For Individual Writing Assignment: Essay #2, students are to prepare a properly structured paper that critically evaluates one of the following questions: 1.Explain the major differences between the public and private sectors in Canada and discuss whether or not government in Canada should be run like a business. If yes, why? If no, why not? 2.Should federal and provincial governments in Canada be required by law to run annual balanced budgets? If yes, why? If no, why not? Word Count: Minimum: 1,300 words; Maximum: 1,500 words. Students are to provide documented evidence in the form of at least eight third party citations taken from text books, academic journals, government sources, the news media or other literature to support their work. The academic requirements for the paper are very strict, and many political conclusions need to find out the source to prove, for example： 1, At the top of the political hierarchy is the federal government of Canada whose primary responsibility is to take care of things that affect the entire country such as immigration and defense against external aggression 2, These units of the political organization play roles in the administration of things such as healthcare and education and other areas that are prescribed by the constitution. 3, Such complex relationships have for many years acted as sources of conflict between the state and the provinces, especially in resource allocation. All of the above sentences are required to prove the information. The best things are that all the sentence in this article are from the resources you were found. This is very important for the paper. The word limit is inclusive of quotations and students should present their ideas thoughtfully and succinctly. The bibliography is not counted as part of the word limit. Thesis -Clearly stated, creative, original and insightful -Presents a Point of View (POV) based on a critical analysis of factual evidence and relevant theory Background and Course Content -Contains relevant background information -Includes at least six third party citations -Draws upon course text and lecture material Research, Supporting Data and Analysis -Refers to a full range of relevant current resources (course materials, external sources), and other research -Uses relevant data, analyses and conclusions -Includes a critical analysis of the sources used -Minimum and maximum word counts are respected Conclusions -Are clear, creative, and insightful -Contain a clear, cogent reiteration of, and support for, the central points of the thesis Writing Style and Essay Structure -Essay is very well organized -Central ideas are presented very clearly, cogently, and effectively -There is critical analysis and integration of ideas throughout the paper Grammar and Mechanics -Inclusive of a separate title page -Minimal spelling, punctuation, and grammatical errors -Type-written -Single-spaced12-pt Arial font -One-inch wide margins on all four sides -Written in MS-Word Dalhousie University Bachelor of Management MGMT 2803 Management in the Public Sector Ideologies of Government and Public Service 2 Philosophies of Political Discourse • Three schools of thought have dominated Canadian political discourse and government policy and program development for well over a century ▫ Conservatism ▫ Social democracy ▫ Liberalism 3 The Conservative State State Role • The good government is the one that governs least • The public sector should support the private sector and ensure that it is economically healthy and socially viable Economic Policy • Government regulation of the economy and of private firms should be as limited as possible • Government should support free enterprise and free trade • Government should look for solutions to social and economic problems first from the private sector, from private groups, charities and religious institutions, and from individuals themselves Financial Policy • Taxation should be as limited as possible, and tax policy should be designed to support, not hurt, the private sector • Governments should be fiscally prudent • Tax cuts are always preferable to new spending programs 4 The Conservative State Security Policy • The public must sector must support law and order and national security • Governments should be tough on crime, with an emphasis on punishment over rehabilitation for criminal convicts • Government should support a strong national defence. In a dangerous world, military power is the most important form of power in international relations • International security comes from the ability of the state to project its power onto the world stage in two forms: military capability, and membership in international political and military alliances. A strong private sector able to compete globally through systems of free trade also projects power and therefore fosters security Social Policy • Government should pass laws and design policies that promote the principles of individualism and individual liberty • Government should support family values and traditional social mores. This is emphasized in particular by social conservatives • Government should implement policies to advance individual responsibility 5 The Social Democratic State State Role • The state should set and direct economic and social policies for the common welfare • The state should regulate the private sector to ensure that health and safety standards, labour rights, consumer protection, and environmental protection standards are met Economic Policy • The state should encourage economic development and full employment • The public sector should regulate the private sector and should, if necessary, directly control economic activity through the use of Crown corporations • The state should advance economic nationalism and Canadian control of its leading industries • The government should support a mixed economy 6 The Social Democratic State Financial Policy • The state should support fair and progressive taxation that places the tax burden more fully on those who can more easily bear the cost, including corporations • Taxation should be seen as a social obligation, the payment necessary to provide the goals and services needed by society • Government should be fiscally prudent but not shy away from public spending Security Policy • Domestic security should come from strong social and economic policies. Crime is best dealt with through the preventive measures of a sound educational system, high employment, and an effective welfare system • International security is best achieved through the promotion of social justice, democratic development, and economic improvement throughout the world 7 The Social Democratic State Social Policy • The state should guarantee that all citizens have equal access to core entitlements such as education health care, social security (pensions, employment insurance, welfare benefits) and human rights • Government should respect the private sector but not be afraid to challenge it when necessary to advance the interests of society • Socio-economic change should be measured and gradual • The state should promote multiculturalism, social equality, and human rights • The federal government should promote social justice at home and abroad 8 The Liberal State State Role • The public sector should play a significant role in regulating the private sector • The state should regulate the private sector to ensure that health and safety standards, labour rights, consumer protection, and environmental protection standards are met • The public sector should promote the long-term best interests of the private sector while also advancing broader social and public interests Economic Policy • The state should encourage development and full employment • The federal government should support national infrastructure development • The federal government should support the building of oil and gas pipelines as long as they meet all environmental and social safeguards • The state should advance Canadian economic nationalism • The government should support a mixed economy 9 The Liberal State Financial Policy • The state should support fair taxation under which the tax burden is placed more fully on those who can more easily bear the cost, including corporations, but taxes should never be allowed to become too high • The wealthy should be expected to pay higher taxes than middle and lower income Canadians because they have benefited most from life in this society • Government should be fiscally prudent but not shy away from public spending Security Policy • The state should be tough on crime but even tougher on the social causes of crime. It should promote sound education, a thriving economy with high unemployment rates, and strong social welfare protections in order to reduce criminality • International security requires a two-pronged approach: a strong national defence capacity coupled with international policies to promote economic development, social justice, and the expansion of liberal democracy throughout the world 10 The Liberal State Social Policy • The state should guarantee that all citizens have equal rights to core entitlements such as education, health care, social security (pensions, employment insurance, welfare benefits) and human rights protection • Government should respect the private sector but not be afraid to challenge it when necessary to advance the interests of society • Socio-economic change should be measured and gradual • The state should promote bilingualism and biculturalism, multiculturalism, social equality, and human rights • The Canadian government should promote social justice at home and abroad 11 Ideologies: a comparative look Conservatism Social Democracy Liberalism Role/Size • Rely on private sector • Least amount of Gov’t • Set economic/social policy • Regulate private sector • Key role in regulation • Promotion of long term interests Regulation • Less • Limited regulation • Strong regulation • Gov’t control • Regulation to ensure standards, protection, rights Taxation • Limited • Favours private sector • Fair/Progressive • Social obligation • Fair taxation • Not too high/much Fiscal Policy • Fiscally prudent • Private sector ad driver • Prudent, but not shy • Mixed economy • Encourage economic development Private Sector • Favoured via taxation • Economic growth driver • Regulated • Crown corporations • Respect, but challenge Enterprise/Trade • Free trade • Free enterprise • Nationalized industries • Advance economic nationalism National Security • Law & order • Strong national defence • Strength from social/economic policies • Promotion of social justice • Welfare protections • Address social causes of crime Military • Strong • Military aliances • Important, but not primary • Strong Social Policy • Family values • Individual liberties • Equal access • Interests of society • Multi-culturalism • Human rights 12 Ideas, Policy, and the Role of the State in Practice The Triumph of the Liberal Centre •An ideology of the centre ▫ It enlists the best and most reasonable ideas of conservatism on the right and Fabian socialism on the left in order to form and effective and coherent set of values and policy approaches ▫ Principled compromise and pragmatic wisdom: moderate centre of political life ― representative of, and appealing to, the moderate centre of political life •Sound economic management and balanced support for a wide array of social, environmental and cultural policies designed to serve the needs of all people 13 Ideas, Policy, and the Role of the State in Practice The Triumph of the Liberal Centre • Liberal Party of Canada has used this approach to its advantage and has dominated the centre of the political spectrum; Canada’s Natural Governing Party; most successful federal party over the past century ▫ Expressing generalized support for a mixed economy, Keynesian macroeconomic management, progressive social welfare policy, and moderate taxation regimes Have come characterize what it means to be Canadian Growth of the state in the post-WWII period