<o:p></o:p></div>
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Three facts to know:</h2>
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1. Currently, BC, Ontario, Quebec, Nova Scotia, New
Brunswick, and PEI fund and deliver full-day kindergarten (FDK) through public
schools, and other jurisdictions are considering or are in the process of adopting
the policy. FDK is presented as a way to support children’s early years in a
context of the changing family.<o:p></o:p></div>
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2. Widespread enthusiasm for FDK as the sole policy
instrument to meet the needs of the early years is counter-intuitive both
because FDK is more expensive to deliver than tax breaks or subsidizing
parents’ child care expenses, and because there is also good evidence supporting
other early childhood development programs, including childcare services.</div>
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3. Public administration scholars fiercely debate whether or
how much evidence and expert opinion really matters in how governments make
decisions: looking at the wave of FDK adoption in Canada provides empirical
evidence about how both were used.<o:p></o:p></div>
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Three myths or misconceptions to dispel:</h2>
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1. FDK was usually adopted as a consequence of an expert
commission/panel that recommended changes, citing child development arguments
that were presented as evidence-based, yet would be considered narrow by
academic standards. A broad consideration that holistically addressed early
childhood care and education seemed beyond the reach of most expert actors.<o:p></o:p></div>
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2. Governments rarely fully implement the programs
recommended even by their own experts. Political remedies appeared restricted
to possibilities easily incorporated into provincial education mandates.<o:p></o:p></div>
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3. In the case of FDK, policy change was driven by highly selective
path dependency that used evidence to justify predetermined policy preferences.
FDK seems to be the contemporary provincial government “hammer” for every “nail”
of family policy (child development, socio-economic disadvantage, parental
labor market participation, and economic competitiveness).<o:p></o:p></div>
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<span style="font-size: x-small;">White, L. A. and S. Prentice (2016). “Early Childhood
Education and Care Reform in Canadian Provinces: Understanding the Role of
Experts and Evidence in Policy Change.” <i>Canadian Public Administration</i> 59: 26 -
44.</span><o:p></o:p></div>
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Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com14tag:blogger.com,1999:blog-1630510943484549950.post-47020276608065315282016-04-05T19:07:00.001-06:002016-04-06T18:18:26.809-06:00Funding Policies and the Nonprofit Sector in Western Canada <div class="separator" style="clear: both; text-align: center;">
<a href="http://www.utppublishing.com/images/P/9781442637009.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://www.utppublishing.com/images/P/9781442637009.jpg" /></a></div>
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="font-size: x-small;"><span style="background-color: white; color: #444444; line-height: 18.5714px;"><span style="font-family: inherit;"><span style="font-size: xx-small;">Peter R. Elson</span></span></span>
</span><span style="background-color: white; color: #444444; line-height: 18.5714px;"><span style="font-family: inherit;"><br /></span></span></span><br />
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<span style="font-family: inherit;"><span style="background: white; color: #444444; font-size: 11pt;">There is mounting fiscal and accountability
pressure across Western Canada to create program efficiencies and align
policies to increase effectiveness, particularly in relation to the delivery of
community human services by nonprofit agencies. At the same time, economic
growth, particularly in Alberta and Saskatchewan, has brought other unique
challenges to the fore, including increased rates of income inequality and
strains on the social fabric of communities.</span><span style="font-size: 11pt;"><o:p></o:p></span></span></div>
<div style="margin: 0cm 0cm 0.0001pt;">
<br /></div>
<div style="margin: 0cm 0cm 0.0001pt;">
</div>
<h2>
<span style="font-family: inherit; font-size: large;"><b>What everyone should
know:</b></span><span style="font-family: inherit; font-size: 11pt;"> </span></h2>
<br />
<div style="margin-bottom: .0001pt; margin: 0cm;">
<span style="font-family: inherit;"><b><span style="font-size: 11pt;"><a href="http://www.imaginecanada.ca/sites/default/files/imaginecanada_charities_in_canada_as_an_economic_sector_2015-06-22.pdf" target="_blank">Serious change</a></span></b><span style="font-size: 11pt;">: Excluding hospitals, colleges and universities, government
funding to nonprofit accounts for more than 30% of nonprofit revenues and is in
the order of $9 billion ($2.7 billion in Alberta).<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<span style="font-size: 11pt;"><span style="font-family: inherit;"><a href="http://www.imaginecanada.ca/sites/default/files/www/en/library/nsnvo/nsnvo_report_english.pdf" target="_blank"><b><span style="color: #b45f06;">Serious
size</span></b></a>: There are more than 50,000 nonprofit organizations in
Western Canada of which about 10% (5,000) are social service organizations
directly engaged in delivering services to communities.<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<span style="font-size: 11pt;"><span style="font-family: inherit;"><a href="http://anserj.ca/anser/index.php/cjnser/article/view/201/127" target="_blank"><b>Serious relationships</b></a>: Funding
relationships in the nonprofit sector in Western Canada are characterized by
demands to demonstrate impact in programming and funding (Alberta); reinvented
and more integrated contracting models (Manitoba); emerging forms of community
mobilization (Saskatchewan); social innovation and new business models (British
Columbia)<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<br /></div>
<h2 style="margin-bottom: .0001pt; margin: 0cm;">
<span style="font-family: inherit; font-size: large;"><b>Myth busters:</b></span></h2>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<span style="font-family: inherit;"><b><span style="font-size: 11pt;">Location doesn’t matter</span></b><span style="font-size: 11pt;">: <span class="apple-converted-space"> </span>Indeed it
does.<span class="apple-converted-space"> </span><a href="https://books.google.ca/books?hl=en&lr=&id=cs_djgS5v-UC&oi=fnd&pg=PR3&dq=street+level+bureaucracy&ots=mJn0FgxG46&sig=ftt3L5qyztB6XXzAEpdrJnyMBQs#v=onepage&q=street%20level%20bureaucracy&f=false" target="_blank">Street level bureaucracy</a><span class="apple-converted-space"> </span>is alive and well and in this edited
book, funding and relational variations across ministries and across
departments within the same ministry are profiled (<a href="http://www.utppublishing.com/Funding-Policies-and-the-Nonprofit-Sector-in-Western-Canada-Evolving-Relationships-in-a-Changing-Environment.html" target="_blank">Chapter10</a>).<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<span style="font-family: inherit;"><b><span style="font-size: 11pt;">In real life, David doesn’t beat Goliath</span></b><span style="font-size: 11pt;">: If you believe this, you need
to read the profile of the provincial lottery fund in Saskatchewan (Chapter 8)
and funding policies for nonprofit housing in BC (<a href="http://www.utppublishing.com/Funding-Policies-and-the-Nonprofit-Sector-in-Western-Canada-Evolving-Relationships-in-a-Changing-Environment.html" target="_blank">Chapter3</a>).<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<span style="font-family: inherit;"><b><span style="font-size: 11pt;">Productive funding relationships are hard to find</span></b><span style="font-size: 11pt;">: Every province in Western Canada
has examples of exemplary partnerships that are mutually supportive and
community enhancing. The Alberta Mentoring Partnership is but one example (<a href="http://www.utppublishing.com/Funding-Policies-and-the-Nonprofit-Sector-in-Western-Canada-Evolving-Relationships-in-a-Changing-Environment.html" target="_blank">Chapter6</a>).<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm;">
<span style="font-family: inherit;"><span style="font-size: x-small;"><a href="https://www.uvic.ca/hsd/publicadmin/people/home/adjunct%20et%20al/elsonpeter.php" style="font-family: arial, helvetica, sans-serif; font-size: small;">Peter R Elson</a>, PhD is an Adjunct
Assistant Professor in the School of Public Administration, University of
Victoria and Senior research Fellow, Institute for Community Prosperity, Mount
Royal University. He is editor of the newest publication in the IPAC Public
Management and Governance series,<span class="apple-converted-space"> </span><a href="http://www.utppublishing.com/Funding-Policies-and-the-Nonprofit-Sector-in-Western-Canada-Evolving-Relationships-in-a-Changing-Environment.html">Funding
Policies and the Nonprofit Sector in Western Canada</a>.</span><span style="font-size: 11pt;"><o:p></o:p></span></span></div>
<span style="font-family: inherit;"><o:p></o:p>
<o:p></o:p>
<o:p></o:p>
<o:p></o:p>
<o:p></o:p>
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<br /></div>
Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com2tag:blogger.com,1999:blog-1630510943484549950.post-10056829879739320792016-04-05T18:45:00.000-06:002016-04-06T16:22:07.648-06:00The Myths and Realities of Digital Public Administration in Canada<div class="MsoNormal" style="line-height: 150%; text-align: justify;">
<span lang="EN-CA" style="font-family: "arial" , "helvetica" , sans-serif; mso-ansi-language: EN-CA;"><span style="font-size: x-small;">By Geoff Salomons</span></span><br />
<span lang="EN-CA" style="font-family: "arial" , "helvetica" , sans-serif; mso-ansi-language: EN-CA;"><br /></span>
<span lang="EN-CA" style="font-family: "arial" , "helvetica" , sans-serif; mso-ansi-language: EN-CA;">The transformative nature of the
Internet has ushered the world into a new era of digital public administration.
Today, our world has been revolutionized by digital technology (the Internet,
social media, and smartphones). It has changed our conception of space and
time. It has also changed our understanding of public sector management. While federal,
provincial, and municipal governments have embraced digital public service, fine-tuning
is required to adapt e-government to the dynamic complexities of citizen needs.
<o:p></o:p></span><br />
<span lang="EN-CA" style="font-family: "arial" , "helvetica" , sans-serif; mso-ansi-language: EN-CA;"><br /></span></div>
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<b style="line-height: 150%;"><span lang="EN-CA" style="font-family: "arial" , "helvetica" , sans-serif; font-size: small; mso-ansi-language: EN-CA;">Three Myths about Digital Government in Canada</span></b><br />
<b style="line-height: 150%;"><span lang="EN-CA" style="font-family: "arial" , "helvetica" , sans-serif; font-size: small; mso-ansi-language: EN-CA;"><br /></span></b></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="mso-ansi-language: EN-CA;">Myth #1:</span></b><span lang="EN-CA" style="mso-ansi-language: EN-CA;">
Every Canadian has access to the internet, and therefore access to
e-government.<o:p></o:p></span></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span lang="EN-CA" style="mso-ansi-language: EN-CA;"><br /></span></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="mso-ansi-language: EN-CA;">Reality</span></b><span lang="EN-CA" style="mso-ansi-language: EN-CA;">:
About 87 percent of Canadian households are connected to the internet. Across
the country, 86 percent of British Columbians and Albertans have internet
access, while Quebec and New Brunswick have the lowest with 78 and 77 percent
respectively (</span><a href="https://cira.ca/factbook/2014/the-canadian-internet.html" target="_blank"><span lang="EN-CA" style="mso-ansi-language: EN-CA;">Cira factbook<span style="color: black;">)</span>.</span></a><span lang="EN-CA" style="mso-ansi-language: EN-CA;"> In fact, the lack internet access
is highly concentrated among persons with disabilities, seniors, people in
rural Canada, and the urban poor. <o:p></o:p></span></span></div>
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<span lang="EN-CA" style="font-family: "arial" , "helvetica" , sans-serif; mso-ansi-language: EN-CA;"><br /></span></div>
<div class="MsoNormal" style="line-height: 150%; text-align: justify;">
<span style="font-family: "arial" , "helvetica" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="mso-ansi-language: EN-CA;">Myth #2</span></b><span lang="EN-CA" style="mso-ansi-language: EN-CA;">:
Digital public administration ensures all-inclusive public governance.<o:p></o:p></span></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span lang="EN-CA" style="mso-ansi-language: EN-CA;"><br /></span></span></div>
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<span style="font-family: "arial" , "helvetica" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="mso-ansi-language: EN-CA;">Reality</span></b><span lang="EN-CA" style="mso-ansi-language: EN-CA;">:<span style="mso-spacerun: yes;"> </span>Digital government has created new forms of
social exclusion, specifically, among persons with disabilities; people living
in remote parts of Canada; newcomers and immigrants with low proficiency in
English and French; and individuals with inadequate computer literacy (</span><a href="http://mediasmarts.ca/sites/mediasmarts/files/pdfs/publication-report/full/digitalliteracypaper.pdf" target="_blank"><span lang="EN-CA" style="mso-ansi-language: EN-CA;">Media Awareness Network</span></a><span lang="EN-CA" style="mso-ansi-language: EN-CA;">). <o:p></o:p></span></span></div>
<div class="MsoNormal" style="line-height: 150%; text-align: justify;">
<b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="font-family: "arial" , "helvetica" , sans-serif; mso-ansi-language: EN-CA;"><br /></span></b></div>
<div class="MsoNormal" style="line-height: 150%; text-align: justify;">
<span style="font-family: "arial" , "helvetica" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="mso-ansi-language: EN-CA;">Myth #3</span></b><span lang="EN-CA" style="mso-ansi-language: EN-CA;">:<span style="mso-spacerun: yes;"> </span>Digital public administration promotes
organizational flexibility, decentralized service delivery, and grassroots
governance. <o:p></o:p></span></span><br />
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span lang="EN-CA" style="mso-ansi-language: EN-CA;"><br /></span></span></div>
<div class="MsoNormal" style="line-height: 150%; text-align: justify;">
<span style="font-family: "arial" , "helvetica" , sans-serif;"><b style="mso-bidi-font-weight: normal;"><span lang="EN-CA" style="mso-ansi-language: EN-CA;">Reality</span></b><span lang="EN-CA" style="mso-ansi-language: EN-CA;">:
Pubic sector leadership turns to centralize because of democratic
accountability and responsibility. This reality is deeply rooted in the
historical legacies of the Weberian public bureaucracy and the democratic
regime in Canada (</span><a href="http://onlinelibrary.wiley.com/doi/10.1111/j.1754-7121.1997.tb01511.x/abstract" target="_blank"><span lang="EN-CA" style="mso-ansi-language: EN-CA;"><span style="color: #b45f06;">Aucoin 1997</span><span style="color: black;">)</span>.</span></a><span lang="EN-CA" style="mso-ansi-language: EN-CA;"><o:p></o:p></span></span></div>
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<div class="MsoNormal" style="mso-layout-grid-align: none; mso-pagination: none; text-autospace: none;">
<span style="font-family: "arial" , "helvetica" , sans-serif;"><span style="color: #1a1a1a; font-family: "arial"; font-size: 11.0pt;">To learn more about<span style="mso-spacerun: yes;">
</span>digital public administration in Canada, visit the </span><a href="http://cafepracademique.com/digital-public-service/" target="_blank"><span style="color: #b45f06;"><span style="text-decoration: none;">Café </span><span style="text-decoration: none;">Pracademique </span><span style="text-decoration: none;">website</span></span></a></span><span style="color: #b45f06; font-family: "arial"; font-size: 13.0pt;"><span style="font-family: "arial" , "helvetica" , sans-serif;">.</span><span style="font-family: "arial"; font-size: 13pt;"><o:p></o:p></span></span></div>
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Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-56203198600161531092016-03-14T15:55:00.000-06:002016-03-14T16:25:32.119-06:00The Council of the Federation: Effectiveness in Intergovernmental Institutions<span style="font-size: x-small;">By Megan Semaniuk</span><br />
<br />
The Council of the Federation (COF) meets twice a year to discuss issues of<br />
importance to Canadians, identify possible solutions, and share best practices. The<br />
following were some lessons learned from a recent analysis of communiqués from the<br />
2000 to 2015 summer meetings of Canada’s premiers.<br />
<b><span style="font-size: large;"><br /></span></b>
<b><span style="font-size: large;">Three things to know about COF:</span></b><br />
<br />
<b>1. </b>Formerly known as the Annual Premiers’ Conference, COF was institutionalized<br />
with the signing of the Founding Agreement in 2003. From the 1960s to 2003,<br />
premiers met routinely but the rules and requirements surrounding meetings were not<br />
codified.<br />
<br />
<b>2. </b>The 2003 Founding Agreement defines interactions among premiers. This<br />
document was signed by all provincial and territorial premiers and established a<br />
mandate, a common Secretariat, and a consensus decision-making procedure. This<br />
document acts as the framework for COF. <br />
<br />
<b>3. </b>The Council of the Federation is a different institution than First Ministers’<br />
Meetings (FMMs). Premiers may invite the federal government to participate at the<br />
intergovernmental table with them. However, this provision in the Founding Agreement<br />
has not been utilized to date.<br />
<span style="font-size: large;"><br /></span>
<span style="font-size: large;"> <b>Three myths about COF:</b></span><br />
<br />
<b>Myth #1: </b>There is an abundance of academic research on COF and its predecessor, the<br />
Annual Premiers’ Conference.<br />
<br />
<b>Reality: </b>Rather, there is a significant lack of academic research on the topic.<br />
Where academic research does exist, it tends to focus on the interactions between<br />
premiers and the prime minister of the day, or the premiers’ conference in relation to FMMs.<br />
<br />
<b>Myth #2: </b>Premiers’ meetings are “interprovincial dress rehearsals” for FMMs.<sup>1</sup><br />
<br />
<b>Reality: </b>In fact, interprovincial matters have become the most salient element of COF communiqués.<sup>2</sup><br />
This goes against the assumption that premiers’ meetings are held primarily to discuss<br />
items of federal-provincial importance.<br />
<br />
<b>Myth #3: </b>Now that Prime Minister Justin Trudeau has conducted two FMMs, there is no<br />
need for COF meetings.<br />
<br />
