Atlas107 Implementation and Delivery

… one of the core Atlas Courses

Atlas course syllabus

This Atlas course syllabus covers the 12 normed topics in the subject of Implementation and Delivery deemed to be core learning requirements for graduates of MPP and MPA programs.

Learning outcomes

On successful completion of this course students will be familiar with the theories and principles in the topics and concepts noted below.

Normed topics

The topics are normed in having a volume of content capable of being taught in one course-week of instruction − nominally 3 hours of in-class work and 7 hours of outside-class reading.

1. The Study of Implementation and Delivery
2. Strategic Management in the Public Sector
3. Designing the Delivery Model
4. Securing Legal Authority and Budgetary Resources
5. Promoting Innovation and Driving Change
6. Consulting and Communicating on Policy
7. Organizing and Measuring for Performance
8. Managing Risk
9. Promoting Learning
10. Implementing through Partners and Networks
11. Controlling Fraud, Waste, and Abuse
12. Managing Emergencies and Crises

Like other normed topics on the Atlas, each of these has a topic description, links to core concepts relevant to the topic, learning outcomes, a reading list drawn from available course syllabi, and a series of concept comprehension questions.

Core concepts

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 Sabatier & Muzmanian’s Framework of the Implementation Process Bardach’s Implementation Game Eggers & O’Leary’s Project Management Framework for Implementation Principal-Agent Problem Public Choice Theory Fiscal Context Allison’s Three Models of Government Action Fayol’s Theory of Administration Niskanen’s Budget Maximizing Model Strategic Management in the Public Sector Strategy Leonard’s Note on Public Sector Strategy-Building Kennedy School’s Value-Capacity-Support Model Public Value Moore’s Strategic Triangle Public Value Account Public Value Scorecard Strategic Public Management Public Authority Political Management Operational Management Designing the Delivery Model Bardach’s Things Governments Do Doing Nothing as a Policy Instrument Using Information-Based Policy Instruments Using Expenditure-Based Policy Instruments Using Taxation-Based Policy Instruments Using Regulation-Based Policy Instruments Using Direct Provision as a Policy Instrument Securing Legal Authority and Budgetary Resources Programs and Budgeting Capital Expenditure Authority Operating Expenditure Authority Legislative Authority Regulatory Authority Hiring Authority Contracting Authority Advertising Authority Public Opinion Research Authority Travel Authority

Consulting and Communicating on Policy The Crucial Role of Communication Consulting Stakeholders and Engaging Citizens Cognitive Dissonance Dunn’s Four-stage Process of Communicating Policy-relevant Knowledge Policy Issue Paper Dunn’s Four-stage Process of Communicating Policy-relevant Knowledge Policy Issue Paper The Role of Ideas in Policymaking Postmodernist Policy Analysis Symbolic Representation and Narrative Media Bias and Agenda Setting Communication Nudges and Behavioural Economics Pal’s Comparison of Academic and Policy Research Implementing through Partners and Networks Using Partnership as a Policy Instrument Using Internationalization as a Policy Instrument Using Procedural and Institutional Policy Instruments Network Targets Policy Community Advocacy Coalitions Policy Networks Kernaghan’s Classification of Partnerships Partnerships and Horizontal Management Public-Private Partnership Models Organizing and Measuring for Performance Attribution Problem Performance Reporting Performance Measurement Confirmation Bias Managing Risk Implications of Nonlinearity and Complexity Risk in Public Management Risk Assessment

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 Controlling Fraud, Waste, and Abuse Corruption and Public Integrity Misconduct vs. Deficiency Fraud Fraud, Waste, and Abuse in Benefit Programs Comparing Audit and Evaluation Good Governance Codes of Conduct Internal Control Modern Comptrollership Internal Auditing External Audit Performance Audit Auditor Independence 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 Managing Emergencies and Crises Emergency Management Events, Dear Boy, Events Crisis Management Expectations vs. Reality in Crisis Management

Atlas resource pages relevant to Implementation and Delivery

Beyond Policy Analysis

Course syllabi sources

[to come]

Recommended readings [TO COME]

Week 1: The Study of Implementation and Delivery

[TO COME]

Week 2: Strategic Management in the Public Sector

[TO COME]

Week 3: Designing the Delivery Model

[TO COME]

Week 4: Securing Legal Authority and Budgetary Resources

[TO COME]

Week 5: Promoting Innovation and Driving Change

[TO COME]

Week 6: Consulting and Communicating on Policy

[TO COME]

Week 7: Organizing and Measuring for Performance

[TO COME]

Week 8: Managing Risk

[TO COME]

Week 9: Identifying Best Practices

[TO COME]

Week 10: Implementing through Partners and Networks

[TO COME]

Week 11: Controlling Waste, Fraud, and Corruption

[TO COME]

Week 12: Managing Emergencies and Crises

[TO COME]

Concept comprehension questions

[TO COME]

Page created by: Ian Clark, last updated 30 November 2019.

Image: University of Tartu, MA Programme in Democracy and Governance, at http://www.rti.ut.ee/en/admissions/ma-programme-democracy-and-governance, accessed 10 December 2015.