A friend sent me a link to a very interesting TED presentation by David Logan on tribal leadership. He talks about the 5 stages of naturally forming human tribes. His hypothesis is that by understanding the shared tribal tendencies we can become better human beings. Leaders must understand how to deal with people at all 5 stages and help people move to a higher level. Take a look at this video and you will probably recognize some people you know.
David Logan on tribal leadership | Video on TED.com
Saturday, December 12, 2009
Wednesday, December 2, 2009
Preparing the next Generation of Public Servants
I was having a conversation a few days ago about what kind of skill sets governments are seeking when they are recruiting public servants and what recent employees are saying that they need in terms of skills.
In my years in government I worked in different areas - policy development, program management, operations and financial/fiscal policy. I wanted to have a fully rounded experience in government and was lucky enough to work in different areas and ministries. Having worked most of my career at the Ministry of Finance (Treasury Board, Fiscal Policy) I was always surprised by the lack of financial understanding in some key areas. I was always of the view that a fully fleshed out policy document had to have a robust financial analysis (and these days the full detail of the accounting issues involved - don't you just love PSAB!). But too many times, policy documents were developed without a full understanding of the financial impacts.
Which brings me to what some recent MPA graduates said in a survey that was part of a research paper sponsored by the Canadian Association of Programs in Public Administration (CAPPA) and the Canada School of Public Service (CSPS). The respondents to this survey noted the need for more practical education and that there should be more senior practitioners as instructors. They would have like to have been exposed to real life examples of briefing notes, cabinet submissions/ memorandum to cabinet and treasury board submissions.
As well, they would have wanted greater exposure to actual governmental processes such as budget & estimates and central agency and cabinet approval processes. They also commented that it would have been good to have greater exposure to financial management, government accounting, project management and HR management. Finally they recommended that real life public policy/administration case studies be used to complement the theoretical course work.
Well what can I say! Are schools of public administration & policy listening to this feedback? I hope so! And to those schools and to governments I want to underscore that IPAC which brings together academics and practitioners has a well developed case study program that we are in the process of revitalizing. We have over 150 cases in public administration and policy & we are in the process of refreshing these cases, developing new cases and we will soon launch a new case study website. Stay tuned for more in this early in the new year.
In my years in government I worked in different areas - policy development, program management, operations and financial/fiscal policy. I wanted to have a fully rounded experience in government and was lucky enough to work in different areas and ministries. Having worked most of my career at the Ministry of Finance (Treasury Board, Fiscal Policy) I was always surprised by the lack of financial understanding in some key areas. I was always of the view that a fully fleshed out policy document had to have a robust financial analysis (and these days the full detail of the accounting issues involved - don't you just love PSAB!). But too many times, policy documents were developed without a full understanding of the financial impacts.
Which brings me to what some recent MPA graduates said in a survey that was part of a research paper sponsored by the Canadian Association of Programs in Public Administration (CAPPA) and the Canada School of Public Service (CSPS). The respondents to this survey noted the need for more practical education and that there should be more senior practitioners as instructors. They would have like to have been exposed to real life examples of briefing notes, cabinet submissions/ memorandum to cabinet and treasury board submissions.
As well, they would have wanted greater exposure to actual governmental processes such as budget & estimates and central agency and cabinet approval processes. They also commented that it would have been good to have greater exposure to financial management, government accounting, project management and HR management. Finally they recommended that real life public policy/administration case studies be used to complement the theoretical course work.
Well what can I say! Are schools of public administration & policy listening to this feedback? I hope so! And to those schools and to governments I want to underscore that IPAC which brings together academics and practitioners has a well developed case study program that we are in the process of revitalizing. We have over 150 cases in public administration and policy & we are in the process of refreshing these cases, developing new cases and we will soon launch a new case study website. Stay tuned for more in this early in the new year.
Tuesday, December 1, 2009
Intelligence Squared
I have just come across a wonderful website from the UK that promotes debate on topical issues. It is from an organization called Intelligence Squared.
This organization was founded 7 years ago and sponsors debates that can be seen on-line or on BBC TV as well as live in the UK as well as New York, Sydney, Kiev and Hong Kong. The format is to have a specific statement debated by 2 in favour and 2 opposed with the audience voting at the start and the end of the debate. Recent debates include "The Catholic Church is a Force for Good", "Did the New Deal Work", "Democracy is not for Everyone" and "The World in 2050".
I highly recommend this website & if you have a chance to see the debates live go for it! It is great to see such a high level of discourse and debate on important issues.
This organization was founded 7 years ago and sponsors debates that can be seen on-line or on BBC TV as well as live in the UK as well as New York, Sydney, Kiev and Hong Kong. The format is to have a specific statement debated by 2 in favour and 2 opposed with the audience voting at the start and the end of the debate. Recent debates include "The Catholic Church is a Force for Good", "Did the New Deal Work", "Democracy is not for Everyone" and "The World in 2050".
I highly recommend this website & if you have a chance to see the debates live go for it! It is great to see such a high level of discourse and debate on important issues.
Tuesday, November 24, 2009
150!Canada
On March 11th & 12th, 2010, IPAC in association with our friends at MASS LBP are organizing a conference to help imagine, plan, and organize Canada's 150th anniversary of Confederation (the Sesquicentennial) in 2017. July 1, 2017 is only 7 and a half years away & we must start planning what will be a magnificent celebration of the grand experiment called Canada.
The lead up to Canada's Centenary was part of a decade of extraordinary advancement for Canadian society that included in 1960, the Canadian Bill of Rights and First Nations given the right to vote (about time); in 1965, a new Canadian Flag; in 1966 the Canada Pension Plan; in 1967 a new National Anthem, the establishment of the Order of Canada, the first Caribana parade and of course Expo '67; and in 1969 the Official Languages Act. And these are just a few of the tremendous changes that occurred during that time.
I think that we have an opportunity to make the next decade one of similar changes. As citizens and as public servants we all have an opportunity to contribute to the future vision of Canada.
Our friend Peter MacLeod from MASS LBP recently was part of a TED talk and spoke about the sesquicentennial. Here is the video...enjoy.
If you are interested in joining us to imagine the future of Canada, then register for the conference by going to our website.
The lead up to Canada's Centenary was part of a decade of extraordinary advancement for Canadian society that included in 1960, the Canadian Bill of Rights and First Nations given the right to vote (about time); in 1965, a new Canadian Flag; in 1966 the Canada Pension Plan; in 1967 a new National Anthem, the establishment of the Order of Canada, the first Caribana parade and of course Expo '67; and in 1969 the Official Languages Act. And these are just a few of the tremendous changes that occurred during that time.
I think that we have an opportunity to make the next decade one of similar changes. As citizens and as public servants we all have an opportunity to contribute to the future vision of Canada.
Our friend Peter MacLeod from MASS LBP recently was part of a TED talk and spoke about the sesquicentennial. Here is the video...enjoy.
If you are interested in joining us to imagine the future of Canada, then register for the conference by going to our website.
Friday, November 20, 2009
Innovation
Not sure if I have blogged about this (and I'm too lazy to check!), but I have been appointed to the Board of the Innovation Institute of Ontario. The Innovation Institute of Ontario (IIO) is a not-for-profit business services provider supporting other not-for-profit organizations in Ontario and Canada. IIO was established in 2000 as a not-for-profit organization to provide grant management services and shared administrative support to the Ontario Innovation Trust and the Ontario Research and Development Challenge Fund.
Earlier this month, the OIT published a book on some of the innovative projects that the OIT funded in Ontario. Only 22 of the 1250 projects are highlighted in this book (and on the website). The website & book underscore the importance of investing in research to drive economic growth. I would highly recommend that we all take a look at this website & learn the lessons that are highlighted. If Canada is to compete economically and develop the next generation of jobs, then governments, policy makers and the private sector must invest in both pure and applied research. Not doing so will imperil our future.
The website & book contain some very interesting feature articles on public policy, solving the secrets of the universe, searching for gene based vaccines, amongst many other interesting articles.
It also contains "The 10 commandments to make the 21st-century Canada's century"...
1. We must give all our young people as much education as possible because to live in a brain-based economy requires that we exercise our grey matter.
2. We must reward education. We want to see the spectre of people with PhDs or medical or engineering degrees driving cabs or clearing plates to be an anathema. Brainless but worse, to be self-wounding. Education must be rewarded.
3. We must create a culture of excellence. Becoming the best is our only option.
4. We must have strong, independent, well-funded universities. We cannot compete in a worldwide knowledge economy if we don't provide the academic test beds to generate more knowledge.
5. University-based research must be the best in the world. But that means that university-based researchers are going to have to think about themselves in a 21st-century way. They have to ask themselves basic questions like: What can be made of this? How can this be applied? They must see themselves not as trains on a tenure track, not as intellectual high-wire artists trying only to impress their peers in the circus of academia, but as part of the innovation engine, as part of the future of Ontario's economy.
6. We must have entrepreneurs. No, that's not emphatic enough. We must have entrepreneurs! We must develop a sense that making new businesses, spinning off gold from research findings, is not a good. It is a great good, a paramount good, an our-destiny-and-our-hopes-for-the future good.We don't say greed is good; we say not making money from the fruits of our intelligence is senseless and self-defeating. It is an eternally crying eye.
7. We must provide entrepreneurs with intellectual property and technological transfer policies that allow them to be the best. Our academic institutions must understand it is both their job to patent new knowledge and their job to get out of the way of entrepreneurs who transfer intellectual property into commercial good.
8. Accordingly, university administrators and technological transfer officers must say to themselves: How do I get what this institution learned into the hands of someone who wants to make something of it? They must see this as a key part of their mission.
9. We must give rewards/recognition to those who risk, even if they fail.
10. This means government must ask itself every day before it closes for business: Have we supported knowledge-based industries today? How did our tax policies make us attractive to investors and entrepreneurs? Have we made it attractive for scientists who are thinking of coming to Ontario? Have we created a climate that will entice investors and make it easy to keep good managers? Are we becoming the best? And what did we do to make sure we were better than yesterday and will be better tomorrow?
Earlier this month, the OIT published a book on some of the innovative projects that the OIT funded in Ontario. Only 22 of the 1250 projects are highlighted in this book (and on the website). The website & book underscore the importance of investing in research to drive economic growth. I would highly recommend that we all take a look at this website & learn the lessons that are highlighted. If Canada is to compete economically and develop the next generation of jobs, then governments, policy makers and the private sector must invest in both pure and applied research. Not doing so will imperil our future.
The website & book contain some very interesting feature articles on public policy, solving the secrets of the universe, searching for gene based vaccines, amongst many other interesting articles.
It also contains "The 10 commandments to make the 21st-century Canada's century"...
1. We must give all our young people as much education as possible because to live in a brain-based economy requires that we exercise our grey matter.
2. We must reward education. We want to see the spectre of people with PhDs or medical or engineering degrees driving cabs or clearing plates to be an anathema. Brainless but worse, to be self-wounding. Education must be rewarded.
3. We must create a culture of excellence. Becoming the best is our only option.
4. We must have strong, independent, well-funded universities. We cannot compete in a worldwide knowledge economy if we don't provide the academic test beds to generate more knowledge.
5. University-based research must be the best in the world. But that means that university-based researchers are going to have to think about themselves in a 21st-century way. They have to ask themselves basic questions like: What can be made of this? How can this be applied? They must see themselves not as trains on a tenure track, not as intellectual high-wire artists trying only to impress their peers in the circus of academia, but as part of the innovation engine, as part of the future of Ontario's economy.
6. We must have entrepreneurs. No, that's not emphatic enough. We must have entrepreneurs! We must develop a sense that making new businesses, spinning off gold from research findings, is not a good. It is a great good, a paramount good, an our-destiny-and-our-hopes-for-the future good.We don't say greed is good; we say not making money from the fruits of our intelligence is senseless and self-defeating. It is an eternally crying eye.
7. We must provide entrepreneurs with intellectual property and technological transfer policies that allow them to be the best. Our academic institutions must understand it is both their job to patent new knowledge and their job to get out of the way of entrepreneurs who transfer intellectual property into commercial good.
8. Accordingly, university administrators and technological transfer officers must say to themselves: How do I get what this institution learned into the hands of someone who wants to make something of it? They must see this as a key part of their mission.
9. We must give rewards/recognition to those who risk, even if they fail.
10. This means government must ask itself every day before it closes for business: Have we supported knowledge-based industries today? How did our tax policies make us attractive to investors and entrepreneurs? Have we made it attractive for scientists who are thinking of coming to Ontario? Have we created a climate that will entice investors and make it easy to keep good managers? Are we becoming the best? And what did we do to make sure we were better than yesterday and will be better tomorrow?
Tuesday, November 17, 2009
Quick Thoughts of the Day
Heard the following two thoughts last week at the Peter Aucoin symposium that I was attending:
Knowledge v Wisdom
Knowledge is knowing that a tomato is a fruit
Wisdom is knowing not to put it in a fruit salad
Kissinger
Richard French recounted what Henry Kissinger once said to journalists: "Do you have questions for my answers?"
Knowledge v Wisdom
Knowledge is knowing that a tomato is a fruit
Wisdom is knowing not to put it in a fruit salad
Kissinger
Richard French recounted what Henry Kissinger once said to journalists: "Do you have questions for my answers?"
Monday, November 16, 2009
Symposium in Honour of Peter Aucoin
On November 12th and 13th, I had the pleasure of attending a symposium in honour of Peter Aucoin held at Dalhousie University in Halifax. This symposium was to recognize Peter’s tremendous and prolific body of work in the field of public administration and public policy. The title of the Symposium was: From ‘New Public Management’ to 'New Political Governance’.
Anybody who has studied or read about public administration in Canada would be familiar with Peter’s writings on a diverse range of topics. You can view a selected bibliography here.
The Symposium included presentations from a who’s who of scholars in public administration from across Canada and some international guests as well on topics that reflect Peter’s interests, including Democratic governance; electoral reform; Public Management and Reform; and Accountability. I had the privilege of moderating the first session on “Bridging the Gap between Government and Academia”. The panel was composed of Mel Cappe, President of the Institute for Research on Public Policy and past Federal Clerk of the Privy Council and Rick Williams, Deputy Minister of the Office of Policy and Priorities of the Government of Nova Scotia.
Mel spoke about how Peter has played the role of the bridge between government and academia and how the elegance of scholarly work intersects with the chaos that is the life of the practitioner. According to Mel, only academia can help practitioners to sit back and reflect on issues and help draw lessons and academia can provide fearless advice to the “fearless advisors” in the public service. He sees academia as a translator of the practitioners work and as a useful interface between the public service and the political level as it is always helpful to say to the political level that there exists a body of literature on a particular topic. Mel also spoke of the increased centralization in government, which he sees as evolutionary in nature. He also spoke about the different skills needed for operations versus policy and the lack of policy capacity (i.e.: ideas generation) that he sees in government these days. Part of the reason for this is the lack of demand for new ideas from the political level.
Rick Williams spoke about the need to enhance the capacity of government to implement core policy. As a new DM reporting the Premier (from outside government) he thanked Peter for providing sage advice during the transition process. He spoke about the complexity of issues facing governments today that require “joined up solutions”. He underscored the need for a professional public service and the critical role of Deputy Ministers in achieving governmental objectives. The majority of his talk was on the upcoming release of the report of the NS Panel of Economic Advisors being released the next day that would address the transformation in health, education and public service that the government of Nova Scotia needed to do to address the structural deficit.
The presentations were followed by a robust round of Questions & Answers that I will write about shortly as well as give you some of the other highlights from the symposium.
Anybody who has studied or read about public administration in Canada would be familiar with Peter’s writings on a diverse range of topics. You can view a selected bibliography here.
The Symposium included presentations from a who’s who of scholars in public administration from across Canada and some international guests as well on topics that reflect Peter’s interests, including Democratic governance; electoral reform; Public Management and Reform; and Accountability. I had the privilege of moderating the first session on “Bridging the Gap between Government and Academia”. The panel was composed of Mel Cappe, President of the Institute for Research on Public Policy and past Federal Clerk of the Privy Council and Rick Williams, Deputy Minister of the Office of Policy and Priorities of the Government of Nova Scotia.