<b>Reality: </b>These meetings were the first to be held since 2009. Premiers continue to meet to discuss<br />
issues that are uniquely provincial and that are within their constitutional jurisdiction.<br />
<br />
<span style="font-size: x-small;">1 Meekison, J. Peter. 2004. “The Annual Premiers’ Conference: Forging a Common Front.” In </span><br />
<span style="font-size: x-small;">Canada: The State of the Federation 2002. Reconsidering the Institutions of Canadian </span><br />
<span style="font-size: x-small;">Federalism, eds. J. Peter Meekison, Hamish Telford and Harvey Lazar. Montreal and </span><br />
<span style="font-size: x-small;">Kingston, QC and ON: McGill-Queen’s University Press. </span><br />
<span style="font-size: x-small;">2 Semaniuk, M. Forthcoming. “The Council of the Federation: Effectiveness in Intergovernmental </span><br />
<span style="font-size: x-small;">Institutions.”</span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com1tag:blogger.com,1999:blog-1630510943484549950.post-75189698783350431612016-02-26T13:39:00.001-07:002016-02-26T13:46:01.886-07:00Building our Future: Developing Tomorrow’s Leaders<span style="font-size: x-small;">Neetu Sharma</span><br />
<span style="font-size: x-small;"><br /></span>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="http://www.kgbtexas.com/wp-content/uploads/2015/09/community-leadership.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" src="http://www.kgbtexas.com/wp-content/uploads/2015/09/community-leadership.png" height="125" width="320" /></a></div>
<br />
<h2 style="background: white;">
<b><span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif;">Three myths about developing talent in the
public service:</span></b></h2>
<div style="background: white;">
<span style="font-family: Arial, Helvetica, sans-serif;"><b><span lang="EN-US">Myth #1:</span></b><span lang="EN-US"> The types of public service leaders we need today are
the same types we’ll need<span class="apple-converted-space"> </span><span class="aqj">tomorrow</span>. <o:p></o:p></span></span></div>
<div style="background: white;">
<span style="font-family: Arial, Helvetica, sans-serif;"><b><span lang="EN-US">Reality: </span></b><span lang="EN-US">The increasingly dynamic and complex
environment in government requires public sector leaders to navigate challenges
while under constant pressure and scrutiny. Understanding change management at
both personal and organization levels, relationship- and network- building, and
how to best employ information and technology—these are all key for tomorrow’s leaders
to lead effectively. While governments
have taken some steps toward developing these skills, there is much work to do
to meet tomorrow’s challenges. <o:p></o:p></span></span></div>
<div style="background: white;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div style="background: white;">
<span style="font-family: Arial, Helvetica, sans-serif;"><b><span lang="EN-US">Myth
#2:</span></b><span lang="EN-US"> Focus on top-talent leadership development programs will
suffice.<o:p></o:p></span></span></div>
<div style="background: white;">
<span style="font-family: Arial, Helvetica, sans-serif;"><b><span lang="EN-US">Reality: </span></b><span lang="EN-US">To be effective, leadership
development should span all employee categories, creating a shared culture of leadership
to tackle complex issues. Distributed leadership is also a must to attract and
ready the next generation of leaders (<a href="http://www.bsg.ox.ac.uk/partner/challenges-government-people-power-politics">University of Oxford, 2013</a>).<o:p></o:p></span></span></div>
<div style="background: white;">
<b><span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif;"><br /></span></b></div>
<div style="background: white;">
<span style="font-family: Arial, Helvetica, sans-serif;"><b><span lang="EN-US">Myth #3:</span></b><span lang="EN-US"> Talent development starts when an employee is first
hired. <o:p></o:p></span></span></div>
<div style="background: white;">
<span style="font-family: Arial, Helvetica, sans-serif;"><b><span lang="EN-US">Reality: </span></b><span lang="EN-US">Governments must start working
more strategically and comprehensively with primary, secondary and
post-secondary institutions to address the leadership needs of tomorrow, closing
critical competency gaps and institutionalizing leadership in the curriculum.<o:p></o:p></span></span></div>
<div style="background: white;">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<h2 style="background: white;">
<b><span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif;">Three things to know about talent development
in the public service:</span></b></h2>
<div style="background: white;">
<span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif;">Tomorrow’s public service
leadership will:<o:p></o:p></span></div>
<div style="background: white;">
<span style="font-family: Arial, Helvetica, sans-serif;"><b><span lang="EN-US">1. Nurture
talent</span></b><span lang="EN-US">—To attract and retain talent, governments
must proactively address talent retention and leadership building through broad,
cross-organizational experiences and learning opportunities. Incorporating
employee priorities into organizational culture and educating managers on tools
are imperative, as are strategically measuring and addressing employee satisfaction
on an ongoing basis.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<b><span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; line-height: 107%;"><br /></span></b></div>
<div class="MsoNormal">
<span style="font-family: Arial, Helvetica, sans-serif;"><b><span lang="EN-US" style="line-height: 107%;">2. Build relationships</span></b><span lang="EN-US" style="line-height: 107%;">—To
perform effectively in an increasingly interconnected world, leaders will be
bridge-builders—developing strong working relationships and connections at all
levels between governments, businesses, not-for-profit sectors, and the public—to
address differences and achieve results collaboratively.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<b><span lang="EN-US" style="font-family: Arial, Helvetica, sans-serif; line-height: 107%;"><br /></span></b></div>
<div class="MsoNormal">
<span style="font-family: Arial, Helvetica, sans-serif;"><b><span lang="EN-US" style="line-height: 107%;">3. Adapt</span></b><span lang="EN-US" style="line-height: 107%;">—Leading
people and leading change requires leaders to be adaptable. Cherishing
diversity of opinion in their networks, leaders stay flexible and bring motivational
and strategic insights to deal with uncertainty and inspire others for
collaborative action.<o:p></o:p></span></span></div>
<div class="MsoNormal">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<div class="MsoNormal">
<span style="font-family: Arial, Helvetica, sans-serif;"><span lang="EN-US" style="line-height: 107%;">To learn more about what the public
service and educational systems are doing to develop tomorrow’s leaders, visit
the </span><span lang="EN-US"><a href="http://cafepracademique.com/public-service-leadership/"><span style="line-height: 107%;">Café
Pracademique website</span></a></span><span lang="EN-US" style="line-height: 107%;">.<span style="font-size: 12pt;"><o:p></o:p></span></span></span></div>
<div class="MsoNormal">
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></div>
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<div class="MsoNormal">
<span lang="EN-US" style="border: 1pt none; line-height: 107%; padding: 0in;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">Neetu
Sharma is a graduate student with the University of Alberta School of Business.
Her research interests include cross-sector collaborations and educational
issues. More specifically, her work examines the potential of partnerships
spanning the government, private and not-for-profit sectors as well as the role
of education and mentorship in leadership development.</span></span><span lang="EN-US" style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 107%;"><o:p></o:p></span></div>
Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com1tag:blogger.com,1999:blog-1630510943484549950.post-27375035735897070362016-02-26T13:07:00.000-07:002016-02-26T13:07:07.659-07:00Regulating the Sharing Economy<div class="MsoNormal" style="margin-bottom: 12.0pt;">
We hope you’ll join us on
Monday for a discussion on the issues and potential challenges of regulating
the sharing economy. Dr. Robert Murray will be speaking at this session along
with Darren Thomas and Nancy Jacobsen. We caught up Dr. Murray to get his
perspective on the issues government faces in regulating the sharing economy.</div>
<div class="MsoNormal" style="margin-bottom: 12.0pt;">
<o:p></o:p></div>
<div class="MsoNormal" style="margin-bottom: 12.0pt;">
<b>IPAC Impact Blog:</b> <i>What
is the sharing economy?</i><o:p></o:p></div>
<div class="MsoNormal">
<b>Dr. Murray:</b> <i>The Sharing Economy is a
socio-economic system that has emerged over the last 10-15 years that enables
people to share resources, commodities, or services.</i> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>IPAC Impact Blog:</b> <i>Who participates and why?<o:p></o:p></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Dr. Murray:</b> <i>The Sharing Economy enables sharing
among a number of groups, and in many cases, motivation is based on ease of
sharing, perceived benefit, access to a new or innovative approach to an
industry, and is highly technological in nature.<o:p></o:p></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>IPAC Impact Blog:</b> <i>What is the overall impact on
the economy?<o:p></o:p></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Dr. Murray:</b> <i>It’s too soon to say in terms of a
quantifiable calculation, in my opinion. The greatest impact thus far has been
on our perceptions of industry control, regulation, competition, and
governance.<o:p></o:p></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>IPAC Impact Blog:</b> <i>How can government regulate the
sharing economy to ensure safety, competitiveness, tax compliance, etc.?<o:p></o:p></i></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Dr. Murray:</b> <i>The first step is for government to
understand *why* the services that fall under the Sharing Economy have become
so popular, so quickly. By identifying the variables that have made the Sharing
Economy popular for consumers, government can better determine how to approach
regulatory issues without fundamentally interfering or eliminating the most
benefit-driven aspects of the Sharing Economy.</i> <o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>IPAC Impact Blog:</b> What kind of challenges does the
sharing economy pose to governments?<o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<b>Dr. Murray:</b> <i>Quite a number, including statutory
authority, regulatory development and compliance, oversight, registration, etc.</i><o:p></o:p></div>
<div class="MsoNormal">
<br /></div>
<br />
<div class="MsoNormal">
The sharing economy is an major phenomenon that we’re
looking forward to discussing further. If you haven’t registered yet, go to <a href="https://www.ipac.ca/edmonton/registration-policyforbreakfast">https://www.ipac.ca/edmonton/registration-policyforbreakfast</a>
to sign up. Also, stay tuned to the blog where we will provide a summary of the
key issues and ideas discussed at this event. <o:p></o:p></div>
Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com1tag:blogger.com,1999:blog-1630510943484549950.post-71045863482096339642016-02-13T00:01:00.000-07:002016-02-21T18:43:36.844-07:00<div class="separator" style="clear: both; text-align: center;">
</div>
<br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj2h2qZUzOPTS7QS8E66s7NWWeHyeEj4XkklmXzr8U14MBzM9BH1Gy1SOkoBI1mvcYSIXLwo5cZmHNJ4ibs_FA0wGU54GVMK_XreRwHtX1n8lDMrrIWwgwtoszcNGarC2ztOs6s02y_C7s/s1600/the+new+poster.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="640" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj2h2qZUzOPTS7QS8E66s7NWWeHyeEj4XkklmXzr8U14MBzM9BH1Gy1SOkoBI1mvcYSIXLwo5cZmHNJ4ibs_FA0wGU54GVMK_XreRwHtX1n8lDMrrIWwgwtoszcNGarC2ztOs6s02y_C7s/s640/the+new+poster.png" width="494" /></a></div>
Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-8917783145157089922016-02-12T23:45:00.000-07:002016-02-12T23:45:07.380-07:00Café Pracademique Announcement<span style="font-family: Arial, Helvetica, sans-serif;"><b>Introducing Café Pracademique: A Forum for Developing Concrete Solutions to Pressing Public Policy </b></span><span style="font-family: Arial, Helvetica, sans-serif;"><b>Challenges</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><b><br /></b></span>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhzi-5yPNWZNSstZjtIpBqJrDaH5D-MySK8HCT4rE8S5ZEjGLc0w9oN3lR5zBYIyte3p033keEOXijOy9KhtiHZwAQYpVdUmh4PMGo11w-bVM8fXY1Tww5bKDKsOMo8FSrz_fy_Ej8aKvY/s1600/cafeprac.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="258" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhzi-5yPNWZNSstZjtIpBqJrDaH5D-MySK8HCT4rE8S5ZEjGLc0w9oN3lR5zBYIyte3p033keEOXijOy9KhtiHZwAQYpVdUmh4PMGo11w-bVM8fXY1Tww5bKDKsOMo8FSrz_fy_Ej8aKvY/s400/cafeprac.png" width="400" /></a></div>
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Café Pracademique is the newest initiative of IPAC Edmonton. It aims to mobilize knowledge by uniting </span><span style="font-family: Arial, Helvetica, sans-serif;">practitioners, academics and citizens to develop concrete solutions to pressing public policy challenges in four </span><span style="font-family: Arial, Helvetica, sans-serif;">key areas: Public Sector Leadership, Environment & Sustainability, Digital Public Service and Indigenous </span><span style="font-family: Arial, Helvetica, sans-serif;">Affairs. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Between March and April 2016, the first four Café Pracademique events will take place in Edmonton. Various </span><span style="font-family: Arial, Helvetica, sans-serif;">high profile public policy experts from academia and the public sector will attend and contribute to these </span><span style="font-family: Arial, Helvetica, sans-serif;">sessions. The events in chronological order are: </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Building our Future: Developing Tomorrow’s Leaders</b> – March 7, 2016</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">- What new ways of learning, particularly in higher education, will Canadians need in order to thrive in an evolving society and labour market?</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Green is the New Black: Mobilizing Eco-Citizens</b> – March 22, 2016</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">- What effects will the quest for energy and natural resources have on our society and our position on the world stage?</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><b><br /></b></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Advancing Inclusive Digital Services</b> – April 12, 2016 </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">- How can emerging technologies be leveraged to benefit all e-citizens, including persons with disabilities?</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Connecting our Futures : Building Reconciliation Today </b>– April 28, 2016</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;">- How are the experiences and aspirations of Aboriginal Peoples in Canada essential to building </span><span style="font-family: Arial, Helvetica, sans-serif;">a successful shared future?</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>Why are these initiatives important?</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">Often there is a disconnect between academics, practitioners and citizens when addressing challenging public </span><span style="font-family: Arial, Helvetica, sans-serif;">policy issues. This can be attributed to the different priorities and areas of expertise of these key stakeholders. </span><span style="font-family: Arial, Helvetica, sans-serif;">Café Pracademique’s events are significant as they provide a knowledge-sharing platform for stakeholders to </span><span style="font-family: Arial, Helvetica, sans-serif;">discuss these issues and enable them to devise cooperative solutions which take into account the viewpoints of </span><span style="font-family: Arial, Helvetica, sans-serif;">all interested parties. Furthermore, these events generate concrete outcomes (roadmaps, educational multimedia </span><span style="font-family: Arial, Helvetica, sans-serif;">tools and options to consider), which will allow participants to bring the knowledge they acquire from these </span><span style="font-family: Arial, Helvetica, sans-serif;">sessions back to their own agency or organization. These tools will also help participants implement practical </span><span style="font-family: Arial, Helvetica, sans-serif;">solutions to challenges they face in their own organizations in the areas of Public Sector Leadership, </span><span style="font-family: Arial, Helvetica, sans-serif;">Environment & Sustainability, Digital Public Service and Indigenous Affairs. </span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>What’s ahead for the Impact Blog?</b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;">To support the Café Pracademique events, the IPAC Impact blog will release several articles in the upcoming </span><span style="font-family: Arial, Helvetica, sans-serif;">months. These posts will include interviews with the guest speakers to understand their unique perspectives and </span><span style="font-family: Arial, Helvetica, sans-serif;">ideas; analyses of the outcomes of the events and how they can be applied to the public sector; and a look at the </span><span style="font-family: Arial, Helvetica, sans-serif;">experiences of the participants themselves and what they have learned. Stay tuned.</span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><b>For more information on Café Pracademique’s events and how to watch it live, visit the website: </b></span><br />
<span style="font-family: Arial, Helvetica, sans-serif;"><br /></span>
<span style="font-family: Arial, Helvetica, sans-serif;"><a href="http://cafepracademique.com/">http://cafepracademique.com/</a></span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-46410939216925330592015-11-18T16:41:00.000-07:002015-11-18T16:41:14.579-07:00An Interview With Professor Matti Siemiatycki, Author of "Public-Private Partnerships in Canada: Reflections on twenty years of practice."<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"></span></span><b><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Q: What are two distinct characteristics of Canada's current PPPs? </span></span></b><br />
