Ifill: Bureaucratic efforts are just ‘diversity’ icing on a white cake

2023/11/09 Leave a comment

The overall data, of course, shows marked improvement in the past six years in which desegregated data by equity group, particularly for visible minorities and within visible minorities, for Black public servants including executives.

Somewhat unserious to ignore this data…

Calling for DMs to be replaced may feel good but is unrealistic, and she clearly has little understanding about how government and the public service work and that change, albeit too slow for some, occurs within a bureaucratic context.

As for the call for action, I also tend to be somewhat cynical as it appears to be adding yet another reporting requirement and it is too early to assess whether it has moved the needle beyond process:

In the months following the murder of George Floyd in 2020, and the global protests against police brutality and anti-Black racism that lasted the summer of that year, every corporation and government agency vowed to improve the economic lot of Black people by introducing watered-down diversity, equity, and inclusion (DEI) practices. Naturally, I was skeptical, considering my own experiences in the public service with anti-Black racism. I knew that nothing but transformative change led by Black and Indigenous people would suffice. As I wrote in this paper in February 2021, the Privy Council Office clerk’s effort was “a diversity and inclusion endeavour, dressed up as anti-racism. Devoid of an accountability framework, it makes no tangible effort to interrogate the systems that perpetuate racism.”

Two-and-a-half years later, the anti-Black racism measures the Liberals introduced for the public service are as good as six feet under. In the 2021 mandate letter to then-Treasury Board president Mona Fortier, the prime minister directed her to establish “a mental health fund for Black public servants and supporting career advancement, training, sponsorship and educational opportunities.” A year later, Black public servants involved in the fund blew the whistle on the racism they experienced while working on an anti-racism measure. As the Canadian Press reported last December, “The Federal Black Employee Caucus [FBEC] sent a letter to the Treasury Board’s chief human resources officer this month saying the workers supported efforts to address racism within the public service, only to be ‘continuously faced with the crushing weight of it.’”

I feel for those who worked so hard to make these initiatives happen. Countless hours and emotional labour have been added to the workload of many racialized employees for free, only for them to experience more racism. The CBC reported on the treatment of Black employees as outlined in FBEC’s letter to the Treasury Board Secretariat: “The email alleges that senior Treasury Board Secretariat officials created a toxic workplace culture. When the Federal Employee Black Caucus members pushed back, the email states, they were met with micro-aggressions and ‘character assassinations.’”

And those experiences bear out in evidence provided by the auditor general.

On Oct. 19, Auditor General Karen Hogan tabled the semi-annual report on performance audits of the public service—and government writ large—to the House of Commons in a series of nine parts. Report 5 looked at Inclusion in the Workplace of Racialized Employees, and it is not kind. It determined that “Canada’s efforts to combat racism and discrimination in major departments and agencies are falling short,” as reported by the Canadian Press. The AG selected a sample of six organizations“responsible in whole or in part for providing safety, the administration of justice, or policing services in Canada. Together, they employ about 21 per cent of workers in the federal core public administration.” Note that 20 per cent of the public service is racialized.

Let’s look at the highlights from the report:

  • Racialized employees reported rates of discrimination at least 30 per cent higher than non‑racialized respondents;
  • The organizations all established DEI plans to correct the conditions of disadvantage experienced by racialized employees, but failed to develop and institute accountability measures (I called this: “A system without accountability is a corrupt one, and in this system there is no justice”);
  • They failed to collect or use data to assess progress on their plans, and failed to create, assess and implement key performance indicators; and
  • No specific initiatives in action plans to address concerns and complaints related to barriers to raising instances of racism.

So basically, the public service wasted everyone’s time with this theatrical performance of DEI icing on a white cake, as I said they would. But it’s no surprise considering that we’re led by a performative government.

Furthermore, if the public service has discriminated against you, the institutions set up to “help” you only double down on that discrimination. As the Canadian Press reported in March, “The Treasury Board Secretariat found last week that the Canadian Human Rights Commission [CHRC], whose mandate is to protect the core principle of equal opportunity, discriminated against Black and racialized employees.”

Remember the Black Class Action lawsuit? The Trudeau government is still trying to ignore the problem by refusing to negotiate while attempting to get the case dismissed. In response to the CHRC discriminating against Black employees, the Class Action Secretariat said, “It also raises concerns about the CHRC’s capacity to offer justice to the broader experiences of Black workers across the entirety of the federal public service who share similar stories and experiences for over 50 years.”

This is how racism is systemic, systematic, and institutional. I have written about how racism within institutions carries over into public policy. Remember the three words: “the dirty 30.”

There is no reason to trust these corrupt systems that are intended to keep Black and racialized employees in subservient positions to white, male, heterosexual power. Deputy ministers have shown us, through action, that they are unserious “leaders” who are comfortable with overseeing abusive, toxic environments that increase the burden of performance on their employees, according to race. Seems discriminatory in itself.

Those who do not follow the directives from mandate letters and budget direction are committing insubordination, and are undermining political decisions. They should be removed from their positions. Deputy ministers are only supposed to oversee the implementation of policy; they are unelected administrators, not representatives elected by the people. Therefore, their decisions cannot supersede those political directives. Do we really want deputy ministers quietly subverting democracy just because they don’t like particular groups of people?

Source: Bureaucratic efforts are just ‘diversity’ icing on a white cake

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Heintzman and MacQuarrie: Dialogue on public service more important than ever

2023/10/17 Leave a comment

Of note:

Given the state of the world these days, the recent announcement by Clerk of the Privy Council John Hannaford creating a “task team” of deputy ministers on the values and ethics of public service may seem frivolous. 