Mel spoke about how Peter has played the role of the bridge between government and academia and how the elegance of scholarly work intersects with the chaos that is the life of the practitioner. According to Mel, only academia can help practitioners to sit back and reflect on issues and help draw lessons and academia can provide fearless advice to the “fearless advisors” in the public service. He sees academia as a translator of the practitioners work and as a useful interface between the public service and the political level as it is always helpful to say to the political level that there exists a body of literature on a particular topic. Mel also spoke of the increased centralization in government, which he sees as evolutionary in nature. He also spoke about the different skills needed for operations versus policy and the lack of policy capacity (i.e.: ideas generation) that he sees in government these days. Part of the reason for this is the lack of demand for new ideas from the political level.
Rick Williams spoke about the need to enhance the capacity of government to implement core policy. As a new DM reporting the Premier (from outside government) he thanked Peter for providing sage advice during the transition process. He spoke about the complexity of issues facing governments today that require “joined up solutions”. He underscored the need for a professional public service and the critical role of Deputy Ministers in achieving governmental objectives. The majority of his talk was on the upcoming release of the report of the NS Panel of Economic Advisors being released the next day that would address the transformation in health, education and public service that the government of Nova Scotia needed to do to address the structural deficit.
The presentations were followed by a robust round of Questions & Answers that I will write about shortly as well as give you some of the other highlights from the symposium.
Tuesday, November 10, 2009
Remembrance
On November 11th, all Canadians should take time to pay homage to our fallen heroes as part of Remembrance Day. I remember when I was in the Army Cadets in Ottawa we took part in this day by firing one of the guns as part of the official salute. It is always a moving and solemn occasion when we remember the sacrifice of the ultimate in public servants.
On this occasion, we should all re-read the poem by John McCrae
In Flanders Fields
In Flanders fields the poppies blow
Between the crosses, row on row
That mark our place; and in the sky
The larks, still bravely singing, fly
Scarce heard amid the guns below.
We are the Dead. Short days ago
We lived, felt dawn, saw sunset glow,
Loved and were loved, and now we lie
In Flanders fields.
Take up our quarrel with the foe:
To you from failing hands we throw
The torch; be yours to hold it high.
If ye break faith with us who die
We shall not sleep, though poppies grow
In Flanders fields.
On this occasion, we should all re-read the poem by John McCrae
In Flanders Fields
In Flanders fields the poppies blow
Between the crosses, row on row
That mark our place; and in the sky
The larks, still bravely singing, fly
Scarce heard amid the guns below.
We are the Dead. Short days ago
We lived, felt dawn, saw sunset glow,
Loved and were loved, and now we lie
In Flanders fields.
Take up our quarrel with the foe:
To you from failing hands we throw
The torch; be yours to hold it high.
If ye break faith with us who die
We shall not sleep, though poppies grow
In Flanders fields.
Monday, November 9, 2009
Recruiting New Talent
The October 31st issue of the Economist has an interesting article entitled "Public Service Careers: A tough search for talent" that looks at the on-coming demographic problems that Western countries face in revitalizing their respective public services.
The article references an OECD survey showing that at least 30% of central-government workers were 50 years of age or older and that due to generous early retirement provisions, many of these workers would. be retiring in the near future. In Canada the proportion of Federal government employees over 50 years of age has grown from 20% in 1995 to 33% in 2005 according to this survey.
The new way of working - in a networked government with policy issues that cut across government departments and across governments - means that the skill set that governments look for are different than in the past. As well, government is no longer the sole source of information and ideas. A multitude of think tanks and NGO's have carved out a significant role in policy development in the Western world and government policy shops have to work and also compete with them.
At the same time that governments are focused on recruiting new talent and on developing programs and supports for new professionals, they should not forget that the next cadre of public sector leaders will come from those who have been in the service for 10 or so years (the Generation X-ers who are in the 30's and early 40's).
The article references an OECD survey showing that at least 30% of central-government workers were 50 years of age or older and that due to generous early retirement provisions, many of these workers would. be retiring in the near future. In Canada the proportion of Federal government employees over 50 years of age has grown from 20% in 1995 to 33% in 2005 according to this survey.
The new way of working - in a networked government with policy issues that cut across government departments and across governments - means that the skill set that governments look for are different than in the past. As well, government is no longer the sole source of information and ideas. A multitude of think tanks and NGO's have carved out a significant role in policy development in the Western world and government policy shops have to work and also compete with them.
At the same time that governments are focused on recruiting new talent and on developing programs and supports for new professionals, they should not forget that the next cadre of public sector leaders will come from those who have been in the service for 10 or so years (the Generation X-ers who are in the 30's and early 40's).
Saturday, November 7, 2009
Board Meeting
It is a mild Saturday in Toronto and we are inside at the IPAC Board meeting. Meeting is at the Pantages Hotel and this morning we are having our committee meetings. I am in the Finance Committee meeting talking about the future of the organization. The Service to Members Committee and the International Committees are also meeting this morning. The Research Committee met yesterday afternoon. This afternoon and tomorrow the full Board will be meeting with a strategic focus on where we want IPAC to be in 5-10 years from now.
IPAC has a key role to play as the "go-to" organization in public administration and policy in Canada and as a meeting place of public servants from all orders of government in Canada - federal, provincial, territorial, municipal, and aboriginal as well as the broader public sector.
Stay tuned........
IPAC has a key role to play as the "go-to" organization in public administration and policy in Canada and as a meeting place of public servants from all orders of government in Canada - federal, provincial, territorial, municipal, and aboriginal as well as the broader public sector.
Stay tuned........
Friday, November 6, 2009
Leadership Awards - the Winners are announced
Event: Gala Dinner for the IPAC/Deloitte Public Sector Leadership Awards
Day: evening of November 5, 2009
Place: Pantages Hotel
Almost 150 people gathered at the Pantages Hotel for an evening of celebrating public sector leadership. From all orders of government and from across Canada, these representatives of what is best in public service in Canada came together to enjoy the evenings festivities.
And the winners are:
Federal/Provincial/Territorial category
Gold: Department of Foreign Affairs and International Trade Canada
Project: Response to the 2007 Passport Surge in Demand
Silver: Ontario Ministry of Health and Long-Term Care
Project: Leading the Transformation in Stewardship
Bronze: Ministère de l’Emploi et de la Solildarité sociale du Québec
Project : Pacte pour l’emploi
Municipal category
Gold: City of Toronto
Project: Streets to Home
Silver: Vancouver Police Department, City of Vancouver
Project: Reclaiming the Street of Shame
Bronze: City of Edmonton
Project: Leading Change – Neighbourhood Revitalization
Education category
Gold: Simon Fraser University
Project: Coming Down from the Mountain
Silver: The Michener Institute for Applied Health Sciences
Project: Innovation Strategy: Transforming Education in the Applied Health Sciences
Bronze: Ryerson University
Project: Leadership for Student Success
Health category
Gold: Hospital for Sick Children
Project: The Canadian Pediatric Surgical Wait Times Project
Silver: Provincial Health Services Authority, British Columbia
Project: imPROVE – PHSA’s Program Focusing on Patients and Empowering Staff
Bronze: Saint Elizabeth Health Care
Project: Partners for Aboriginal Health
Not-for-profit category
Gold: La Société de vélo en libre-service, Ville de Montréal
Project: BIXI : Société de vélo en libre-service (SVLS)
Silver: Children’s Treatment Network, Simcoe York
Project: From Vision to Reality
Bronze: Canadian Partnership Against Cancer
Project: Cancer View Canada – the CPAC Partnership Portal
Public Sector Leadership Award Finalists
Other finalists who also demonstrated outstanding leadership and innovation are:
City of Toronto
Project: The kids@computers – Leading Investment in Disadvantaged Children and Communities
Deputy Minister Council, Alberta Public Service
Project: Creating a Culture of Leadership in Alberta Public Service
Health Canada
Project: Health Canada’s Way Forward Initiative: An Enterprise Approach to IT
Medical Advisory Secretariat
Project: Ontario Ministry of Health and Long-Term Care
Ministry of Citizens’ Services, British Columbia
Project: Project Management Centre of Excellence
Ministry of Citizens’ Services, British Columbia
Project: Advanced Communication and Collaboration Services
Institut national de santé publique du Québec
Project: Vision et leadership en santé publique
Congrats to all!
Day: evening of November 5, 2009
Place: Pantages Hotel
Almost 150 people gathered at the Pantages Hotel for an evening of celebrating public sector leadership. From all orders of government and from across Canada, these representatives of what is best in public service in Canada came together to enjoy the evenings festivities.
And the winners are:
Federal/Provincial/Territorial category
Gold: Department of Foreign Affairs and International Trade Canada
Project: Response to the 2007 Passport Surge in Demand
Silver: Ontario Ministry of Health and Long-Term Care
Project: Leading the Transformation in Stewardship
Bronze: Ministère de l’Emploi et de la Solildarité sociale du Québec
Project : Pacte pour l’emploi
Municipal category
Gold: City of Toronto
Project: Streets to Home
Silver: Vancouver Police Department, City of Vancouver
Project: Reclaiming the Street of Shame
Bronze: City of Edmonton
Project: Leading Change – Neighbourhood Revitalization
Education category
Gold: Simon Fraser University
Project: Coming Down from the Mountain
Silver: The Michener Institute for Applied Health Sciences
Project: Innovation Strategy: Transforming Education in the Applied Health Sciences
Bronze: Ryerson University
Project: Leadership for Student Success
Health category
Gold: Hospital for Sick Children
Project: The Canadian Pediatric Surgical Wait Times Project
Silver: Provincial Health Services Authority, British Columbia
Project: imPROVE – PHSA’s Program Focusing on Patients and Empowering Staff
Bronze: Saint Elizabeth Health Care
Project: Partners for Aboriginal Health
Not-for-profit category
Gold: La Société de vélo en libre-service, Ville de Montréal
Project: BIXI : Société de vélo en libre-service (SVLS)
Silver: Children’s Treatment Network, Simcoe York
Project: From Vision to Reality
Bronze: Canadian Partnership Against Cancer
Project: Cancer View Canada – the CPAC Partnership Portal
Public Sector Leadership Award Finalists
Other finalists who also demonstrated outstanding leadership and innovation are:
City of Toronto
Project: The kids@computers – Leading Investment in Disadvantaged Children and Communities
Deputy Minister Council, Alberta Public Service
Project: Creating a Culture of Leadership in Alberta Public Service
Health Canada
Project: Health Canada’s Way Forward Initiative: An Enterprise Approach to IT
Medical Advisory Secretariat
Project: Ontario Ministry of Health and Long-Term Care
Ministry of Citizens’ Services, British Columbia
Project: Project Management Centre of Excellence
Ministry of Citizens’ Services, British Columbia
Project: Advanced Communication and Collaboration Services
Institut national de santé publique du Québec
Project: Vision et leadership en santé publique
Congrats to all!
Saturday, October 31, 2009
What an ignorant comment
On October 29, 2009 in the Toronto Star, their editorial page writer, Haroon Siddiqui wrote about a distinguished public servant Max Yalden. In the process of lauding Mr. Yalden for his many accomplishments, Mr. Siddiqui wrote the following:
"He used common sense, had a sense of humour and, rare for a bureaucrat, principles."
Well, excuse me, Mr Siddiqui....rare for a bureaucrat to have principles...WTF!! The vast majority of public servants in Canada have strong principles. In your comment, which I can only assume is based on ignorance (or is malicious?), you have slapped in the face the countless dedicated and principled public servants across Canada. These public servants are in their job because they believe in public service, they espouse the principles of public service every day in their actions. I would urge you to read IPAC's Statement of Principles Regarding the Conduct of Public Employees and IPAC's Public Servant's Commitments to acquaint yourself of the principles that public servants follow day in and day out.
All public servants across Canada await your apology.
"He used common sense, had a sense of humour and, rare for a bureaucrat, principles."
Well, excuse me, Mr Siddiqui....rare for a bureaucrat to have principles...WTF!! The vast majority of public servants in Canada have strong principles. In your comment, which I can only assume is based on ignorance (or is malicious?), you have slapped in the face the countless dedicated and principled public servants across Canada. These public servants are in their job because they believe in public service, they espouse the principles of public service every day in their actions. I would urge you to read IPAC's Statement of Principles Regarding the Conduct of Public Employees and IPAC's Public Servant's Commitments to acquaint yourself of the principles that public servants follow day in and day out.
All public servants across Canada await your apology.
Wednesday, October 28, 2009
New Professionals Conference - Halifax....WOW!!!
Well IPAC's 3rd New Professionals conference just ended...I can sum it up in one word...INCREDIBLE!! If you where not here you missed a great conference. The organizing committee organized a stellar program...and 530 delegates would agree. That's right, 530 New Professionals (and some not s.o "new") from around the country attended this conference in Halifax. If you missed it you missed a great opportunity to hear from keynote speakers, from concurrent session speakers, to debate issue at the forefront of public administration and policy and to meet your peers from all orders of government from across Canada and some from other countries as well.
I will be posting a little more on the conference once I catch my breath and organize my thoughts. The presentations from the conference will also be posted on the members section of the IPAC website very soon. I will let you know when they are available.
In the meantime, hats off to the Conference organizers....I do not want to miss naming anyone, so please view the organizing committee here.
I will be posting a little more on the conference once I catch my breath and organize my thoughts. The presentations from the conference will also be posted on the members section of the IPAC website very soon. I will let you know when they are available.
In the meantime, hats off to the Conference organizers....I do not want to miss naming anyone, so please view the organizing committee here.
Saturday, October 24, 2009
BRIGHT Sunshine Law
As some people may know, the Government of Ontario annually puts out a "sunshine list" which provides a list of all public sector employees who make more than $100,000 per year. The Public Sector Salary Disclosure Act was brought into effect in 1996 with that $100,000 threshold. Obviously as the years go by the list becomes larger as more employees enter into the $100K club. And every year, columnists and others comment upon the number of people on the list and use that to denigrate public service.
Imagine then what it would be like to have everyone publicly divulge their earnings. Well, there is a country that does that - Norway. Every year, the tax returns of all citizens is made public - and citizens can go online to see what their neighbours earn and the amount of their wealth. Read more about it here.
I'm not sure what public policy objective this law in Norway serves. What do you think?
Imagine then what it would be like to have everyone publicly divulge their earnings. Well, there is a country that does that - Norway. Every year, the tax returns of all citizens is made public - and citizens can go online to see what their neighbours earn and the amount of their wealth. Read more about it here.
I'm not sure what public policy objective this law in Norway serves. What do you think?
Friday, October 23, 2009
Citizens demanding higher taxes?
You are probably thinking that I am smoking some funny cigarettes or have been hitting the bottle. Taxpayers wanting to pay more taxes? Are you crazy?
But yes, a group of rich Germans have started a petition asking the government to implement a 5% wealth tax for two years. This money would be used to deal with the social and economic needs during this recovery period. Check out the full article on the BBC website.
Now do you think that the wealthy in Canada would make the same request?
But yes, a group of rich Germans have started a petition asking the government to implement a 5% wealth tax for two years. This money would be used to deal with the social and economic needs during this recovery period. Check out the full article on the BBC website.
Now do you think that the wealthy in Canada would make the same request?
Thursday, October 22, 2009
Fiscal Advice for Governments
The TD Bank reported today that the cumulative deficits of the Federal, Provincial and Territorial governments will add up to $90 Billion this year. And today, the government of Ontario announced a record-breaking projected deficit for this fiscal year of $24.7 Billion and projected deficits of $21.1B in 2010-11 and $19.4B in 2011-12.
These numbers are staggering and governments will not be able to return to balance in the next 5-10 years unless they take a different approach than has been done in the past. Past expenditure management initiatives have traditionally been "across the board" in nature with a strategic approach being an exception rather than the rule. But what is facing governments across Canada is quite different than in the past.
