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Implementation and Risk

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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
Organizations
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
TEACHING TOPICS IN POLICY AND MANAGEMENT ANALYSIS
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 and Risk

This teaching topic examines how to identify and prioritize risks in the environment. Context creates risks (fiscal, legal, reputational, operational, organizational capacity, etc.) that can undermine successful implementation and that sometimes can alter the original framing and conception of the policy objective and the implementation strategy to achieve it. How do policy leaders assess and deal with uncertainty and unintended consequences?

Recommended Reading (University of Toronto PPG-1007)

SPPG Case Study, Provincial Nominee Program.

Sparrow, Malcolm. The Character of Harms. (Cambridge University Press, 2008) Introduction, 1-18 and Chapter 6, 101-107. 

Eggers, William and John O’Leary. If We Can Put a Man on the Moon: Getting Big Things Done in Government. (Harvard Business Press, Boston, 2009) Chapter 4, The Overconfidence Trap, 107-134.

Covello, Vincent and Peter Sandman, ‘Risk Communication: Evolution and Revolution’, 2001 at http://www.psandman.com/articles/covello.htm (accessed 21 February 2013).

Sandman, Peter, ‘Risk Communication: Facing Public Outrage’, 1987, at http://www.psandman.com/articles/facing.htm (accessed 21 February 2013).

Radwanski, Adam, "How bold can McGuinty be?", Globe and Mail, 12 October 2011 at http://www.theglobeandmail.com/news/politics/how-bold-can-mcguinty-be/article4351021/ (accessed 21 February 2013). 

‘Program and Policy Analysis: Guide to Risk Assessment Analysis’, Government of Ontario, September 2011.

Taleb, Nassim Nicholas. The Black Swan: The Impact of the Highly Improbable. (Random House: New York, 2007). 300 pages.

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