<b><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span></b><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Canada’s P3 model has a number of features that are unique. </span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">1) The main feature is that the project delivery functions that are included in the model are </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">quite varied. Typically, project delivery models include design, build, finance, operations </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">and maintenance features. Canada’s P3s model tends to be more selective of what parts </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">of the project delivery bundle are included. This gives the governments’ greater </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">flexibility when utilizing P3s. </span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">2) A second feature is Canada’s P3s typically don’t include a new revenue stream and do </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">not implement user fees. This means that Canadian P3s tend to be more stable and less </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">prone to forced renegotiations or collapse because risk is allocated to parties best able </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">to manage it. P3s are also not a replacement for government money as it is seen as a </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">procurement strategy not a funding strategy. </span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span><b><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Q: What are three challenges/critiques of Canada's current PPPs?</span></span></b><br />
<b><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span></b><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">1) There are questions about the extent to which PPPs actually deliver value and value for </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">money. In reality, P3s are not a cheap way to deliver infrastructure. Transferring risk is </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">its value, especially in regards to construction. A question raised in debates is how much </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">are we paying as a premium to transfer risk to the private sector partner. Currently </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">there are no detailed studies on the comparisons of risk. This was highlighted in the </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">auditor general of Ontario’s 2014 report. </span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">2) Public and stakeholder engagement in the P3 process is challenging. Community groups </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">have a hard time engaging in P3 planning processes due to the high level of </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">confidentiality of commercially sensitive information. </span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">3) Typically, P3s have average architecture and design. There are concerns raised about </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">whether we can come up with P3 models that promote design excellence. Public </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">buildings delivered through P3s are the types of facilities that will often be main </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">community hubs and we want these to be truly exceptional. Canada is trending upwards </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">in regards to this and many agencies are starting to encourage high quality design. </span></span><br />
<b><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Q: Are there any examples of current PPPs you find particularly significant in shaping Canada’s </span></span><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">PPP model? </span></span></b><br />
<b><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span></b><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">On the transit front, the Canada line in Vancouver was the largest transit P3 done in Canada </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">and the first to use a design, build, finance, operation and maintenance P3 model. It set the </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">tone and demonstrated the potential of P3s. However, it is important to highlight that there </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">were tradeoffs to this project and lessons learned. During the planning process there was </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">controversy over community access to key documents necessary to meaningfully engage in the </span></span><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">decision-making, and how risk was managed during construction. Another example of a recent </span></span><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">P3 is the Ontario construction of the PanAm athletes’ village. It demonstrated a broader </span></span><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">partnership approach between Waterfront Toronto, Infrastructure Ontario and a private sector </span></span><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">partner, pushing boundaries of how P3s can work. </span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span><b><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Q: What predictions do you make on the future of Canada’s PPPs? </span></span></b><br />
<b><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span></b><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">1) I see P3s going in a number of different directions. The promise of P3s being on time </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">and on budget is powerful. There is currently a political boost and drive to get more </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">infrastructure built and this is put in jeopardy when projects go over budget or are </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">delayed. P3s from a technical planning and political perspective provide the capacity to </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">deliver projects on time and on budget and there is strong incentive and interest to </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">continue down this path. A couple of outstanding questions relating to his are: How </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">much of an insurance premium are we paying to stay on time and on budget? Can we push to </span></span><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">get models where the architecture, design and community benefits are exceptional? I believe </span></span><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">there are ways to do this and we are starting to learn lessons from the past. </span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">2) We will see a wider diversity of models used due to the variety of different projects that </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">are using P3s. For example the design, build and finance model may be used in cases </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">where it is not feasible for the private sector to operate the project. And we will see an </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">increase in partnerships to develop large mixed-use buildings where the public and </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">private sectors both own space in a shared facility. The full suite of models will be </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">leveraged. </span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">3) In the medium term, the series of agencies that are PPP agencies such as PPP Canada, </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">who have a mandate to deliver infrastructure through PPPs will expand their mandate </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">and morph into infrastructure and procurement agencies capable of delivering </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">infrastructure from a broader suite of models. They will have the capacity to deliver </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">both PPPs and traditional procurement effectively. </span></span><br />
<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span></span><br /><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;">Further reading: http://onlinelibrary.wiley.com/doi/10.1111/capa.12119/abstract </span></span><br />
<span style="font-size: x-small;"><span style="font-family: Arial,Helvetica,sans-serif;"> </span><br /><span style="font-family: Arial,Helvetica,sans-serif;">Dr. Matti Siemiatycki is an Associate Professor in the Department of Geography and Planning </span><br /><span style="font-family: Arial,Helvetica,sans-serif;">at the University of Toronto with research interests in transportation policy and planning, </span><br /><span style="font-family: Arial,Helvetica,sans-serif;">infrastructure finance and delivery and community and regional planning.</span></span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-12419054997275502072015-11-04T15:45:00.001-07:002015-11-21T11:00:50.286-07:00Do You Know What it Takes to Become a Leader?<h1 dir="ltr" style="line-height: 1.2; margin-bottom: 0pt; margin-top: 24pt;">
<span 1.2="" background-color:="" font-weight:="" line-height:="" normal="" pre-wrap="" style="background-color: white; font-family: "arial" , "helvetica" , sans-serif; font-size: x-small; font-weight: normal; line-height: 1.2;" white-space:="" white=""><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: x-small;">Andy Stuart</span></span></h1>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif;">In defining leadership, experts regularly publish articles focusing on the most important traits of leaders. However, in this discourse, a significant gap exists on the various processes and activities one engages in to become a leader. To become a leader, individuals must develop leadership awareness, engage in leadership education and reflect upon their personal development.</span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b>Three Things Everyone Should Know about Becoming a Leader:</b></span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif;">1. Leadership awareness occurs with engagement in our community. It is from these experiences where we start to formulate broad ideas about leadership. Unfortunately, we are likely to gain an understanding of what ineffective leadership looks like as we are more in tune with behaviours or actions that offend us. Conversely, when you do experience the exceptional leader this is your opportunity to take notes – what precisely is it they do so well? </span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif;">2. Leadership education builds upon the broad ideas gained during leadership awareness. Education does not have to be a formal degree or diploma. In fact, the most effective method is personal engagement with leadership articles, books, websites, blogs and workshops. Ultimately, what matters most is a desire to learn and gaining exposure to an array of leadership philosophies. </span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif;">3. Reflection is critical to becoming a leader. The ability to honestly evaluate your own actions, decisions and behaviours and acknowledge external feedback is the key to moving from leadership education to being a leader. All of the knowledge or wisdom in the world without self-awareness is for naught. </span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: large;"><b>Three Myths about Leadership:</b></span></span></div>
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<span style="background-color: white; font-family: "arial" , "helvetica" , sans-serif;"><span style="font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><b>Myth #1:</b> </span><span style="font-variant: normal; vertical-align: baseline; white-space: pre-wrap;">Natural leaders</span><span style="font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"> are born with specific personality traits destined for leadership. </span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Reality:</b> No one is born a leader. True leaders are continually aware of their words and actions, engage in ongoing education and constantly reflect upon their leadership.</span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Myth #2:</b> Rigorous education leading to a degree in leadership alone can create a leader.</span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Reality:</b> Education is only one component of creating a leader. As there are no natural born leaders, everyone must learn leadership but without awareness and reflection the learned material may sit idle or be misapplied.</span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Myth #3:</b> Once you are recognized as a leader that is the end of your developmental journey.</span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Reality:</b> No one is perfect and even those who are considered great leaders need to be aware, learn and reflect in their quest for self-improvement.</span></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif;"><b>Further reading:</b></span></span></div>
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<span style="background-color: white; font-family: "arial" , "helvetica" , sans-serif;"><span style="font-variant: normal; vertical-align: baseline; white-space: pre-wrap;">Day, D.V., Fleenor, J.W., Atwater, L. E., Sturnm, R.W., & McKee, R.A. (2014). Advances in leader and leadership development: A review of 25 years of research and theory. </span><span style="font-variant: normal; vertical-align: baseline; white-space: pre-wrap;">The Leadership Quarterly, 25(1), </span><span style="font-variant: normal; vertical-align: baseline; white-space: pre-wrap;">63-82. </span><a href="http://dx.doi.org/10.1016/j.leaqua.2013.11.004"><span style="font-variant: normal; vertical-align: baseline; white-space: pre-wrap;">http://dx.doi.org/10.1016/j.leaqua.2013.11.004</span></a></span></div>
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<span style="background-color: white; font-variant: normal; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: "arial" , "helvetica" , sans-serif; font-size: x-small;">Andy Stuart is a police officer in British Columbia and recently graduated with a Masters in Public Administration from the University of Victoria.</span></span></div>
Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com1tag:blogger.com,1999:blog-1630510943484549950.post-16951344047495221522015-10-29T21:10:00.000-06:002015-10-29T21:10:33.622-06:00Research Use Capacity in Provincial Governments<div class="MsoNormal" style="background-color: white; color: #222222; font-family: 'Times New Roman', serif; font-size: 12pt; margin: 0in 0in 0.0001pt;">
<span style="color: #231f20; font-family: AdvP3E010A, sans-serif; font-size: 10pt;">Creso Sa<u></u><u></u></span></div>
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<span style="color: #231f20; font-family: AdvP3E010A, sans-serif; font-size: 10pt;">Daniel Hamlin<u></u><u></u></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large; font-weight: 700; line-height: 1.2; white-space: pre-wrap;">Three things to know about research use capacity in provincial ministries:</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;">1. For decades, researchers have indicated that the use of high-quality research has the potential to enhance the effectiveness of public policy. Yet, research use has remained stubbornly minimal at provincial levels of government where many of Canada’s most critical policies on healthcare, education, and economics are formulated. Understanding the factors that bolster provincial capacity to use research in the policy process is important for increasing research use. </span><br />
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<span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">2. Although research use capacity in provincial ministries appears to be generally low, some ministries have undertaken initiatives to enhance capacity in recent years by developing research use coordination strategies, including forming research steering committees, creating researcher in residence positions, and implementing ministry-wide training programs. </span></span></div>
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<span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">3. Other important capacity building efforts include appointing civil servants with research expertise to leadership positions as well as developing working relationships with academic researchers at local universities.</span></span></div>
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<span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Three myths about research use capacity in provincial ministries:</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth #1:</span><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> Governments don’t care about research. </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The Reality: </span><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Civil servants across provincial ministries share a general interest in using research to inform decision-making. However, civil servants are often uncertain how to apply research findings to their specific contexts. </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth #2:</span><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> Vast resources are needed for governments to invest in research capacity </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The Reality:</span><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> Larger provinces may have greater financial resources. However, smaller provinces without large operating budgets may be tighter knit communities and able to develop relationships with local researchers for accessing and generating locally relevant research. </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth #3</span><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">: Governments don’t care about the views of academics </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The Reality: </span><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Governments need to act with available information, and their decisions reflect a number of factors beyond what is known about the problem. Moreover, civil servants may not have well-developed channels for gaining access to scholars. However, deliberate initiatives aimed at developing on-going relationships appear useful for creating enduring partnerships with scholars. </span></span></div>