So what is a government to do today? Well here are some thoughts to assist in dealing with this situation to add to my previous blog....
1. Focus on the core activities of government - decide on what is the function of government.
2. Get out of activities that are not part of the core responsibilities of government. For example, is it a core function of government to issue cheques? Why can't that be done by the private sector under a stringent service level agreement?
3. Review remaining functions of government to ensure that they are being run as effectively and efficiently as possible. Implement a lean approach to these activities - there are lots of examples in the public sector of organizations that have implemented a lean approach to it processes resulting in higher productivity, quicker turn around times and increased through-put.
4. Ensure that the tax regime raises the funds required to deliver the services that society has decided is needed from government. It is a fallacy to believe that you can have gold plated level of government services with a very low tax rate.
5. Use evidence to make your decisions and set up measurable outcomes to track progress on your activities.
6. Don't spend your time on little nickel and dime amounts. Remember that it takes just as long to review a small program with very limited spending than it does to look at major expenditure areas.
7. Be careful of unintended consequences of your actions - take a systems approach when looking at spending as a reduction in one area may result in a new pressure in another area.
8. Continue to invest in your staff - put your money where your mouth is when you say that your staff are your best "resource". If you truly mean that, then they also need to continue to develop their skills and share experiences with peers across Canada.
This will not be easy and will require for government to act courageously (as Sir Humphrey would say) and look to the long term.
These numbers are staggering and governments will not be able to return to balance in the next 5-10 years unless they take a different approach than has been done in the past. Past expenditure management initiatives have traditionally been "across the board" in nature with a strategic approach being an exception rather than the rule. But what is facing governments across Canada is quite different than in the past.
So what is a government to do today? Well here are some thoughts to assist in dealing with this situation to add to my previous blog....
1. Focus on the core activities of government - decide on what is the function of government.
2. Get out of activities that are not part of the core responsibilities of government. For example, is it a core function of government to issue cheques? Why can't that be done by the private sector under a stringent service level agreement?
3. Review remaining functions of government to ensure that they are being run as effectively and efficiently as possible. Implement a lean approach to these activities - there are lots of examples in the public sector of organizations that have implemented a lean approach to it processes resulting in higher productivity, quicker turn around times and increased through-put.
4. Ensure that the tax regime raises the funds required to deliver the services that society has decided is needed from government. It is a fallacy to believe that you can have gold plated level of government services with a very low tax rate.
5. Use evidence to make your decisions and set up measurable outcomes to track progress on your activities.
6. Don't spend your time on little nickel and dime amounts. Remember that it takes just as long to review a small program with very limited spending than it does to look at major expenditure areas.
7. Be careful of unintended consequences of your actions - take a systems approach when looking at spending as a reduction in one area may result in a new pressure in another area.
8. Continue to invest in your staff - put your money where your mouth is when you say that your staff are your best "resource". If you truly mean that, then they also need to continue to develop their skills and share experiences with peers across Canada.
This will not be easy and will require for government to act courageously (as Sir Humphrey would say) and look to the long term.
Tuesday, October 20, 2009
The Learning Organization and Leadership
Organizations keep talking about the importance of being a "learning organization". But what is a learning organization and are the ones that trumpet themselves as such, really learning organizations.
Let's start with a couple of definitions. Peter Senge defined a learning organization as "Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together."
Pedler, Burgoyne and Boydell gave this definition: "an organization that facilitates the learning of all its members and consciously transforms itself and its context".
But in many cases in the public sector in Canada, people have a very narrow view of what a learning organization is. To them it is merely an organization that provides learning opportunities to its employees. But that is not what a learning organization is. A true learning organization is able to learn from experience and adapt its behaviour to take into account these experiences. But too many times organizations do not learn and end up repeating the same dysfunctional behaviours over and over again. For example, how many times have organizations restructured or reorganized and when they do not achieve the outcomes that were anticipated, they do it all over again, time after time! How many of you have been a part of an organization that keeps reorganizing every 18 - 24 months. All organizational effort is focused on the reorganization which does not accomplish anything, other than angst. And yet, 18 months later the organization begins the same merry-go-round.
Learning organizations have 5 basic characteristics according to Senge. These are:
1. Systems Thinking;
2. Personal Mastery;
3. Mental Models;
4. Shared Vision; and
5. Team Learning
It takes real leadership to develop a learning organization, but organizations that have been able to implement this have seen significant and sustained improvements in productivity, staff morale and outcomes.
Let's start with a couple of definitions. Peter Senge defined a learning organization as "Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to learn together."
Pedler, Burgoyne and Boydell gave this definition: "an organization that facilitates the learning of all its members and consciously transforms itself and its context".
But in many cases in the public sector in Canada, people have a very narrow view of what a learning organization is. To them it is merely an organization that provides learning opportunities to its employees. But that is not what a learning organization is. A true learning organization is able to learn from experience and adapt its behaviour to take into account these experiences. But too many times organizations do not learn and end up repeating the same dysfunctional behaviours over and over again. For example, how many times have organizations restructured or reorganized and when they do not achieve the outcomes that were anticipated, they do it all over again, time after time! How many of you have been a part of an organization that keeps reorganizing every 18 - 24 months. All organizational effort is focused on the reorganization which does not accomplish anything, other than angst. And yet, 18 months later the organization begins the same merry-go-round.
Learning organizations have 5 basic characteristics according to Senge. These are:
1. Systems Thinking;
2. Personal Mastery;
3. Mental Models;
4. Shared Vision; and
5. Team Learning
It takes real leadership to develop a learning organization, but organizations that have been able to implement this have seen significant and sustained improvements in productivity, staff morale and outcomes.
Monday, October 19, 2009
IPAC Leadership Conference
On November 5th and 6th, IPAC will be holding its 5th annual Leadership Conference at the Pantages Hotel in Toronto. The theme of the conference this year is Stepping Up to the Plate: Your A-Team in Action.
The theme, topics and conference format are designed help public servants to create and sustain an A-team. Today's leaders must understand the importance of shared leadership. Leaders must focus on the diverse talents required and available to deliver on the organization's vision.
The topics and format for the conferences are designed to build capacity to:
1) Identify and develop the talent required for today and tomorrow
2) Create the synergy: utilize the strengths of each team member
3) Develop collaborative relationships with multiple and diverse stakeholders
4) Motivate and inspire people and align the organization, its strategy, goals and values;
5) Empower and create accountability with individuals and teams.
The speakers line up is a stellar one and I would urge all to attend. For more information on the conference, check out the conference website
In addition to the two day conference, on the evening of November 5th, we will be holding the 2nd annual IPAC/Deloitte Public Sector Leadership Awards Gala Dinner. At this dinner, the winners of this year leadership awards will be unveiled in an "Oscar like" evening full of suspense, entertainment (I might wear my mask & cape at the Pantages), and excitement. Don't miss this year's Gala Dinner - it is going to be a great evening.
The theme, topics and conference format are designed help public servants to create and sustain an A-team. Today's leaders must understand the importance of shared leadership. Leaders must focus on the diverse talents required and available to deliver on the organization's vision.
The topics and format for the conferences are designed to build capacity to:
1) Identify and develop the talent required for today and tomorrow
2) Create the synergy: utilize the strengths of each team member
3) Develop collaborative relationships with multiple and diverse stakeholders
4) Motivate and inspire people and align the organization, its strategy, goals and values;
5) Empower and create accountability with individuals and teams.
The speakers line up is a stellar one and I would urge all to attend. For more information on the conference, check out the conference website
In addition to the two day conference, on the evening of November 5th, we will be holding the 2nd annual IPAC/Deloitte Public Sector Leadership Awards Gala Dinner. At this dinner, the winners of this year leadership awards will be unveiled in an "Oscar like" evening full of suspense, entertainment (I might wear my mask & cape at the Pantages), and excitement. Don't miss this year's Gala Dinner - it is going to be a great evening.
Friday, October 16, 2009
New Professionals Conference in Halifax
On October 26-28, 2009, IPAC will be holding its 3rd New Professionals Conference in historic Halifax, Nova Scotia. For those who do not know a "New Professional" is anyone, regardless of chronological age, who has been in the public service for less than 5 years. I think that we should also extend the definition to those who are young at heart!
Anyway, the conference organizers have done an extraordinary job pulling this conference together. The conference is divided into 4 thematic blocks with a Keynote speaker and concurrent workshops for each block. These 4 themes are:
1. Creativity & Innovation;
2. The Role & Use of Technology in a Modern Public Sector;
3. Public Engagement; and
4 Sustainability & the Greening of the Public Sector.
And of course, as new professionals you can join the Conference Facebook page or follow the conference on Twitter.
In addition to the serious parts of the conference, I am sure that delegates will enjoy that legendary Maritime hospitality!
I will be providing some short opening remarks for the conference. Karl won't let me give a Fidel Castro type 3 hour address, so I have to keep may remarks to 5 minutes :(
It promises to be a wonderful event and I will be blogging from Halifax to let you know what you are missing.
If you want to register, you still can just go to the Winds of Change website.
See you all in Halifax!
Anyway, the conference organizers have done an extraordinary job pulling this conference together. The conference is divided into 4 thematic blocks with a Keynote speaker and concurrent workshops for each block. These 4 themes are:
1. Creativity & Innovation;
2. The Role & Use of Technology in a Modern Public Sector;
3. Public Engagement; and
4 Sustainability & the Greening of the Public Sector.
And of course, as new professionals you can join the Conference Facebook page or follow the conference on Twitter.
In addition to the serious parts of the conference, I am sure that delegates will enjoy that legendary Maritime hospitality!
I will be providing some short opening remarks for the conference. Karl won't let me give a Fidel Castro type 3 hour address, so I have to keep may remarks to 5 minutes :(
It promises to be a wonderful event and I will be blogging from Halifax to let you know what you are missing.
If you want to register, you still can just go to the Winds of Change website.
See you all in Halifax!
Thursday, October 15, 2009
The Rising Tide of Red Ink
I was going to title this blog “Can we part the Modern Red Sea to reach the fiscal balance promised land?”, but apart that it is maybe too long for a blog title, I really couldn’t see who would play the part of Moses. Though there exist a good set of fiscal rules (aka: the 10 commandments) it seems that most have been discarded during these economic times.
Fiscal balance has gone out the window as stimulus spending by governments in Canada and around the world are the order of the day to try to get out of this made in Wall Street greed based recession. In the USA, there have been bank bailouts, auto bailouts, mortgage lender bailouts, Wall Street investment firm bailouts…it is a wonder that there are any pails left to bail out all the companies under water. In Canada, what was once a land full of fiscal surpluses has turned into a sea of red ink. The federal Government is projecting a deficit of over of $50 Billion. the Ontario government is updating its forecast in its upcoming Fall statement – the last official deficit number was $18.5 B this fiscal year. Watch for it to be easily north of $20 B. Alberta is swimming in red ink ($7 B deficit) instead of oil and gas revenues.
In the first battle against the deficit of the mid-1990’s, the Federal government substantially reduced transfers to provinces as one of their deficit reducing measures. Provincial governments, in turn, reduced spending on health care, education, infrastructure and “non-core” government activities. Many governments reduced the internal administrative and policy functions in their operations and outsourced or eliminated public service positions and froze the hiring of new staff. Municipal governments, in many cases, had their funding from the provincial government reduced and thus had to reduce services to their population or increase property taxes (the most regressive forms of taxation in my opinion, but the subject of a future blog).
We are all cognizant of the impact of these measures………deterioration of our infrastructure, increased wait times for health care, reductions in social supports to the most vulnerable in Canada, elimination of cultural grants, and the list goes on.
Well, I guess we are at that point again. Though governments are presently in a spend mode, you can be sure that the guardians of the public purse are developing strategies and options on how to return to fiscal balance. At the political level, some have ruled out tax increases and reductions in spending. Logically all that remains to achieve balance is economic growth. But how long and sustained must that economic growth be before balance is achieved, especially given the fiscal pressures for more investment in health care (aging boomers) and in education and in maintaining our infrastructure. And this does not include government support to help develop the nirvana of the new economy.
Others will want to cut "fat, waste and inefficiency" in government and in the broader public sector. But governments have been through these processes ever since the 1990's. Many times, governments just implement across the board reductions (while exempting health care & education) that yield little in terms of sustainable savings.
What we need in this country is a new way to look at what government spends the taxpayers money on. We need to take a systems approach to programs and policies; determine what is the exact role of government; and coordinate between the different orders of government by taking a "citizen-based" view. Let me give you a small example. In British Columbia, the Provincial Health Authority has implemented a program called imProve that is looking at the processes in the hospital to make sure that they are focused on the patient. They have been able to streamline processes throughout their hospitals resulting in better patient safety and better quality. At they same time they are able to deliver more services to more patients with the same level of resources.
The old approach to budget constraints will not work. Now is the time for new innovative and bold approaches. Within an efficient and citizen centred provision of services, Canadians must decide what they want from their government and be prepared to pay the appropriate level of tax to sustain those programs and services.
Fiscal balance has gone out the window as stimulus spending by governments in Canada and around the world are the order of the day to try to get out of this made in Wall Street greed based recession. In the USA, there have been bank bailouts, auto bailouts, mortgage lender bailouts, Wall Street investment firm bailouts…it is a wonder that there are any pails left to bail out all the companies under water. In Canada, what was once a land full of fiscal surpluses has turned into a sea of red ink. The federal Government is projecting a deficit of over of $50 Billion. the Ontario government is updating its forecast in its upcoming Fall statement – the last official deficit number was $18.5 B this fiscal year. Watch for it to be easily north of $20 B. Alberta is swimming in red ink ($7 B deficit) instead of oil and gas revenues.
In the first battle against the deficit of the mid-1990’s, the Federal government substantially reduced transfers to provinces as one of their deficit reducing measures. Provincial governments, in turn, reduced spending on health care, education, infrastructure and “non-core” government activities. Many governments reduced the internal administrative and policy functions in their operations and outsourced or eliminated public service positions and froze the hiring of new staff. Municipal governments, in many cases, had their funding from the provincial government reduced and thus had to reduce services to their population or increase property taxes (the most regressive forms of taxation in my opinion, but the subject of a future blog).
We are all cognizant of the impact of these measures………deterioration of our infrastructure, increased wait times for health care, reductions in social supports to the most vulnerable in Canada, elimination of cultural grants, and the list goes on.
Well, I guess we are at that point again. Though governments are presently in a spend mode, you can be sure that the guardians of the public purse are developing strategies and options on how to return to fiscal balance. At the political level, some have ruled out tax increases and reductions in spending. Logically all that remains to achieve balance is economic growth. But how long and sustained must that economic growth be before balance is achieved, especially given the fiscal pressures for more investment in health care (aging boomers) and in education and in maintaining our infrastructure. And this does not include government support to help develop the nirvana of the new economy.
Others will want to cut "fat, waste and inefficiency" in government and in the broader public sector. But governments have been through these processes ever since the 1990's. Many times, governments just implement across the board reductions (while exempting health care & education) that yield little in terms of sustainable savings.
What we need in this country is a new way to look at what government spends the taxpayers money on. We need to take a systems approach to programs and policies; determine what is the exact role of government; and coordinate between the different orders of government by taking a "citizen-based" view. Let me give you a small example. In British Columbia, the Provincial Health Authority has implemented a program called imProve that is looking at the processes in the hospital to make sure that they are focused on the patient. They have been able to streamline processes throughout their hospitals resulting in better patient safety and better quality. At they same time they are able to deliver more services to more patients with the same level of resources.
The old approach to budget constraints will not work. Now is the time for new innovative and bold approaches. Within an efficient and citizen centred provision of services, Canadians must decide what they want from their government and be prepared to pay the appropriate level of tax to sustain those programs and services.
Saturday, October 10, 2009
Ministerial Accountability - part 2
I've been thinking some more on the issue of Ministerial Accountability as a result of the fallout of the eHealth debacle in Ontario and past issues in other governments across Canada that resulted in the resignation of a Minister as a result of what is in fact an administrative matter.
