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Reinventing Public Administration

Reinventing Public Administration . 65 th IPAC National Conference By Maria Barrados. Introduction. Managing change to achieve a desired end state Three cases The creation of the Ottawa Hospital 1998 The modernization of the Public Service Employment Act 2000

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Reinventing Public Administration

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  1. Reinventing Public Administration 65th IPAC National Conference By Maria Barrados

  2. Introduction • Managing change to achieve a desired end state • Three cases • The creation of the Ottawa Hospital 1998 • The modernization of the Public Service Employment Act 2000 • The creation of a professional public service in Mongolia

  3. The Ottawa Hospital • Amalgamation of 3 unique institutions and programs from another • A vision to create a single bilingual hospital providing quality tertiary care • Community controversy on the appointment of the CEO • The desired result was achieved but at a cost. • Humiliation of the Board and CEO

  4. Modernizing the PSEA 2000 • Call to action by the Auditor General of Canada • Too much study—not enough action • Proposals for legislative change developed and accepted. • Legislation passed in 2003. With a two year period to come into full force. A one time five year statutory review. • Early effort at training and development not sustained. • Change not as widespread as anticipated

  5. Professionalizing the Public Service in Mongolia • Rapidly developing country and emerging democracy with many reforms • Dissatisfaction with the professionalism and political neutrality of the public service. • A desire to create a strengthened legislative framework • Transfer of knowledge • Inconsistent political support and attention • Engagement on proposals but no consensus

  6. Conclusion • The three cases illustrate a number of important lessons. • Have a Clear Direction on What is to be Done • Need political support • Legislative direction helps • Early discussions and consultations provides a basis for the next steps • Need the reasonable support of key stakeholders

  7. Conclusion (cont’d) • Put the RequiredEffort into Implementation • Leadership -Clear vision—strong team--engagement • Adequate resources • Ongoing Communication and Training • Make it Ongoing and Continuous 3. Assessing and Adjusting the Results • Has tobe clear • Build and maintain support • Ideally a win for everyone

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