designed to improve the Canadian social and economic well-being of Canadians ▫ ▫  Social safety net, Universal health care, Post-Secondary Education, Regional development, Official Bilingualism, Multi-culturalism, Human rights policies, Crown corporations, etc.) • ELEVATED THE FEDERAL STATE IN THE ORDINARY LIFE OF THE COUNTRY 14 Ideas, Policy, and the Role of the State in Practice Conservative Variations • Have refashioned themselves numerous times over the years ▫ Added ‘Progressive’ to their official title in the 1940s in an effort to signal to Canadians that the party was not reactionary in its economic thinking • Was never as conservative as its name implied; inspired by RED TORYISM: often endorsed direct state action in economic and social development ▫ 1950s-1980s: just as Keynesian as the Liberal Party; were rarely meaningfully distinguished on any policy or program ▫ Much stronger electorally at the provincial level      Nova Scotia (Robert L. Stanfield) New Brunswick (Richard Hatfield) Ontario (Bill Davis) Alberta (Peter Lougheed) Gov’ts were distinctly Red Tory 15 Ideas, Policy, and the Role of the State in Practice Social Democratic Variations • Forerunner to the New Democratic Party was the Co-operative Commonwealth Federation (CCF) ▫ Founded in the depths of the Great Depression with a socialist mandate; became a force in Saskatchewan under the leadership of Tommy Douglas ▫ Transformed itself and renamed the New Democratic Party (NDP) – emphasizing democracy over socialism ▫ Have been among the most progressive and influential provincial governments in Canadian history; elected in BC, AB, SK, MB, ON and NS; especially in western Canada ▫ Far from radical policy positions; never sought to “socialize’ these provinces; attacked by their own supporters as being too moderate     First in establishing comprehensive, publicly funded medical care First in establishing provincial human rights legislation First in establishing postsecondary student loan programs A leader in promoting provincial Crown corporations and regulatory agencies to oversee the development and management of key economic sectors 16 The Shifting Centre • The liberal centre of the Canadian political spectrum has been the predominant ground for building public support ▫ Moves in response to changing social and economic ideas, so must be defined relative to the times; where the most votes are to be found  Political values of the majority / its nature depends on the desired nature of society / the economy / the role of the state ▫ CENTRE has been shifting to the right over the past 40 years ▫ Trudeau’s Social Liberalism eclipsed by the revived Mulroney Conservatism, the Business Liberalism of the Chretien and Martin governments to the Far Right of Stephen Harper 17 The Shifting Centre 18 The Shifting Centre The Laissez-Faire Decades: 1900-1930s (Laurier, Borden, Meighen and King) • • • • • • Political culture predominately conservative Strong belief in free enterprise, capitalism, market economics Economy largely unregulated Era of small governments with limited impact on the economy Ra of minimal taxation Few public social security systems The Effects of Depression and War: The 1930s and 1940s • Economic collapse and widespread poverty – the system wasn’t working • The federal gov’t takes the lead in directing the economy to work for the war effort; Keynesian economics in full swing / era of social liberalism • National unemployment insurance system introduced in 1940 19 The Shifting Centre Social Liberalism: The 1950s to the 1980s (St. Laurent, Diefenbaker, Pearson, Trudeau) • • • • • • • • Public health care first introduced in SK in 1946 Federal OAS plan introduced in 1952 Federal-provincial system of equalization introduced in 1957 CPP introduced in 1965 National federal-provincial health insurance system introduced in 1968 Official bilingualism introduced in 1969; multiculturalism in 1971 Charter of Rights and Freedoms becomes law in 1982 Through these years government was seen, by many, as an agent of social progress • By the 1980s the Canadian social security system had been built 20 The Centre Shifts Right: The 1980s to 2006 The Brian Mulroney Government: 1984-93 • Growing concern about deficits and debt • Growing belief ▫ That gov’t was too big, too bloated, too expensive ▫ That the private sector needed to be promoted, that free enterprise needed to be unshackled • Federal gov’t promoted ▫ Privatization of federal crown corporations (Air Canada / Petro Canada) ▫ Deregulation of the economy ▫ Canada-US free trade • Established the Goods and Services Tax (GST) 21 The Centre Shifts Right: The 1980s to 2006 The Jean Chrétien Government: 1993-2003 • • • • • Quickly moved to the ‘right’ once in office Endorsed NAFTA, 1994 Maintained the GST Promised to eliminate the federal deficit of $43-billion Between 1995 and 1997 the federal gov’t balanced the budget through a combination of tax revenues gained from a growing national economy, devoting surplus billions of dollars from the EI system to deficit reduction, and mandating major cutbacks to the federal public service (39,444 FT jobs eliminated) through the system of Program Review • Continued with privatization and deregulation of the Canadian economy • Surpluses = tax cuts for individuals and corporations ($100-billion total) as well as paying down the national debt • Signed the Kyoto Accord, but didn’t live up to cutting GHGs 22 The Centre Shifts Right: The 1980s to 2006 The Paul Martin Government: 2004-06 • Maintained the focus on ▫ Tax cuts ▫ Paying down the national debt ▫ Deregulation of the national economy • Supported major spending for health care, Aboriginal policy and national public child care system 23 The Centre Shifts Right: The 1980s to 2006 The Stephen Harper Government: 2006-15 • • • • • • • Strong support for the U.S. in the War on Terror Continued commitment to the NATO mission in Afghanistan Fervent defence of Israel and its security needs Promotion of free trade with the US and other countries Promotion of increased trade relations with China and India Support for the Canadian oil and gas industry Climate change policy that supported the use of carbon emission intensity targets and harmonization of CDN and US environmental policies • A diminished role for the federal gov’t through downsizing, privatization, and deregulation • The downplaying of federal social welfare policy and concomitant support for traditional family values, such as individual responsibility, self-help, private charity, religious marriage, and disciplined child rearing • Recognition that the provinces should take the lead in health, education, and social welfare policies 24 The Centre Shifts Right: The 1980s to 2006 • Harper gov’t sought to reorient CDN politics and public policy to the right of the ideological spectrum ▫ Once with a majority gov’t in 2011› deliberate and well-planned shift of the centre rightward › fundamental reorientation of CDN political culture • Accomplishments ❖ No such thing as a good tax ❖ Tough on crime policies ❖ Downsizing of the federal government ❖ An emphasis on oil and gas development and the building of pipelines ❖ Criticism of national and international climate change initiatives ❖ Use of omnibus budget bills ❖ CDN foreign policy to promote CDN trade & commerce over the promotion of international human rights – support for Israel and Ukraine ❖ Focus on the War on Terror › Bill C-51 25 Staying Power of Key Liberal Dynamics • • • • • • • Abortion remained legal The Canada Health Act remained in place Official bilingualism remained in place Federal multiculturalism policy remained in place CBC funding was reduced, but remained as a Crown Corporation Same with Canada Post Environmental protection legislation was amended and made more limited, but not eliminated • Capital punishment remains a prohibited form of tough-on-crime-policy • Still very restrictive and prohibitive laws concerning handgun ownership compared to the U.S. 26 Trudeau Redux – a return to traditional Liberal values and instincts • • • • • • • • • • • • A middle class tax cut Tax increases for the wealthiest Infrastructure spending Modest federal deficits LOL! Balanced federal budget by 2019 LOL again! Stronger environmental regulations Serious action on climate change Launch an inquiry a national inquiry into missing and murdered Indigenous women Commitment to reconciliation with Indigenous and Aboriginal Peoples To legalize and tax marijuana and possession SEE PAGE 66 TRUDEAU SET THE BAR VERY HIGH FOR HIMSELF 27 Wrap-up • Questions and discussion Dalhousie University Bachelor of Management MGMT 2803 Management in the Public Sector Ideologies of Government and Public Service 2 Philosophies of Political Discourse • Three schools of thought have dominated Canadian political discourse and government policy and program development for well over a century ▫ Conservatism ▫ Social democracy ▫ Liberalism 3 The Conservative State State Role • The good government is the one that governs least • The public sector should support the private sector and ensure that it is economically healthy and socially viable Economic Policy • Government regulation of the economy and of private firms should be as limited as possible • Government should support free enterprise and free trade • Government should look for solutions to social and economic problems first from the private sector, from private groups, charities and religious institutions, and from individuals themselves Financial Policy • Taxation should be as limited as possible, and tax policy should be designed to support, not hurt, the private sector • Governments should be fiscally prudent • Tax cuts are always preferable to new spending programs 4 The Conservative State Security Policy • The public must sector must support law and order and national security • Governments should be tough on crime, with an emphasis on punishment over rehabilitation for criminal convicts • Government should support a strong national defence. In a dangerous world, military power is the most important form of power in international relations • International security comes from the ability of the state to project its power onto the world stage in two forms: military capability, and membership in international political and military alliances. A strong private sector able to compete globally through systems of free trade also projects power and therefore fosters security Social Policy • Government should pass laws and design policies that promote the principles of individualism and individual liberty • Government should support family values and traditional social mores. This is emphasized in particular by social conservatives • Government should implement policies to advance individual responsibility 5 The Social Democratic State State Role • The state should set and direct economic and social policies for the common welfare • The state should regulate the private sector to ensure that health and safety standards, labour rights, consumer protection, and environmental protection standards are met Economic Policy • The state should encourage economic development and full employment • The public sector should regulate the private sector and should, if necessary, directly control economic activity through the use of Crown corporations • The state should advance economic nationalism and Canadian control of its leading industries • The government should support a mixed economy 6 The Social Democratic State Financial Policy • The state should support fair and progressive taxation that places the tax burden more fully on those who can more easily bear the cost, including corporations • Taxation should be seen as a social obligation, the payment necessary to provide the goals and services needed by society • Government should be fiscally prudent but not shy away from public spending Security Policy • Domestic security should come from strong social and economic policies. Crime is best dealt with through the preventive measures of a sound