Canadian Government Executive - Volume 27 - Issue 04

July/August 2021 // Canadian Government Executive / 17 MIDDLE MANAGEMENT 3. Reforms that work in one place do not always work the same way in another place; and 4. Reforms have a long results chain, where a weak link anywhere can under- mine implementation. Reform must be implemented with agility, learning on the go, and sharing knowledge about what works and does not work in practice. Implementation is iterative and rolls out in concurrent phases that: (1) moderate the political-administrative in- terface to mitigate political influence over management; (2) test innovative structures and technologies to deliver quality services; and (3) adapt management processes and practices to continuously improve service delivery. Benchmarking attempts to answer impor- tant questions in public management: Why do so many reforms disappoint or fail? Why do some reforms mark an entire genera- tion? What are the critical success factors? What matters more—context or leadership? Which is more reliable—best practice or best fit? What works well, where, and why? There is no general theory governing the choice of public sector reforms. Good gov- ernance is a necessary but insufficient pre- condition. Experience points to an ongoing, bottom-up, case-by-case approach to per- formance management. There is no substi- tute for critical thinking to prevent the dire consequences of poor implementation. Context. Reform is asymmetrical, with “different approaches for different reali- ties”. It is important to know why existing arrangements do not work in a setting be- fore launching new measures. Shared vision starts with agreement on common goals. Articulating hard budget constraints, core issues, and expected results sharpens stra- tegic focus. Leadership. Champions must emerge at all levels to sustain progress in reform initiatives. Political leaders assuage public concerns and advance projects consistent with government priorities. Public service leaders ensure continuity and attention to detail. Continuously massaging political- administrative relations enables reforms to thrive and survive. Structure. Central oversight bodies are clearinghouses that connect people inter- ested in reform with sources of ideas and expertise. Virtual organizations answer the question of how to muster adequate re- sources to accomplish significant projects when time, talent, and money are lacking. Communities of practice help disseminate knowledge, share learning, and build com- mitment. Innovation. Threshold tests justify why any option might be a useful way forward in a setting. Reform designs rely on sys- tems that inform the equilibrium between institutional autonomy and accountability. Mainstreaming proven reforms in govern- ment systems and management practices multiplies impact. Recognition and awards are instrumental in motivating practitioners to innovate. Learning. Governments exchange expe- riences and good practices to improve the prospects of “getting service delivery right”. Balanced scorecards measure dimensions that reflect citizen needs and stakeholder interests. Tending to the preconditions for reform facilitates learning, adjustment, and transition that minimize the risk of creating havoc elsewhere in the system. Capacity. Practitioners are challenged in scoping reforms, sharing good practices, and accessing support groups. There is an immediate need to build capacity to respond to accrued demand for systematic review and international cooperation. Institution- alization rather than restructuring is a more realistic strategy for capacity development. Implications for managers Canada has perhaps the most decentralized system of government in the world. Policy, programming, and service delivery are de- signed horizontally to manage this reality. A moderate tradition of incremental reform features four interrelated streams: (1) mod- ernizing management practices; (2) deficit reduction; (3) people management; and (4) transparency and reporting. Taking a the- matic view of parallel initiatives synergizes relationships, reforms, and results. Public managers have a reputation for healthy curiosity, self-examination, recip- rocal learning, and pragmatism. Projects encumbered by “too much study and not enough action” benefit from clear direction, political support, and stakeholder consulta- tion. Common sense and initiative prevail when all else fails. The next ten articles in this series take a deep dive into trajectories, lessons, and ex- amples of good public management practice. John Wilkins is a Teaching Practi- tioner with the School Of Public Policy and Administration at York University. He was a Career Se- nior Public Servant and Diplomat. (wilkins@yorku.ca ) Public managers have a reputation for healthy curiosity, self-examina- tion, reciprocal learning, and pragmatism. Projects encumbered by “too much study and not enough action” benefit from clear direction, politi- cal support, and stakeholder consultation. Common sense and initiative prevail when all else fails.