Atlas Concept Table for ADMN470 Reforming Government

… a resource page for ADMN470 Reforming Government

Core concepts on the Atlas for the School of Public Administration’s course on reforming government

The table below displays Atlas core concepts that may be pertinent to ADMN470, a fourth-year undergraduate course that is also an elective course for Master’s students in University of Victoria, School of Public Administration. The concepts have been selected by the Atlas editors on the basis of the detailed syllabus found at ADMN470 Reforming Government. They are drawn from a wide variety of topics in six different subjects. See Atlas Concept Tables for Courses for methodology and links to other concept tables.

Atlas Concept Table for ADMN470
250 core concepts in reforming government, organized by Atlas subject and topic

Governance and Institutions

The Study of Governance and Institutions





Competing Values in Governance and Institutions

Public Interest

Public Administration

Public Management

Machinery of Government

Machinery of Government

Political Executive

Prime Minister

Prime Minister’s Office


Office of the Premier

Privy Council Office

Clerk of the Privy Council

Prime Minister as First Among Equals

Prime Minister as CEO

Prime Ministerial Prerogatives

Cabinet Selection

Treasury Board Secretariat

Department of Finance

Public Service Commission

Merit Principle

Agents of Parliament

Government Program


Institutional Dynamics within Government

Centre vs. Periphery

Guardians vs. Spenders

Staff vs. Line Positions


Regional Minister

Cabinet Solidarity and Secrecy

Speaking Truth to Power

Policy Advisory Systems

Cabinet Decision-Making System

Cabinet Documents

Political Aide

Political Executive vs. Civil Service


Distribution of Powers

Intergovernmental Relations

Indigenous Governance

Treaty Rights

Nation-to-Nation Relationship

Inherent Right to Self-Government


Organizational Design and Behaviour

Organizational Behaviour

Organizational Theory

Weber’s Theory of Bureaucracy

Organizational Culture

Organization Chart

Organizational Structure Types

Organizational Control

Dynamic Resource Reallocation

Organizational Policies


Modernizing Government

New Public Management

Kernaghan’s Bureaucratic/Post-bureaucratic Framework

Aucoin’s New Public Governance

Networked Governance


Quasi-Public Corporation

Management Differences between Public and Private Sectors

Management Consulting

Performance Improvement and Performance Leadership

Private-Public Partnerships


Red Tape Reduction

Service Standards

Human Resource Management Reforms

Performance-Related Pay

Public Sector Innovation

Public Sector Leadership and Communication

Leadership Skills

The Study of Leadership and Communication

Skills and Tacit Knowledge

Teamwork and Tribal Instincts


UK Civil Service Leadership Statement

Williams’ Real vs Counterfeit Leadership


Determine your BATNA and Reservation Value

Focus on interests not positions

Dealing with Difficult People

Policy Analysis and Process

The Study of Policy Analysis and Process

Policy Analysis

Policy Design

Public Policy


Policy Consistency

Policy Capacity

Interests and the Policy Process


Interest Group

Endowment Effect

Elite Theory


Problem Definition and Agenda Setting

Pal’s Aspects of Problem Definition

Issue Framing

Policy Crises, Policy Entrepreneurs, and Political Entrepreneurs

Focusing Event

Path Dependence

Policy Images

Policy Window

Supply and Demand for Policy Analysis

Political (Party) Platform

Political Business Cycle

Agenda Setting and Media Bias

Convergence Theory

Policy Instruments and Design

Typologies of Policy Instruments

Policy Design and Social Values

Models of Decision Making

Rational Decision Making Model

Satisficing Behaviour

Lindblom’s Incrementalism and Muddling Through

Maximizing Behaviour

Bounded Rationality


Behavioural Economics

Libertarian Paternalism

Postmodernist Critiques of Rational Decision Making

Policy Communities and Networks

Policy Community

Policy Networks

Policy Communities and Networks

Advocacy Coalitions

Ethics, Rights, and Accountability

The Study of Ethics in Public Policy and Management

Procedural Fairness


Ends, Means, and Cost-Benefit Analysis

Dirty Hands

The Means and Ends Dilemma

Responsibility and Accountability

Abuse of Authority



Delegation Matrix

Delegation of Authority

Due Diligence

Economic Analysis

The Study of Economics


Incentives and Introduction to Economics

Invisible Hand

Economic Efficiency

Market Failure

Unintended Consequences

Opportunity Cost

There Ain’t No Such Thing As A Free Lunch – TANSTAAFL



Behavioural Economics

Labour Markets, Transfers, and Personal Taxes

Human Capital

Sheepskin (or Credential) Effects

Public Goods and Commons Problems

Public Good

Common Resource

Free Riding

Forced Rider

Tragedy of the Commons

Evaluation and Performance Measurement

The Study of Evaluation and Performance Measurement

Klitgaard’s Policy Analysis and Evaluation Version 2.0

Contrasting Purposes of Evaluation

Categories of Program Evaluation

Cost-Benefit Analysis in Evaluation

Cost-Effectiveness Analysis

Discount Rate

Net Present Value (NPV)

