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Implementation Environment

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Applying an Implementation Lens
Balanced Scorecard as a Strategy for Performance Improvement
Building Coalitions
Bureaucratic Politics, Organizational Design and Decision-Making
Cognitive Biases
Defining Policy Problems and Policy Making Under Pressure
Developing Networks for Improvement
Efficiency, Effectiveness, and Instrument Choice
Financing and Fundraising in the Third Sector
Implementation and Policy
Implementation and Policy
Implementation and Risk
Implementation and the Budget Context
Implementation Environment
Implementing through Markets
Implementing with Partners
Improving Organizational Performance Through Competition
Learning as a Performance Strategy
Leveraging Diversity
Managing a Global Team
Managing Conflict
Managing Partnerships: Multi-Party Arrangements
Managing Risk: The “New” Way Forward in Managing?
Mission and Strategy
Models of Policy Making
Modernization of Public Sector Organizations
Multi-Level Governance
Network Assessment and Analysis
Operations and Marketing Strategy
Organizational Alignment
Organizational Behaviour
Organizational Culture
Organizational Performance and Management Reform
Organizing for Collaboration and Partnership
Organizing for Performance
Overview of Recent Trends in Public Administration
Performance Information as a Management Tool
Policy Analysis and Contemporary Governance
Policy Design and Instrument Choice
Policy Evaluation
Public Services in the Age of Restraint - new public service delivery models and the quest to do better with less
Public-Private Partnerships
Recent Trends from Comparative Public Administration
Rules vs. Discretion
The Crisis of “Governability” (1970s) and its Effects
The Meaning of Strategy in Public Management
The Role of Leadership in Strategy and Implementation
The Role of the Board and Strategic Governance in Third Sector Organizations
The Shift to Public Governance
Theories of Human Motivation and Decision Making: Rational Choice
Working in Teams


A Teaching Topic in Strategy and Structure

Implementation Environment

This teaching topic examines the stakeholders and other immediate influencers of the implementation environment - how the landscape for implementation is characterized by complex networks of players across public, private and non-profit sectors. How does the policy tool chosen shape this landscape? What does government bring to the implementation table, and what do other players? How do these get aligned to secure public value despite such constraints as time, money, organizational capacity?  

Recommended Reading (University of Toronto PPG-1007)

Moore, Mark H. Creating Public Value: Strategic Management in Government. (Cambridge, Mass: Harvard University Press, 1995). Chapter 1,13-21, Chapter 3, 57-77.

‘Alberta’s and Ontario’s liquor boards: why such divergent outcomes?, M.G. Bird, Canadian Public Administration, December 2010, pp. 509-527.

Pearl Eliadis, Margaret M. Hill and Michael Howlett, eds. Designing Government: From Instruments to Governance. (McGill-Queen’s University Press, 2005). Introduction, 6-14.

Donahue, John D. and Richard J. Zeckhauser, "Public-Private Collaboration", in Michael Moran, Rein and Goodwin, eds. The Oxford Handbook of Public Policy. (New York: Oxford University Press, 2006). 496-522.

B. Guy Peters, "Concepts and Theories of Horizontal Policy Management", in B. Guy Peters and Jon Pierre, eds. Handbook of Public Policy. (Thousand Oaks, California: Sage, 2006). 113-135.

Source: University of Toronto PPG-1007 Syllabus, 2012.

Page created by: Ian Clark, last updated 21 February 2013.

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School of Public Policy and Governance