educational system, high employment, and an effective welfare system • International security is best achieved through the promotion of social justice, democratic development, and economic improvement throughout the world 7 The Social Democratic State Social Policy • The state should guarantee that all citizens have equal access to core entitlements such as education health care, social security (pensions, employment insurance, welfare benefits) and human rights • Government should respect the private sector but not be afraid to challenge it when necessary to advance the interests of society • Socio-economic change should be measured and gradual • The state should promote multiculturalism, social equality, and human rights • The federal government should promote social justice at home and abroad 8 The Liberal State State Role • The public sector should play a significant role in regulating the private sector • The state should regulate the private sector to ensure that health and safety standards, labour rights, consumer protection, and environmental protection standards are met • The public sector should promote the long-term best interests of the private sector while also advancing broader social and public interests Economic Policy • The state should encourage development and full employment • The federal government should support national infrastructure development • The federal government should support the building of oil and gas pipelines as long as they meet all environmental and social safeguards • The state should advance Canadian economic nationalism • The government should support a mixed economy 9 The Liberal State Financial Policy • The state should support fair taxation under which the tax burden is placed more fully on those who can more easily bear the cost, including corporations, but taxes should never be allowed to become too high • The wealthy should be expected to pay higher taxes than middle and lower income Canadians because they have benefited most from life in this society • Government should be fiscally prudent but not shy away from public spending Security Policy • The state should be tough on crime but even tougher on the social causes of crime. It should promote sound education, a thriving economy with high unemployment rates, and strong social welfare protections in order to reduce criminality • International security requires a two-pronged approach: a strong national defence capacity coupled with international policies to promote economic development, social justice, and the expansion of liberal democracy throughout the world 10 The Liberal State Social Policy • The state should guarantee that all citizens have equal rights to core entitlements such as education, health care, social security (pensions, employment insurance, welfare benefits) and human rights protection • Government should respect the private sector but not be afraid to challenge it when necessary to advance the interests of society • Socio-economic change should be measured and gradual • The state should promote bilingualism and biculturalism, multiculturalism, social equality, and human rights • The Canadian government should promote social justice at home and abroad 11 Ideologies: a comparative look Conservatism Social Democracy Liberalism Role/Size • Rely on private sector • Least amount of Gov’t • Set economic/social policy • Regulate private sector • Key role in regulation • Promotion of long term interests Regulation • Less • Limited regulation • Strong regulation • Gov’t control • Regulation to ensure standards, protection, rights Taxation • Limited • Favours private sector • Fair/Progressive • Social obligation • Fair taxation • Not too high/much Fiscal Policy • Fiscally prudent • Private sector ad driver • Prudent, but not shy • Mixed economy • Encourage economic development Private Sector • Favoured via taxation • Economic growth driver • Regulated • Crown corporations • Respect, but challenge Enterprise/Trade • Free trade • Free enterprise • Nationalized industries • Advance economic nationalism National Security • Law & order • Strong national defence • Strength from social/economic policies • Promotion of social justice • Welfare protections • Address social causes of crime Military • Strong • Military aliances • Important, but not primary • Strong Social Policy • Family values • Individual liberties • Equal access • Interests of society • Multi-culturalism • Human rights 12 Ideas, Policy, and the Role of the State in Practice The Triumph of the Liberal Centre •An ideology of the centre ▫ It enlists the best and most reasonable ideas of conservatism on the right and Fabian socialism on the left in order to form and effective and coherent set of values and policy approaches ▫ Principled compromise and pragmatic wisdom: moderate centre of political life ― representative of, and appealing to, the moderate centre of political life •Sound economic management and balanced support for a wide array of social, environmental and cultural policies designed to serve the needs of all people 13 Ideas, Policy, and the Role of the State in Practice The Triumph of the Liberal Centre • Liberal Party of Canada has used this approach to its advantage and has dominated the centre of the political spectrum; Canada’s Natural Governing Party; most successful federal party over the past century ▫ Expressing generalized support for a mixed economy, Keynesian macroeconomic management, progressive social welfare policy, and moderate taxation regimes Have come characterize what it means to be Canadian Growth of the state in the post-WWII period designed to improve the Canadian social and economic well-being of Canadians ▫ ▫  Social safety net, Universal health care, Post-Secondary Education, Regional development, Official Bilingualism, Multi-culturalism, Human rights policies, Crown corporations, etc.) • ELEVATED THE FEDERAL STATE IN THE ORDINARY LIFE OF THE COUNTRY 14 Ideas, Policy, and the Role of the State in Practice Conservative Variations • Have refashioned themselves numerous times over the years ▫ Added ‘Progressive’ to their official title in the 1940s in an effort to signal to Canadians that the party was not reactionary in its economic thinking • Was never as conservative as its name implied; inspired by RED TORYISM: often endorsed direct state action in economic and social development ▫ 1950s-1980s: just as Keynesian as the Liberal Party; were rarely meaningfully distinguished on any policy or program ▫ Much stronger electorally at the provincial level      Nova Scotia (Robert L. Stanfield) New Brunswick (Richard Hatfield) Ontario (Bill Davis) Alberta (Peter Lougheed) Gov’ts were distinctly Red Tory 15 Ideas, Policy, and the Role of the State in Practice Social Democratic Variations • Forerunner to the New Democratic Party was the Co-operative Commonwealth Federation (CCF) ▫ Founded in the depths of the Great Depression with a socialist mandate; became a force in Saskatchewan under the leadership of Tommy Douglas ▫ Transformed itself and renamed the New Democratic Party (NDP) – emphasizing democracy over socialism ▫ Have been among the most progressive and influential provincial governments in Canadian history; elected in BC, AB, SK, MB, ON and NS; especially in western Canada ▫ Far from radical policy positions; never sought to “socialize’ these provinces; attacked by their own supporters as being too moderate     First in establishing comprehensive, publicly funded medical care First in establishing provincial human rights legislation First in establishing postsecondary student loan programs A leader in promoting provincial Crown corporations and regulatory agencies to oversee the development and management of key economic sectors 16 The Shifting Centre • The liberal centre of the Canadian political spectrum has been the predominant ground for building public support ▫ Moves in response to changing social and economic ideas, so must be defined relative to the times; where the most votes are to be found  Political values of the majority / its nature depends on the desired nature of society / the economy / the role of the state ▫ CENTRE has been shifting to the right over the past 40 years ▫ Trudeau’s Social Liberalism eclipsed by the revived Mulroney Conservatism, the Business Liberalism of the Chretien and Martin governments to the Far Right of Stephen Harper 17 The Shifting Centre 18 The Shifting Centre The Laissez-Faire Decades: 1900-1930s (Laurier, Borden, Meighen and King) • • • • • • Political culture predominately conservative Strong belief in free enterprise, capitalism, market economics Economy largely unregulated Era of small governments with limited impact on the economy Ra of minimal taxation Few public social security systems The Effects of Depression and War: The 1930s and 1940s • Economic collapse and widespread poverty – the system wasn’t working • The federal gov’t takes the lead in directing the economy to work for the war effort; Keynesian economics in full swing / era of social liberalism • National unemployment insurance system introduced in 1940 19 The Shifting Centre Social Liberalism: The 1950s to the 1980s (St. Laurent, Diefenbaker, Pearson, Trudeau) • • • • • • • • Public health care first introduced in SK in 1946 Federal OAS plan introduced in 1952 Federal-provincial system of equalization introduced in 1957 CPP introduced in 1965 National federal-provincial health insurance system introduced in 1968 Official bilingualism introduced in 1969; multiculturalism in 1971 Charter of Rights and Freedoms becomes law in 1982 Through these years government was seen, by many, as an agent of social progress • By the 1980s the Canadian social security system had been built 20 The Centre Shifts Right: The 1980s to 2006 The Brian Mulroney Government: 1984-93 • Growing concern about deficits and debt • Growing belief ▫ That gov’t was too big, too bloated, too expensive ▫ That the private sector needed to be promoted, that free enterprise needed to be unshackled • Federal gov’t promoted ▫ Privatization of federal crown corporations (Air Canada / Petro Canada) ▫ Deregulation of the economy ▫ Canada-US free trade • Established the Goods and Services Tax (GST) 21 The Centre Shifts Right: The 1980s to 2006 The Jean Chrétien Government: 1993-2003 • • • • • Quickly moved to the ‘right’ once in office Endorsed NAFTA, 1994 Maintained the GST Promised to eliminate the federal deficit of $43-billion Between 1995 and 1997 the federal gov’t balanced the budget through a combination of tax revenues gained from a growing national economy, devoting surplus billions of dollars from the EI system to deficit reduction, and mandating major cutbacks to the federal public service (39,444 FT jobs eliminated) through the system of Program Review • Continued with privatization and deregulation of the Canadian economy • Surpluses = tax cuts for individuals and corporations ($100-billion total) as well as paying down the national debt • Signed the Kyoto Accord, but didn’t live up to cutting GHGs 22 The Centre Shifts Right: The 1980s to 2006 The Paul Martin Government: 2004-06 • Maintained the focus on ▫ Tax cuts ▫ Paying down the national debt ▫ Deregulation of the national economy • Supported major spending for health care, Aboriginal policy and national public child care system 23 The Centre Shifts Right: The 1980s to 2006 The Stephen Harper Government: 2006-15 • • • • • • • Strong support for the U.S. in the War on Terror Continued commitment to the NATO mission in Afghanistan Fervent defence of Israel and its security needs Promotion of free trade with the US and other countries Promotion of increased trade relations with China and India Support for the Canadian oil and gas industry Climate change policy that supported the use of carbon emission intensity targets and harmonization of CDN and US environmental policies • A diminished role for the federal gov’t through downsizing, privatization, and deregulation • The downplaying of federal social welfare policy and concomitant support