There has been quite a lot written on ministerial accountability and ministerial responsibility. One of Canada's preeminent scholars, Donald Savoie, has written on this topic. In his recent book Court Government and the Collapse of Accountability in Canada and the United Kingdom (published as part of the IPAC Series in Public Management and Governance), Mr. Savoie writes about ministerial accountability and responsibility. He writes about the UK model, where "under the Minister, the head of the department, as the Accounting Officer, is also personally responsible and accountable to Parliament for the management and organisation of the department..." I would encourage anyone interested in learning more about this topic to read Mr. Savoie's book. (IPAC members get a 20% discount on these books - order here).
Another interesting read is the report from the Library of Parliament entitled"The Accountability of Deputy Ministers before Parliament"(March 2006). This short paper succinctly lays out the history and evolution of accountability of Deputy Ministers for the administration of their department as well as the concept of Ministerial Accountability. The paper provides a background on the role of the Deputy Minister at the Federal level and the debate about her/his accountability. The Lambert Commission (1979) recommended that the Deputy be clearly accountable for the administration of the department. The McGrath Commission (1986) echoed this recommendation.
It is only logical that the permanent public service be held accountable for the operational/administrative functioning of their department or agency. After all, they are the experts in terms of administration. A Minister often does not even have the subject matter background in the portfolio that has been entrusted to them. They rely on the professional public service and their Deputy Minister for advise on how best to implement their political direction. I believe that there is a need to clarify the roles of the Minister and Deputy Minister to ensure clear accountability.
There has been quite a lot written on ministerial accountability and ministerial responsibility. One of Canada's preeminent scholars, Donald Savoie, has written on this topic. In his recent book Court Government and the Collapse of Accountability in Canada and the United Kingdom (published as part of the IPAC Series in Public Management and Governance), Mr. Savoie writes about ministerial accountability and responsibility. He writes about the UK model, where "under the Minister, the head of the department, as the Accounting Officer, is also personally responsible and accountable to Parliament for the management and organisation of the department..." I would encourage anyone interested in learning more about this topic to read Mr. Savoie's book. (IPAC members get a 20% discount on these books - order here).
Another interesting read is the report from the Library of Parliament entitled"The Accountability of Deputy Ministers before Parliament"(March 2006). This short paper succinctly lays out the history and evolution of accountability of Deputy Ministers for the administration of their department as well as the concept of Ministerial Accountability. The paper provides a background on the role of the Deputy Minister at the Federal level and the debate about her/his accountability. The Lambert Commission (1979) recommended that the Deputy be clearly accountable for the administration of the department. The McGrath Commission (1986) echoed this recommendation.
It is only logical that the permanent public service be held accountable for the operational/administrative functioning of their department or agency. After all, they are the experts in terms of administration. A Minister often does not even have the subject matter background in the portfolio that has been entrusted to them. They rely on the professional public service and their Deputy Minister for advise on how best to implement their political direction. I believe that there is a need to clarify the roles of the Minister and Deputy Minister to ensure clear accountability.
Wednesday, October 7, 2009
The Limits of Ministerial Accountability
Today's Ontario Auditor's report on eHealth has got me thinking about the concept of "ministerial accountability". Under this concept, the Minister is held responsible for anything that happens in his or her ministry. If anything goes wrong, it is laid at the feet of the Minister. And critics call for the Minister to resign.
I think that the concept of ministerial accountability should be balanced to take into account the responsibility of the Minister and the Deputy Minister. In my understanding, the Deputy Minister (or Deputy Head - CEO, etc) is responsible and accountable for the proper administration of the ministry or agency. The Minister should not get involved in the day to day administrative issues of the ministry. The Minister is responsible for providing the broad policy (and small p political) direction of the ministry.
We get into trouble when this line becomes blurred and Ministers try to administratively run the operations of the ministry/agency. We have seen this blurring much too often in legislatures across the country and in the media. Whenever anything goes wrong that is operational in nature, critics call for the resignation of the Minister. But when we look at what went wrong and why, it is often an administrative matter that is the responsibility of the public service.
Unless there is complete incompetence or malfeasance that should be dealt with severely, a true learning organization learns from its mistakes and ensures that procedures and processes are changed to ensure better results.
As I was thinking about the role of the Minister and of the Deputy Minister, I remembered a classic episode from “Yes, Minister” about Government Policy. In this clip, Sir Humphrey is called in front of a Parliamentary Committee to answer questions on a government policy. His view is that the Minister answers questions about policy, while the civil service answers questions about administration.
Obviously this is a comedic view of the difference between policy & administration and having appeared in front of quite a few legislative committees I can testify that this is not how the public services answer questions - but I felt we all deserved a good chuckle!
I understand the politics that are at play in any of these issues across the country, but I guess what I am saying is that there should be a better understanding of the roles of the key players in government and that accountability must be tied to a person's responsibility and ability to affect change.
I will be coming back to this topic in the next while.
I think that the concept of ministerial accountability should be balanced to take into account the responsibility of the Minister and the Deputy Minister. In my understanding, the Deputy Minister (or Deputy Head - CEO, etc) is responsible and accountable for the proper administration of the ministry or agency. The Minister should not get involved in the day to day administrative issues of the ministry. The Minister is responsible for providing the broad policy (and small p political) direction of the ministry.
We get into trouble when this line becomes blurred and Ministers try to administratively run the operations of the ministry/agency. We have seen this blurring much too often in legislatures across the country and in the media. Whenever anything goes wrong that is operational in nature, critics call for the resignation of the Minister. But when we look at what went wrong and why, it is often an administrative matter that is the responsibility of the public service.
Unless there is complete incompetence or malfeasance that should be dealt with severely, a true learning organization learns from its mistakes and ensures that procedures and processes are changed to ensure better results.
As I was thinking about the role of the Minister and of the Deputy Minister, I remembered a classic episode from “Yes, Minister” about Government Policy. In this clip, Sir Humphrey is called in front of a Parliamentary Committee to answer questions on a government policy. His view is that the Minister answers questions about policy, while the civil service answers questions about administration.
Obviously this is a comedic view of the difference between policy & administration and having appeared in front of quite a few legislative committees I can testify that this is not how the public services answer questions - but I felt we all deserved a good chuckle!
I understand the politics that are at play in any of these issues across the country, but I guess what I am saying is that there should be a better understanding of the roles of the key players in government and that accountability must be tied to a person's responsibility and ability to affect change.
I will be coming back to this topic in the next while.
Tuesday, October 6, 2009
The Law of Uninteded Consequences
I am sure that many of you have been reading about the upcoming report from the Auditor General of Ontario on the administration of the eHealth file in Ontario. The report is supposed to be released tomorrow morning, but already leaks about the content of the report are to be found in the media (side note: wonder where those leaks are coming from? To quote my favourite sage - Sir Humphrey - "the ship of state leaks from the top").
In anticipation of that report and as a result of the slew of untendered contracts put out by eHealth and others, the Government of Ontario has laid down the law - all contracts, no matter what value are to be competitively tendered. Previously the rule (brought into effect in 1985) was that all contracts over $25,000 had to be competitively tendered. Contracts with a value under this threshold could be sole sourced (with appropriate rules around follow-on work).
So what are the implications of competitively tendering everything? Let me give you an example that I recently heard about. An RFP was sent to a number of consulting firms for work with an estimated value of $1000. That's right, for One Thousand Dollars. In addition, the recipients had to adhere to and send in all the paper work that went along with this RFP. The paper work is basically the same for $1000 as it is for $100,000.
This overreaction leads to unintended consequences.
And from Wikipedia, for those who like definitions: The "law of unintended consequences" (also called the "law of unforeseen consequences") states that any purposeful action will produce some unanticipated or unintended consequences.
This maxim is not a scientific law; it is more in line with Murphy's law as a warning against the hubristic belief that humans can fully control the world around them. Stated in other words, each cause has more than one effect, and these effects will invariably include at least one unforeseen side effect. The unintended side effect can potentially be more significant than any of the intended effects.
The unintended consequences will rear their ugly head in reduced innovation, slower implementation of key initiatives, and more and more red tape. The pendulum has swung to the rules based approach to government with approaches that do not fit within a predetermined and rigid framework are not even considered. The message this sends out is no more innovation, no more calculated risk-taking, just follow the rules.
In 1988, in a report for the Office of the Auditor General (Canada), Otto Brodtrick wrote:
“Well-performing organizations encourage risk taking. They are willing to try new methods when common sense dictates that better results can be achieved by following the spirit of a regulation, instead of the letter. However, staff must hold the values of stewardship, service and results, and they must consult with each other. When their people are governed by these values, the well-performing organizations encourage risk taking as a matter of strategy.”
What Otto put out in 1988 was true then and is even more so today! Let us not lose the spirit of innovation in the stampede to put rules around everything.
In anticipation of that report and as a result of the slew of untendered contracts put out by eHealth and others, the Government of Ontario has laid down the law - all contracts, no matter what value are to be competitively tendered. Previously the rule (brought into effect in 1985) was that all contracts over $25,000 had to be competitively tendered. Contracts with a value under this threshold could be sole sourced (with appropriate rules around follow-on work).
So what are the implications of competitively tendering everything? Let me give you an example that I recently heard about. An RFP was sent to a number of consulting firms for work with an estimated value of $1000. That's right, for One Thousand Dollars. In addition, the recipients had to adhere to and send in all the paper work that went along with this RFP. The paper work is basically the same for $1000 as it is for $100,000.
This overreaction leads to unintended consequences.
And from Wikipedia, for those who like definitions: The "law of unintended consequences" (also called the "law of unforeseen consequences") states that any purposeful action will produce some unanticipated or unintended consequences.
This maxim is not a scientific law; it is more in line with Murphy's law as a warning against the hubristic belief that humans can fully control the world around them. Stated in other words, each cause has more than one effect, and these effects will invariably include at least one unforeseen side effect. The unintended side effect can potentially be more significant than any of the intended effects.
The unintended consequences will rear their ugly head in reduced innovation, slower implementation of key initiatives, and more and more red tape. The pendulum has swung to the rules based approach to government with approaches that do not fit within a predetermined and rigid framework are not even considered. The message this sends out is no more innovation, no more calculated risk-taking, just follow the rules.
In 1988, in a report for the Office of the Auditor General (Canada), Otto Brodtrick wrote:
“Well-performing organizations encourage risk taking. They are willing to try new methods when common sense dictates that better results can be achieved by following the spirit of a regulation, instead of the letter. However, staff must hold the values of stewardship, service and results, and they must consult with each other. When their people are governed by these values, the well-performing organizations encourage risk taking as a matter of strategy.”
What Otto put out in 1988 was true then and is even more so today! Let us not lose the spirit of innovation in the stampede to put rules around everything.
Wednesday, September 23, 2009
Transformational Leadership Panel
I was asked by Rob Dowler of MGS (Government of Ontario) to moderate a panel at this year's Showcase Ontario. The panel was on "Transformational Leadership for Today's Public Service" and took place on September 23, 2009. They assembled a stellar panel for me to moderate. The panelists were:
* Shirley Hoy, former City Manager, City of Toronto and now CEO of Toronto Lands Corp;
* Tony Dean, former Ontario Secretary of the Cabinet and now a fellow in residence at the School of Public Policy & Governance, University of Toronto; and
* Alex Himelfarb, former Clerk of the Privy Council (Government of Canada) and the newly appointed Director of the School of Public & International Affairs, Glendon College.
To say this was a stellar panel would be a gross understatement. What was interesting to me was that all three worked together to achieve some substantial breakthroughs in intergovernmental cooperation. As you can imagine, entrenched interests make this kind of three level cooperation difficult most of the time. Anyway, the 10 minute presentations from each of the panelists was quite interesting.
Tony was the first to speak and he talked about 1) the importance of "people issues" in the public service including proper and enlightened leadership; 2) Complex policy issues and 3) Execution. He spoke of the need for the establishment of benchmarks and measurement which requires robust information systems to provide evidence in terms of both delivery and policy. He underscored the importance of public sector leadership in protecting the core values of the public service and building a culture of flexibility and innovation within the public service.
Alex spoke about 1) the deterioration of the policy role within government and 2) the challenge to be innovate with the current "cult of accountability". He contrasted today's Deputy Minister to DM's when he first joined government. DM's 20 years ago focused on policy and provided "fearless advice and loyal implementation", while today's DM is an executioner and provides "loyal advice and fearful implementation". He sees the reductions of the past having a significant negative impact on the policy capability of public service. As a result, there is decreased demand for policy advice from politicians. The advent of technology has resulted in the "democratization" of the policy process, where expertise has become devalued. On the cult of accountability Alex spoke to the need to be innovative (as part of a learning organization) and to take risks which has been affected by a focus on blame.
Shirley spoke of the "implementation gap" in government...how to properly implement broad policy decisions and that public servants had become too risk averse. She spoke of the need to focus on results and outcomes and using technology as an enabler for transformation. She sees that we are in a post bureaucratic model of government and that no single level of government can tackle the complex problems and policy challenges that face society today.
Following the presentations, the floor was opened up for a Q & A session. There were questions on technology as an enabler; the trend of centralization of decision making; and how to ensure innovation within public service.
A video of the session is presently being edited. Once it is complete, I will provide you with the link so that you can all watch what was a fascinating session.
* Shirley Hoy, former City Manager, City of Toronto and now CEO of Toronto Lands Corp;
* Tony Dean, former Ontario Secretary of the Cabinet and now a fellow in residence at the School of Public Policy & Governance, University of Toronto; and
* Alex Himelfarb, former Clerk of the Privy Council (Government of Canada) and the newly appointed Director of the School of Public & International Affairs, Glendon College.
To say this was a stellar panel would be a gross understatement. What was interesting to me was that all three worked together to achieve some substantial breakthroughs in intergovernmental cooperation. As you can imagine, entrenched interests make this kind of three level cooperation difficult most of the time. Anyway, the 10 minute presentations from each of the panelists was quite interesting.
Tony was the first to speak and he talked about 1) the importance of "people issues" in the public service including proper and enlightened leadership; 2) Complex policy issues and 3) Execution. He spoke of the need for the establishment of benchmarks and measurement which requires robust information systems to provide evidence in terms of both delivery and policy. He underscored the importance of public sector leadership in protecting the core values of the public service and building a culture of flexibility and innovation within the public service.
Alex spoke about 1) the deterioration of the policy role within government and 2) the challenge to be innovate with the current "cult of accountability". He contrasted today's Deputy Minister to DM's when he first joined government. DM's 20 years ago focused on policy and provided "fearless advice and loyal implementation", while today's DM is an executioner and provides "loyal advice and fearful implementation". He sees the reductions of the past having a significant negative impact on the policy capability of public service. As a result, there is decreased demand for policy advice from politicians. The advent of technology has resulted in the "democratization" of the policy process, where expertise has become devalued. On the cult of accountability Alex spoke to the need to be innovative (as part of a learning organization) and to take risks which has been affected by a focus on blame.
Shirley spoke of the "implementation gap" in government...how to properly implement broad policy decisions and that public servants had become too risk averse. She spoke of the need to focus on results and outcomes and using technology as an enabler for transformation. She sees that we are in a post bureaucratic model of government and that no single level of government can tackle the complex problems and policy challenges that face society today.
Following the presentations, the floor was opened up for a Q & A session. There were questions on technology as an enabler; the trend of centralization of decision making; and how to ensure innovation within public service.
A video of the session is presently being edited. Once it is complete, I will provide you with the link so that you can all watch what was a fascinating session.
Tuesday, September 22, 2009
IPAC/Deloitte Leadership Awards Jury - Day 1
Well we had quite a day today. But first a little about the reception last night for all the finalists in the IPAC/Deloitte Public Sector Leadership Awards. The reception was held on Monday night in the Martini Bar of the Pantages Hotel (and no I did not wear my mask & cape!). It was a great evening and I had a wonderful time meeting the finalists and invited guests.