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<span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">Further Reading:</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; white-space: pre-wrap;">Sá, C. & Hamlin, D. (2015). Research use capacity in provincial governments. Canadian Public Administration, 58(3), 1-20.</span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-41886754622179101842015-10-21T16:58:00.004-06:002015-10-21T16:58:56.911-06:00What is a Meeting? Municipal Councils and the Ontario Ombudsman<span style="font-family: Arial, Helvetica, sans-serif;"><span style="font-size: x-small;">Andrew Sancton, Professor of Political Science at the University of Western Ontario</span></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Municipal councils are generally required to hold their meetings in public. In order to meet these </span><span style="font-family: Arial, Helvetica, sans-serif;">requirements they need to know the definition of a “meeting”. In Ontario in recent years there has </span><span style="font-family: Arial, Helvetica, sans-serif;">been much confusion about this. Similar confusion might well spread to other provinces.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Three things to know about the definition of meetings of municipal councils:</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">1. Statutory definitions of such meetings in Canadian provinces only refer to official meetings, but </span><span style="font-family: Arial, Helvetica, sans-serif;">judges have extended the definition to include less formal “retreats” and “strategy sessions” </span><span style="font-family: Arial, Helvetica, sans-serif;">where councillors “materially advance” the course of municipal business. In certain specified </span><span style="font-family: Arial, Helvetica, sans-serif;">circumstances councils are allowed to meet in camera.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">2. “Sunshine” laws in many US states prevent state legislators and municipal councillors from </span><span style="font-family: Arial, Helvetica, sans-serif;">discussing public business with each other outside formal meetings.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">3. The Ontario ombudsman has applied the spirit of American “sunshine” to his rulings about </span><span style="font-family: Arial, Helvetica, sans-serif;">informal meetings of municipal councillors in Ontario.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Three myths about the Ontario ombudsman’s definition of meetings:</b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Myth #1:</b> The ombudsman must have had some Canadian statutory or judicial bases for his decisions </span><span style="font-family: Arial, Helvetica, sans-serif;">that groups of municipal councillors meeting together to “lay the groundwork necessary” for the </span><span style="font-family: Arial, Helvetica, sans-serif;">advancement of municipal business are conducting illegally closed municipal meetings.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>The Reality: </b>There is no statutory or judicial basis for the ombudsman’s position on this matter.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Myth #2:</b> What the ombudsman decides on this issue doesn’t matter because he has no authority to </span><span style="font-family: Arial, Helvetica, sans-serif;">invalidate municipal actions or to impose penalties and his decisions only apply in Ontario.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>The Reality:</b> Municipal councillors who have been condemned by the ombudsman have suffered loss of </span><span style="font-family: Arial, Helvetica, sans-serif;">reputation and, in some significant cases, have been unable to be re-elected. Others have become very </span><span style="font-family: Arial, Helvetica, sans-serif;">nervous about any conversations with their colleagues. Councillors in other provinces wonder if similar </span><span style="font-family: Arial, Helvetica, sans-serif;">rulings might one day be made in their provinces. </span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Myth #3: </b> We would all be better off if local politicians held all their discussions about public business in </span><span style="font-family: Arial, Helvetica, sans-serif;">public.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>The Reality:</b> Highly debatable! If this is true, should we not extend the same logic to meetings of federal </span><span style="font-family: Arial, Helvetica, sans-serif;">and provincial cabinets and party caucuses?</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><b>Further Reading: </b></span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;">Sancton, A. (2015), What is a meeting? Municipal councils and the Ontario ombudsman. Canadian Public </span><span style="font-family: Arial, Helvetica, sans-serif;">Administration, 58: 426–443</span><br />
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<span style="font-size: x-small;"><span style="font-family: Arial, Helvetica, sans-serif;">Andrew Sancton is the author of numerous books and articles about municipal politics and institutions, most recently Canadian </span><span style="font-family: Arial, Helvetica, sans-serif;">Local Government: An Urban Perspective 2nd edn (Toronto: Oxford University Press, 2015)</span></span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-71216258606010370992015-10-14T16:13:00.001-06:002015-10-14T16:13:26.705-06:00Delegated Administrative Authorities<div dir="ltr" style="line-height: 1.3800000000000001; margin-bottom: 0pt; margin-top: 0pt;">
<span style="line-height: 1.38; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">Mark Winfield</span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">York University </span></span></div>
<b id="docs-internal-guid-a5eaacac-6863-a8de-fe5d-fee737f73c11" style="font-weight: normal;"><span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></b>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">My new study published in the September 2015 edition of </span><span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Canadian Public Administration </span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">“Public Safety in Private Hands Revisited: the Case of Ontario’s Technical Standards and Safety Authority” examines Ontario’s experience with the use of delegated administrative authorities as models for the delivery of public safety and consumer protection regulatory functions.</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-size: large;">Three things you should know about the use of delegated administrative authorities</span></span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-size: large;">:</span> </span></span></div>
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<b><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.38; white-space: pre-wrap;">1. </span><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.38; white-space: pre-wrap;">What are delegated administrative authorities (DAAs)?</span></b></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">DAAs are private, non-profit corporations, usually established by statute, for the purpose of assuming regulatory functions or delivering services previously carried out by government agencies. They are governed by boards of directors, a minority of whom are appointed by the delegating government. </span></span></div>
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<b><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.38; white-space: pre-wrap;">2. </span><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.38; white-space: pre-wrap;">How widespread is their use?</span></b></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">Since their first appearance in the early 1990s, DAAs have come to be the option of choice among provincial governments for the delivery of any new regulatory functions that may be required, and for many existing but low-profile regulatory activities. They are particularly prevalent in areas of “technical” safety related regulatory functions such as amusement rides, elevators, and fuel handling and storage. Ontario, Alberta and British Columbia have been especially enthusiastic in their embrace of the model. </span></span></div>
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<b><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.38; white-space: pre-wrap;">3. </span><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.38; white-space: pre-wrap;">What are the key concerns about the DAA model?</span></b></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">The performance of DAAs as safety regulators, particularly Ontario’s Technical Safety and Standards Authority (TSSA) has been the subject of ongoing concerns from legislative officers, non-governmental organizations and the media. Criticism of the DAA model has been reinforced by a number of high profile regulatory failures on the part of the TSSA, most notably the 2008 Sunrise Propane explosion and fire in Toronto. The model has also been criticized for the potential for conflicts of interest in its governance structure and weak accountability and oversight structures. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Three myths about DAAs</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth #1:</span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> </span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span class="Apple-tab-span" style="white-space: pre;"> </span></span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">“DAAs are working effectively and efficiently as regulators of public safety</span></span></div>
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<span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">and consumer protection” – Ontario Commission on the Reform of Public Services 2012.</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The reality: </span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Serious concerns have been raised repeatedly about the performance of DAAs as public safety and consumer protection regulators by Ontario’s Auditor General, committees of the Legislative Assembly, non-governmental organizations and the media. </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth #2:</span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> </span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span class="Apple-tab-span" style="white-space: pre;"> </span></span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The Government of Ontario believes that the existing DAA model “is an effective service delivery model that provides regulatory oversight while improving regulatory efficiencies. It is consistent with best practices for accountability and governance.” – 2012 Ontario Budget. </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The reality: </span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">While remaining publicly steadfast in its support of the DAA model, in practice the province has adopted legislation that has significantly strengthened its oversight and control of the TSSA and other DAAs, with the implication of substantial concerns within government about their performance and accountability and governance structures.</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth #3: </span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">DAAs allow ministers to avoid responsibility for regulatory failures</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The reality: </span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">A key factor in Ontario’s decision to dramatically revise the legislative framework for its DAAs was the recognition that ministers would be held accountable by the legislature, media and public for what were seen as regulatory and management failures, regardless of the service delivery mechanisms in place. These risks of political exposure prompted the establishment of much tighter oversight and control structures than originally had been put in place. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">Further Reading: </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: #222222; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Winfield, Mark (2015) “Public Safety in Private Hands revisited: The case of Ontario’s Technical Standards and Safety Authority”. </span><span style="background-color: transparent; color: #222222; font-style: italic; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Canadian Public Administration</span><span style="background-color: transparent; color: #222222; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> 58(3): 444-467. </span></span></div>
<span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;"><a href="http://fes.yorku.ca/faculty/fulltime/profile/168620" style="text-decoration: none;"><span style="color: #bb5421; font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">Dr. Mark Winfield</span></a><span style="color: #222222; font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;"> is an Associate Professor with the Faculty of Environmental Studies at York University and Co-Chair of the </span><a href="http://sei.info.yorku.ca/" style="text-decoration: none;"><span style="color: #bb5421; font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">Sustainable Energy Initiative</span></a><span style="color: #222222; font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">. His latest boo</span><span style="font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">k is </span><a href="http://www.ubcpress.ca/search/title_book.asp?BookID=299173584" style="text-decoration: none;"><span style="color: #bb5421; font-style: italic; font-weight: 700; vertical-align: baseline; white-space: pre-wrap;">Blue-Green Province: The Environment and the Political Economy of Ontario.</span></a><span style="vertical-align: baseline; white-space: pre-wrap;"> </span></span><span style="font-family: Verdana; font-size: 13.3333px; vertical-align: baseline; white-space: pre-wrap;"><br class="kix-line-break" /></span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-43434396460919810072015-09-30T19:49:00.000-06:002015-09-30T19:49:04.838-06:00Access to Abortion in Canada<div dir="ltr" style="line-height: 1.295; margin-bottom: 8pt; margin-top: 0pt;">
<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">By: Rachael Johnstone and Emmett Macfarlane</span></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgj23UhGD5b53xlkQ8OEBcPlHYsDDE93NDA2q8F-c5yjd4R1h_WQ-9Lt-Re9TcghJvv7CrvlEMNm2x-ZjSLZE6gq1B00LJtKHQEg7-J0pQ65-h55OrzK3aqUyw-cAa0FFssv6n4myUX-sg/s1600/scales-of-justice.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="274" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgj23UhGD5b53xlkQ8OEBcPlHYsDDE93NDA2q8F-c5yjd4R1h_WQ-9Lt-Re9TcghJvv7CrvlEMNm2x-ZjSLZE6gq1B00LJtKHQEg7-J0pQ65-h55OrzK3aqUyw-cAa0FFssv6n4myUX-sg/s320/scales-of-justice.jpg" width="320" /></a></div>
<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">Our new study, “</span><a href="https://muse.jhu.edu/login?auth=0&type=summary&url=/journals/international_journal_of_canadian_studies/v051/51.johnstone.html" style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">Public Policy, Rights, and Abortion Access in Canada</span></a><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">,” in the latest issue of the </span><span style="font-family: Arial, Helvetica, sans-serif; font-style: italic; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">International Journal of Canadian Studies</span><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">, presents a look at the legal and policy landscape of access to abortion services across Canada.</span><br />
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Three things everyone should know about abortion access in Canada:</b></span></span></div>
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<b style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; white-space: pre-wrap;">1. It varies wildly depending on where you live</b></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; white-space: pre-wrap;">From publicly and privately-delivered services in many urban areas in Quebec and Ontario to none at all in Prince Edward Island and many rural areas across the country; access is sporadic – particularly for low income women.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-weight: 700; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">2. The constraints on abortion services are numerous</span><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;"> </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; white-space: pre-wrap;">Factors range from funding, different gestational limits in each province, medical regulations, the availability of physicians willing to perform the procedure, and fear of social stigma, harassment and violence faced by both doctors and women seeking services.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-weight: 700; line-height: 1.295; white-space: pre-wrap;">3. Progress is still being made</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">Just this year New Brunswick finally eliminated some of their excessive and unnecessary limits on access, including the </span><a href="http://www.cbc.ca/news/canada/new-brunswick/new-brunswick-abortion-restriction-lifted-by-premier-brian-gallant-1.2850474" style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">requirement that women obtain referrals from two doctors</span></a><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">, and Health Canada recently </span><a href="http://www.cbc.ca/news/health/ru-486-abortion-pill-approved-by-health-canada-1.3173515" style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">approved RU-486</span></a><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">, a safer and more effective form of medical abortion. </span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;">Three myths about abortion access in Canada: </span></span></div>
<span style="font-family: Arial, Helvetica, sans-serif; font-weight: 700; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">Myth #1</span><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">: That there is unlimited “abortion on demand” in Canada.</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif; font-weight: 700; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">The reality: </span><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">See above!</span><br />
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth #2: </span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">That the famous 1988 </span><span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Morgentaler</span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> decision by the Supreme Court of Canada recognized a Charter “right to abortion”</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-weight: 700; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">The reality:</span><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;"> The decision was limited to the constitutionality of the now defunct criminal law – most of the judges refused to engage in the question a whether the Charter included a right to abortion, something that, as a matter of constitutional law, remains unsettled to this day.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 700; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth #3:</span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> Rights challenges are the best way forward to improve access.</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-weight: 700; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">The reality: </span><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.295; vertical-align: baseline; white-space: pre-wrap;">Post-1988, much of the progress on improving access has been the result of administrative or jurisdictional challenges and – most importantly – organized political pressure on governments from pro-choice and reproductive justice groups.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Rachael Johnstone is an assistant professor at the Bader International Study Centre at Herstmonceux Castle, U.K., Queen’s University. </span><a href="http://www.queensu.ca/bisc/dr-rachael-johnstone" style="text-decoration: none;"><span style="background-color: transparent; color: #0563c1; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">http://www.queensu.ca/bisc/dr-rachael-johnstone</span></a><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: 400; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> </span></span></div>
