Good Practices in Organizations other than the Government of Canada: Parliamentary Accountability, Results-Based Management and Management Competency Development Strategies

TABLE OF CONTENTS

Abstract

CHAPTER 1. INTRODUCTION

Statement of work
Method
Limitations
The concepts of “good,” “best” and “smart” practices

CHAPTER 2. THE PUBLIC SERVICE’S ACCOUNTABILITY TO PARLIAMENT

INTRODUCING THE TOPIC

General discussion on the concept of accountability
Defining the concept of accountability
Importance of accountability for federal public servants
Issues inherent in the Public Service’s accountability to Parliament
Describing the accountability process
Canadian challenges in terms of parliamentary accountability

GOOD ACCOUNTABILITY PRACTICES IN PUBLIC ADMINISTRATIONS
OTHER THAN THE GOVERNMENT OF CANADA: THE OVERALL SYSTEM AND THREE DEPARTMENTAL CASE STUDIES

Components of Parliamentary Accountability in Quebec
Components of Parliamentary Accountability in Australia
Components of Parliamentary Accountability in New Zealand
Components of Parliamentary Accountability in United Kingdom

APPLICABILITY OF OBSERVATIONS TO THE GOVERNMENT
OF CANADA

The potential applicability of practices used in other jurisdictions to the Canadian federal administration

CHAPTER 3. RESULTS-BASED MANAGEMENT (RBM)

INTRODUCING THE TOPIC

General discussion of results-based management
Defining key concepts
Importance of results-based management for federal public servants
Results-based management issues
Description of the results-based management process

CONVENTIONAL AND “SMART” RESULTS-BASED MANAGEMENT PRATICES IN GOVERNMENT JURISDICTIONS OTHER THAN THE GOVERNMENT OF CANADA

United Kingdom: Components of Results-based Management
Australia: Components of Results-based Management
Quebec: Components of Results-based Management
Ontario: Components of Results-based Management
Alberta: Components of Results-based Management

APPLICABILITY OF OBSERVATIONS TO THE GOVERNMENT OF CANADA

Results-based management challenges facing the Canadian government

CHAPTER 4. STRATEGIES FOR DEVELOPING MANAGEMENT COMPETENCIES

INTRODUCING THE TOPIC

General discussion on the concept of management competency
Defining key concepts
Importance of competency development for public service managers
Competency development strategy issues
Description of the competency development process
Challenges for the Canadian government

GOOD COMPETENCY DEVELOPMENT STRATEGY PRACTICES
BY FOREIGN GOVERNMENTS

Australia: Core Competencies for Executives
United States: Core Competencies
United Kingdom: Core Competencies

APPLICABILITY OF OBSERVATIONS TO THE GOVERNMENT
OF CANADA

Competency development challenges facing the Government of Canada
The potential applicability of practices used in other jurisdictions to
the Canadian federal administration

BIBLIOGRAPHY

APPENDIX: CONTACTS