for traditional family values, such as individual responsibility, self-help, private charity, religious marriage, and disciplined child rearing • Recognition that the provinces should take the lead in health, education, and social welfare policies 24 The Centre Shifts Right: The 1980s to 2006 • Harper gov’t sought to reorient CDN politics and public policy to the right of the ideological spectrum ▫ Once with a majority gov’t in 2011› deliberate and well-planned shift of the centre rightward › fundamental reorientation of CDN political culture • Accomplishments ❖ No such thing as a good tax ❖ Tough on crime policies ❖ Downsizing of the federal government ❖ An emphasis on oil and gas development and the building of pipelines ❖ Criticism of national and international climate change initiatives ❖ Use of omnibus budget bills ❖ CDN foreign policy to promote CDN trade & commerce over the promotion of international human rights – support for Israel and Ukraine ❖ Focus on the War on Terror › Bill C-51 25 Staying Power of Key Liberal Dynamics • • • • • • • Abortion remained legal The Canada Health Act remained in place Official bilingualism remained in place Federal multiculturalism policy remained in place CBC funding was reduced, but remained as a Crown Corporation Same with Canada Post Environmental protection legislation was amended and made more limited, but not eliminated • Capital punishment remains a prohibited form of tough-on-crime-policy • Still very restrictive and prohibitive laws concerning handgun ownership compared to the U.S. 26 Trudeau Redux – a return to traditional Liberal values and instincts • • • • • • • • • • • • A middle class tax cut Tax increases for the wealthiest Infrastructure spending Modest federal deficits LOL! Balanced federal budget by 2019 LOL again! Stronger environmental regulations Serious action on climate change Launch an inquiry a national inquiry into missing and murdered Indigenous women Commitment to reconciliation with Indigenous and Aboriginal Peoples To legalize and tax marijuana and possession SEE PAGE 66 TRUDEAU SET THE BAR VERY HIGH FOR HIMSELF 27 Wrap-up • Questions and discussion Dalhousie University Bachelor of Management MGMT 2803 Management in the Public Sector Institutions of Governance 2 “Government is like an onion. To understand it, you have to peel through many different layers. Most outsiders never get beyond the first or second layer”. Warren Bennis 3 The Political Executive • Prime Minister (PM) and cabinet form the political executive • PM, head of government, is the single most influential person in the federal state • All analyses of Canadian government revolve around the composition and exercise of Prime Ministerial authority ▫ Responsibilities of the executive institutions are nowhere codified within the constitution ▫ PM and organization of the cabinet exist within the realm of constitutional conventions, uncodified yet immensely strong traditions 4 The Political Executive • In the Constitution Act, 1867 ▫ Formal executive power in and over Canada is vested in Her Majesty the Queen (Queen Elizabeth II) and is officially exercised by the Governor General (GG; Her Excellency the Right Honourable Julie Payette 5 The Political Executive • S.13 of the Constitution Act, 1867 also provides for the establishment of the Privy Council, to be appointed by the GG to “aid and advise” that official in the exercise of executive duties, while also stipulating that the exercise of all general powers by the GG “shall be construed as the GG acting by and with the Advice of the Queen’s Privy Council for Canada” ▫ Privy Council is designated as the body that will exercise the de facto (“in fact”) executive authority in the country ▫ When making appointments to the Privy Council, the GG will draw from the members of the political party that commands the confidence of the House, i.e., The Most Seats ▫ Matter of convention, not constitutional law; the most practical course of action 6 The Political Executive • Leader of the governing party becomes Prime Minister; “primus inter pares” – the first among equals – within the Privy Council • Democratic victory entitles the winning party to form a government by assuming command of the Privy Council, which will aid and advise the GG in the exercise of all executive authority within the federal state • Appointments to the Privy Council are lifelong; an honorary testament; close to 400 members currently • Convention is that only privy councilors selected from the current parliament act as the de facto advisers of the GG, forming the real executive within the country = a cabinet chaired by the Prime Minister 7 The Political Executive • After an election, the GG asks the PM to form a government • Bestowed the title “the Right Honourable” • PM advises (really orders) the GG to make other appointments to the Privy Council as a cabinet to assist in the exercise of government power • Those selected are usually appointed as Ministers of the Crown, each responsible for the leadership and oversight of a department, i.e., portfolio, and given the title “the Honourable” • Once sworn into office, the cabinet becomes the power centre of the federal government 8 The Political Hierarchy PM Cabinet Caucus Parliament Electorate 9 The Prime Minister Authority of the Prime Minister can be observed through a variety of powers, privileges, and responsibilities Leading the Governing Party • Personal “stamp” upon the party establishing bonds of loyalty with party members in general and the government caucus in particular • A committed and enthusiastic following 10 The Prime Minister, cont. Selecting a Cabinet • Powers of choice gives a PM extraordinary influence over elected party members — the caucus — and cabinet • He / she alone decides who will gain a seat at the cabinet table • Shapes cabinet’s substance and style • Full power to dismiss a Minister; they serve “at the pleasure” of the PM — continuation in office depends on maintaining the PM’s trust and support 11 The Prime Minister, cont. Shaping the Decision-Making Structure • • • • • • • Determines the number of departments and the scope and nature of these portfolios Whether new departments are created or old ones disbanded Future of regulatory agencies and crown corporations Responsible for the organization of cabinet and the systems of determining policy and making decisions Each PM brings his/her own style to cabinet administration Last 50 years, major developments; roles of cabinet committees, central agencies and senior public servants THE PM IS THE PREDOMINANT FIGURE IN EVERY GOVERNMENT 12 The Prime Minister, cont. Making Appointments • • • • • • • • The Governor General Lieutenant-Governors Members of the Senate Judges of the Supreme Court The Federal Court of Canada The provincial superior courts All Canadian Ambassadors abroad Senior public servants ▫ ▫ ▫ Heads of regulatory agencies Crown corporations Deputy Ministers, including the most senior public servant – the Clerk of the Privy Council and the Secretary to Cabinet – official head of the Public Service - currently Michael Wernick https://www.huffingtonpost.ca/2016/01/20/trudeau-picks-veteran-bureaucrat-wernick-to-benew-clerk-of-the-privy-council_n_9031956.html 13 The Prime Minister, cont. Leading Parliament and Directing the Governor General • • Central figure in the House of Commons Sets the tone of parliament; in the daily Question Period is ordinarily the target of opposition attacks; the chief advocate & defender of government policy ▫ • - https://toronto.citynews.ca/video/2018/10/01/justin-trudeau-defends-usmca-dealin-the-house-of-commons/ Convention of party loyalty and discipline influences all government backbenchers (acts of disloyalty can be punished) PM alone “advises” and communicates with the Governor General • ▫ Dissolution of parliament and calling of a general election 14 The Prime Minister, cont. Communicating the Government Message • Chief communicator for the government abroad and at home • Primary Canadian diplomat, making decisions about CDN foreign policy and representing Canada at meetings with the U.S. President, the United Nations (UN), G-8/20, La Francophonie, The Commonwealth ▫ • • https://www.youtube.com/watch?v=CnvLR5gHWGU Ultimate link between the government and the national media The leadership of the Prime Minister cannot be underestimated ▫ See themselves as “great communicators” for their governments; try to connect with the voters through savvy use of the media 15 Forming a Cabinet Selection - Convention dictates that certain realities must be addressed Choosing from the Elected • Must be selected from governing members holding seats in Parliament; Party caucus as the main source of cabinet material Choosing from the Unelected • But there can be exceptions; a cabinet minister does not necessarily have to come from the House of Commons • Someone from the Senate (Al Graham in 1997) • An ordinary citizen (but usually someone of high quality) (Stéphane Dion in 1996) 16 Forming a Cabinet Choosing from the Experience and Among Rivals • Veteran MPs • Close competitors / Rivals (Paul Martin, Peter MacKay) ▫ Proverb: Keep your friends close, and your enemies closer Choosing an Ideology • Reflect ideological diversity found within the party to make it broadly representative of the sweep of opinion within the party Choosing Regionally • Ensure that every province and major region are represented; there are challenges to this, see Pierre Trudeau and western Canada ▫ Concern for provincial/regional representation vs. background/experience, see Prince Edward island’s Gail Shea; sometimes larger provinces are discriminated against; “ins” and the “outs” can lead to disharmony within the governing caucus 17 Trudeau Cabinet Membership by Province / Territory, January 2019 PROVINCE / TERRITORY / # OF SEATS MINISTERS Ontario – 78/120 15 Québec – 40/77 8 British Columbia – 18/40 4 Alberta – 3/34 1 Manitoba – 7/14 1 New Brunswick – 10/10 2 Saskatchewan – 1/14 1 Nova Scotia – 11/11 1 Prince Edward Island – 4/4 1 Newfoundland and Labrador – 7/7 1 Northwest Territories – 1/1 1 Total 36 18 Forming a Cabinet, cont. Choosing Demographically • Balance between anglophones and francophones is important in a number of ways ▫ Currently 8 + 2 Acadians • Religion, gender equality (because its 2015!) and ethnic and visible minorities / multiculturalism (Justin Trudeau appointed four Sikhs to cabinet in 2015) Choosing on Merit • Cabinet appointments represent the pinnacle of a politicians career; PM’s want exceptionally talented cabinet ministers Choosing by Performance • • Difficult to get there and even more difficult to stay there! Recent Cabinet shuffle by Justin Trudeau 19 Forming a Cabinet Size • PM is the sole authority on the size of his/her cabinet and its organizational structure ▫ Pierre Trudeau — 30 ▫ Brian Mulroney — 40 ▫ Jean Chrétien — 22 + 8 secretaries of state (to assist departmental ministries; not full ministers as they did not possess departmental portfolios; sworn into the Privy Council but did not attend cabinet meetings; nor the Ministerial salary) ▫ Paul Martin — 28 + 7 ministers of state + House & Senate leaders ▫ Stephen Harper — 27 in 2006; grew to 38 in 2008 and to 39 in 2011 ▫ Justin Trudeau — 31 in 2015; now 36 20 21 Ministerial Roles and Responsibilities • Management of a government department involves ▫ Ministerial responsibility     Ministers are individually responsible to parliament for the operation of their departments Ministers must answer to parliament for the policy and program developments in their departments Ministers must explain and defend the actions of their departments to parliament Ministers must be prepared to resign if gross ministerial or departmental incompetence is found on their watch 22 Ministerial Roles and Responsibilities, cont. ▫ Collective responsibility  “All for one and one for all”; Cabinet must be understood in collective terms  Ministers bear collective responsibility for the final approval of government policy  Ministers are expected to support government legislation in parliament  Ministers are expected to promote and defend all government policies and programs in public and to resign if they cannot do so in good faith 23 Ministerial Roles and Responsibilities • Decision Making in Cabinet ▫ Styles have varied from Prime Minister to Prime Minister, but the PM remains the number one decision maker in government ▫ PET – a university seminar; Harper – very controlled and disciplined ▫ PM’s routinely seek consensus; no votes taken ▫ Once a decision has been made, collective responsibility kicks in ▫ Weakness can’t be signaled; don’t like it, leave • Ministers as Members of Parliament (MP) ▫ ▫ ▫ ▫ Remains an MP and a Caucus member Parliamentary and constituency responsibilities (sometimes this is forgotten) De-fault leading party figures; must attend innumerable party events Personal lives get stressed; this can lead to divorce, substance abuse, etc.  