Today the jury had the pleasure of listening to the 9 finalists in the Federal/Provincial/Territorial category. All the finalists wonderfully put forward their case and explained to the jury what they have accomplished and how they accomplished it. I really can't say anymore or else I risk spilling the beans! The Gold, Silver and Bronze recipients will be announced at the Gala Awards Dinner on November 5, 2009 as part of the 5th annual IPAC Leadership Conference being held on November 5 & 6 at the Pantages Hotel in Toronto.
Special thanks to Rob Fowler, Deputy Minister, Executive Council of Nova Scotia for chairing today's jury.
Tomorrow the juries will meet with the finalists in all the other categories: Municipal; Health Care; Education; and Not-for-profit.
Today the jury had the pleasure of listening to the 9 finalists in the Federal/Provincial/Territorial category. All the finalists wonderfully put forward their case and explained to the jury what they have accomplished and how they accomplished it. I really can't say anymore or else I risk spilling the beans! The Gold, Silver and Bronze recipients will be announced at the Gala Awards Dinner on November 5, 2009 as part of the 5th annual IPAC Leadership Conference being held on November 5 & 6 at the Pantages Hotel in Toronto.
Special thanks to Rob Fowler, Deputy Minister, Executive Council of Nova Scotia for chairing today's jury.
Tomorrow the juries will meet with the finalists in all the other categories: Municipal; Health Care; Education; and Not-for-profit.
Monday, September 21, 2009
IPAC/Deloitte Public Sector Leadership Awards: Finalists
On Tuesday September 22 and Wednesday September 23, 2009 the finalists in the second annual IPAC/Deloitte Public Sector Leadership Awards will be making their presentations in front of the juries.
This year we received over 80 submissions in all categories of the award:
* Federal/Provincial/Territorial
* Municipal
* Health Care
* Education
* Not-for-Profit
The winners will be announced at a Gala dinner on November 5, 2009 as part of IPAC's Leadership Conference (November 5 & 6, 2009 at the Pantages Hotel in Toronto).
The finalists are as follows:
Education
Innovation Strategy:Transforming Education in the Applied Health Sciences
The Michener Institute for Applied Health Sciences, Toronto
Dr. Paul Gamble, President and CEO
Coming Down from the Mountain
Simon Fraser University, Burnaby, British Columbia
Cathy Daminato, Vice President, University Relations
Leadership for Student Success
Ryerson University, Toronto
Julia Hanigsberg, General Counsel and Board Secretariat
Not-for-Profit
From Vision to Reality
Children’s Treatment Network Simcoe York
Louise Paul, CEO
BIXI: Société de vélo en libre Service (SVLS)
Montreal
Alain Ayotte Président
Cancer View Canada – The CPAC Partnership Portal
Canadian Partnership Against Cancer
Lee Fairclough, Vice President,Knowledge Management
Municipal
Reclaiming the Street of Shame
Vancouver Police Department, City of Vancouver
Adua Porteus,Inspector
Leading Change – Neighbourhood Revitalization
City of Edmonton
Kathy Barnhart, Branch Manager
The kids@computers: Leading Investment in Disadvantaged Children and Communities
City of Toronto
Ted Lis, Director Social Services, Employment and Social Services Division
Streets to Homes
City of Toronto
Ian De Jong, Manager Streets to Homes Shelter, Support and Housing Administration
Health Care
The Canadian Paediatric Surgical Wait Times Project
Hospital for Sick Children, Toronto
Monica Cottafavi, Communications Manager
Improve – PHSA’s Program Focusing on Patients and Empowering Staff
Provincial Health Services Authority, British Columbia
Jennifer MacKenzie, VP Strategic Planning, Transformation and Infrastructure
Partners for Aboriginal Health
Saint Elizabeth Health Care
Shirlee Sharkey, President and CEO
Federal/Provincial/Territorial
Response to the 2007 Passport Surge in Demand
Department of Foreign Affairs and International Trade Canada
Gerald Cossette, Associate Deputy Minister
Creating a Culture of Leadership in the Alberta Public Service
Deputy Minister Council, Alberta Public Service
Dale Silver, Public Service Commissionner
Health Canada’s The Way Forward Initiative –An Enterprise Approach to IT
Health Canada
Rudy de Sa, CIO
Pacte pour l’emploi
Ministère de l’Emploi et de la Solildarité sociale
Bernard Matte, Sous-ministre adjoint
Evaluation on Health Technologies for the Ontario Health Care System
Medical Advisory Secretariat and Ontario Health Technology Advisory Committee
Dr. Birthe Jorgensen
Director
Vision et leadership en santé publique
Institut national de santé publique du Québec
Dr. Pierre Gosselin, Responsible scientifique (INSPQ)
Leading the Transformation in Stewardship
Ontario Ministry of Health and Long-Term Care
Debbie Fischer, Assistant Deputy Minister
Advanced Communication and Collaboration Services
Ministry of Citizens’ Services, British Columbia
Jill Kot, Assistant Deputy Minister
Project Management Centre of Excellence
Ministry of Citizens’ Services, British Columbia
Richard Poutney, Assistant Deputy Minister Common Business Services
Tonight we will be holding a reception for all the finalists as well as invited guests from government and the broader public sector. It will be a very interesting evening.
This year we received over 80 submissions in all categories of the award:
* Federal/Provincial/Territorial
* Municipal
* Health Care
* Education
* Not-for-Profit
The winners will be announced at a Gala dinner on November 5, 2009 as part of IPAC's Leadership Conference (November 5 & 6, 2009 at the Pantages Hotel in Toronto).
The finalists are as follows:
Education
Innovation Strategy:Transforming Education in the Applied Health Sciences
The Michener Institute for Applied Health Sciences, Toronto
Dr. Paul Gamble, President and CEO
Coming Down from the Mountain
Simon Fraser University, Burnaby, British Columbia
Cathy Daminato, Vice President, University Relations
Leadership for Student Success
Ryerson University, Toronto
Julia Hanigsberg, General Counsel and Board Secretariat
Not-for-Profit
From Vision to Reality
Children’s Treatment Network Simcoe York
Louise Paul, CEO
BIXI: Société de vélo en libre Service (SVLS)
Montreal
Alain Ayotte Président
Cancer View Canada – The CPAC Partnership Portal
Canadian Partnership Against Cancer
Lee Fairclough, Vice President,Knowledge Management
Municipal
Reclaiming the Street of Shame
Vancouver Police Department, City of Vancouver
Adua Porteus,Inspector
Leading Change – Neighbourhood Revitalization
City of Edmonton
Kathy Barnhart, Branch Manager
The kids@computers: Leading Investment in Disadvantaged Children and Communities
City of Toronto
Ted Lis, Director Social Services, Employment and Social Services Division
Streets to Homes
City of Toronto
Ian De Jong, Manager Streets to Homes Shelter, Support and Housing Administration
Health Care
The Canadian Paediatric Surgical Wait Times Project
Hospital for Sick Children, Toronto
Monica Cottafavi, Communications Manager
Improve – PHSA’s Program Focusing on Patients and Empowering Staff
Provincial Health Services Authority, British Columbia
Jennifer MacKenzie, VP Strategic Planning, Transformation and Infrastructure
Partners for Aboriginal Health
Saint Elizabeth Health Care
Shirlee Sharkey, President and CEO
Federal/Provincial/Territorial
Response to the 2007 Passport Surge in Demand
Department of Foreign Affairs and International Trade Canada
Gerald Cossette, Associate Deputy Minister
Creating a Culture of Leadership in the Alberta Public Service
Deputy Minister Council, Alberta Public Service
Dale Silver, Public Service Commissionner
Health Canada’s The Way Forward Initiative –An Enterprise Approach to IT
Health Canada
Rudy de Sa, CIO
Pacte pour l’emploi
Ministère de l’Emploi et de la Solildarité sociale
Bernard Matte, Sous-ministre adjoint
Evaluation on Health Technologies for the Ontario Health Care System
Medical Advisory Secretariat and Ontario Health Technology Advisory Committee
Dr. Birthe Jorgensen
Director
Vision et leadership en santé publique
Institut national de santé publique du Québec
Dr. Pierre Gosselin, Responsible scientifique (INSPQ)
Leading the Transformation in Stewardship
Ontario Ministry of Health and Long-Term Care
Debbie Fischer, Assistant Deputy Minister
Advanced Communication and Collaboration Services
Ministry of Citizens’ Services, British Columbia
Jill Kot, Assistant Deputy Minister
Project Management Centre of Excellence
Ministry of Citizens’ Services, British Columbia
Richard Poutney, Assistant Deputy Minister Common Business Services
Tonight we will be holding a reception for all the finalists as well as invited guests from government and the broader public sector. It will be a very interesting evening.
Friday, September 18, 2009
New Study from the US: 45,000 excess deaths annually linked to lack of health coverage
More evidence that the lack of universal health care in the USA has a direct impact on health outcomes. A recent study from Harvard has highlighted that there are approximately 45,000 excess deaths in the US due to lack of universal coverage. Read on.......
A study published online on Sept 17th estimates nearly 45,000 annual deaths are associated with lack of health insurance. That figure is about two and a half times higher than an estimate from the Institute of Medicine (IOM) in 2002.
The new study, "Health Insurance and Mortality in U.S. Adults," appears in the online edition of the American Journal of Public Health.
The Harvard-based researchers found that uninsured, working-age Americans have a 40 percent higher risk of death than their privately insured counterparts, up from a 25 percent excess death rate found in 1993.
Lead author Dr. Andrew Wilper, who worked at Harvard Medical School when the study was done and who now teaches at the University of Washington Medical School, said, "The uninsured have a higher risk of death when compared to the privately insured, even after taking into account socioeconomics, health behaviors and baseline health. We doctors have many new ways to prevent deaths from hypertension, diabetes and heart disease - but only if patients can get into our offices and afford their medications."
The study, which analyzed data from national surveys carried out by the Centers for Disease Control and Prevention (CDC), assessed death rates after taking education, income and many other factors including smoking, drinking and obesity into account. It estimated that lack of health insurance causes 44,789 excess deaths annually.
Previous estimates from the IOM and others had put that figure near 18,000. The methods used in the current study were similar to those employed by the IOM in 2002, which in turn were based on a pioneering 1993 study of health insurance and mortality.
Deaths associated with lack of health insurance now exceed those caused by many common killers such as kidney disease. An increase in the number of uninsured and an eroding medical safety net for the disadvantaged likely explain the substantial increase in the number of deaths associated with lack of insurance. The uninsured are more likely to go without needed care.
Another factor contributing to the widening gap in the risk of death between those who have insurance and those who don't is the improved quality of care for those who can get it.
The research, carried out at the Cambridge Health Alliance and Harvard Medical School, analyzed U.S. adults under age 65 who participated in the annual National Health and Nutrition Examination Surveys (NHANES) between 1986 and 1994. Respondents first answered detailed questions about their socioeconomic status and health and were then examined by physicians. The CDC tracked study participants to see who died by 2000.
The study found a 40 percent increased risk of death among the uninsured. As expected, death rates were also higher for males (37 percent increase), current or former smokers (102 percent and 42 percent increases), people who said that their health was fair or poor (126 percent increase), and those that examining physicians said were in fair or poor health (222 percent increase).
Dr. Steffie Woolhandler, study co-author, professor of medicine at Harvard and a primary care physician in Cambridge, Mass., noted: "Historically, every other developed nation has achieved universal health care through some form of nonprofit national health insurance. Our failure to do so means that all Americans pay higher health care costs, and 45,000 pay with their lives."
Dr. David Himmelstein, study co-author and an associate professor of medicine at Harvard, remarked, "The Institute of Medicine, using older studies, estimated that one American dies every 30 minutes from lack of health insurance. Even this grim figure is an underestimate - now one dies every 12 minutes."
A study published online on Sept 17th estimates nearly 45,000 annual deaths are associated with lack of health insurance. That figure is about two and a half times higher than an estimate from the Institute of Medicine (IOM) in 2002.
The new study, "Health Insurance and Mortality in U.S. Adults," appears in the online edition of the American Journal of Public Health.
The Harvard-based researchers found that uninsured, working-age Americans have a 40 percent higher risk of death than their privately insured counterparts, up from a 25 percent excess death rate found in 1993.
Lead author Dr. Andrew Wilper, who worked at Harvard Medical School when the study was done and who now teaches at the University of Washington Medical School, said, "The uninsured have a higher risk of death when compared to the privately insured, even after taking into account socioeconomics, health behaviors and baseline health. We doctors have many new ways to prevent deaths from hypertension, diabetes and heart disease - but only if patients can get into our offices and afford their medications."
The study, which analyzed data from national surveys carried out by the Centers for Disease Control and Prevention (CDC), assessed death rates after taking education, income and many other factors including smoking, drinking and obesity into account. It estimated that lack of health insurance causes 44,789 excess deaths annually.
Previous estimates from the IOM and others had put that figure near 18,000. The methods used in the current study were similar to those employed by the IOM in 2002, which in turn were based on a pioneering 1993 study of health insurance and mortality.
Deaths associated with lack of health insurance now exceed those caused by many common killers such as kidney disease. An increase in the number of uninsured and an eroding medical safety net for the disadvantaged likely explain the substantial increase in the number of deaths associated with lack of insurance. The uninsured are more likely to go without needed care.
Another factor contributing to the widening gap in the risk of death between those who have insurance and those who don't is the improved quality of care for those who can get it.
The research, carried out at the Cambridge Health Alliance and Harvard Medical School, analyzed U.S. adults under age 65 who participated in the annual National Health and Nutrition Examination Surveys (NHANES) between 1986 and 1994. Respondents first answered detailed questions about their socioeconomic status and health and were then examined by physicians. The CDC tracked study participants to see who died by 2000.
The study found a 40 percent increased risk of death among the uninsured. As expected, death rates were also higher for males (37 percent increase), current or former smokers (102 percent and 42 percent increases), people who said that their health was fair or poor (126 percent increase), and those that examining physicians said were in fair or poor health (222 percent increase).
Dr. Steffie Woolhandler, study co-author, professor of medicine at Harvard and a primary care physician in Cambridge, Mass., noted: "Historically, every other developed nation has achieved universal health care through some form of nonprofit national health insurance. Our failure to do so means that all Americans pay higher health care costs, and 45,000 pay with their lives."
Dr. David Himmelstein, study co-author and an associate professor of medicine at Harvard, remarked, "The Institute of Medicine, using older studies, estimated that one American dies every 30 minutes from lack of health insurance. Even this grim figure is an underestimate - now one dies every 12 minutes."
Wednesday, September 9, 2009
Health Care - US
I usually don't comment on politics on this blog, but in this case I will make an exception, especially as it relates to Health Care, President Obama and the opposition to health care reform in the USA.
I have been astounded by the level of so-called debate in the US over the proposed reforms to the US health care system and the vitriol of those opposing the public option. When debate descends to the level where President Obama is compared to Hitler, you have to wonder what these critics have been smokin'! Then you have people like Sarah Palin who have said that the Obama plan includes "death panels" of bureaucrats who would decide who lives or dies. Where did she get that? There is no such thing, and yet she makes headlines "by being economical with the truth" as Sir Humphrey would say.
After our annual conference in Fredericton, I took some time off and stayed for a couple of days at the Algonquin Hotel in St. Andrew's. It is a wonderful Gatsbyesque place. At night, on the front lawn, they have a fire pit going with a number of Muskoka chairs around the fire. We were sitting there one night and talking to some of the other guests. A few of them where from the USA, so we asked them about Health Care reform. One was from Massachusetts and the other one was from Connecticut. They were both against the "public option" as they felt that people should take individual responsibility and that they did not want to pay for people who do not take care of themselves. We continued the debate, though when they stated that the fair news in the US was Fox news, we knew where they were coming from. Mind you it was a civilized debate, not the overexcited, screaming & yelling that one has seen at US town hall meetings. Must have been the effect of being in Canada that calmed them.
