Led by Karl Salgo, the Public Governance Exchange of the Institute on Governance held a workshop on July 3, 2013. The workshop put a risk lens on governance by discussing risk management approaches in the Government of Canada and the Government of Ontario. Through the examination conducted for this discussion paper, the IOG found two tendencies in public sector risk management practices. First, that governance issues constitute a distinct sphere of risk for public sector organizations, particularly the escalation of… Read more
In the public sector, terminology is not always a reliable indicator of function, and the term “board” can refer to a range of very different entities. This is true even within a single jurisdiction. For example, the Government of Canada includes a number of organizations whose title includes the term “board” in a sense different from that used in this paper – referring variously to administrative tribunals (the Immigration and Refugee Board), organizations with a regulatory mandate (the National Energy… Read more
On March 27 to 28, IOG’s Public Governance Exchange (PGEx) will present a two-day learning conference on oversight relationships in the public sector. This event will bring together senior officials and recognized subject-matter experts from both within and outside government for a multi-faceted, in-depth examination of oversight practices across the Canadian public sector. Balanced and effective oversight is critical to the success of any organization, but plays a distinctive role in the public sector. Public sector organizations, even those with… Read more
The Public Governance Exchange held a workshop entitled Crown Corporation Governance Since the 2005 Review on Monday December 17, 2012. The purpose of the workshop was to examine the evolution of governance practices for federal Crown corporations in recent years, with the comprehensive 2005 Review serving to frame the issues. Specific issues were discussed such as accountability relationships, Board appointments and composition, transparency requirements, and the use of instruments such as letters of expectation and ministerial directives. Also, broad trends were considered… Read more
Our Governance Continuum continues to win converts with its descriptive and analytical power. As we’ve shared it more widely in our leadership programs, speaking engagements and advisory work, leaders across the broader public sector have gained a much more systemic understanding of power and relationships in the modern public sector. They’ve understood some of the sources of friction between players and, critically, learned strategies to work more effectively across the public sector. Like a lot of things, much of modern… Read more
Within Canadaʼs system of government, the Crown corporation is one of the oldest forms of public sector organization outside of the ministerial department, dating back over a century. It is also one of the most widely used: the federal public administration currently includes 47 parent Crown corporations, and subsidiaries that report as parents, which collectively employ some 87,000 full-time equivalent staff.
Growing fiscal pressures and the ongoing need to demonstrate performance to elected leaders and the public are challenging Public Sector leaders. While these issues are no less critical than before the recession, leaders must now consider this new environment. In this context, success for Public Sector leaders calls for a greater understanding of the changing nature of organizational accountability. New insights on the governance of the Canadian public sector are required. The IOG’s Governance Continuum© is a dynamic tool that accommodates… Read more