<span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;"><span style="vertical-align: baseline; white-space: pre-wrap;">Emmett Macfarlane is an assistant professor of political science at the University of Waterloo. </span><a href="https://uwaterloo.ca/political-science/people-profiles/emmett-macfarlane" style="text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">https://uwaterloo.ca/political-science/people-profiles/emmett-macfarlane</span></a><span style="vertical-align: baseline; white-space: pre-wrap;"> </span></span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-7767716078280165222015-07-08T17:35:00.000-06:002015-07-08T21:25:26.563-06:00Performance Measurement: Delivering on its Promise?<div class="separator" style="clear: both; text-align: center;">
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<b id="docs-internal-guid-59198d44-7000-e476-8e47-912dc9d67a37" style="font-weight: normal;"><span style="font-family: Arial, Helvetica, sans-serif;">By John Grundy</span></b><br />
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<a href="https://lh4.googleusercontent.com/SoAyjmDRuo7QwpLpLWl02fiO2dJKzxUApnR8v_BbB-88OTxkUs-dcD-r_2gKygu1VA-YAuBHzjj7NeJV8LaVcNSYS3vzF-AK49d-xgG3gUIWf8jcl2sqnqOld1UhLmgRQ0W1oOzYmhNXbpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" height="240px;" src="https://lh4.googleusercontent.com/SoAyjmDRuo7QwpLpLWl02fiO2dJKzxUApnR8v_BbB-88OTxkUs-dcD-r_2gKygu1VA-YAuBHzjj7NeJV8LaVcNSYS3vzF-AK49d-xgG3gUIWf8jcl2sqnqOld1UhLmgRQ0W1oOzYmhNXbpg" style="-webkit-transform: rotate(0rad); border: none; transform: rotate(0rad);" width="477px;" /></span></a></div>
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<span style="color: #231f20; line-height: 1.2; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Three things to know about performance measurement</b></span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">1. </span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Performance measurement is at the centre of public sector reform initiatives across a range of jurisdictions. </span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">It</span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> involves establishing performance measures and benchmarks, tracking organizational activity and publicly reporting results. </span></span></div>
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<span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">2. Performance measurement is the basis for gauging the achievements of third party organizations contracted to deliver an increasing range of public services. </span></span></div>
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<span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">3. A large body of public administration research calls into question several tenets of the performance measurement movement. </span></span></div>
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<span style="color: #231f20; font-family: Arial, Helvetica, sans-serif; font-size: large;"><span style="white-space: pre-wrap;"><b>Three myths about performance measurement</b></span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: bold; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth # 1:</span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> Performance measurement necessarily enhances transparency and accountability.</span></span></div>
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<span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">Reality: Many studies show that organizations often seek to ‘make the numbers’ in ways that may run up against the norms of equity, due process or quality service delivery. Performance measurement may actually worsen the problems of transparency and accountability that it intends to resolve. </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: bold; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth # 2:</span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> Performance measurement leads to unequivocal information about organizational activity. </span></span></div>
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<span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;"> </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Reality: Measured outcomes </span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">are often the result of influences other than organizational activity, including chance. This is especially the case in social service settings where results tend to be co-produced by various actors, and cannot be easily credited to any one source. Performance measurement initiatives often simply side-step this issue of causality. </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: bold; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Myth # 3</span><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">: Performance measurement will enhance staff efficiency and performance.</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Reality: Research paints a more mixed picture. Increased organizational efficiencies may be accompanied by the eroded</span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> morale of staff. Workers in third party service organizations often face job insecurity if performance targets are missed, and undue administrative burden given the performance reporting requirements of often multiple government funders. These conditions may undermine efforts to recruit and retain highly skilled workers. </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Performance measurement is therefore much more than a neutral administrative exercise, and both its benefits and shortcomings warrant greater attention in</span><span style="background-color: transparent; color: #8f807c; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> </span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">public deliberation over how governments coordinate public service delivery. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: bold; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">Further reading: </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Brodkin, E. </span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">2011. “Policy work: Street-level organizations under new managerialism.” </span><span style="background-color: transparent; color: #231f20; font-style: italic; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Journal of</span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> </span><span style="background-color: transparent; color: #231f20; font-style: italic; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Public Administration Research and Theory</span><span style="background-color: transparent; color: #231f20; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> 21: i253–i277.</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><a href="http://onlinelibrary.wiley.com/doi/10.1111/capa.12104/full" target="_blank"><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Grundy, J (2015) “Performance measurement in Canadian employment service delivery, 1996-2000. </span><span style="background-color: transparent; font-style: italic; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Canadian Public Administration</span><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> 58(1): </span><span style="background-color: transparent; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">161-182. </span></a></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">John Grundy is a Postdoctoral Research Fellow in the School of Occupational Therapy at Western University. His research focuses on public policy and public administration, with a focus on labour market policy implementation. </span></span></div>
Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-56303416266853041102015-05-27T15:46:00.000-06:002015-05-27T15:46:21.216-06:00From #PhDToGov: Chance A. Minnett Watchel's Story<div dir="ltr" style="line-height: 1.2; margin-bottom: 0pt; margin-top: 0pt;">
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<a href="https://lh5.googleusercontent.com/1j6nC7C_N1_rH_ns-ghNqiXGsCev7ATs42gEyr1sWUP9DdMNC_7dID-_P9A9ETdNoLkwmXwBGcqkFn_lQ8U4FXH3CPNWqM25JzviejOdawm8aLey_sdCpHJ6igbxcmLImG31WkdYuZmSN6o" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="250px;" src="https://lh5.googleusercontent.com/1j6nC7C_N1_rH_ns-ghNqiXGsCev7ATs42gEyr1sWUP9DdMNC_7dID-_P9A9ETdNoLkwmXwBGcqkFn_lQ8U4FXH3CPNWqM25JzviejOdawm8aLey_sdCpHJ6igbxcmLImG31WkdYuZmSN6o" style="-webkit-transform: rotate(0rad); border: none; transform: rotate(0rad);" width="189px;" /></a></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">Chance A. Minnett Watchel. Research Analyst, Alberta Justice and Solicitor General</span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">I am originally from Southport, Queensland, Australia, but grew up in Dawson Creek, BC. I completed two undergraduate degrees at the University of Calgary in English and political science, respectively, then went on to earn an MA in Canadian politics at Brock University before returning to Calgary to pursue a PhD in political science. I am currently in the fourth year of a PhD at the University of Calgary and am also a research analyst with Alberta Justice & Solicitor General (JSG). </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What did you hope for in terms of employment as you completed your PhD?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">I was dead-set on an academic career all throughout my MA and into the first half of my PhD, right up until I started preparing for my comprehensive exams. It’s easily one of the most stressful periods a graduate student can go through and it seemed to amplify all the fears and worries I’d tried to push aside about a future career in academia, job prospects, external funding competitions, etc. I’d heard former professors and PhD candidates who’d graduated years before me tell me things were rough when they first headed onto the job market, but it’d be better when I finally got there. It doesn’t actually seem to have gotten any better, however, and that really worried me. Sitting down with my dissertation supervisor for a good discussion on the subject, I decided I needed to not simply have a ‘Plan B’, but I needed to adequately prepare for both career paths equally. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What was your first post-PhD job?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">I haven’t gotten one of those yet as I’m still completing my PhD! I have, however, worked as a research analyst for Alberta JSG since June 2014. I wouldn’t say it’s an unorthodox route, working outside the university while completing a graduate degree, but it’s certainly not one that’s encouraged as there’s the potential to get distracted from your dissertation. Doing both at the same time definitely demands effective time management and personal planning. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Why did you choose an alternative-academic career path?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">I started my current position knowing that, whichever route I end up ultimately taking upon completion of my PhD, both my experiences in school and in the public sector will help me in the future. The critical thinking, research, and writing skills you learn during your education are invaluable, but they don’t always translate well outside an academic setting. Working in government is definitely related to my education, but it’s not the specific intent of it. Most often, the question you’re asked when someone finds out you’re in a PhD program is, “Oh, are you going to teach and research when you’re done?” That’s a fairly reasonable expectation of someone with a social sciences graduate degree. Completing a PhD is akin to completing an apprenticeship; it’s meant to set you up for a specific career path. A tenure-track position is not an easy one to get, though, and I didn’t want to get to the end of my PhD only to realize it wasn’t the correct path for me. I wanted options, and I wanted my experiences to reinforce each other and set me apart, regardless of whatever I end up choosing in the future.</span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What do you do now?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">Besides the typical long evenings pouring over journals and books for my dissertation research, I’m a research analyst for Alberta JSG on a very specific project. I’m working on Alberta’s Reforming Family Justice System (RFJS) Initiative, the goal of which is to make Alberta’s family justice system open, responsive and cost-effective, and put the needs of children and families first while assisting families with the early and final resolution of disputes. The project doesn’t simply aim for small technical changes to policy and processes, but also looks at making changes to how we, as people, recognize and deal with certain kinds of problems. It’s multi-sector and multi-level change that is happening around the world. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">Prior to this job, reform was simply the subject of study in my readings and my work. Now, I’m an active participant in the process. I get to look at what’s been done in other jurisdictions, how those changes have worked, what Alberta has done/is currently doing, and how we might integrate good practices in other jurisdictions into our own in the most appropriate way. Having this job has really helped clarify much of what I’ve been studying over the past decade. I’m a policy person, first and foremost, so I have a solid understanding of theories of the policy process. Working in this environment, though, I can see how much more complex the process actually gets. It’s definitely given me new ideas for my dissertation research.</span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What’s the most challenging part about a pracademic career?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">I haven’t personally encountered too many issues, but because I split my time between graduate school and work almost evenly I find that I miss out on a lot of things in both areas. I’m never intentionally left out of anything, but if there are impromptu meetings and important decisions made, I often find out after the fact. That’s just the way my schedule works. Shifting between the two workspaces on a near-daily basis, I always feel like I need to catch up.</span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What most surprises you about your job?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">I was surprised at how easily the skills I learned in graduate school transferred over. My job is primarily research, writing, and relaying information to others in various formats – that’s essentially grad school in a nutshell. What’s not always so simple is understanding how to sell those skills to an employer. We can talk at length about our research and the methodological approaches we use, but if you can’t make that relevant to what you’re going to do for an employer, they’re never going to give you the opportunity to work for them.</span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What advice or thoughts do you have for graduate students and post-doc students in transition now?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">There are two things I’d suggest to graduate students and post-docs looking into transitioning between academia and public service. First, have at least an introductory understanding of a broad range of methodologies. You don’t have to master them all but versatility, a willingness to take on different kinds of projects, and to learn new ways of doing things makes you an attractive candidate. If you’ve got a good foundation, you can learn on the job. Second, use your research skills to get a leg up on your competition. I was only tangentially familiar with the project when I applied for my position, but some background research on the project, similar projects in other provinces, and the Government of Alberta’s HR website allowed me to do two things which I think got me the job: speak competently about the subject matter and relate to the interviewers in their own language. </span></span></div>
<span style="font-family: Arial, Helvetica, sans-serif;"><br /><span style="vertical-align: baseline; white-space: pre-wrap;">Applying for positions with governments is actually easier than you’d expect because of the public nature of it all; all the human resources information is publicly available. The Alberta Public Service Competency Models – the specific characteristics government employers are looking for in exceptional employees – are right at applicants’ fingers. You can literally use them as a guide to sell yourself and your skills to future employers. Having those competencies available really allows you to make good resumes and cover letters better. Instead of simply talking about how much you know about policy change, for example, you can talk about the broader system impact changing a certain policy might have, how you might actually go about making change, how it can benefit other departments or how you might collaborate with them, and how you can minimize or anticipate negative, unforeseen consequences resulting from any changes you might make. When you know what your employer is looking for, it’s much less like you’re trying to venture off into the unknown. Instead, you know exactly where you’re going, how you’re going to get there, and you can explain why you belong there.</span></span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-71582679490246827352015-05-20T14:31:00.000-06:002015-05-20T14:31:45.283-06:00Political Attitudes of Young Canadians<div dir="ltr" style="line-height: 1.2; margin-bottom: 0pt; margin-top: 0pt;">
<span style="line-height: 1.2; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">By David McGrane</span></span></div>