Whatever your position is on the public option in the US, you should at least have a civilized discourse!
Back to the substance of the debate - tonight Barack Obama addresses Congress to try to get his message across. We will see if he will be successful. I have my doubts, given that they have let the anti-reform side frame the debate. Whatever comes out of Congress will be watered down and the winners will be the special interest groups (US insurance companies) and the losers will be those with out coverage or with inadequate coverage.
You have to wonder why a society as individually generous as the US (compare their charitable donations per capita to other countries) would be against the concept of putting in place a universally accessible health care system. It is not as if the US system produces better health outcomes or costs less than other "socialized" health care systems. Some of the opposition is based on not wanting a government health bureaucracy and the assumption that government can't run anything (the example they give is Hurricane Katrina). But is it better to have multiple private health insurance bureaucracies that result in a huge administrative overhead (some estimates are that this overhead is 30% of the health care bill in the US).
I could go on, but I think I will stop here - there is much on this topic in cyberspace...check it out.
Stay tuned and see what happens with this interesting debate.
I have been astounded by the level of so-called debate in the US over the proposed reforms to the US health care system and the vitriol of those opposing the public option. When debate descends to the level where President Obama is compared to Hitler, you have to wonder what these critics have been smokin'! Then you have people like Sarah Palin who have said that the Obama plan includes "death panels" of bureaucrats who would decide who lives or dies. Where did she get that? There is no such thing, and yet she makes headlines "by being economical with the truth" as Sir Humphrey would say.
After our annual conference in Fredericton, I took some time off and stayed for a couple of days at the Algonquin Hotel in St. Andrew's. It is a wonderful Gatsbyesque place. At night, on the front lawn, they have a fire pit going with a number of Muskoka chairs around the fire. We were sitting there one night and talking to some of the other guests. A few of them where from the USA, so we asked them about Health Care reform. One was from Massachusetts and the other one was from Connecticut. They were both against the "public option" as they felt that people should take individual responsibility and that they did not want to pay for people who do not take care of themselves. We continued the debate, though when they stated that the fair news in the US was Fox news, we knew where they were coming from. Mind you it was a civilized debate, not the overexcited, screaming & yelling that one has seen at US town hall meetings. Must have been the effect of being in Canada that calmed them.
Whatever your position is on the public option in the US, you should at least have a civilized discourse!
Back to the substance of the debate - tonight Barack Obama addresses Congress to try to get his message across. We will see if he will be successful. I have my doubts, given that they have let the anti-reform side frame the debate. Whatever comes out of Congress will be watered down and the winners will be the special interest groups (US insurance companies) and the losers will be those with out coverage or with inadequate coverage.
You have to wonder why a society as individually generous as the US (compare their charitable donations per capita to other countries) would be against the concept of putting in place a universally accessible health care system. It is not as if the US system produces better health outcomes or costs less than other "socialized" health care systems. Some of the opposition is based on not wanting a government health bureaucracy and the assumption that government can't run anything (the example they give is Hurricane Katrina). But is it better to have multiple private health insurance bureaucracies that result in a huge administrative overhead (some estimates are that this overhead is 30% of the health care bill in the US).
I could go on, but I think I will stop here - there is much on this topic in cyberspace...check it out.
Stay tuned and see what happens with this interesting debate.
Whale Watching
This video has nothing to do with public administration, though I guess it has to do with public policy. After the annual conference we went to St. Andrew's and went whale watching. On our 3.5 hour tour we saw 30 Right Whales. There are only 300-350 Right whales left in the world and we were lucky enough to see almost 10% of the population. Enjoy.
Tuesday, September 1, 2009
Annual Conference
Sorry about the lack of Video blogs from Fredericton. I had a few problems uploading my first video blog and did not get to any others. In the next little while I will produce a summary video blog (now that I have figured out how to upload). Stay tuned.
Tuesday, August 25, 2009
Premier bloque video de Fredericton
Voici mon premier blogue video de la conference annuelle de l'IAPC a Fredericton.
1st Video Blog from New Brunswick
I've been having a little trouble uploading my video blog...but here it is finally...the first one from the 2009 IPAC annual Conference in Fredericton, New Brunswick.
Sunday, August 23, 2009
Board Meeting - Day 2
It is Sunday in Fredericton and we started the second day of our board meeting at 8h30 this morning.
But first, let me recap some activities from last night....after the Board meetings and the international workshop, we held a reception for our International partners and their Canadian partners. At the reception, certificates of appreciation were presented to the volunteers in these international programs. Was a very nice evening.
At this morning's Board meeting we invited all the regional chairs who are attending the conference to join the Board members to discuss our financial and membership development strategies. As I type this we are in the middle of the discussion and are talking about how to raise the profile of IPAC and increase our membership. It has been a productive and instructive meeting so far.
Later in the day we have the IPAC AGM, a reception for New Professionals and finally the Opening Reception at the Beaverbrook Art Gallery. I am told that the Art Gallery has a number of stunning pieces. I am looking forward to visiting the Gallery & will let you know about my visit there.
But first, let me recap some activities from last night....after the Board meetings and the international workshop, we held a reception for our International partners and their Canadian partners. At the reception, certificates of appreciation were presented to the volunteers in these international programs. Was a very nice evening.
At this morning's Board meeting we invited all the regional chairs who are attending the conference to join the Board members to discuss our financial and membership development strategies. As I type this we are in the middle of the discussion and are talking about how to raise the profile of IPAC and increase our membership. It has been a productive and instructive meeting so far.
Later in the day we have the IPAC AGM, a reception for New Professionals and finally the Opening Reception at the Beaverbrook Art Gallery. I am told that the Art Gallery has a number of stunning pieces. I am looking forward to visiting the Gallery & will let you know about my visit there.
Saturday, August 22, 2009
Board Meeting
Well it is the weekend before the start of our annual conference...which means it is time for the IPAC Board meeting. This morning was our Board committee meetings - Finance Committee, Service to members committee - the Research committee met yesterday and the International committee met earlier. I am now sitting in the Board meeting and listening to the discussion.
We are waiting for Hurricane Bill to arrive later today - that is the storm, not our President.
Later tonight we have a reception for our International delegates who are attending a two day pre-conference on international development and governance. I actually recorded two video blogs, but I can't remember how to upload them...will try again later tonight. Hopefully it will work.
That's all for now, I have to go back to the Board meeting.
We are waiting for Hurricane Bill to arrive later today - that is the storm, not our President.
Later tonight we have a reception for our International delegates who are attending a two day pre-conference on international development and governance. I actually recorded two video blogs, but I can't remember how to upload them...will try again later tonight. Hopefully it will work.
That's all for now, I have to go back to the Board meeting.
Tuesday, August 18, 2009
Off to the Annual Conference
Well the IPAC annual conference is fast approaching – it kicks-off on Sunday August 23, 2009 in beautiful Fredericton, New Brunswick. The conference organizers have put together a fantastic and thought provoking conference agenda – lots of great keynote speakers and workshop speakers. They have also organized fun events where we can let our hair down, including a genuine “Maritime Kitchen Party” and for the health conscience, there is an early morning walk along the St. John River…put on your walking shoes.
We will be driving down to New Brunswick, through the White Mountains of New Hampshire & through Maine. It should be a very nice drive. I hope to post some pictures from the trip and when in Fredericton, I plan to make some video blogs like I did last year from Quebec City. Stay tuned for regular updates.
We will be driving down to New Brunswick, through the White Mountains of New Hampshire & through Maine. It should be a very nice drive. I hope to post some pictures from the trip and when in Fredericton, I plan to make some video blogs like I did last year from Quebec City. Stay tuned for regular updates.
Sunday, August 9, 2009
Deaths due to Medical Errors
A new study was released today detailing the death of patients due to preventable medical mistakes and hospital infections in the USA. There are similar studies about preventable deaths in Canada. One of the ways to reduce the exponential growth in health care costs is to reduce preventable mistakes and infections. There are numerous studies that show that over-prescription are one of the causes and can be reduced through electronic patient records.
This latest study from the Hearst News is quite comprehensive. I have copied the synopsis below and you can find the full study by clicking here.
An estimated 200,000 Americans will die needlessly from preventable medical mistakes and hospital infections this year, according to “Dead By Mistake,” a wide-ranging Hearst national investigation, which began reporting the findings today [www.deadbymistake.com]. Despite an authoritative federal report 10 years ago that laid out the scope of the problem and urged the federal and state governments and the medical community to take clear and tangible steps to reduce the number of fatal medical errors, a staggering 98,000 Americans die from preventable medical errors each year and just as many from hospital-acquired infections.
“Dead By Mistake” is the result of an investigation conducted by Hearst newspaper and television journalists.
Eric Nalder, senior enterprise reporter for Hearst Newspapers, and David McCumber, editor of two of Hearst’s Connecticut newspapers, The Advocate of Stamford and the Greenwich Time, are available in New York City and San Francisco, respectively, for interviews on this groundbreaking Hearst investigation.
Ten years ago, the highly-publicized federal report, “To Err Is Human,” highlighted the alarming death toll from preventable medical injuries and called on the medical community to cut it in half—in five years. Its authors and patient safety advocates believed that its release would spur a revolution in patient safety. But Hearst’s “Dead By Mistake” reveals that the federal government and most states have made little or no progress in improving patient safety through accountability mechanisms or other measures. According to the Hearst investigation, special interests worked to ensure that the key recommendations in the report—most notably a mandatory national reporting system for medical errors—were never implemented.
Among the key findings of the Hearst investigation:
· 20 states have no medical error reporting at all, five states have voluntary reporting systems and five are developing reporting systems;
· Of the 20 states that require medical error reporting, hospitals report only a tiny percentage of their mistakes, standards vary wildly and enforcement is often nonexistent;
· In terms of public disclosure, 45 states currently do not release hospital-specific information;
· Only 17 states have systematic adverse-event reporting systems that are transparent enough to be useful to consumers;
· The national patient-safety center is underfunded and has fallen far short of expectations;
· Congress approved legislation for “Patient Safety Organizations” as a voluntary system for hospitals to report and learn from errors, but the new organizations are devoid of meaningful oversight and further exclude the public;
· Hearst journalists interviewed 20 of the 21 living authors of “To Err is Human”—16 believe that the U.S. hasn’t come close to reducing medical errors by half, the primary stated goal of the report;
· New York’s reporting system has run out of money and staff—its last public report is four years old;
· The law mandating reporting in Texas expired in 2007, and funding ran out—a new reporting law has been passed, but no funds have been allocated;
· Washington State requires reporting, but doesn’t enforce that requirement—and the legislature failed to provide funds to analyze the results.
“Dead By Mistake” includes profiles of more than 30 people who died or were injured while seeking medical care. Most lost their lives, some in lingering pain. Others lived on, with paralysis, amputation, burns and emotional distress. Families suffered in the aftermath. In some cases, paperwork was lost, or mischaracterized the cause. “Ranging in age from newborn to 91, these Americans are a small sample of a huge and poorly accounted for population,” said Hearst Newspapers Editor-at-Large Phil Bronstein, who oversaw the project. “To the families, each case is a unique and compelling argument as to why a system that allows such preventable mistakes is intolerable.”
In addition to investigative reporting and case profiles, DeadByMistake.com features an interactive map that provides a state-by-state snapshot of reporting systems and two interactive databases created as part of this investigation. One database tracks hospitals’ participation in three prominent national safety programs. The second brings together the millions of anonymous patient discharge records that Hearst reporters collected from California, Texas, New York and Washington. Hearst worked with expert statisticians at the Niagara Health Quality Coalition, a not-for-profit think tank, to analyze this data to produce never-before published patient safety ratings from medical details buried in hospital records. The results appear on five searchable databases with interactive maps.
“More people die each month of preventable medical injuries than died in the terrorist attacks of September 11, 2001,” Bronstein added. “The annual medical error death toll is higher than that for fatal car crashes.”
Bronstein continued, “‘Dead By Mistake’ is the result of two things converging: a critical and neglected health-care issue that dramatically affects hundreds of thousands of Americans every year and the tireless work of a team of skilled and dedicated journalists.”
The investigation utilized the reporting resources of seven Hearst newspapers—the San Francisco Chronicle, Albany Times Union, San Antonio Express-News, Houston Chronicle, Greenwich Time, Stamford Advocate and the Connecticut Post—as well as SeattlePI.com and Hearst Television. In addition to contributing to the national television, print and Web stories, these Hearst journalists also produced market-specific reports highlighting the results of local investigations. Students, faculty and graduates of the Stabile Center for Investigative Journalism at Columbia University Graduate School of Journalism also contributed research, stories, photos, audio, video and Web content to the report.
“This comprehensive investigation allowed us to draw on the unique journalistic resources of our various Hearst properties and platforms, and enabled us to broaden the breadth and depth of the reporting,” Bronstein said. “This investigation is a new, collaborative way of reporting, but, more importantly, it is a public service focusing on the plague of fatal and preventable hospital errors.”
This latest study from the Hearst News is quite comprehensive. I have copied the synopsis below and you can find the full study by clicking here.
An estimated 200,000 Americans will die needlessly from preventable medical mistakes and hospital infections this year, according to “Dead By Mistake,” a wide-ranging Hearst national investigation, which began reporting the findings today [www.deadbymistake.com]. Despite an authoritative federal report 10 years ago that laid out the scope of the problem and urged the federal and state governments and the medical community to take clear and tangible steps to reduce the number of fatal medical errors, a staggering 98,000 Americans die from preventable medical errors each year and just as many from hospital-acquired infections.
“Dead By Mistake” is the result of an investigation conducted by Hearst newspaper and television journalists.
Eric Nalder, senior enterprise reporter for Hearst Newspapers, and David McCumber, editor of two of Hearst’s Connecticut newspapers, The Advocate of Stamford and the Greenwich Time, are available in New York City and San Francisco, respectively, for interviews on this groundbreaking Hearst investigation.
Ten years ago, the highly-publicized federal report, “To Err Is Human,” highlighted the alarming death toll from preventable medical injuries and called on the medical community to cut it in half—in five years. Its authors and patient safety advocates believed that its release would spur a revolution in patient safety. But Hearst’s “Dead By Mistake” reveals that the federal government and most states have made little or no progress in improving patient safety through accountability mechanisms or other measures. According to the Hearst investigation, special interests worked to ensure that the key recommendations in the report—most notably a mandatory national reporting system for medical errors—were never implemented.
Among the key findings of the Hearst investigation:
· 20 states have no medical error reporting at all, five states have voluntary reporting systems and five are developing reporting systems;
· Of the 20 states that require medical error reporting, hospitals report only a tiny percentage of their mistakes, standards vary wildly and enforcement is often nonexistent;
· In terms of public disclosure, 45 states currently do not release hospital-specific information;
· Only 17 states have systematic adverse-event reporting systems that are transparent enough to be useful to consumers;
· The national patient-safety center is underfunded and has fallen far short of expectations;
· Congress approved legislation for “Patient Safety Organizations” as a voluntary system for hospitals to report and learn from errors, but the new organizations are devoid of meaningful oversight and further exclude the public;
· Hearst journalists interviewed 20 of the 21 living authors of “To Err is Human”—16 believe that the U.S. hasn’t come close to reducing medical errors by half, the primary stated goal of the report;
· New York’s reporting system has run out of money and staff—its last public report is four years old;
· The law mandating reporting in Texas expired in 2007, and funding ran out—a new reporting law has been passed, but no funds have been allocated;
· Washington State requires reporting, but doesn’t enforce that requirement—and the legislature failed to provide funds to analyze the results.
“Dead By Mistake” includes profiles of more than 30 people who died or were injured while seeking medical care. Most lost their lives, some in lingering pain. Others lived on, with paralysis, amputation, burns and emotional distress. Families suffered in the aftermath. In some cases, paperwork was lost, or mischaracterized the cause. “Ranging in age from newborn to 91, these Americans are a small sample of a huge and poorly accounted for population,” said Hearst Newspapers Editor-at-Large Phil Bronstein, who oversaw the project. “To the families, each case is a unique and compelling argument as to why a system that allows such preventable mistakes is intolerable.”
