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At the request of the Privy Council Office, '''the Canada School of the Public Service (CSPS)''' has identified recommended readings related to the management of transitions of government. This list supplements Deputy Minister and senior leader learning events to be held by CSPS in 2019.

At the request of the Privy Council Office, '''the Canada School of the Public Service (CSPS)''' has identified recommended readings related to the management of transitions of government. This list supplements Deputy Minister and senior leader learning events to be held by CSPS in 2019.

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The selected readings examine both political and public service perspectives on transition and draw on experiences from past transitions within Canada and abroad. In the case of longer pieces, shorter excerpts focusing on aspects most relevant to public servants are provided. 

The selected readings examine both political and public service perspectives on transition and draw on experiences from past transitions within Canada and abroad.  

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For ease of reference, readings have been organized by: the federal experience; other Canadian/provincial experiences; and, international experience.  

For ease of reference, readings have been organized by: the federal experience; other Canadian/provincial experiences; and, international experience.  

d’Ombrain, N. (1998). Canada: Managing Transitions of Government. Machinery of Government (MOG) Privy Council Office (PCO) copy of paper, originally provided to OECD. </big></span>

d’Ombrain, N. (1998). Canada: Managing Transitions of Government. Machinery of Government (MOG) Privy Council Office (PCO) copy of paper, originally provided to OECD. </big></span>

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<span style="color: #20515F">'''''Summary''''':</span> d’Ombrain examines the role of the Clerk of the Privy Council and Secretary of the Cabinet in his responsibilities for managing the transition of government. Topics include: the history of preparing for federal transitions; the key points for ensuring a successful transition; a walk-through of the different phases involved in a transition; and, the substance and presentation of transition briefings. This paper was prepared by a former Assistant Secretary of Machinery of Government at PCO, and is suited for those seeking a view of transition from a senior and experienced practitioner at the centre of government. A copy of this paper is enclosed as Appendix 2.  

<span style="color: #20515F">'''''Summary''''':</span> d’Ombrain examines the role of the Clerk of the Privy Council and Secretary of the Cabinet in his responsibilities for managing the transition of government. Topics include: the history of preparing for federal transitions; the key points for ensuring a successful transition; a walk-through of the different phases involved in a transition; and, the substance and presentation of transition briefings. This paper was prepared by a former Assistant Secretary of Machinery of Government at PCO, and is suited for those seeking a view of transition from a senior and experienced practitioner at the centre of government.  

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Bourgault, Jacques et Stéphane Dion. (1993). Chapter 6 « Étude d’une transition gouvernmentale : Le cas du Québec en 1985 » in Taking Power – Managing Government Transitions / Prendre le Pouvoir – La gestion des transitions gouvernementales. Toronto: The Institute of Public Administration of Canada. </big></span>

Bourgault, Jacques et Stéphane Dion. (1993). Chapter 6 « Étude d’une transition gouvernmentale : Le cas du Québec en 1985 » in Taking Power – Managing Government Transitions / Prendre le Pouvoir – La gestion des transitions gouvernementales. Toronto: The Institute of Public Administration of Canada. </big></span>

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<span style="color: #20515F">'''''Summary''''':</span> After the December 2nd 1985 Québec election and a Parti Québécois defeat, it took less than ten days for the Parti liberal du Québec to transition into government.  This chapter highlights three aspects of the transition: the transition team approach as a balancing act between planning ahead and remaining flexible; structural changes to implement priorities and leaning the decision-making process; and the dynamics between the public service and the incoming government, with a deputy minister shuffle.  A copy of this chapter (in French) is enclosed (Appendix 4).

<span style="color: #20515F">'''''Summary''''':</span> After the December 2nd 1985 Québec election and a Parti Québécois defeat, it took less than ten days for the Parti liberal du Québec to transition into government.  This chapter highlights three aspects of the transition: the transition team approach as a balancing act between planning ahead and remaining flexible; structural changes to implement priorities and leaning the decision-making process; and the dynamics between the public service and the incoming government, with a deputy minister shuffle.