Think for a second of the sacrifices 24 The Bureaucratic Executive Government Departments – “workhorses of government” 1. Policy Administration • • • • 2. Delivers programs within its field of jurisdiction Acts as the operational “conveyor belts” of government activity, taking policies and seeing that they are applied within society Vast majority of any government’s work involves the implementation of programs promulgated by its predecessors (transforming the policy into a programs) Policy Development – “reform, adjustment, renewal, and creation” • • • • The operational strengths and weaknesses of existing policies and programs The continuing needs of individual citizens, interest groups, or business corporations as a client of the departments The potential for new state action to enhance government effectiveness in that field Closely tied to the leadership of the department 25 The Bureaucratic Executive, cont. 3. Research, Analysis, and Record Keeping • Maintaining their “institutional memory”; “knowledge is power” 4. Communication and Liaison • • • • • • Communicate with those concerned with their policy and programs about almost everything they do Gain information relevant to its duties Maintain close communication with clients and those concerned with departmental policy development and program delivery Facilitate feedback channels that enable department officials to become aware of emerging policy and program problems, and to respond quickly Establish effective liaison with all important government and parliamentary actors Maintain such links with other relevant actors within domestic and foreign governments 26 The Bureaucratic Executive, cont. Departmental Structure Service Departments: “line” or “operational” Primary responsibility is to provide services directly to the public or to specific client groups within the public; Dispersed across the country ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ Agriculture and Agri-Food Canadian Heritage Employment, Workforce Development and Labour Environment and Climate Change Families, Children and Social Development Fisheries, Oceans and the Canadian Coast Guard Immigration, Refugees and Citizenship Indigenous and Northern Affairs Innovation, Science and Economic Development Natural Resources Public Safety and Emergency Preparedness Transport Veterans Affairs 27 The Bureaucratic Executive, cont. Support Departments Are primarily responsible for providing policy and program assistance more to the government itself; located principally in Ottawa; generally smaller than service departments (save DND) ▫ Finance ▫ Global Affairs  Canada’s relations with the broader world, extending from diplomatic and consular work to intelligence gathering, and from representing and supporting state interests abroad to promoting CDN trade, commerce, and investment globally ▫ Health ▫ Justice and Attorney General ▫ National Defence ▫ Public Works Services and Procurement ▫ Treasury Board • Supply the government with intelligence and policy options within their specific fields 28 The Bureaucratic Executive, cont. Departmental Hierarchy, Size, and Magnitude • All departments are hierarchical and pyramidal ▫ At the apex is the Minister and just below him or her is the Deputy Minister; common throughout all governments in Canada and abroad ▫ Provide a clear line of managerial command and control from the top down ▫ Clear line of information from field level operations and regional offices up to senior management in the headquarters • Most service departments possess large numbers of staff spread across the country • Interact with citizens/clients on a routine basis, making decisions on: entitlement to services; the nature of services owed to any given citizen, group, or corporation; the delivery of nondelivery of services; the obligations of citizens, groups, or corporations to the department; the future needs of citizens ▫ https://www.businessinsider.com/government-shutdown-how-the-partialclosure-affects-average-americans-2019-1 ▫ https://www.youtube.com/watch?v=dJ77RSx6zfY • KEY ACTORS FOR LINKING A GOVERNMENT TO THE COUNTRY IT SERVES 29 30 Crown Agencies • Over 400 federal Crown Agencies / active in a wide variety of policy fields • Share certain common organizational characteristics ▫ Designed to be relatively independent of government ▫ Organized differently from government departments ▫ Not subject to departmental systems of accountability, financial management and personnel administration 31 Crown Agencies, cont. Crown Corporations • Designed either to provide commercial services to Canadians and/or to interact with Canadian citizens and businesses in a corporate-like fashion ▫ Field of commercial activity (transportation) ▫ Promote the public interest (CBC) ▫ “Business-like” (Atomic Energy of Canada / Canada Post / Royal Canadian Mint) ▫ Delivery of special services (National Film Board (NFB)) ▫ Regional economic development (Atlantic Canada Opportunities Agency (ACOA)) 32 Crown Agencies, cont. Motives for Establishing Crown Corporations • Defending traditional forms of economic activity and service (Canada Post) • Promoting new industrial and commercial activity (Petro-Canada) • Delivering important services nationwide (Air Canada, CN, VIA Rail) The Benefits of Independence • • • • • Operationally independent from financial / personnel regulations and other rules Can undertake its own hiring and personnel management practices It can engage in business undertakings, commercial transactions, etc. Board of Directors can be chosen from the private sector Exist at “arm’s length”, so no partisan political interest interfere with its professional managerial judgement ▫ Especially critical for an organization like the CBC 33 Crown Agencies, cont. The Drive to Privatize • It’s controversial, because ▫ To Privatize  Are wasteful and inefficient  You can raise money by selling off Crowns  Governments should not be in the business of owning or operating commercial enterprises ▫ To not Privatize  They are cost-effective and generate profit for the state; think of the NSLC https://www.mynslc.com/en/About-NSLC/Media-Centre/News-Releases/NSLC-Announces-YearEnd-Results  Established for valid public policy reasons  Provide important services that the private sector either can’t or won’t offer to the country overall or particular regions  The CBC, the NFB, CN, Air Canada, VIA Rail, and Petro-Canada did or do or should strengthen Canadian culture , advance Canadian nationalism, and defend Canadian economic sovereignty 34 Regulatory Agencies They are significantly different than Crown corps - Involved in the development and implementation of general forms of economic and social regulation across various and wide fields of activity as prescribed by law • Economic regulation ▫ Deals with price and tariff setting and oversight, product supply management, market entry and conditions of service, product content, and methods of production (Investment Canada, the National Energy Board (NEB) and the National Transportation Agency (NTB)) • Social regulation ▫ Deals with such matters as labour standards, health and safety provisions, protection of human rights entitlements, and the promotion of Canadian culture, (Canadian Industrial Relations Board, the Canadian Food Inspection Agency (CFIA) and the Canadian Radio and Telecommunications Commission (CRTC) (advancement of Canadian content in television and radio broadcasting) • Environmental Regulation ▫ ▫ The Canadian Environmental Assessment Agency is required to conduct comprehensive reviews of all major economic development projects within the federal sphere of jurisdiction that might have environmental consequences E.g. pipeline construction 35 Regulatory Agencies, cont. The Benefits of Independence • Are mandated to develop and implement standards in their field of jurisdiction, regardless of the source of activity, i.e. public or private • Quasi-judicial entities in that their decision-making has legal authority • Require a quasi-independent status, free from any political intervention; governments are forbidding from intervening in any particular case before an agency outside of normal hearing procedures The Drive to Deregulate • Deregulation refers to a government’s move to diminish or eliminate regulatory provisions governing a certain field of activity that was hitherto subject to them • Regulatory policy remains a major part of the state presence in Canada 36 Special Agencies • These bodies are neither departments nor Crown Corporations, nor even regulatory agencies • Permanent ▫ Elections Canada, the Public Service Commission of Canada, Statistics Canada, the RCMP and CICS • Temporary ▫ Royal Commissions or Special Task Forces 37 Wrap-up • Questions and discussion Dalhousie University Bachelor of Management MGMT 2803 Management in the Public Sector Institutions of Governance 2 “Government is like an onion. To understand it, you have to peel through many different layers. Most outsiders never get beyond the first or second layer”. Warren Bennis 3 The Political Executive • Prime Minister (PM) and cabinet form the political executive • PM, head of government, is the single most influential person in the federal state • All analyses of Canadian government revolve around the composition and exercise of Prime Ministerial authority ▫ Responsibilities of the executive institutions are nowhere codified within the constitution ▫ PM and organization of the cabinet exist within the realm of constitutional conventions, uncodified yet immensely strong traditions 4 The Political Executive • In the Constitution Act, 1867 ▫ Formal executive power in and over Canada is vested in Her Majesty the Queen (Queen Elizabeth II) and is officially exercised by the Governor General (GG; Her Excellency the Right Honourable Julie Payette 5 The Political Executive • S.13 of the Constitution Act, 1867 also provides for the establishment of the Privy Council, to be appointed by the GG to “aid and advise” that official in the exercise of executive duties, while also stipulating that the exercise of all general powers by the GG “shall be construed as the GG acting by and with the Advice of the Queen’s Privy Council for Canada” ▫ Privy Council is designated as the body that will exercise the de facto (“in fact”) executive authority in the country ▫ When making appointments to the Privy Council, the GG will draw from the members of the political party that commands the confidence of the House, i.e., The Most Seats ▫ Matter of convention, not constitutional law; the most practical course of action 6 The Political Executive • Leader of the governing party becomes Prime Minister; “primus inter pares” – the first among equals – within the Privy Council • Democratic victory entitles the winning party to form a government by assuming command of the Privy Council, which will aid and advise the GG in the exercise of all executive authority within the federal state • Appointments to the Privy Council are lifelong; an honorary testament; close to 400 members currently • Convention is that only privy councilors