In addition to investigative reporting and case profiles, DeadByMistake.com features an interactive map that provides a state-by-state snapshot of reporting systems and two interactive databases created as part of this investigation. One database tracks hospitals’ participation in three prominent national safety programs. The second brings together the millions of anonymous patient discharge records that Hearst reporters collected from California, Texas, New York and Washington. Hearst worked with expert statisticians at the Niagara Health Quality Coalition, a not-for-profit think tank, to analyze this data to produce never-before published patient safety ratings from medical details buried in hospital records. The results appear on five searchable databases with interactive maps.
“More people die each month of preventable medical injuries than died in the terrorist attacks of September 11, 2001,” Bronstein added. “The annual medical error death toll is higher than that for fatal car crashes.”
Bronstein continued, “‘Dead By Mistake’ is the result of two things converging: a critical and neglected health-care issue that dramatically affects hundreds of thousands of Americans every year and the tireless work of a team of skilled and dedicated journalists.”
The investigation utilized the reporting resources of seven Hearst newspapers—the San Francisco Chronicle, Albany Times Union, San Antonio Express-News, Houston Chronicle, Greenwich Time, Stamford Advocate and the Connecticut Post—as well as SeattlePI.com and Hearst Television. In addition to contributing to the national television, print and Web stories, these Hearst journalists also produced market-specific reports highlighting the results of local investigations. Students, faculty and graduates of the Stabile Center for Investigative Journalism at Columbia University Graduate School of Journalism also contributed research, stories, photos, audio, video and Web content to the report.
“This comprehensive investigation allowed us to draw on the unique journalistic resources of our various Hearst properties and platforms, and enabled us to broaden the breadth and depth of the reporting,” Bronstein said. “This investigation is a new, collaborative way of reporting, but, more importantly, it is a public service focusing on the plague of fatal and preventable hospital errors.”
Friday, August 7, 2009
2009 Annual Conference
The IPAC 2009 Annual Conference in Fredericton, New Brunswick is fast approaching. The theme of this years conference is "Turnarounds". Given the turnaround we need in the economy of the country, the organizers could not have picked a better topic.
The program is going to be stellar with a host of keynote speakers including:
Louise Fréchette, the former Canadian Ambassador to the United Nations, who will be speaking on UN reform;
Roel Becker, Secretary-General for the Reform of the Dutch Government;
Bruce Little, Policy Analyst and Author, on Canada Pension Plan Reform;
Hon. John H. Gomery on Turning Around Canada’s Dysfunctional Accountability Arrangements; and
Martin Wildberger, VP of Sensor Solutions and Director, IBM Canada on Transforming the Planet: A Mandate for Change is a Mandate for Smarter Systems.
In addition there are numerous workshops with fabulous speakers.
And of course, you can savour the hospitality of beautiful New Brunswick. If you have not registered yet, you can still do so by clicking here
I hope to see many of you in New Brunswick.
I will be blogging from the conference, but it won't be the same as being there in person!
Will be driving to Fredericton and plan to stay for a few days of sightseeing after the conference - going to Hopewell Rocks to walk on the ocean floor when the Bay of Fundy is at low tide (don't want to try that at high tide!), going to go whale watching & enjoy beautiful New Brunswick.
The program is going to be stellar with a host of keynote speakers including:
Louise Fréchette, the former Canadian Ambassador to the United Nations, who will be speaking on UN reform;
Roel Becker, Secretary-General for the Reform of the Dutch Government;
Bruce Little, Policy Analyst and Author, on Canada Pension Plan Reform;
Hon. John H. Gomery on Turning Around Canada’s Dysfunctional Accountability Arrangements; and
Martin Wildberger, VP of Sensor Solutions and Director, IBM Canada on Transforming the Planet: A Mandate for Change is a Mandate for Smarter Systems.
In addition there are numerous workshops with fabulous speakers.
And of course, you can savour the hospitality of beautiful New Brunswick. If you have not registered yet, you can still do so by clicking here
I hope to see many of you in New Brunswick.
I will be blogging from the conference, but it won't be the same as being there in person!
Will be driving to Fredericton and plan to stay for a few days of sightseeing after the conference - going to Hopewell Rocks to walk on the ocean floor when the Bay of Fundy is at low tide (don't want to try that at high tide!), going to go whale watching & enjoy beautiful New Brunswick.
Tuesday, August 4, 2009
Health Care - the battle continues
I'm sure that you have all seen those commercials opposing health care reform in the United States from the Americans for Prosperity Foundation that includes a clip of Shona Holmes from Canada. In this commercial, Ms. Holmes makes that claim that if she relied on governments in Canada for treatment she would be dead.
There has been much ink spilled on her illness and the treatment she paid for in the US. Some of the opponents of health care reform in the US have used the "socialized" medicine bogeyman to try to defeat the public health option being discussed in Congress. They have said that they do not want to have a government "bureaucrat" decide on treatment. Unless the treatment is not covered by the provincial health plan, the government "bureaucrat" has nothing to say about the treatment prescribed by your physician. In the US, insurance company representatives can refuse treatment or payment after treatment on a number of grounds. The most recent example is of a women with brain tumors who was refused treatment by her insurance company. Read about it here.
There are many studies that show that a single payer system, as in Canada, is much more efficient that multiple payer systems as in the US. This is on top of providing universal coverage to the population. In the US, 50 million people are not insured and a significant number have inadequate coverage. The US spends almost 20% of its GDP on health care and yet have worse health outcomes than Canada and Western European countries who spend much less through universal programs.
Canada's system is by no means perfect and we still have work to do to ensure better efficiency, effectiveness and affordability of our system.
There has been much ink spilled on her illness and the treatment she paid for in the US. Some of the opponents of health care reform in the US have used the "socialized" medicine bogeyman to try to defeat the public health option being discussed in Congress. They have said that they do not want to have a government "bureaucrat" decide on treatment. Unless the treatment is not covered by the provincial health plan, the government "bureaucrat" has nothing to say about the treatment prescribed by your physician. In the US, insurance company representatives can refuse treatment or payment after treatment on a number of grounds. The most recent example is of a women with brain tumors who was refused treatment by her insurance company. Read about it here.
There are many studies that show that a single payer system, as in Canada, is much more efficient that multiple payer systems as in the US. This is on top of providing universal coverage to the population. In the US, 50 million people are not insured and a significant number have inadequate coverage. The US spends almost 20% of its GDP on health care and yet have worse health outcomes than Canada and Western European countries who spend much less through universal programs.
Canada's system is by no means perfect and we still have work to do to ensure better efficiency, effectiveness and affordability of our system.
Monday, August 3, 2009
Happy Holiday
Today being the first Monday of August it is a holiday in a number of regions of the country...that is:
Ontario - Simcoe Day/Civic Day
Nova Scotia - Natal Day
New Brunswick - New Brunswick Day
Manitoba - Civic Day
British Columbia - British Columbia Day
Prince Edward Island - Natal Day
Saskatchewan - Civic Day
Alberta - Heritage Day
North West Territories - Civic Day
Nunavut - Civic Day
So if you have today off, enjoy!
Ontario - Simcoe Day/Civic Day
Nova Scotia - Natal Day
New Brunswick - New Brunswick Day
Manitoba - Civic Day
British Columbia - British Columbia Day
Prince Edward Island - Natal Day
Saskatchewan - Civic Day
Alberta - Heritage Day
North West Territories - Civic Day
Nunavut - Civic Day
So if you have today off, enjoy!
Saturday, August 1, 2009
Government Motors....oops I mean General Motors
The last number of months has seen that cornerstone of American capitalism, General Motors spiral downward and almost disappear as a corporation. Without the financial backing of the US, Canadian and Ontario governments, the company that was too big to fail would have failed. Not long ago our neighbours to the south used to say "What is Good for GM is good for America". That was when American designed cars ruled the road.
Now GM has gone through bankruptcy and a new General Motors has been created from its best assets with its other so-called assets part of a "Motors Liquidation Company". A friend forwarded me an interesting article from the New York Times about the restructuring of GM.
GM is now a public company, owned by the 3 governments and by the United Auto Workers. The plan is for governments to slowly exit the company over the next 5 years or so. In the meantime, there are some in Canada who are calling for increased transparency from this publicly backed company. I guess all Canadian citizens are now shareholders of GM and that those of us who live in Ontario are doubly lucky as we are also shareholders. Should we expect that GM adhere to the same rules on transparency and accountability that other government funded enterprises (eg: LCBO, Lottery Corp) must follow? This is an interesting question but there are substantial differences between a "government enterprise" and the financial backing that governments have given GM. The biggest is that the government enterprises will remain in the public sphere for policy and regulatory reasons (control of the sale of alcohol or games of chance), whereas governments' foray into the automobile sector is only (hopefully) temporary to salvage important manufacturing jobs and research & development capacity.
Another thought that comes to mind is whether those who have espoused the proposition that "government is the problem" (enunciated famously by Ronald Reagan) have changed their minds as now it seems that "government is the solution" to the financial crisis - just look at the various bank and brokerage house bailouts by government as well as the GM and Chrysler supports plus all the stimulus spending that governments around the world are engaged in. I wait to see what they say!
Now GM has gone through bankruptcy and a new General Motors has been created from its best assets with its other so-called assets part of a "Motors Liquidation Company". A friend forwarded me an interesting article from the New York Times about the restructuring of GM.
GM is now a public company, owned by the 3 governments and by the United Auto Workers. The plan is for governments to slowly exit the company over the next 5 years or so. In the meantime, there are some in Canada who are calling for increased transparency from this publicly backed company. I guess all Canadian citizens are now shareholders of GM and that those of us who live in Ontario are doubly lucky as we are also shareholders. Should we expect that GM adhere to the same rules on transparency and accountability that other government funded enterprises (eg: LCBO, Lottery Corp) must follow? This is an interesting question but there are substantial differences between a "government enterprise" and the financial backing that governments have given GM. The biggest is that the government enterprises will remain in the public sphere for policy and regulatory reasons (control of the sale of alcohol or games of chance), whereas governments' foray into the automobile sector is only (hopefully) temporary to salvage important manufacturing jobs and research & development capacity.
Another thought that comes to mind is whether those who have espoused the proposition that "government is the problem" (enunciated famously by Ronald Reagan) have changed their minds as now it seems that "government is the solution" to the financial crisis - just look at the various bank and brokerage house bailouts by government as well as the GM and Chrysler supports plus all the stimulus spending that governments around the world are engaged in. I wait to see what they say!
Friday, July 31, 2009
Conference Updates
I was recently at two international conferences. The first was the meeting of CAFRAD - The African Training & Research Centre in Administration for Development which is based in Tangiers, Morocco. The conference included delegates from approximately 36 African countries as well as observers such as IPAC. The conference was quite interesting & involved a full day for the Board Meeting (went till past 22h00) as well as two days of presentations and discussions on different topics. I will be writing more about this conference in the next while. IPAC and CAFRAD are in the process of finalizing an MOU that will involve the exchange of information, research and knowledge in public administration.
The second conference I attended was the Annual Meeting of IIAS - the International Institute of Administrative Sciences. The conference took place in Helsinki and was attended by approximately 250 delegates from around the world. The theme of this conference was:"History and future of nation-building, The role of public administrations, civil servants and public finances in nation-building." It was a very interesting conference with a number of great keynote presentations, for example by Jocelyne Bourgon, former Federal Clerk on the new framework for public administration. I will be writing about this in the next week or so as it is very interesting and thought provoking. It is in line with my thoughts about the evolution of public administration from the "New Public Management" model that was espoused in the 1980's and 1990's. There were a number of very interesting workshop presentations, including one by Geraldine Fraser-Molekti and Demetrios Argyriades on the state of Democratic Governance. Also noteworthy was the presentation by the Egyptian Deputy Minister of the Ministry of Administrative Development, Mr. Ashraf Abdelwahab. Egypt has made tremendous strides in e-government. I will be writing about all these presentations in future posts
I should note that IPAC is the Canadian "national section" of IIAS and we are reinvigorating our relationship with IIAS.
To those who have Monday off (it is Simcoe Day in Ontario), have a great long weekend.
The second conference I attended was the Annual Meeting of IIAS - the International Institute of Administrative Sciences. The conference took place in Helsinki and was attended by approximately 250 delegates from around the world. The theme of this conference was:"History and future of nation-building, The role of public administrations, civil servants and public finances in nation-building." It was a very interesting conference with a number of great keynote presentations, for example by Jocelyne Bourgon, former Federal Clerk on the new framework for public administration. I will be writing about this in the next week or so as it is very interesting and thought provoking. It is in line with my thoughts about the evolution of public administration from the "New Public Management" model that was espoused in the 1980's and 1990's. There were a number of very interesting workshop presentations, including one by Geraldine Fraser-Molekti and Demetrios Argyriades on the state of Democratic Governance. Also noteworthy was the presentation by the Egyptian Deputy Minister of the Ministry of Administrative Development, Mr. Ashraf Abdelwahab. Egypt has made tremendous strides in e-government. I will be writing about all these presentations in future posts
I should note that IPAC is the Canadian "national section" of IIAS and we are reinvigorating our relationship with IIAS.
To those who have Monday off (it is Simcoe Day in Ontario), have a great long weekend.
Tuesday, July 28, 2009
Health Care - the battle is on
Well it seems that our friends to the south are in the midst of another Health care battle. The President wants health care reform that would provide coverage to the 50 million American citizens without coverage and also wants to make health care more affordable. Some of those who have come out against his proposals have once again decided to use the Canadian system as the whipping boy.
And then there are the illogical ones such as this so-called pundit...click here Did you understand that????
I will be posting some more on the US Health Care debate in the near future...stay tuned.
And then there are the illogical ones such as this so-called pundit...click here Did you understand that????
I will be posting some more on the US Health Care debate in the near future...stay tuned.
Monday, July 27, 2009
Health Care - Electronic Patient Records
I received a press release today from the National Governors Association in the US about the innovative strategies that many US States are using to achieve integrated health records. There could be some lessons for Canada in this as Electronic Health Records are key to reducing medical errors as well as reducing duplicate & triplicate tests. The brief came from the NGA Center for Best Practices.
Accelerating the Adoption of Electronic Prescribing examines electronic prescribing, or e-prescribing-the computer-based electronic generation and transmission of a prescription. E-prescribing improves patient safety and quality of care, increases prescribing accuracy and efficiency and reduces health care costs by making critical information available to health care providers. The use of e-prescribing will grow as states and others provide support for e-prescribing. In recent years, states annually have doubled the number of prescriptions sent electronically. If states stay the course, this rate of adoption will reach at least 50 percent by 2012, according to State Alliance for e-Health Call to Action for NGA.
Developing and implementing plans to promote e-prescribing can help governors achieve critical health reform goals: achieving higher quality care and enhancing the delivery of health care services. Several strategies are available to states to promote an e-prescribing agenda. These include:
* Developing e-prescribing policies;
* Incorporating e-prescribing into state publicly funded health programs; and
* Implementing financial incentive programs for e-prescribing.
This is very interesting development in the US. I recall a Rand Corporation study from 2005 that estimated the savings from EPR implementation in the USA in the billions of dollars. I will write more about this in the near future.
With the demographic trends and with health care making up close to 50% of provincial budgets, we must find all the efficiencies we can in the delivery of quality and accessible health care.
Accelerating the Adoption of Electronic Prescribing examines electronic prescribing, or e-prescribing-the computer-based electronic generation and transmission of a prescription. E-prescribing improves patient safety and quality of care, increases prescribing accuracy and efficiency and reduces health care costs by making critical information available to health care providers. The use of e-prescribing will grow as states and others provide support for e-prescribing. In recent years, states annually have doubled the number of prescriptions sent electronically. If states stay the course, this rate of adoption will reach at least 50 percent by 2012, according to State Alliance for e-Health Call to Action for NGA.