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<a href="https://lh5.googleusercontent.com/TkdAaLiXV4J_Q8pJSZZ__3jfOmO7qgjXEXCtVcM8GC_84wxeHyAn1IfnWTfoxyihLVIO9lkSd27sUmL-s2pLBypAtob5bHu4-7m9_9RZgIbdwv9fscMY6CCxQuViUv7XPIk_o4hTVfEFJi8" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><span style="font-family: Arial, Helvetica, sans-serif;"><img border="0" height="211px;" src="https://lh5.googleusercontent.com/TkdAaLiXV4J_Q8pJSZZ__3jfOmO7qgjXEXCtVcM8GC_84wxeHyAn1IfnWTfoxyihLVIO9lkSd27sUmL-s2pLBypAtob5bHu4-7m9_9RZgIbdwv9fscMY6CCxQuViUv7XPIk_o4hTVfEFJi8" style="-webkit-transform: rotate(0rad); border: none; transform: rotate(0rad);" width="317px;" /></span></a></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">Attribution: “</span><a href="https://www.flickr.com/photos/adamscotti/5619744573/" style="text-decoration: none;"><span style="background-color: transparent; color: blue; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">McGill student vote mob 2011</span></a><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">” by Adam Scotti / CC BY-NC-SA 2.0</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">I recently published a </span><a href="https://www.broadbentinstitute.ca/en/issue/could-progressive-platform-capture-canadas-youth-vote" style="text-decoration: none;"><span style="background-color: transparent; color: blue; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">report with the Broadbent Institute</span></a><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> comparing the political attitudes of Canadians under the age of 35 with the political attitudes of Canadians over the age of 35. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;"><b><span style="font-size: large;">Three things to know about the political attitudes of young Canadians:</span></b> </span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">1. Compared to older Canadians, younger Canadians are much less likely to prioritize economic growth over environmental protection and to want increased government spending on the environment.</span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">2. More than older Canadians, younger Canadians want an activist government that creates jobs and ensures a decent standard of living. Further, more younger Canadians are socially progressive than older Canadians and want a government that adapts its moral views to changes within society.</span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;"><br /></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">3. While a strong majority of Canadians want either higher or stable spending on social programs, more young Canadians are keen to see higher spending on health and education than older Canadians. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Three myths about the political attitudes of young Canadians:</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;"><b>Myth #1</b>: It would be incorrect to say that young Canadians are always to the left of older Canadians on every issue. Solid majorities of young and older Canadians both want to see higher corporate taxes and do not want governments to increase their spending on either crime and justice or social assistance. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;"><b>Myth #2</b>: While there appears to be little appetite among Canadians for increases to personal income taxes, only a minority of Canadians has bought into the tax cutting agenda. Indeed, 62% of Canadians want personal income taxes to be kept the same or increased. Young Canadians also appear more willing to forego tax cuts than their older counterparts.</span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;"><b>Myth #3</b>: Interestingly, young Canadians are slightly less likely to recognize the existence of systematic discrimination of racial minorities and patriarchy (i.e. a male dominated society) compared to older Canadian.</span></span></div>
<span style="font-family: Arial, Helvetica, sans-serif;"><br /><span style="font-size: x-small;"><span style="font-style: italic; vertical-align: baseline; white-space: pre-wrap;">Dr. David McGrane was born and raised in Moose Jaw and did his undergraduate degree in Political Science at the University of Regina and his Masters’ degree in Political Science at York University in Toronto. He completed his Ph.D. in political science at Carleton University in Ottawa and is now an Associate Professor of Political Studies at St. Thomas More College and the University of Saskatchewan. He has published in several academic journals and his most recent research is a book entitled </span><a href="http://www.mqup.ca/remaining-loyal-products-9780773544178.php" style="text-decoration: none;"><span style="color: blue; font-style: italic; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">“Remaining Loyal: Social Democracy in Quebec and Saskatchewan”</span></a><span style="font-style: italic; vertical-align: baseline; white-space: pre-wrap;"> published by McGill-Queen's University Press.</span></span></span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-13431996553042638922015-05-13T16:19:00.000-06:002015-05-13T16:31:42.232-06:00From #PhDToGov: Iain Grant's Story<div class="separator" style="clear: both; text-align: center;">
<a href="https://lh6.googleusercontent.com/AZgobiht6sFISqaX4Vmpb6j6gotyg2gUEix7LJKMm-kGgw2QxWMnCH4qihbhGw-N50_wqTQqyiKoI7wpDWBhduKVqwNomnmigpnD-ebV74f60V1oaHvy6Eq_mvyV9nPgUNd4WS7_-6Y7FUQ" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="221px;" src="https://lh6.googleusercontent.com/AZgobiht6sFISqaX4Vmpb6j6gotyg2gUEix7LJKMm-kGgw2QxWMnCH4qihbhGw-N50_wqTQqyiKoI7wpDWBhduKVqwNomnmigpnD-ebV74f60V1oaHvy6Eq_mvyV9nPgUNd4WS7_-6Y7FUQ" style="-webkit-transform: rotate(0rad); border: none; transform: rotate(0rad);" width="151px;" /></a></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;">Iain Grant, Director, International Energy Policy Branch, Alberta Energy</span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">Originally from Guelph ON, I did an IR BA at Waterloo, MA in International Development at Guelph, Master of Marine Management at Dalhousie, and a PhD in the IR of Natural Gas between Russia and the EU at Dal. After an 8 year stint as Manager of Special Projects at Athabasca University, I joined Alberta Energy in February 2013. I work as a Director in the International Energy Policy Branch, the unit set up in 2012 to establish and consolidate energy relationships for Alberta outside the longstanding one with the United States. Our work now focuses on Europe and Asia, comprising advocacy work, negotiation of memoranda, mission planning, policy and market analysis, and generally developing strategy for the province for the day when pipeline access to tidewater is achieved. I am married with a wonderful four-child, two-pet circus. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What did you hope for in terms of employment as you completed your PhD?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">I deliberately chose my PhD topic to create flexibility, i.e., providing potential footholds in academia, government and industry. My path is unusual – or maybe not – in that I was working full-time for the latter 4 years of my doctoral work, so the question of employment upon completion was already addressed. The larger question was, and remains, where I could take it? This is a question we should never stop asking. That’s the beauty of a PhD – it infuses that potential for creativity into our career paths, creates options, and gives us a leg up (even in work cultures where academic credentials are viewed with skepticism). I draw on my PhD experience every single day. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What was your first post-PhD job?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">Manager, Special Projects in the Office of the VP Academic, Athabasca University. Essentially Manager of International Relations. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Why did you choose an alternative-academic (alt-ac) career path?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">It was an ideal melding of my academic and professional aspirations – I needed (and still do!) the international dimension, mainly because it’s been a life-long fascination; it was a cutting-edge opportunity; and it tied directly to my academic work, which allows me to come to the table with insights I’d not otherwise have had. I also needed the element of creativity which, ironically, I feel I very much have here. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What do you do now?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">I lead a small team in our Branch that combines market intelligence, policy analysis and recommendation, strategy development and international liaison work. It’s a pretty regular thing to be planning a mission to China or Europe or India for the Premier, our Minister or Deputy Minister. It’s also pretty standard stuff to brief visiting ministers or ambassadors. A lot of it is the regular machinery of government – briefing notes, meetings, reports – but the content is still exciting and generally there is a lot of room for creativity and for advancing your ideas up the chain. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What’s the most challenging part about a pracademic career?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">People almost assume that PhD’s will be (a) hopelessly theoretical or (b) putting on airs. You can’t do either, certainly not at Energy, which is a no-nonsense environment. If someone requests info, they need it pointed, accurate and usually SOON. So while you should always draw on the skills you acquired as a doctoral student – and you did acquire them – it’s important not to inflate the importance of your credential. If you can balance your knowledge and skills with the need to be part of a team, you’ll be fine. The respect for your credential will follow. But it might not necessarily be there at the start! Few will understand what you went through to get the PhD – it’s like being a parent or surviving an air disaster: you have to live it to understand it. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What most surprises you about your job?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">Two things. First, I’ve been surprised by the extent to which I am able to put a personal stamp on things. It’s funny when you express an idea in a briefing note and then a few days later hear it coming out of a Minister’s mouth during a speech or a press conference. If your ideas are good and the culture is conducive, you can have an impact in government, even a small one. Second, the culture is very advanced. That was a surprise. We can infer a lot about working in the Energy sector, even on the government side. Most notably, it’s a no-nonsense business that’s built on getting things done no matter how demanding the conditions. There’s some of that here, but what surprised me was how highly developed – dare I say enlightened – the professional culture is at Alberta Energy. The emphasis on work-life balance, on respect in the workplace, on teamwork, on taking a sincere interest in the development of staff and in their personal well-being is very strong. It is an exceptional place to work. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>What advice or thoughts do you have for graduate students and post-doc students in transition now?</b></span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;">Consider government. It’s a great option. It will give you suites of skills that you can apply in any number of environments beyond those skills you’ve acquired in your doctoral work. Doing a senior academic degree is a massive achievement but it’s not the be-all end-all – it’s one dimension of knowledge, one dimension of yourself, but there are others. It can’t help but make you a more complete professional package. </span></div>
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Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-36660009529085756272015-05-06T16:30:00.000-06:002015-05-07T07:52:05.302-06:00Lean Management in the Public Service<div dir="ltr" style="line-height: 1.2; margin-bottom: 0pt; margin-top: 0pt;">
<span style="line-height: 1.2; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: xx-small;">By Joanne Zuk</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; font-size: x-small;"><span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">This blog post is based on the paper </span><a href="http://ipac.ca/documents/Joanne-Zuk.pdf" style="text-decoration: none;"><span style="background-color: transparent; color: #0563c1; font-style: italic; font-variant: normal; font-weight: normal; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">Perfect Pair or Better as Just Friends: Is the Public Service Ready for Lean Leadership</span></a><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> </span><span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">by Joanne Zuk, which was awarded the grand prize int he </span><a href="http://www.ipac.ca/blueprint2020-Winners" style="text-decoration: none;"><span style="background-color: transparent; color: #0563c1; font-style: italic; font-variant: normal; font-weight: normal; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">IPAC 2015 Blueprint 2020 National Paper Competition</span></a><span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Three things to know about government and Lean management:</b></span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;">1. Lean management is difficult to adopt in government. Lean process improvement focuses on what the customer wants, but governments have many customers – citizens, legislators, interest groups, consumers, – all with different wants. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline; white-space: pre-wrap;">2. Implementing Lean process improvement means engaging front line staff in new ways, asking them to experiment to deliver better value to the customer. Many staff have never experienced this type of engagement, and may be resistant to a new level of responsibility. Building a </span><a href="https://hbr.org/2011/04/strategies-for-learning-from-failure" style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">psychologically safe</span></a><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline; white-space: pre-wrap;"> environment becomes very important.</span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline; white-space: pre-wrap;">3. Leadership plays the most important role. Ministerial responsibility imposes a limit on the amount of change that can happen without political approval, but that doesn’t mean improvement cannot happen. Senior leaders need to establish expectations of coaching so that the </span><a href="https://www.deming.org/theman/theories/pdsacycle" style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">plan-do-study-act cycle</span></a><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline; white-space: pre-wrap;"> becomes part of daily routine.</span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif; font-size: large;"><b>Three myths about government and Lean management:</b></span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 28.7999992370605px; white-space: pre-wrap;"><b>Myth #1</b>: </span><span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;">Lean is about public service downsizing. </span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;"><br /></span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">The Reality: Not usually – it’s about reducing the overburden on employees so they can focus on tasks that are valuable.</span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;"><b>Myth #2</b>: Applying Lean approaches will result in cost-savings for government.</span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">The Reality: Sometimes – but it can also improve response times and improve perceptions of public service. </span></span></div>
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<span style="font-family: Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;"><b>Myth #3</b>: Lean can be applied to small projects. </span></div>
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Arial, Helvetica, sans-serif;">The Reality: Without a concerted effort to change culture, the effect of process improvement will be isolated, and a decade from now, governments will be challenged to improve processes that were improved during the current cycle.</span></span></div>
<span style="font-family: Arial, Helvetica, sans-serif;"><br /><i><span style="font-size: xx-small;"><a href="about:blank" style="text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">Joanne Zuk</span></a><span style="vertical-align: baseline; white-space: pre-wrap;"> is a graduate student in the Joint </span><a href="about:blank" style="text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">Masters of Public Administration</span></a><span style="vertical-align: baseline; white-space: pre-wrap;"> program at the </span><a href="about:blank" style="text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">University of Manitoba</span></a><span style="vertical-align: baseline; white-space: pre-wrap;"> and </span><a href="http://www.uwinnipeg.ca/%E2%80%8E" style="text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">The University of Winnipeg</span></a><span style="vertical-align: baseline; white-space: pre-wrap;">. She is also the Manager of Policy and Planning at </span><a href="http://www.studentaid.gov.mb.ca/" style="text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">Manitoba Student Aid</span></a><span style="vertical-align: baseline; white-space: pre-wrap;">, for the </span><a href="https://www.gov.mb.ca/" style="text-decoration: none;"><span style="color: #0563c1; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">Government of Manitoba</span></a><span style="vertical-align: baseline; white-space: pre-wrap;">.</span></span></i></span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-23925990929748170152015-04-29T16:13:00.000-06:002015-05-07T07:52:31.333-06:00Capitalizing on Recruitment Potential: FSWEP 2.0<div dir="ltr" id="docs-internal-guid-ab3c5c67-072a-f406-6032-591d736c54ca" style="line-height: 1.2; margin-bottom: 0pt; margin-top: 0pt;">
<span style="line-height: 1.2;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: xx-small;">By Patrick Obendoerfer</span></span></div>
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<a href="https://lh4.googleusercontent.com/8JOsJY3vZMyWxWCI9DKevp6MkVStt8eb8_aN_4qY4U3DzIrua-J2yYqGP6pZnT2wkS6HAObSjZ1Bnc9eSW22gS4qxSh2dAa6_woq-pu4vemg9xWrQIcWF6yYQ2TJ6i463pOQph5WJQO6cFg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="\\GOA\MyDocs\Health\karan.riarh\My Pictures\FSWEP.PNG" border="0" height="259" src="https://lh4.googleusercontent.com/8JOsJY3vZMyWxWCI9DKevp6MkVStt8eb8_aN_4qY4U3DzIrua-J2yYqGP6pZnT2wkS6HAObSjZ1Bnc9eSW22gS4qxSh2dAa6_woq-pu4vemg9xWrQIcWF6yYQ2TJ6i463pOQph5WJQO6cFg" style="-webkit-transform: rotate(0rad); border: none; transform: rotate(0rad);" width="400" /></a></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: x-small;"><span style="vertical-align: baseline;">This blog is based on the paper </span><a href="http://ipac.ca/documents/Russel-Ferguon-Patrick-Obendoefer-Ania-Vangieli.pdf" style="text-decoration: none;"><span style="color: blue; text-decoration: underline; vertical-align: baseline;">FSWEP 2.0: Recruiting a Motivated Public Service</span></a><span style="vertical-align: baseline;">, by Russell B. Ferguson, Patrick Obendoerfer and Anisa Vangjeli, was awarded the grand prize in the </span><a href="http://www.ipac.ca/blueprint2020-Winners" style="text-decoration: none;"><span style="color: blue; text-decoration: underline; vertical-align: baseline;">IPAC 2015 Blueprint 2020 National Paper Competition</span></a><span style="vertical-align: baseline;">. </span></span></div>
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<span style="vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b>3 things to know about capitalizing on the Federal Student Work Experience Program’s (FSWEP) recruitment potential:</b></span></span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline;">1. The </span><a href="http://jobs-emplois.gc.ca/fswep-pfete/index-eng.php?p=6" style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; text-decoration: none;"><span style="color: blue; text-decoration: underline; vertical-align: baseline;">FSWEP</span></a><span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline;"> draws applications from a pool of 50,000 post-secondary students annually. In the application process, students are asked to select a maximum of 24 interests, which determine if their names are drawn for an interview. Given this, students are incentivized to compromise the process by </span><a href="http://myuniversitymoney.com/fswep-summer-jobs/" style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; text-decoration: none;"><span style="color: blue; text-decoration: underline; vertical-align: baseline;">choosing as many interests as possible</span></a><span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline;"> to increase their chances. </span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline;">2. </span><span style="color: blue; font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; text-decoration: underline; vertical-align: baseline;"><a href="http://www.centerforurbanstudies.com/documents/electronic_library/neighborhoods/public_service.pdf" style="line-height: 1.2; text-decoration: none;">Public Service Motivation (PSM)</a></span><span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline;"> refers to internal drivers that are disproportionately high in public servants, like the goal of contributing to society, and exist in addition to external drivers like salary. There is a positive correlation between PSM levels and rates of job attraction, retention, and engagement. </span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline;">3. Through an </span><a href="http://ipac.ca/documents/Russel-Ferguon-Patrick-Obendoefer-Ania-Vangieli.pdf" style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; text-decoration: none;"><span style="color: blue; text-decoration: underline; vertical-align: baseline;">altered application and assessment process</span></a><span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; vertical-align: baseline;"> that is designed to align PSM satisfying jobs to qualified and interested post-secondary students, the federal government can drastically increase the chances that students will continue with the civil service through FSWEP.</span></div>