selected from the current parliament act as the de facto advisers of the GG, forming the real executive within the country = a cabinet chaired by the Prime Minister 7 The Political Executive • After an election, the GG asks the PM to form a government • Bestowed the title “the Right Honourable” • PM advises (really orders) the GG to make other appointments to the Privy Council as a cabinet to assist in the exercise of government power • Those selected are usually appointed as Ministers of the Crown, each responsible for the leadership and oversight of a department, i.e., portfolio, and given the title “the Honourable” • Once sworn into office, the cabinet becomes the power centre of the federal government 8 The Political Hierarchy PM Cabinet Caucus Parliament Electorate 9 The Prime Minister Authority of the Prime Minister can be observed through a variety of powers, privileges, and responsibilities Leading the Governing Party • Personal “stamp” upon the party establishing bonds of loyalty with party members in general and the government caucus in particular • A committed and enthusiastic following 10 The Prime Minister, cont. Selecting a Cabinet • Powers of choice gives a PM extraordinary influence over elected party members — the caucus — and cabinet • He / she alone decides who will gain a seat at the cabinet table • Shapes cabinet’s substance and style • Full power to dismiss a Minister; they serve “at the pleasure” of the PM — continuation in office depends on maintaining the PM’s trust and support 11 The Prime Minister, cont. Shaping the Decision-Making Structure • • • • • • • Determines the number of departments and the scope and nature of these portfolios Whether new departments are created or old ones disbanded Future of regulatory agencies and crown corporations Responsible for the organization of cabinet and the systems of determining policy and making decisions Each PM brings his/her own style to cabinet administration Last 50 years, major developments; roles of cabinet committees, central agencies and senior public servants THE PM IS THE PREDOMINANT FIGURE IN EVERY GOVERNMENT 12 The Prime Minister, cont. Making Appointments • • • • • • • • The Governor General Lieutenant-Governors Members of the Senate Judges of the Supreme Court The Federal Court of Canada The provincial superior courts All Canadian Ambassadors abroad Senior public servants ▫ ▫ ▫ Heads of regulatory agencies Crown corporations Deputy Ministers, including the most senior public servant – the Clerk of the Privy Council and the Secretary to Cabinet – official head of the Public Service - currently Michael Wernick https://www.huffingtonpost.ca/2016/01/20/trudeau-picks-veteran-bureaucrat-wernick-to-benew-clerk-of-the-privy-council_n_9031956.html 13 The Prime Minister, cont. Leading Parliament and Directing the Governor General • • Central figure in the House of Commons Sets the tone of parliament; in the daily Question Period is ordinarily the target of opposition attacks; the chief advocate & defender of government policy ▫ • - https://toronto.citynews.ca/video/2018/10/01/justin-trudeau-defends-usmca-dealin-the-house-of-commons/ Convention of party loyalty and discipline influences all government backbenchers (acts of disloyalty can be punished) PM alone “advises” and communicates with the Governor General • ▫ Dissolution of parliament and calling of a general election 14 The Prime Minister, cont. Communicating the Government Message • Chief communicator for the government abroad and at home • Primary Canadian diplomat, making decisions about CDN foreign policy and representing Canada at meetings with the U.S. President, the United Nations (UN), G-8/20, La Francophonie, The Commonwealth ▫ • • https://www.youtube.com/watch?v=CnvLR5gHWGU Ultimate link between the government and the national media The leadership of the Prime Minister cannot be underestimated ▫ See themselves as “great communicators” for their governments; try to connect with the voters through savvy use of the media 15 Forming a Cabinet Selection - Convention dictates that certain realities must be addressed Choosing from the Elected • Must be selected from governing members holding seats in Parliament; Party caucus as the main source of cabinet material Choosing from the Unelected • But there can be exceptions; a cabinet minister does not necessarily have to come from the House of Commons • Someone from the Senate (Al Graham in 1997) • An ordinary citizen (but usually someone of high quality) (Stéphane Dion in 1996) 16 Forming a Cabinet Choosing from the Experience and Among Rivals • Veteran MPs • Close competitors / Rivals (Paul Martin, Peter MacKay) ▫ Proverb: Keep your friends close, and your enemies closer Choosing an Ideology • Reflect ideological diversity found within the party to make it broadly representative of the sweep of opinion within the party Choosing Regionally • Ensure that every province and major region are represented; there are challenges to this, see Pierre Trudeau and western Canada ▫ Concern for provincial/regional representation vs. background/experience, see Prince Edward island’s Gail Shea; sometimes larger provinces are discriminated against; “ins” and the “outs” can lead to disharmony within the governing caucus 17 Trudeau Cabinet Membership by Province / Territory, January 2019 PROVINCE / TERRITORY / # OF SEATS MINISTERS Ontario – 78/120 15 Québec – 40/77 8 British Columbia – 18/40 4 Alberta – 3/34 1 Manitoba – 7/14 1 New Brunswick – 10/10 2 Saskatchewan – 1/14 1 Nova Scotia – 11/11 1 Prince Edward Island – 4/4 1 Newfoundland and Labrador – 7/7 1 Northwest Territories – 1/1 1 Total 36 18 Forming a Cabinet, cont. Choosing Demographically • Balance between anglophones and francophones is important in a number of ways ▫ Currently 8 + 2 Acadians • Religion, gender equality (because its 2015!) and ethnic and visible minorities / multiculturalism (Justin Trudeau appointed four Sikhs to cabinet in 2015) Choosing on Merit • Cabinet appointments represent the pinnacle of a politicians career; PM’s want exceptionally talented cabinet ministers Choosing by Performance • • Difficult to get there and even more difficult to stay there! Recent Cabinet shuffle by Justin Trudeau 19 Forming a Cabinet Size • PM is the sole authority on the size of his/her cabinet and its organizational structure ▫ Pierre Trudeau — 30 ▫ Brian Mulroney — 40 ▫ Jean Chrétien — 22 + 8 secretaries of state (to assist departmental ministries; not full ministers as they did not possess departmental portfolios; sworn into the Privy Council but did not attend cabinet meetings; nor the Ministerial salary) ▫ Paul Martin — 28 + 7 ministers of state + House & Senate leaders ▫ Stephen Harper — 27 in 2006; grew to 38 in 2008 and to 39 in 2011 ▫ Justin Trudeau — 31 in 2015; now 36 20 21 Ministerial Roles and Responsibilities • Management of a government department involves ▫ Ministerial responsibility     Ministers are individually responsible to parliament for the operation of their departments Ministers must answer to parliament for the policy and program developments in their departments Ministers must explain and defend the actions of their departments to parliament Ministers must be prepared to resign if gross ministerial or departmental incompetence is found on their watch 22 Ministerial Roles and Responsibilities, cont. ▫ Collective responsibility  “All for one and one for all”; Cabinet must be understood in collective terms  Ministers bear collective responsibility for the final approval of government policy  Ministers are expected to support government legislation in parliament  Ministers are expected to promote and defend all government policies and programs in public and to resign if they cannot do so in good faith 23 Ministerial Roles and Responsibilities • Decision Making in Cabinet ▫ Styles have varied from Prime Minister to Prime Minister, but the PM remains the number one decision maker in government ▫ PET – a university seminar; Harper – very controlled and disciplined ▫ PM’s routinely seek consensus; no votes taken ▫ Once a decision has been made, collective responsibility kicks in ▫ Weakness can’t be signaled; don’t like it, leave • Ministers as Members of Parliament (MP) ▫ ▫ ▫ ▫ Remains an MP and a Caucus member Parliamentary and constituency responsibilities (sometimes this is forgotten) De-fault leading party figures; must attend innumerable party events Personal lives get stressed; this can lead to divorce, substance abuse, etc.  Think for a second of the sacrifices 24 The Bureaucratic Executive Government Departments – “workhorses of government” 1. Policy Administration • • • • 2. Delivers programs within its field of jurisdiction Acts as the operational “conveyor belts” of government activity, taking policies and seeing that they are applied within society Vast majority of any government’s work involves the implementation of programs promulgated by its predecessors (transforming the policy into a programs) Policy Development – “reform, adjustment, renewal, and creation” • • • • The operational strengths and weaknesses of existing policies and programs The continuing needs of individual citizens, interest groups, or business corporations as a client of the departments The potential for new state action to enhance government effectiveness in that field Closely tied to the leadership of the department 25 The Bureaucratic Executive, cont. 3. Research, Analysis, and Record Keeping • Maintaining their “institutional memory”; “knowledge is power” 4. Communication and Liaison • • • • • • Communicate with those concerned with their policy and programs about almost everything they do Gain information relevant to its duties Maintain close communication with clients and those concerned with departmental policy development and program delivery Facilitate feedback channels that enable department officials to become aware of emerging policy and program problems, and to respond quickly Establish effective liaison with all important government and parliamentary actors Maintain such links with other relevant actors within domestic and foreign governments 26 The Bureaucratic Executive, cont. Departmental Structure Service Departments: “line” or “operational” Primary responsibility is to provide services directly to the public or to specific client groups within the public; Dispersed across the country ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ ▫ Agriculture and Agri-Food Canadian Heritage Employment, Workforce Development and Labour Environment and Climate Change Families, Children and Social Development Fisheries, Oceans and the Canadian Coast Guard Immigration, Refugees and Citizenship Indigenous and Northern Affairs Innovation, Science and Economic Development Natural Resources Public Safety and Emergency Preparedness Transport Veterans Affairs 27 The Bureaucratic Executive, cont. Support Departments Are primarily responsible for providing policy and program assistance more to the government itself; located principally in Ottawa; generally smaller than service departments (save DND) ▫ Finance ▫ Global Affairs  Canada’s relations with the broader world, extending from diplomatic and consular work to intelligence gathering, and from representing and supporting state interests abroad to promoting CDN trade, commerce, and investment globally ▫ Health ▫ Justice and Attorney General ▫ National Defence ▫ Public Works Services and Procurement ▫ Treasury Board • Supply the government with intelligence and policy options within their specific fields 28 The Bureaucratic Executive, cont. Departmental Hierarchy, Size, and Magnitude • All departments are hierarchical and pyramidal ▫ At the apex is the Minister and just below him or her is the Deputy Minister; common throughout all governments in Canada and abroad ▫ Provide a clear line of managerial command and control from the top down ▫ Clear line of information from field level operations and regional offices up to senior management in the headquarters • Most service departments