Atlas Concept Table for PPG1007 Strategic Implementation

… a resource page for PPG1007 Strategic Implementation

Core concepts on the Atlas for the Munk School’s course on strategic implementation

The table below displays Atlas core concepts that may be pertinent to PPG1007, a required first-year course for MPP students in the University of Toronto’s Munk School of Global Affairs and Public Policy. The concepts have been selected by the Atlas editors on the basis of the 2019-20 course description at https://munkschool.utoronto.ca/publicpolicy/programs/master-of-public-policy-program/mpp-courses/, the 2017-18 student compilation of Top 50 Concept Readings for Toronto MPP Courses, and the detailed 2017-18 syllabus at Toronto PPG1007 Putting Policy into Action – Strategic Implementation of Public Objectives. Toronto PPG1002 Microeconomics for Policy Analysis. The 200 selected concepts are drawn from 33 Atlas topics. The majority of the concepts come from 10 topics in Implementation and Delivery and the balance from 23 topics in 6 other Atlas subjects. See Atlas Concept Tables for Courses for methodology and links to other concept tables.

Atlas Concept Table for PPG1007
200 core concepts in strategic implementation, organized by Atlas subject and topic

Implementation and Delivery

The Study of Implementation and Delivery

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

Downs’ Typology of Officials

Strategic Management in the Public Sector

Strategy

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

Deliverology

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

Implementation and Delivery

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

Knowledge Management

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

Learning and Forgetting Curves

Identifying Best Practices

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

Fraud

Comparing Audit and Evaluation

Good Governance

Codes of Conduct

Internal Control

Internal Auditing

External Audit

Performance Audit

Auditor Independence

Managing Emergencies and Crises

Events, Dear Boy, Events

Crisis Management

Leadership Skills

The Study of Leadership and Communication

Skills and Tacit Knowledge

Teamwork and Tribal Instincts

Trust

Williams’ Real vs Counterfeit Leadership

Negotiating

Determine your BATNA and Reservation Value

Focus on interests not positions

Dealing with Difficult People

Communication Skills

Writing to Persuade

PowerPoint and Data Visualization

Using Plain Language

Writing a Briefing Note

Speaking to Persuade

Beginning with a Grabber

Body Language and Posture

Elevator Pitch

Ending Memorably

Eye Contact

Voice Projection and Volume

Ethics, Rights, and Accountability

The Study of Ethics in Public Policy and Management

Procedural Fairness

Transparency

Ends, Means, and Cost-Benefit Analysis

Dirty Hands

The Means and Ends Dilemma

Responsibility and Accountability

Abuse of Authority

Accountability

Compliance

Delegation of Authority

Due Diligence

Economic Analysis

The Study of Economics

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

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

Governance and Institutions

The Study of Governance and Institutions

Institutions

Governance

Competing Values in Governance and Institutions

Public Interest

Machinery of Government

Political Executive

Prime Minister’s Office

Privy Council Office

Treasury Board Secretariat

Department of Finance

Government Program

Estimates

Institutional Dynamics within Government

Centre vs. Periphery

Guardians vs. Spenders

Staff vs. Line Positions

Speaking Truth to Power

Policy Advisory Systems

Cabinet Decision-Making System

Cabinet Documents

Political Aide

Political Executive vs. Civil Service

Indigenous Governance

Treaty Rights

Nation-to-Nation Relationship

Inherent Right to Self-Government

Self-Government

Organizational Design and Behaviour

Organizational Behaviour

Organizational Theory

Weber’s Theory of Bureaucracy

Organizational Culture

Organization Chart

Organizational Structure Types

Organizational Control

Organizational Policies

Decentralization

Modernizing Government

Management Differences between Public and Private Sectors

Management Consulting

Performance Improvement and Performance Leadership

Private-Public Partnerships

Privatization

Service Standards

Policy Analysis and Process

The Study of Policy Analysis and Process

Trade-off

Policy Consistency

Policy Capacity

Interests and the Policy Process

Interests

Interest Group

Stakeholders

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

Political Business Cycle

Agenda Setting and Media Bias

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

Policy Communities and Networks

Policy Community

Policy Networks

Policy Communities and Networks

Advocacy Coalitions

Evaluation and Performance Measurement

The Study of Evaluation and Performance Measurement

Contrasting Purposes of Evaluation

Categories of Program Evaluation

Cost-Benefit Analysis in Evaluation

Cost-Effectiveness Analysis

Discount Rate

Net Present Value (NPV)

Page created by: Ian Clark, last modified 3 December 2019.

Image: Sail Canada, CEO Column, at https://www.sailing.ca/ceo-column-sail-canada-strategic-direction-p199728, accessed 2 December 2019.