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Business Planning and the New Public Management: An Ontario Perspective

This paper shows how New Public Management theories affected the restructuring process in the Ontario Public Sector (OPS), beginning in 1995, by examining the changes that were implemented within the Ontario Ministry of Community and Social Services or MCSS, (which was later renamed the Ontario Ministry of Community, Family and Children’s Services or MCFCS), and a not-for-profit social service agency. NPM was embraced by the Conservative government which was in power from June 1995 to October 2003. The Conservatives spearheaded many changes including introducing business planning as a compulsory exercise for their various ministries. This paper shows that many of the NPM techniques implemented by the government were considered positive by the employees working within the MCFCS such as more entrepreneurial managerial techniques and the increased use of technology. Nonetheless, many workers complained of an incomplete linkage between ministry business planning and agency activities. The paper suggests, therefore, that NPM has produced some positive benefits but an overall assessment cannot be made until more information is available.