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<span style="vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b>Three myths about innovative recruitment:</b></span></span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 28.7999992370605px;"><b>Myth #1</b>:<b> </b></span><span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2;">New programs must be created, which may be time consuming and expensive.</span></div>
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<span style="vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">FSWEP already exposes 50 000 post-secondary students to the job application process. Through relatively inexpensive changes to the process, the federal government can capitalize on the program’s recruitment potential.</span></span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2;"><b>Myth #2</b>:<b> </b>Public and private sector employees have identical motivational drivers.</span></div>
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<span style="vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Public sector employees tend to have stronger internal drivers, such as the need to affect societal change, whereas private sector employees are more motivated by external drivers like money.</span></span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2;"><b>Myth #3</b>:<b> </b>Recruitment strategies in a competitive job market need to focus on salary.</span></div>
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<span style="vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">By aligning qualified and interested students with jobs that satisfy individuals with high levels of PSM, a recruitment strategy through FSWEP can be centred on internal motivators.</span></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: x-small;"><span style="font-style: italic; vertical-align: baseline;">Patrick Obendoerfer is a graduate student at the </span><a href="https://carleton.ca/sppa/" style="text-decoration: none;"><span style="color: blue; font-style: italic; text-decoration: underline; vertical-align: baseline;">Carleton School of Public Policy and Administration</span></a><span style="font-style: italic; vertical-align: baseline;">, where he specializes in Public Management. </span></span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-46851615826054826402015-04-15T14:38:00.000-06:002015-04-15T14:48:24.967-06:00Resource Revenue Sharing with Aboriginal Peoples<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: x-small;">By Ken Coates</span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Canada is engaged in a debate about the appropriateness of resource revenue </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">sharing with Aboriginal peoples. Twenty years ago, the concept had little traction </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">outside of Aboriginal circles. Now, resource revenue sharing operates across more </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">than half of the country’s land mass. </span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b>Three things to know about revenue sharing:</b></span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">1. There is no single model of resource revenue sharing. British Columbia </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">negotiates arrangements on a project-by-project basis. The Northwest </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Territories shares a portion of its resource revenue among all Aboriginal </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">communities in the jurisdiction. Saskatchewan rejects the concept out of hand </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">and does not have arrangements in place. In many parts of the North, from </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Labrador to the Yukon, resource revenue sharing is built into modern treaties. </span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">2. Resource revenue sharing is only part of the financial benefit that accrues to </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Aboriginal communities from resource developments. Collaboration agreements, </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">which involve jobs, training and business opportunities, are over and above </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">revenue sharing. </span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">3. Resource revenue sharing is not mandated by the Supreme Court, the </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Constitution or Government of Canada policy. Natural resources are a provincial </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">responsibility and the revenues flow to provincial and territorial authorities. It is </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">up to the individual sub-national governments to determine the shape of </span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b>Three myths about revenue sharing:</b></span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><b>Myth #1</b>: Aboriginal communities will become wealthy from resource revenue sharing </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">arrangements on their traditional territories. With most arrangements, this is </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">not the case. The money is welcome, but it is smaller than the sums available </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">through equity ownership or the development of natural resources on </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Aboriginal lands.</span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><b>Myth #2</b>: Resource revenue sharing is a response to an Aboriginal veto over resource </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">development. It is not. Although Indigenous communities have considerable </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">legal and political authority, governments are not compelled to share their </span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><b>Myth #3</b>: Resource revenue sharing comes from the resource companies. False. Resource </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">companies contribute to Aboriginal communities in other ways, and the resource </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">revenue comes from the royalties collected by government. </span><span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif;">Aboriginal people are, indeed, sharing in the wealth generated from their traditional </span><span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif;">territories, albeit in a typically Canadian patchwork of policy and practice. Revenue </span><span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif;">sharing is a reality and has played a key role in securing Aboriginal support for </span><span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif;">resource development.</span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: x-small;">Ken Coates is Canada Research Chair in Regional Innovation, Johnson-Shoyama </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: x-small;">Graduate School of Public Policy, University of Saskatchewan and Senior Fellow, </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: x-small;">Macdonald-Laurier Institute and the co-Director the Aboriginal People and Natural </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: x-small;">Resources Project. He is the author of #IdleNoMore (University of Regina Press) and </span><br />
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: x-small;">the co-author of From Treaty Peoples to Treaty Nation (UBC Press).</span>Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com1tag:blogger.com,1999:blog-1630510943484549950.post-73575408940987758422015-04-08T15:04:00.002-06:002015-04-08T15:05:02.993-06:00From #PhDToGov: Jared Wesley's Story<div class="separator" style="clear: both; text-align: center;">
<a href="https://lh5.googleusercontent.com/mzVIW_xPMHbRFyQmLFUlrfiJp_dEHsLx74hIYE9cc8USYvWf8-PjlfC8_ueBHQeHmf99clZQ7YNhsIX44-AFBbCgrFruzSHMwolLl3deH4oDotD-b0nd9dgHcoS57BoleLSn37wtYWttMYg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="307px;" src="https://lh5.googleusercontent.com/mzVIW_xPMHbRFyQmLFUlrfiJp_dEHsLx74hIYE9cc8USYvWf8-PjlfC8_ueBHQeHmf99clZQ7YNhsIX44-AFBbCgrFruzSHMwolLl3deH4oDotD-b0nd9dgHcoS57BoleLSn37wtYWttMYg" style="border: medium none; transform: rotate(0rad);" width="293px;" /></a></div>
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<span style="font-size: large;"><span style="color: black; font-family: Arial; font-style: italic; font-weight: bold; vertical-align: baseline;">What stereotypes do people have of PhDs? Are these deserved?</span></span></div>
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<span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><span style="color: black; vertical-align: baseline;">Can I challenge the assumption behind the question? I don’t consider myself to </span><span style="color: black; font-style: italic; vertical-align: baseline;">be</span><span style="color: black; vertical-align: baseline;"> “a PhD”. I have one, and keep the degree on my wall at home. But I </span><span style="color: black; font-style: italic; vertical-align: baseline;">am not</span><span style="color: black; vertical-align: baseline;"> one. In this sense, one of the well-deserved stereotypes of “PhDs” is that they </span><span style="color: black; font-style: italic; vertical-align: baseline;">are</span><span style="color: black; vertical-align: baseline;"> their degrees. In other words, many people </span><span style="color: black; font-style: italic; vertical-align: baseline;">with</span><span style="color: black; vertical-align: baseline;"> PhDs have made it part of their identity. This means more than simply listing it on their business cards and in their email signatures (which I do). It means identifying themselves </span><span style="color: black; font-style: italic; vertical-align: baseline;">as</span><span style="color: black; vertical-align: baseline;"> PhDs, either explicitly (“please call me Dr.”) or implicitly (carrying an air of ‘differentness’ if not superiority when interacting with people from other professional communities). I've even seen it crop up in networking events and casual conversations, as some people with PhDs assume that they've "earned" more than an entry-level position by virtue of spending over ten years in university. That used to be true, but today's job market is different -- particularly in government, and particularly when it comes to management roles. Today's employers are looking for practical experience and skills more than traditional academic credentials. All told, this self-identification "as a PhD" can be off-putting to people outside the academy, whether out of (often undeserved) intellectual intimidation, resentment, professional rivalry, or other reasons. And it’s one of the greatest barriers facing people who want to transition to alternative-academic (alt-ac) careers.</span></span></span></div>
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<span style="font-size: large;"><span style="color: black; font-family: Arial; font-style: italic; font-weight: bold; vertical-align: baseline;">How useful do you think a PhD is for people working outside the academy?</span></span></div>
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<span style="font-size: small;"><span style="color: black; font-family: Arial; vertical-align: baseline;">It really depends, largely on who you have as a PhD supervisor. Some advisors encourage and even seek out opportunities for their students when it comes to alt-ac professional development and networking. Others are more insular, focused on the old school (‘publish or perish’ and ‘scholar/apprentice’) approach when it comes to mentoring their students. The core elements of a PhD program are less important to me, both as a practitioner and as someone in a position to hire recently-graduated PhD students. Coursework may well impart the core knowledge necessary to succeed in the public service, and the research component may impart useful methodological skills (depending on the type of role they assume in government). Dissertation-writing and publishing are far less important, although the ability to accept and adapt to criticism is a valuable soft skill.</span></span></div>
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<span style="font-size: large;"><span style="color: black; font-family: Arial; font-style: italic; font-weight: bold; vertical-align: baseline;">Under what circumstances would you advise a young student who does not want to be a prof to pursue a PhD?</span></span></div>
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<span style="font-size: small;"><span style="color: black; font-family: Arial; vertical-align: baseline;">I'd be blunt, advising them to do so if:</span></span></div>
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<span style="font-size: small;">They are getting paid to complete the PhD. A wise mentor once told me, “If you’re not getting paid to go to grad school, you’re paying for someone else to go to grad school.” The ability to secure scholarships and fellowships is more than simply a means to sustain yourself (without amassing student debt). It is a canary in the coal mine; if people don’t see your academic promise by the time you complete your Master’s, a PhD is not likely the best path for you. </span></div>
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<span style="font-size: small;"><span style="color: black; font-family: Arial; vertical-align: baseline;"><span style="line-height: 1.2;">They are thinking beyond self-</span><span style="line-height: 19.2000007629395px;">fulfillment</span><span style="line-height: 1.2;">. I often hear students say, “I want to be a PhD.” Or “I want to do it </span></span><span style="color: black; font-family: Arial; font-style: italic; line-height: 1.2; vertical-align: baseline;">for me</span><span style="color: black; font-family: Arial; line-height: 1.2; vertical-align: baseline;">, to learn more about x.” That’s rarely enough, I’m afraid, to sustain yourself through a 4 to 6 year commitment. I use the following Venn diagram to coach students to think about the relevant ingredients in a fulfilling career – one with purpose:</span></span></div>
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<span style="font-size: large;"><span style="color: black; font-family: Arial; font-style: italic; font-weight: bold; vertical-align: baseline;">Do PhDs in the social sciences and humanities obtain skills during their studies that serve them well outside the academy? How useful is a PhD when working for government?</span></span></div>
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<b><span style="font-size: small;"><span style="font-family: Arial,Helvetica,sans-serif;"><span style="color: black; font-weight: normal; vertical-align: baseline;">Again, the research skills, and ability to adapt to criticism, are most valuable. Under-appreciated by grad schools, and under-developed in grad students, however: soft skills. These include relationship-building, teamwork, persuasion without authority, strategic planning, collaboration, and the like. Grad schools would do well to study the key competencies expected by governments in terms of their employees’ development. Here’s the <a href="http://www.chr.alberta.ca/Practitioners/?file=learning/apscompetencies/apscomp-model&cf=9" target="_blank">Government of Alberta’s model</a>, for example. </span></span></span></b></div>
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<span style="color: black; font-family: Arial; font-size: 16px; vertical-align: baseline;"><a href="http://www.chr.alberta.ca/Practitioners/?file=learning/apscompetencies/apscomp-model&cf=9" target="_blank"><img alt="APS Compentencies" height="400" src="https://lh3.googleusercontent.com/DSLc0JQw_JAZqJzKdAH9TYuj_fU3s7Qk4N00jJmy8soyKxbpO3ntVwC2oPhv_DSQR5B5Gg6ECIS6E__1bSbMEfxfOFBr8imjHPqVJ5Lyog5M_uO6Ilntbi5IPMiPmT5ZMZmD_T6uepxh_L4" style="-webkit-transform: rotate(0.00rad); border: none; transform: rotate(0.00rad);" width="400" /></a></span></div>
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<span style="font-size: large;"><span style="color: black; font-family: Arial; font-style: italic; vertical-align: baseline;">What should PhD programs do differently, if anything, for those students who are not planning to become full-time academics?</span></span></h2>
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: small;"><span style="color: black; vertical-align: baseline;">I think the University of Alberta has started well, with their FGSR Advisory Committee on Professional Development (I’m a member). It invites leaders from various sectors (private, non-profit, public) to share their thoughts with high-ranking university administrators about what </span><span style="color: black; font-style: italic; vertical-align: baseline;">they</span><span style="color: black; vertical-align: baseline;"> need from tomorrow’s grad students. The challenge is mobilizing that knowledge, and implementing the recommendations, across all PhD programs at the university. Ironically, that takes the same sort of soft skills I mentioned above…</span></span></span><br />