possess large numbers of staff spread across the country • Interact with citizens/clients on a routine basis, making decisions on: entitlement to services; the nature of services owed to any given citizen, group, or corporation; the delivery of nondelivery of services; the obligations of citizens, groups, or corporations to the department; the future needs of citizens ▫ https://www.businessinsider.com/government-shutdown-how-the-partialclosure-affects-average-americans-2019-1 ▫ https://www.youtube.com/watch?v=dJ77RSx6zfY • KEY ACTORS FOR LINKING A GOVERNMENT TO THE COUNTRY IT SERVES 29 30 Crown Agencies • Over 400 federal Crown Agencies / active in a wide variety of policy fields • Share certain common organizational characteristics ▫ Designed to be relatively independent of government ▫ Organized differently from government departments ▫ Not subject to departmental systems of accountability, financial management and personnel administration 31 Crown Agencies, cont. Crown Corporations • Designed either to provide commercial services to Canadians and/or to interact with Canadian citizens and businesses in a corporate-like fashion ▫ Field of commercial activity (transportation) ▫ Promote the public interest (CBC) ▫ “Business-like” (Atomic Energy of Canada / Canada Post / Royal Canadian Mint) ▫ Delivery of special services (National Film Board (NFB)) ▫ Regional economic development (Atlantic Canada Opportunities Agency (ACOA)) 32 Crown Agencies, cont. Motives for Establishing Crown Corporations • Defending traditional forms of economic activity and service (Canada Post) • Promoting new industrial and commercial activity (Petro-Canada) • Delivering important services nationwide (Air Canada, CN, VIA Rail) The Benefits of Independence • • • • • Operationally independent from financial / personnel regulations and other rules Can undertake its own hiring and personnel management practices It can engage in business undertakings, commercial transactions, etc. Board of Directors can be chosen from the private sector Exist at “arm’s length”, so no partisan political interest interfere with its professional managerial judgement ▫ Especially critical for an organization like the CBC 33 Crown Agencies, cont. The Drive to Privatize • It’s controversial, because ▫ To Privatize  Are wasteful and inefficient  You can raise money by selling off Crowns  Governments should not be in the business of owning or operating commercial enterprises ▫ To not Privatize  They are cost-effective and generate profit for the state; think of the NSLC https://www.mynslc.com/en/About-NSLC/Media-Centre/News-Releases/NSLC-Announces-YearEnd-Results  Established for valid public policy reasons  Provide important services that the private sector either can’t or won’t offer to the country overall or particular regions  The CBC, the NFB, CN, Air Canada, VIA Rail, and Petro-Canada did or do or should strengthen Canadian culture , advance Canadian nationalism, and defend Canadian economic sovereignty 34 Regulatory Agencies They are significantly different than Crown corps - Involved in the development and implementation of general forms of economic and social regulation across various and wide fields of activity as prescribed by law • Economic regulation ▫ Deals with price and tariff setting and oversight, product supply management, market entry and conditions of service, product content, and methods of production (Investment Canada, the National Energy Board (NEB) and the National Transportation Agency (NTB)) • Social regulation ▫ Deals with such matters as labour standards, health and safety provisions, protection of human rights entitlements, and the promotion of Canadian culture, (Canadian Industrial Relations Board, the Canadian Food Inspection Agency (CFIA) and the Canadian Radio and Telecommunications Commission (CRTC) (advancement of Canadian content in television and radio broadcasting) • Environmental Regulation ▫ ▫ The Canadian Environmental Assessment Agency is required to conduct comprehensive reviews of all major economic development projects within the federal sphere of jurisdiction that might have environmental consequences E.g. pipeline construction 35 Regulatory Agencies, cont. The Benefits of Independence • Are mandated to develop and implement standards in their field of jurisdiction, regardless of the source of activity, i.e. public or private • Quasi-judicial entities in that their decision-making has legal authority • Require a quasi-independent status, free from any political intervention; governments are forbidding from intervening in any particular case before an agency outside of normal hearing procedures The Drive to Deregulate • Deregulation refers to a government’s move to diminish or eliminate regulatory provisions governing a certain field of activity that was hitherto subject to them • Regulatory policy remains a major part of the state presence in Canada 36 Special Agencies • These bodies are neither departments nor Crown Corporations, nor even regulatory agencies • Permanent ▫ Elections Canada, the Public Service Commission of Canada, Statistics Canada, the RCMP and CICS • Temporary ▫ Royal Commissions or Special Task Forces 37 Wrap-up • Questions and discussion Dalhousie University Bachelor of Management MGMT 2803 Management in the Public Sector Ministers and Cabinet Decision-Making Systems 2 The Prime Minister and the Bureaucratic Hierarchy PM Clerk of the Privy Council Ministers Deputy Ministers Departments Public 3 What does a Deputy Minister (DM) Do? • Proper role of the Minister is to “steer, not row” the department – “gifted generalist” • Deputy Minister (DM) is the administrative head of the organization and chief manager of the department responsible to the Minister and the Prime Minister for ▫ ▫ ▫ ▫ Administration of policies and programs Development and assessment of policy initiatives Liaison and communication Attention to routine departmental needs for financial, personnel, and legal administration 4 What does a Deputy Minister (DM) Do? • DM, not the minister, is responsible for ensuring that the department is able to fulfill its many duties; official expert is public sector management and all aspects of policy making with respect to the department portfolio 5 What does a Deputy Minister (DM) Do? • Associate and Assistant Deputy Ministers (ADMs) are in charge of one of the main functional divisions within a department — Operations, Finance, Personnel, or Policy ▫ Associate Deputy Ministers are the more senior; departments usually have one or two, who work closely with the DM on policy and operational matters affecting the entire department; more common in the federal government ▫ Large departments, seven to ten Assistant Deputy Ministers support the work of the DM and Associate Deputy Ministers; they have specialized policy, operational, or administrative portfolios assisted by a variety of other senior managers whose duties are to manage the work of their given branches and to supervise program directors, staff, and regional offices across the country 6 Appointing a Deputy Minister • Appointed “at the pleasure of the Prime Minister” ▫ PM acts on the advice of the Clerk of the Privy Council, who is the head of the Public Service • Four practical characteristics 1. Appointed from the ranks of the professional public service 2. Non-partisan head of the department 3. Ultimately responsible to the PM 4. Relatively insulated from the power/authority of the Minister 7 Appointing a Deputy Minister The Candidate Pool • Senior public servants with significant experience; the pinnacle of one’s career; crowning professional reward following years of hard work and faithful government service; once appointed, they can be moved be laterally from Department to Department; most, remain one department for 5-6 years Lack of Partisanship • Neutral bureaucratic expertise and the independent wisdom of the professional public service 8 Appointing a Deputy Minister Responsibility of the PM • Owe primary responsibility to the PM who wants all departments to be administered economically, efficiently, and effectively Insularity from the Minister • Professional colleague to the Minister — an administrator and adviser to the minister, who enables and assists the minister in “steering” the administrative apparatus of the department 9 Ministers and Their Deputies • DM must walk a fine line, with a close eye on both the administrative interests of the department and the political interests of the governing party • DM opinions are based on: ▫ The professional experience of the department’s portfolio ▫ The likelihood that particular policies and programs will meet their goals given the specified means ▫ The capacity of the department to implement new proposals with existing or newly established means ▫ Delicate balance between the administrative and political sides of policy advice is never easy • DMs must give detailed and critical advice and be able to ask that an issue be reconsidered on theoretical, operation, legal, or managerial grounds • The DM must always advance sound advice toward fulfilling the aims of the minister while also identifying any administrative, operational, or legal constraints • Speak Truth to Power 10 Ministers and Their Deputies A Duty to One’s Minister • First Duty to their minister is to keep him or her “out of trouble” by managing the department well; maintaining effective and positive communications and quickly, smoothly and quietly solving problems as they arise • Second Duty is to assist the Minister in the development, cabinet approval, and departmental implementation of the policy agenda; a Minister’s political leadership will be judged on results, and the success or failure of senior officials themselves 11 Ministers and Their Deputies Departmentalized Cabinet System  Each Minister was responsible for his or her own department  Each department functioned on its own, with few formal links to any other  Policy making was largely incremental with little long-term planning  Cabinet possessed few coordinating mechanisms  The PM alone was responsible for coordination and systematic planning  Ministers and their departments were fairly autonomous 12 Ministers and Their Deputies Departmentalized Cabinet System  Policy making operated in departmental silos  Strong cabinet ministers could wield great authority over their department and its policy field  Weaker cabinet ministers would come to be reliant / dependent upon strong DMs  Strong DMs could wield enormous power and influence in this system  By the end of WW II, DMs were being referred to as mandarins  By the 1960s the democratic legitimacy of the departmentalized cabinet system was being called into question 13 Ministers and Their Deputies The Institutionalized Cabinet • Traced back to the 1960s and the Lester Pearson government; greater systematization to decision making while enhancing the power of elected ministers vis-à-vis unelected senior officials • Permanent system of “standing” cabinet committees staffed by ministers themselves; each given responsibility for developing recommendations with respect to a broad jurisdictional field spanning portfolios of several related departments • Full cabinet met to discuss theses policy and program recommendations and to endorse those the ministers collectively desired as government initiatives 14 Ministers and Their Deputies The Priorities and Planning Committee (P&P)  Key coordinating committee of cabinet, overseeing and directing the work of all other committees  Only Committee chaired by the Prime Minister, with all other members being the chairs of other cabinet committees  Was designed to ensure that elected ministers and not unelected Deputy Ministers were the makers of policy  Designed to promote top-down centralized, systematic, and rational decision making  Also provided with alternative sources of advice respecting policy making and assessing program administration different from government departments  These came to be known as central agencies 15 How