Implementation and Delivery

The Study of Implementation and Delivery

Implementation vs. Policy Design

Implementation Theory

Pressman & Wildavsky’s Implementation Model

Bardach’s Eightfold Path to More Effective Problem Solving

Hogwood & Gunn’s Elements for Successful Implementation

Principal-Agent Problem

Public Choice Theory

Allison’s Three Models of Government Action

Fayol’s Theory of Administration

Niskanen’s Budget Maximizing Model

Downs’ Typology of Officials

Strategic Management in the Public Sector


Strategic Public Management

Leonard’s Note on Public Sector Strategy-Building

Kennedy School’s Value-Capacity-Support Model

Public Value

Political Management

Operational Management

Public Authority

Moore’s Strategic Triangle

Public Value Account

Public Value Scorecard

Moore’s Legitimacy and Support Perspective

Moore’s Operational Capacity Perspective

Designing the Delivery Model

Bardach’s Step One – Define the Problem

Bardach’s Things Governments Do

Doing Nothing as a Policy Instrument

Using Information-Based Policy Instruments

Using Expenditure-Based Policy Instruments

Grants and Contributions

Incrementality and Fungibility

Using Taxation-Based Policy Instruments

Using Regulation-Based Policy Instruments

Using Direct Provision as a Policy Instrument

Delivery Chain

Promoting Innovation and Driving Change

Digital Government and e-Government

Quality Service and Service Standards

Integrated Service Delivery


Gartner Hype Cycle

Not-Invented-Here (NIH) Syndrome

Hawthorne Effect

Open Policy Making

OECD’s Observatory of Public Sector Innovation

Encouraging Innovation by Rewarding Risk

Public Service Transformation

Social Tools and Organizational Performance

Deep Policy Reform vs. Normal Policy Making

Innovation Hub

Policy Lab

Nesta – a Global Innovation Foundation

Management Improvement Methodologies – TQM, Six Sigma, and Lean

Change Management

Consulting and Communicating on Policy

The Crucial Role of Communication

Consulting Stakeholders and Engaging Citizens

Public Opinion Research

Communications Plan

Open Government

Policy Issue Paper

Access to Information (Freedom of Information) Policies

Making Your Story Sticky with S.U.C.C.E.S.

Communication Nudges and Behavioural Economics

Organizing and Measuring for Performance

Performance Measurement

Performance Reporting

Attribution Problem

Confirmation Bias

Promoting Learning

Building a Learning Organization

Encouraging Experimentation

Learning from Failure

Experiential Learning

Problem-Based, Project-Based, and Team-Based Learning

Centre of Excellence

Talent Management

Learning and Development for OPS Executives

Competencies Targeted in Public Manager Training

Knowledge Management

Civil Service Learning’s “What does good learning look like?”

Learning and Forgetting Curves

Identifying Best Practices

Best Practices Advice on the Atlas

Pal’s Good Governance Benchmarks

Implementing through Partners and Networks

Using Partnership as a Policy Instrument

Kernaghan’s Classification of Partnerships

Public-Private Partnership Models

Controlling Fraud, Waste, and Abuse

Misconduct vs. Deficiency


Comparing Audit and Evaluation

Good Governance

Codes of Conduct

Internal Control

Modern Comptrollership

Internal Auditing

External Audit

Performance Audit

Auditor Independence

Managing Emergencies and Crises

Events, Dear Boy, Events

Crisis Management

Relating the week-by-week course outline to Atlas topics

Another way to present Atlas resources that are relevant to a course is to identify the most pertinent Atlas topics for each seminar topic. This is done in the table below, which is reproduced from the course page ADMN470 Reforming Government.

Week-by-week course outline for ADM470 with related Atlas topics
Primary Atlas Topic
Secondary Atlas Topic
1. Context and Eras of Government Reform The Study of Governance and Institutions The Study of Implementation and Delivery
2. What Drives & Limits Government Reform? Institutional Dynamics within Government The Study of Policy Analysis and Process
3. Government-Centered Reform Modernizing Government Institutions and the Policy Process
4. Citizen-Centered Reform Promoting Innovation and Driving Change Consulting and Communicating on Policy
5. Network-Enabled Reform Policy Communities and Networks Implementing through Partners and Networks
6. Digital-Driven Reform Promoting Innovation and Driving Change Modernizing Government
7. Implementing Reform Strategic Management in the Public Sector Institutional Dynamics within Government
8. Trajectories of Reform Promoting Innovation and Driving Change Ideas and the Policy Process
9. Ongoing and Overlapping Reforms in Government Institutional Dynamics within Government Promoting Learning
10. Monitoring Reform in Government Organizing and Measuring for Performance Evaluation and the Policy Cycle
11. Presentations: Case Studies in Government Reform Writing to Persuade Speaking to Persuade
12. Reflections on Reforming Government
Student help in identifying core concepts

As described in Atlas Core Curriculum Project, the Atlas relies on students to help identify and refine core concepts based on their experience in MPP and MPA courses. It is hoped that ADMN470 students will help refine the table below through commentary on which concepts in the course material they find most useful.

Page created by: Ian Clark, last modified 9 December 2019.

Image: The New Indian Express, WTO must reform to survive, 18 May 2019, at, accessed 25 November 2019.