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<span style="font-size: xx-small;"><span style="color: #333333; font-family: Arial; font-style: italic; vertical-align: baseline;">Jared Wesley earned his PhD in political science from the </span><a href="http://poli.ucalgary.ca/" style="text-decoration: none;"><span style="color: #ee3124; font-family: Arial; font-style: italic; text-decoration: underline; vertical-align: baseline;">University of Calgary</span></a><span style="color: #333333; font-family: Arial; font-style: italic; vertical-align: baseline;">. He’s now Director of Social Policy for the Ministry of International and Intergovernmental Relations at the </span><a href="http://alberta.ca/" style="text-decoration: none;"><span style="color: #ee3124; font-family: Arial; font-style: italic; text-decoration: underline; vertical-align: baseline;">Government of Alberta</span></a><span style="color: #333333; font-family: Arial; font-style: italic; vertical-align: baseline;">, adjunct professor of political science at the </span><a href="http://www.politicalscience.ualberta.ca/en/People/AdjunctProfessors.aspx" style="text-decoration: none;"><span style="color: #ee3124; font-family: Arial; font-style: italic; text-decoration: underline; vertical-align: baseline;">University of Alberta</span></a><span style="color: #333333; font-family: Arial; font-style: italic; vertical-align: baseline;">, </span><span style="color: #333333; font-family: Arial; font-style: italic; vertical-align: baseline;">and pracademic chair of the Institute for Public Administration Canada (</span><a href="http://www.ipac.ca/edmonton/?LEAP_Apache=edmonton" style="text-decoration: none;"><span style="color: #ee3124; font-family: Arial; font-style: italic; text-decoration: underline; vertical-align: baseline;">IPAC</span></a><span style="color: #333333; font-family: Arial; font-style: italic; vertical-align: baseline;">) (Edmonton Regional Group). Find him on </span><a href="http://ca.linkedin.com/in/ipracademic" style="text-decoration: none;"><span style="color: #ee3124; font-family: Arial; font-style: italic; text-decoration: underline; vertical-align: baseline;">LinkedIn</span></a><span style="color: #333333; font-family: Arial; font-style: italic; vertical-align: baseline;">, Twitter (</span><a href="https://twitter.com/ipracademic" style="text-decoration: none;"><span style="color: #ee3124; font-family: Arial; font-style: italic; text-decoration: underline; vertical-align: baseline;">@ipracademic</span></a><span style="color: #333333; font-family: Arial; font-style: italic; vertical-align: baseline;">), and </span><a href="https://flipboard.com/profile/poli_dosa" style="text-decoration: none;"><span style="color: #ee3124; font-family: Arial; font-style: italic; text-decoration: underline; vertical-align: baseline;">Flipboard</span></a><span style="color: #333333; font-family: Arial; font-style: italic; vertical-align: baseline;">. You can read more about his career journey </span><a href="http://www.universityaffairs.ca/career-advice/from-phd-to-life/transition-q-a-jared-wesley/" style="text-decoration: none;"><span style="color: blue; font-family: Arial; text-decoration: underline; vertical-align: baseline;">here</span></a><span style="color: #333333; font-family: Arial; font-style: italic; vertical-align: baseline;">.</span></span></div>
Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-81908089969171796502015-04-01T16:30:00.000-06:002015-04-01T16:30:00.950-06:00How do we open the "black box" of civil service accountability?<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; font-size: xx-small; line-height: 1.2; white-space: pre-wrap;">By Mark D. Jarvis</span><br />
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;">The accountability of civil service executives, mid-level managers and professionals has been a “black box”. My </span><a href="http://onlinelibrary.wiley.com/doi/10.1111/1467-8500.12109/abstract" style="text-decoration: none;"><span style="background-color: transparent; color: blue; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">new research</span></a><span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"> is trying to close this gap in our knowledge by building an empirical understanding of how, and for what, individual executive, managerial and working-level civil servants are held to account, comparing Canada, Australia and the Netherlands. </span></span></div>
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<span style="background-color: transparent; color: black; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b><i>First three myths that should be dispelled:</i></b></span></span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; font-size: 15px; line-height: 1.2; white-space: pre-wrap;"><b>Myth #1: The accountability of civil servants doesn’t matter.</b> </span><br />
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;">Reality: It does. Civil servants at all levels of government exercise substantial authority and often have a significant impact on how policies are developed, taxes are spent and services are delivered.</span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;">Reality: They are. In addition to ongoing informal accountability, nearly all civil servants are subject to at least an annual performance review.</span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;">Reality: False. Civil servants do, at times, get fired. More importantly, accountability isn’t just about what happens when things go wrong — although that’s obviously important — it’s also about whether day-to-day accountability practices within the civil service meet desired objectives.</span><br />
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<span style="background-color: transparent; color: black; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b><i>Now, three things that you should know about the accountability of civil servants:</i></b></span></span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;">1. Civil service accountability can serve a number of different objectives or purposes. Among the most important – and the four this research examined – are democratic control; assurance; learning; and, results.</span><br />
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;">2. While there is evidence that civil service accountability practices in all three countries focus on all four of these purposes, there is also evidence that accountability practices could be strengthened with regards to each, especially learning and results. </span><br />
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; line-height: 1.2; white-space: pre-wrap;">3. The results also suggest there is some tension between different purposes of accountability (e.g., the emphasis on achieving results at times inhibits accountability mechanisms from stimulating greater learning).</span><br />
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">How we think about, define and emphasize the different purposes of accountability has a practical implication for how we expect civil servants to do their jobs. We should be thoughtful about what ends we expect accountability to serve, especially as technology mitigates increasingly outdated accountability concerns.<span style="font-size: 15px;"> </span></span></span></div>
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><br /><span style="font-size: xx-small;"><span style="font-style: italic; vertical-align: baseline; white-space: pre-wrap;">Mark D. Jarvis is the Practice Lead for Government Transformation at the Mowat Centre. His book, </span><a href="http://www.emp.ca/democratizing-the-constitution-reforming-responsible-government.html" style="text-decoration: none;"><span style="color: blue; font-style: italic; text-decoration: underline; vertical-align: baseline; white-space: pre-wrap;">Democratizing the Constitution: Reforming Responsible Government</span></a><span style="font-style: italic; vertical-align: baseline; white-space: pre-wrap;">, co-authored with Lori Turnbull and the late Peter Aucoin, was awarded both the Donner and Smiley book prizes.</span></span></span></div>
Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com2tag:blogger.com,1999:blog-1630510943484549950.post-77313530107176299692015-03-26T16:38:00.001-06:002015-03-27T09:19:40.663-06:00From #PhDToGov: Alex Ryan's Story<div class="separator" style="clear: both; text-align: center;">
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<span style="background-color: transparent; color: black; font-style: normal; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: x-small;">Alex Ryan, Senior Systems Design Advisor, Government of Alberta</span></span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; font-size: 16px; line-height: 1.2; white-space: pre-wrap;">My PhD in Applied Mathematics advanced a Multidisciplinary Approach to Complex Systems Design. I completed my PhD while working full-time with the Defence Science and Technology Organisation as a federal public servant in Adelaide, Australia. In my nine years with DSTO, I led long range research on complex adaptive systems, supported Army operations in Afghanistan, contributed to capstone Army doctrine, and informed large acquisition decisions through research, modeling and analysis. Following this, I worked for Booz Allen Hamilton in Leavenworth, US for five years. As a consultant, I taught at the graduate level at the School of Advanced Military Studies and worked with Strategic Command, Special Operations Command, Cyber Command, and the Joint Staff in applying systems thinking and design to global strategic challenges. In 2014 I moved to Edmonton to found and lead Alberta CoLab, a cross-ministry systemic design and strategic foresight lab within the Government of Alberta.</span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b>What did you hope for in terms of employment as you completed your PhD?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">I was already working full-time as a public servant when I began my PhD. I saw my PhD as a pathway to a different quality of work and a different kind of career progression. I was motivated to progress but had little interest in project or people management. The PhD was a way to advance within an applied scientific organization without taking on management responsibility. I also expected that a PhD would open up opportunities to work internationally, and this has certainly been borne out. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b>Why did you choose an alternative-academic career path?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">I was already on an established career path when I started my PhD. While I have always been attracted to theory and research, and have been surprised by how much I enjoy teaching, these have always been deeply grounded in application for me. I have found it easier to connect theory and practice by operating within organizations that are immersed in real world challenges. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b>What do you do now?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">I convene diverse and conflicting groups of stakeholders around the most complex and ambiguous challenges facing the Government of Alberta and guide them through a systemic design process to arrive at robust and innovative options for systems change. This is a brand new capability for the Government of Alberta, and unique in the Canadian public service. In the last year, our team led 62 workshops across 38 projects, with 14 different ministries in the lead. This resulted in new organizations, frameworks, strategies, and services for Albertans. My PhD in complex systems design provides me with a depth of knowledge that enables agility during dynamic group co-design processes. It also provides a degree of assurance to participants to trust in a process that is often uncomfortable and counter-intuitive. Even though there is no mathematics in my work, I see my theoretical training as providing me with a capacity for abstract thought that is extremely useful when moving between problem sets as diverse as military strategy, resource management, climate change, early childhood development, and health system transformation. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b>What’s the most challenging part about a pracademic career?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Organizational incentive mechanisms, structures and supports are designed to encourage specialization. Whether you choose to operate on the academic or the practice side of this division of labour, there is a cost you will pay for operating in the interstitial space. As an academic, applied case studies are less valued than basic research. As a practitioner, you will be seen as over-complicating things, asking inconvenient questions, and wasting time on intellectual curiosities. I think the cost is worth it, because I believe the most interesting problems are precisely in this interstice. </span></span></div>
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<span style="background-color: transparent; color: black; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">Speaking from my experience operating on the practical side of the divide, the way to overcome this challenge is to be creative in how you maintain the space for reading, researching and writing. In my first job, starting my PhD was the way to create this space. In my jobs with the Government of Alberta and Booz Allen Hamilton, I have worked at 80-90% full time to give myself a “Google Day” for personal research projects. Without this continual research time, I think the deep knowledge I gained through my PhD would have eroded, rather than expanded.</span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b>What most surprises you about your job?</b></span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b><br /></b></span></span></div>
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<span style="background-color: transparent; color: black; font-size: 16px; font-style: normal; font-variant: normal; font-weight: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">How intelligent and curious the public servants I work with are. It has been my experience across three countries and military and civilian service that the stereotypes are profoundly misleading. </span></span></div>
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<span style="background-color: transparent; color: black; font-style: italic; font-variant: normal; text-decoration: none; vertical-align: baseline; white-space: pre-wrap;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif; font-size: large;"><b>What advice or thoughts do you have for graduate students and post-doc students in transition now?</b></span></span></div>
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<span style="font-family: 'Helvetica Neue', Arial, Helvetica, sans-serif; font-size: 16px; white-space: pre-wrap;">Your PhD will get you noticed, but don’t expect it to give you an edge in climbing the ladder, because the ladder has not been designed with you in mind. Instead, use your PhD to take you laterally across many organizations to add breadth of experience to your depth of knowledge. I doubt the motivation for your PhD was career advancement, so don’t get caught up chasing the standard career progression model. Think deeply about where you want to go and then cut your own path to get there.</span></div>
Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0tag:blogger.com,1999:blog-1630510943484549950.post-74065387712802699882015-03-25T15:44:00.000-06:002015-03-25T15:55:58.765-06:00From #PhDToGov: Navigating Alt-Ac Careers in the Public Service<div class="MsoNormal" style="background-color: white; color: #222222;">
<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><span style="color: black;">The <a href="http://www.ipac.ca/Edmonton/" style="color: #1155cc;" target="_blank">Edmonton Regional Group</a> of the Institute of Public Administration Canada (IPAC) is committed to developing a stronger “pracademic” culture in Canada, by building a network of practitioners and academics to discuss the most challenging issues facing the public service.</span><span style="color: #212121;"> We are also committed to building bridges across the traditional divide between the scholarly and public service communities.</span><u></u><u></u></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><span style="color: black;">As part of this commitment, we are introducing a new component to the IPAC Impact blog. Entitled <b><u>#PhDtoGov</u></b>, this series highlights the unique and varied career paths of “pracademics” – those whose educational and work experiences span the divide between the ivory tower and government. This format is based on the highly popular “</span><a href="http://www.universityaffairs.ca/career-advice/from-phd-to-life/transition-q-a-jared-wesley/" style="color: #1155cc;" target="_blank">From PhD to Life</a><span style="color: black;">” blog found on the University Affairs website, only with a specific focus on </span><span style="color: #1155cc;"><a href="http://www.universityaffairs.ca/career-advice/from-phd-to-life/transition-q-a-jared-wesley/" style="color: #1155cc;" target="_blank">public service</a> </span><span style="color: black;">careers.</span><u></u><u></u></span></div>
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<span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><span style="color: black;">In particular, we’re asking pracademics to answer questions like:</span><u></u><u></u></span></div>
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<li class="MsoNormal" style="color: black; margin: 0px 0px 0px 15px; vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><i>What did you hope for in terms of employment as you completed your PhD?</i><i><u></u><u></u></i></span></li>
<li class="MsoNormal" style="color: black; margin: 0px 0px 0px 15px; vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><i>What was your first post-PhD job?</i><i><u></u><u></u></i></span></li>
<li class="MsoNormal" style="color: black; margin: 0px 0px 0px 15px; vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><i>Why did you choose an alternative-academic (alt-ac) career path?</i><i><u></u><u></u></i></span></li>
<li class="MsoNormal" style="color: black; margin: 0px 0px 0px 15px; vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><i>What do you do now?</i><i><u></u><u></u></i></span></li>
<li class="MsoNormal" style="color: black; margin: 0px 0px 0px 15px; vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><i>What’s the most challenging part about a pracademic career?</i><i><u></u><u></u></i></span></li>
<li class="MsoNormal" style="color: black; margin: 0px 0px 0px 15px; vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><i>What most surprises you about your job?</i><i><u></u><u></u></i></span></li>
<li class="MsoNormal" style="color: black; margin: 0px 0px 0px 15px; vertical-align: baseline;"><span style="font-family: Helvetica Neue, Arial, Helvetica, sans-serif;"><i>What advice or thoughts do you have for graduate students and post-doc students in transition now?</i><i><u></u><u></u></i></span></li>
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<span style="color: black; font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">If you’re an undergraduate or graduate student examining career options, a post-doc seeking a new career path, or an academic looking for a change in careers, stay tuned to this blog (and follow us on Twitter, <a href="http://twitter.com/ipacimpact" style="color: #1155cc;" target="_blank">@ipacimpact</a>).<u></u><u></u></span></div>
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<span style="color: black; font-family: Helvetica Neue, Arial, Helvetica, sans-serif;">If you’ve got a career story to tell, <a href="mailto:ipacimpact@gmail.com" style="color: #1155cc;" target="_blank">let us know</a>! We’d be happy to post your interview here on the IPAC Impact blog.</span><span style="color: black; font-family: Arial, sans-serif;"><u></u><u></u></span></div>
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Anonymoushttp://www.blogger.com/profile/15504738875035399054noreply@blogger.com0