Developing and implementing plans to promote e-prescribing can help governors achieve critical health reform goals: achieving higher quality care and enhancing the delivery of health care services. Several strategies are available to states to promote an e-prescribing agenda. These include:
* Developing e-prescribing policies;
* Incorporating e-prescribing into state publicly funded health programs; and
* Implementing financial incentive programs for e-prescribing.
This is very interesting development in the US. I recall a Rand Corporation study from 2005 that estimated the savings from EPR implementation in the USA in the billions of dollars. I will write more about this in the near future.
With the demographic trends and with health care making up close to 50% of provincial budgets, we must find all the efficiencies we can in the delivery of quality and accessible health care.
150!Canada
In just a few short years – on July 1, 2017 – Canada will turn 150 years old. It will be our sesquicentennial (trying saying that 3 times in a row quickly) – 150 years since that great experiment of Canadian Confederation was started. Why should you care you may ask. Especially, why start talking about it now in 2009??
Did you know that planning for the 1967 events – our Centennial year – started in 1958 and were at first led by Canadian Association of Adult Education? By that measure we are starting one year late.
1967 marked a period of rejuvenation and renewal for Canada – a time when anything was possible. In that time period, Canada grew up as a nation – a new flag in 1965, the start of many of our most cherished social programs (Medicare for example), and of course a year of celebration that included Expo ’67 in Montréal. I remember that time well. We had just moved from Montréal to Beloeil on the south shore. I remember taking the Metro and visiting many pavilions - I still have my Expo passport with stamps from the Canadian, US, USSR, French, etc pavilions. I also remember that year because the Canadiens were beaten in the Stanley Cup finals by the Maple Leafs (it is the last time that Toronto won the Cup, and of course my beloved Canadiens won many more times after 1967).
It was an exciting time when the potential of Canada seemed limitless and optimism was in the air – or are we looking back at that time with rose coloured glasses? We were all much younger then, so forgive the rose coloured glasses.
I think it is time once again to imagine the possibilities that the future can bring. That is why IPAC in conjunction with MASS LBP is organizing the 150!Canada conference that will be held in March 2010 in Ottawa at the National Arts Centre (The NAC was built in 1967).
We hope that this conference acts as a catalyst to the 2017 celebrations and we plan to bring together community leaders from across Canada to celebrate Canada and to develop a 150!Canada Declaration and Framework that will set out the principles and guide further planning of the Sesquicentennial.
Check out our 150!Canada website and add in your suggestions for 2017 as well as your memories and pictures from 1967. Stay tuned for more information on this important initiative including the exciting conference program, guest speakers and performers.
Did you know that planning for the 1967 events – our Centennial year – started in 1958 and were at first led by Canadian Association of Adult Education? By that measure we are starting one year late.
1967 marked a period of rejuvenation and renewal for Canada – a time when anything was possible. In that time period, Canada grew up as a nation – a new flag in 1965, the start of many of our most cherished social programs (Medicare for example), and of course a year of celebration that included Expo ’67 in Montréal. I remember that time well. We had just moved from Montréal to Beloeil on the south shore. I remember taking the Metro and visiting many pavilions - I still have my Expo passport with stamps from the Canadian, US, USSR, French, etc pavilions. I also remember that year because the Canadiens were beaten in the Stanley Cup finals by the Maple Leafs (it is the last time that Toronto won the Cup, and of course my beloved Canadiens won many more times after 1967).
It was an exciting time when the potential of Canada seemed limitless and optimism was in the air – or are we looking back at that time with rose coloured glasses? We were all much younger then, so forgive the rose coloured glasses.
I think it is time once again to imagine the possibilities that the future can bring. That is why IPAC in conjunction with MASS LBP is organizing the 150!Canada conference that will be held in March 2010 in Ottawa at the National Arts Centre (The NAC was built in 1967).
We hope that this conference acts as a catalyst to the 2017 celebrations and we plan to bring together community leaders from across Canada to celebrate Canada and to develop a 150!Canada Declaration and Framework that will set out the principles and guide further planning of the Sesquicentennial.
Check out our 150!Canada website and add in your suggestions for 2017 as well as your memories and pictures from 1967. Stay tuned for more information on this important initiative including the exciting conference program, guest speakers and performers.
Thursday, July 16, 2009
One small step for man, one giant leap for mankind...40 years ago
Forty years ago, Apollo 11 took off with 3 astronauts - Neil Armstrong, Buzz Aldrin and Michael Collins and journeyed to the moon. The lunar module, codenamed Eagle landed on the moon and Neil Armstrong & Buzz Aldrin became the first men to walk on the moon.
I vividly remember that night in 1969..we gathered in front of that old Black & White TV and watched the grainy footage of the lunar landing and then hearing those famous words as Neil Armstrong became the first man to walk on the moon. NASA has put on their website enhanced photos of that historic voyage at NASA-Apollo
This lunar landing was the culmination of an extraordinary endeavor, led by the public sector. There was an incredible amount of innovation throughout the years that came about because calculated risks were taken to achieve the common objectives.
There are lessons for all of us from this incredible undertaking.
I vividly remember that night in 1969..we gathered in front of that old Black & White TV and watched the grainy footage of the lunar landing and then hearing those famous words as Neil Armstrong became the first man to walk on the moon. NASA has put on their website enhanced photos of that historic voyage at NASA-Apollo
This lunar landing was the culmination of an extraordinary endeavor, led by the public sector. There was an incredible amount of innovation throughout the years that came about because calculated risks were taken to achieve the common objectives.
There are lessons for all of us from this incredible undertaking.
Innovative Management Reception
Well, I'm just back from the reception held for the 8 finalists of the IPAC Innovative Management Award co-sponsored by IBM Canada and KPMG. The reception was held at the Intercontinental Hotel in Toronto (where the finalists will be presenting to the jury tomorrow). It was a great reception - good conversation, fine wine and some finger foods.
I had an opportunity to address the 50 or so guests as did Kim Devooght from IBM and Richard Harris from KPMG. Quite a number of senior folks from the Government of Ontario, including Shelly Jamieson attended the reception.
As I mentioned in my previous post we received over 90 submissions, which underscores the innovative nature of governments right across Canada. It is important that we continue to celebrate public service in Canada and tell the public our success stories. This is the purpose of these awards and the other awards that IPAC runs.
Dylan from our office was taking pictures and I will post some of these in the next little while.
I had an opportunity to address the 50 or so guests as did Kim Devooght from IBM and Richard Harris from KPMG. Quite a number of senior folks from the Government of Ontario, including Shelly Jamieson attended the reception.
As I mentioned in my previous post we received over 90 submissions, which underscores the innovative nature of governments right across Canada. It is important that we continue to celebrate public service in Canada and tell the public our success stories. This is the purpose of these awards and the other awards that IPAC runs.
Dylan from our office was taking pictures and I will post some of these in the next little while.
Wednesday, July 15, 2009
Innovative Management Award/Prix pour gestion innovatrice
Tomorrow night I am attending a reception for the 8 finalists in the IPAC Innovative Management Award for 2009. The award which was established in 1990 is co-sponsored by IBM Canada and KPMG. The theme of the award is "Turnaround" which coincides with the theme of the 2009 annual conference in Fredericton, New Brunswick. This year we received over 90 quality submissions. On Friday the 8 finalists present their projects to the jury. The winners will be announced at the annual conference. Stay tuned for pictures of the reception.
Demain soir je vais a une réception pour les 8 finalistes du Prix IAPC pour gestion innovatrice pour 2009. Ce prix qui fut établi en 1990 est commandité par IBM Canada et KPMG. Le thème pour 2009 est « redressement s» qui s’avère être le même thème de notre conférence annuelle au Nouveau Brunswick. Cette année nous avons reçu plus de 90 soumissions. Vendredi les 8 finalistes vont présenter leur projet aux membres du comite de sélection Les gagnants vont être annoncé a la conférence annuelle a Fredericton.
The 8 finalists are/ les 8 finalistes sont:
“Canada@150” Privy Council Office, Government of Canada
“WelcomeBC Web Site” - BC Ministry of Advanced Education and Labour Market Development, Ministry of Labour and Citizens’ Services,Service BC
“A New Approach to School Infrastructure”, ASAP Project Team, Alberta Infrastructure
“Collaboration Enhances Outcomes for Technological Innovation”, Information Technology, The City of Calgary
“Ontario’s Drinking Water Safety Net”, Drinking Water Management Division, Ontario Ministry of the Environment
“Patient Safety Indicator Public Reporting” Ontario Ministry of Health and Long Term Care
“‘L’Accent sur l’avenir’ of French-language Services: Modernization of the traditional accountability paradigm & innovation in leadership training” Office des affaires francophones/Office of Francophone Affairs - Ontario
“Revenue Québec: Indices de richesse” Revenue Québec
Good luck to all the finalists! Bonne Chance aux finalistes!
Demain soir je vais a une réception pour les 8 finalistes du Prix IAPC pour gestion innovatrice pour 2009. Ce prix qui fut établi en 1990 est commandité par IBM Canada et KPMG. Le thème pour 2009 est « redressement s» qui s’avère être le même thème de notre conférence annuelle au Nouveau Brunswick. Cette année nous avons reçu plus de 90 soumissions. Vendredi les 8 finalistes vont présenter leur projet aux membres du comite de sélection Les gagnants vont être annoncé a la conférence annuelle a Fredericton.
The 8 finalists are/ les 8 finalistes sont:
“Canada@150” Privy Council Office, Government of Canada
“WelcomeBC Web Site” - BC Ministry of Advanced Education and Labour Market Development, Ministry of Labour and Citizens’ Services,Service BC
“A New Approach to School Infrastructure”, ASAP Project Team, Alberta Infrastructure
“Collaboration Enhances Outcomes for Technological Innovation”, Information Technology, The City of Calgary
“Ontario’s Drinking Water Safety Net”, Drinking Water Management Division, Ontario Ministry of the Environment
“Patient Safety Indicator Public Reporting” Ontario Ministry of Health and Long Term Care
“‘L’Accent sur l’avenir’ of French-language Services: Modernization of the traditional accountability paradigm & innovation in leadership training” Office des affaires francophones/Office of Francophone Affairs - Ontario
“Revenue Québec: Indices de richesse” Revenue Québec
Good luck to all the finalists! Bonne Chance aux finalistes!
Vanier Medal 2008/ Médaille Vanier 2008
On April 20, 2009 at the Supreme Court of Canada, the Chief Justice of the Supreme Court presented to Margaret Bloodworth the Vanier Medal. The award is handed out by the Institute of Public Administration of Canada to recognize an individual who has distinguished themselves throughout their career and contributed to public service in Canada. Margaret served as Deputy Minister in the Government of Canada. Here is a photo montage of the ceremony.
Le 20 avril 2009 a la Cour suprême du Canada, la juge en chef a présenté la médaille Vanier a Margaret Bloodworth. Une fois par an l’Institut d’administration publique du Canada remet, en témoignage de services éminents et exceptionnels, la médaille Vanier à une personne qui a fait preuve d’un leadership hors pair en administration publique et dans la fonction publique au Canada ou qui, par ses publications ou autres réalisations, a apporté une importante contribution au domaine de l’administration publique ou de la fonction publique au Canada. Voici un "vidéo" de la ceremonie.
Le 20 avril 2009 a la Cour suprême du Canada, la juge en chef a présenté la médaille Vanier a Margaret Bloodworth. Une fois par an l’Institut d’administration publique du Canada remet, en témoignage de services éminents et exceptionnels, la médaille Vanier à une personne qui a fait preuve d’un leadership hors pair en administration publique et dans la fonction publique au Canada ou qui, par ses publications ou autres réalisations, a apporté une importante contribution au domaine de l’administration publique ou de la fonction publique au Canada. Voici un "vidéo" de la ceremonie.
Monday, July 13, 2009
New Blog Layout/Nouveau blogue
Well, I've decided to move my blog from being embedded on the IPAC site (with its limitations) to using Blogger. This way, I can create a more diverse and bilingual blog.
J'ai decidé de transferer mon blogue du site de l'IAPC au site "Blogger". De cette façon je pourrai crée de meilleurs "posts"
J'ai decidé de transferer mon blogue du site de l'IAPC au site "Blogger". De cette façon je pourrai crée de meilleurs "posts"
Thursday, June 11, 2009
Back after a long delay
It's been a long time since I last blogged. I have been finishing an Executive program which has kept me very busy.....
Well that program is all done & I now have some spare time to blog once again. I will be attending the Lac Carling conference at Niagara on the Lake on Sunday till Tuesday and I will blog from there and will let you know what is happening at the conference.
IPAC has a number of new and exciting events coming up. Some are already on our site - for example the Mastering Employee Engagement & Organizational Change Conference on June 23rd and 24th. Other very special events and activities will be announced in the next week or so...stay tuned.
In the next number of weeks I will be attending a couple of conferences overseas and will blog from there as well as resume some video blogs.
Speaking of videos, check out our "video" of the Vanier Medal award ceremony that took place at the Supreme Court of Canada on April 20, 2009. Go to "Awards...Vanier Medal" on the left hand menu to see Margaret Bloodworth receive the Vanier Medal from the Chief Justice of the Supreme Court of Canada.
Well that program is all done & I now have some spare time to blog once again. I will be attending the Lac Carling conference at Niagara on the Lake on Sunday till Tuesday and I will blog from there and will let you know what is happening at the conference.
IPAC has a number of new and exciting events coming up. Some are already on our site - for example the Mastering Employee Engagement & Organizational Change Conference on June 23rd and 24th. Other very special events and activities will be announced in the next week or so...stay tuned.
In the next number of weeks I will be attending a couple of conferences overseas and will blog from there as well as resume some video blogs.
Speaking of videos, check out our "video" of the Vanier Medal award ceremony that took place at the Supreme Court of Canada on April 20, 2009. Go to "Awards...Vanier Medal" on the left hand menu to see Margaret Bloodworth receive the Vanier Medal from the Chief Justice of the Supreme Court of Canada.
Friday, April 10, 2009
Innovation and Risk
This week the Globe & Mail's ROB interviewed Tim Jackson, a Venture Capitalist from Kitchener-Waterloo. His message about calculated risk-taking in order to innovate and learning from our failures resonates.
I've known Tim, who is a partner in Tech Capital Partners for many years (all the way back to student politics days). In his interview he talks about learning from our failures and not being afraid to take calculated risks. The message he has for the private sector is one that applies amply to the public sector.
To link to the article in the Globe & Mail and the video.
We bemoan the minutest failures in government - they usually end up in BIG headlines in the newspaper - without realizing that, just as in life, not everything works out perfectly. This risk-averseness has resulted in the stifling of innovation and creativity and the explosion of so-called "accountability" agreements, which are nothing more than rules, rules and more rules. We forget that it is sometimes OK to fail as we can learn a lot from the failures. Now, if you keep repeating the same failure & you don't learn anything from them and you take unnecessary risks then you should be held to account.
Just as Tim espouses the need to "celebrate the spirit of entrepreneurship, and understand that failure is okay. You can't innovate without failure" in the private sector, I strongly believe that we need to celebrate innovation in the public sector as well.
I've known Tim, who is a partner in Tech Capital Partners for many years (all the way back to student politics days). In his interview he talks about learning from our failures and not being afraid to take calculated risks. The message he has for the private sector is one that applies amply to the public sector.
To link to the article in the Globe & Mail and the video.
We bemoan the minutest failures in government - they usually end up in BIG headlines in the newspaper - without realizing that, just as in life, not everything works out perfectly. This risk-averseness has resulted in the stifling of innovation and creativity and the explosion of so-called "accountability" agreements, which are nothing more than rules, rules and more rules. We forget that it is sometimes OK to fail as we can learn a lot from the failures. Now, if you keep repeating the same failure & you don't learn anything from them and you take unnecessary risks then you should be held to account.
Just as Tim espouses the need to "celebrate the spirit of entrepreneurship, and understand that failure is okay. You can't innovate without failure" in the private sector, I strongly believe that we need to celebrate innovation in the public sector as well.
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