an Institutionalized Cabinet Works Cabinet Committees • Provide a FORMAL forum where ministers with complementary portfolios (health, labour, Human Resources and environment = Cabinet Committee on social development), come together to discuss policy and program concerns • Most portfolios require the minister to sit on more than one cabinet committee • Each Prime Minister has full discretion to establish, disband, or reconfigure cabinet committees 16 How an Institutionalized Cabinet Works • Basic Functions ▫ Departmental budget allocations under the Policy and Expenditure Management System (PEMS) ▫ What new initiatives should go to full cabinet for official ratification ▫ More heads are better than one in discussing policy ▫ http://pm.gc.ca/sites/pm/files/docs/Cab_committeecomite.pdf 17 How an Institutionalized Cabinet Works Priorities and Planning (P&P) • Usually chaired by the PM and comprises the chairs of all the other cabinet committees, the Minister of Finance, and other senior Ministers selected by the PM • Six main functions 1. Setting long-range priorities 2. Tackling short-term political crises 3. Establishing broad goals and objectives for the other standing cabinet committees 4. Reviewing all standing committees decisions and resolving disputes 5. Setting budgetary parameters under the PEMS for committees and departments 6. Establishing policy and program initiatives in the name of the full cabinet Cabinet Committees 19 How an Institutionalized Cabinet Works Central Agencies • Central set of advisory bodies to cabinet designed to provide the cabinet with detailed information, intelligence and expert opinion and advice regarding any and all matters ▫ ▫ ▫ ▫ Prime Minister’s Office (PMO) The Privy Council Office (PCO) Department of Finance Treasury Board of Canada Secretariat 20 How an Institutionalized Cabinet Works Prime Minister’s Office (PMO) • Designed to provide routine administrative assistance to the PM as well as to offer policy advice • PM’s personal staff, appointed directly by, and entirely responsible to, him or her • Serve at the pleasure of the PM and are not members of the permanent public service • Pierre Trudeau – 100, Brian Mulroney – 120, Jean Chretien – 63, Paul Martin – 73 and Stephen Harper – 94 21 How an Institutionalized Cabinet Works • Chief of Staff (currently Katie Telford https://www.macleans.ca/opinion/the-huawei-dealthat-the-trudeau-government-missed/), senior policy advisor, research director, director of communications, and a director of operations ▫ Offers administrative assistance as well as advice  Deals with correspondence, media communications and relations, advice on partisan appointments, organization of public appearances, and drafting of speeches  POLITICAL SWITCHBOARD! 22 How an Institutionalized Cabinet Works Direct political and partisan advice about: • How the PM should address leading issues • How the PM should be developing policy • How the PM should be directing ministers and other senior officials in the development of the government’s policy and program agenda • What decisions the PM should make or refrain from making • How the PM should relate to other ministers, caucus members, opposition leaders, and opposition parties • How the PM should deal with the media and what sort of public image he or she should foster • What type of message the PM should send to the Canadian public and to major interest groups • Who the PM should meet with, talk to, and deal with in the pursuit of the policy agenda 23 How an Institutionalized Cabinet Works Privy Council Office (PCO) https://www.canada.ca/en/privy-council.html • Gives administrative support and policy advice to the entire cabinet • Staffed by career public servants, and its head, the Clerk of the Privy Council and Secretary to Cabinet, is the most senior public servant in the country and official head of the public service of Canada • Expert and non-partisan advice on the management of cabinet decisionmaking and government operations 24 How an Institutionalized Cabinet Works • Provides logistical support to cabinet and its committees ▫ Developing agendas, organizing meetings, preparing informational material and analytical briefing notes for ministers, taking and circulating minutes, and disseminating cabinet and committee decisions • General responsibility for overseeing the “machinery of government and the appointment of senior public service personnel” • Also, responsible for Intergovernmental Affairs 25 How an Institutionalized Cabinet Works • As of 2015, 727 employees divided into policy branches: foreign and defence policy, security and intelligence, Indigenous affairs, economic and regional development, social development policy, regulatory affairs and orders-in-council, legislation and house planning and counsel, machinery of government, and financial planning and analysis • Some of the most influential public servants in the country 26 How an Institutionalized Cabinet Works The Clerk of the Privy Council • Acts as the linchpin between the political world of the cabinet and the administrative sphere of departments • Deputy Minister to the PM ▫ Meets daily with the PM; Structure cabinet committees, structure and restructure department portfolios and functions, appointing senior public servants, and appointing, promoting, demoting, or even removing DMs • Secretary of the Cabinet ▫ Ensures that the cabinet and committees receive briefing materials, policy and program analyses, and administrative-operational reviews, ministers are privy to relevant information and the paper flow into and out of cabinet and committees is detailed, accurate, efficient, and strictly confidential • Head of the Public Service ▫ Ensures departments are well organized and staffed, senior officials are competent, and department employees are trained and motivated • Currently Michael Wernick - http://www.clerk.gc.ca/eng/feature.asp?pageId=258 27 How an Institutionalized Cabinet Works The Department of Finance - https://www.fin.gc.ca/ 1. Acts as central agency in its role as macro-economic policy advisor to the PM and cabinet on all policy and program matters touching upon the economy and government revenues and expenses, i.e. everything it does / health of the national economy and the effects of government activity in general and taxation policies in particular • “the most powerful actor in the federal government” 2. Develops the annual budget that ▫ ▫ ▫ Establishes federal corporate and personal tax policy Addresses deficit and debt management Provides a multiyear government stream and broad fiscal framework for revenue management in terms of deficit and / or debt reduction, taxation reductions, program funding, and new program development 28 How an Institutionalized Cabinet Works 3. Provides advice to the cabinet about • • International trade and tariff policy, including management of foreign trade treaties such as NAFTA, foreign borrowing and debt repayment, overseeing the national debt and balance of payments and foreign exchange As of 2015, 743 public servants; both feared and respected 29 How an Institutionalized Cabinet Works The Treasury Board of Canada (TB) • With its administrative arm, the Treasury Board Secretariat (TBS), provides micro-economic advice to cabinet pertaining to all internal government expenditures and personnel management • TBS is its operational heart and it was staffed by 1,761 public servants in 2015, it reviews and analyzes the annual budgets of all departments in details to ensure that they fall within the spending parameters set by Finance • Budgets are screened for compliance with government priorities and spending targets and have to receive TBS approval prior to ratification » Guardian of the public purse • Official employer of government personnel; collective bargaining, grievances, salaries, promotion of the merit principle, etc. 30 Making a Mesh of Things THE FORMAL VIEW OF DECISION MAKING The P&P Sets the Agenda • Chaired by the Prime Minister • Established government policies and priorities and oversaw all other cabinet committees • Set the broad agenda, settling on three to five broad major issues as the defining objectives during a term in office • Once signed-off, communicated to cabinet committees, other central agencies, all departments, and their political and administrative heads 31 Making a Mesh of Things THE FORMAL VIEW OF DECISION MAKING The Department Sets it in Motion • Each department responsible for initiating policies and programs within its sphere of jurisdiction and managing undertakings already in play • Senior officials confer widely and liberally with those concerned or affected 32 Making a Mesh of Things THE FORMAL VIEW OF DECISION MAKING The Officials Produce the Memorandum, i.e. Memorandum to Cabinet • Focal point of the minister’s liaison with his or her cabinet colleagues and officials from central agencies • Contains: ▫ a Ministerial Recommendation (a short summation of the policy issue & desired outcome) ▫ Analysis section (relevant background; nature of the issue; assessment of strengths and weaknesses, impacted stakeholders, political implications, costs, sources of funding, personnel requirements, positions taken by others, etc.) ▫ a Communications Plan (how the proposal will be messaged to the public and impacted stakeholders) 33 Making a Mesh of Things THE FORMAL VIEW OF DECISION MAKING The Committee Reviews It • Transmitted to the appropriate cabinet committee; PCO drafts Briefing Notes that are detailed; decision rendered The Committee Report is Produced • Yea or Nay The Proposal is sent to Full Cabinet • If accepted, sent to full cabinet for ratification; drafted as a Record of Decision and transmitted to the relevant department 34 35 Making a Mesh of Things THE PRIME MINISTERIAL PREROGATIVE • Strategic Prime Ministership ▫ Targeting of a select number of policy initiatives for the government’s policy agenda’ usually 3-5 main issues over a four-year term of office ▫ PM and most senior ministers and advisers devote most of their attention to these priorities, delegating everything else to individual ministers and departments ▫ Senior officials are expected to manage routine activities, keeping their ministers and thus the government out of trouble and thereby enabling the prime minister and the inner circle to devote themselves to major initiatives • Pierre Trudeau – Bilingualism & Biculturalism / Wage and Price Controls / Constitutional Reform / National Unity / National Energy Program • Brian Mulroney – Regional Development / Free Trade / Privatization and Deregulation / Constitutional Policy / Tax Reform / Deficit Reduction Sometimes a Prime Minister may take a vested interest in an issue / this generally assures its success 36 Making a Mesh of Things WEIGHING THE PROS AND CONS PROS  Much more structured and rationalized than the departmentalized system had allowed  More attention from analysts and advisers  Role of Central Agencies altered the bureaucratic power relations CONS Fostering Competition  More time-consuming and bureaucratic  More people = more conflict  Through Departments into competition with central agencies = a series of roadblocks Reining in the Deputies?  DMs remain the kingpins of the departments 37 THE JEAN CHRÉTIEN COMMAND MODE • Over the past two decades, we have witnessed an ever increasing centralization of power in Ottawa into fewer hands, i.e. the Prime Minister and those closet to him ▫ Command Mode of Decision-Making 1. Routine matters of policy development and program administration are left to line departments 2. Strategic matters of policy development and program management are subject to the overriding control of the PM, the PMO, the PCO, and in relation to financial matters, Finance 3. In relation to strategic matters, cabinet is no longer an effective decision-making body, having been superseded by the forces of the centre 4. The PM and key advisers in the PMO and PCO determine which matters will be considered s...
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