But we believe the clerk’s initiative is significant with the potential to influence the quality of our democracy for a generation.  

Canada’s public service is an important national institution, one of the key pillars of our parliamentary democracy. As we watch the erosion of democratic institutions elsewhere, the condition of our federal public service, and the quality of its democratic vocation, should concern all of us.

The clerk’s initiative recognizes that recent events show the federal public service faces some major performance challenges that call for a new effort of renewal. To make wise choices for renewal, you must know who you are, what a public service is for, and what it should be. Without this conscious awareness, a public service can easily fall short of its distinct standards of professionalism and service

The clerk’s initiative recognizes that recent events show the federal public service faces some major performance challenges that call for a new effort of renewal. To make wise choices for renewal, you must know who you are, what a public service is for, and what it should be. Without this conscious awareness, a public service can easily fall short of its distinct standards of professionalism and service.

Hannaford’s announcement comes exactly 30 years after the creation of a celebrated task force on public service and ethics under the leadership of John Tait, the former federal deputy minister of justice. The “Tait Report” set the agenda for public service values and ethics for a generation.

But times change. Every decade brings its own issues which challenge a public service to rediscover its distinctive identity as a “compass” (the clerk’s word) to guide direction for the future. He has asked the new task team to lead a “broad conversation” on how to bring the public service’s values and ethics “to life within a dynamic and increasingly complex environment.”

We think there are three conditions for the team’s success.

First, the “conversations” with public servants and others must take the form of what the Tait Report called “honest dialogue” about problems like these, among other things:

  • Performance: the federal public service has recently lost its reputation for providing timely, citizen-centred service to Canadians;
  • Trust: the civil service no longer enjoys the automatic trust and legitimacy that is essential to our democracy;
  • Boundaries: the public service has not yet acquired or sought the tools for drawing a line between the values and accountability of elected and non-elected officials, as recommended by the Gomery Report and others;
  • Accountability: public service leaders do not appear to take accountability for their own shortcomings, including the enormous expansion of the public service over the last decade and declining efficiency, and; 
  • Technology: the civil service has notoriously mismanaged implementation of digital technology, and has not yet brought public service values seriously to bear on public servants’ use of social media and artificial intelligence.

These are the kinds of real problems the task team’s “conversations” with public servants and others should openly confront if its work is to have legitimacy. 

Second, this dialogue should not be rushed. Nothing will be accomplished by simply repeating the public service’s stated core values. To recover their motivating power and urgency, public service values must reemerge from honest dialogue, modelled by the task team itself, about the problems at hand.

Third, the “conversation” must go beyond the public service to include parliamentarians. This is the unfinished business from the Tait Report. Tait recommended a dialogue about public service values should engage ministers and MPs, leading to a new “moral contract between the public service, government and Parliament of Canada.” The state of the federal public service is not just a concern for the government of the day. The quality and honesty of its advice and its ability to deliver programs and service efficiently and effectively are important to us all.

The current federal political context makes this kind of dialogue—about the kind of public service we need to support our parliamentary democracy—more urgent than ever. Now is the time. And the Clerk of the Privy Council has just set the table.

Ralph Heintzman and Catherine MacQuarrie are former senior public servants, and both served as head of the federal government’s Office of Public Service Values and Ethics.

Source: Dialogue on public service more important than ever

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Kaczorowski: Reforming Canada’s public service can’t be done superficially

2023/10/12 Leave a comment

Hard not to agree:

In September, Clerk of the Privy Council John Hannaford announced the creation of a five-member task force of deputy ministers to lead a “broad conversation” on the values and ethics of the federal public service. A “milestone” report is expected by year’s end.

Upon hearing of this initiative, I could not help but think of the famous line by Capt. Renault in the classic film Casablanca: “Round up the usual suspects!”

I have no doubt about the clerk’s good intentions. That the public service is in serious need of thorough examination and renewal is beyond debate. What is in question is how a committee of busy senior bureaucratic “insiders,” working off the side of their desks, and with a very tight deadline in the latter months of the government’s mandate, can possibly address the many and substantial issues that require serious review.

As others have argued in these pages, including former clerk of the Privy Council Kevin Lynch, the issues are many, from service delivery to recruitment and renewal; from institutional timidity to the public service-political relationship; from the degradation of ministerial responsibility to the weakening of departmental autonomy as a source of policy advice and innovation versus the all-powerful Prime Minister’s Office.

It is hardly surprising that, in the face of these formidable challenges, the clerk’s announcement was greeted with puzzlement by some observers. How and why did public servants’ “values and ethics” become the central issue? Why does the clerk believe that a strictly “in-house” study is the answer? A “conversation” with public servants does not scream action.

Whatever the rationale, this review is a far cry from the kind of root-and-branch overhaul that critics have been demanding for some time.

The federal public service has historically been the subject of royal commissions, which have injected the kind of fresh thinking that only an outside perspective can bring. The last such commission —  the Royal Commission on Financial Management and Accountability — was established more than 40 years ago (1976) and reported in 1979. Known as the Lambert Commission, after its chair, TD bank executive Allan Lambert, this commission came about as a result of fears of a breakdown in  financial management and accountability.

Prof. Donald Savoie, the dean of Canadian public administration, and others have acknowledged that nothing less than a Royal Commission on the Future of the Public Service, independent of senior public service managers, is required if there is to be genuine change. An independent and wide-ranging examination of the federal public service is long overdue.

Such a commission must be led by an outsider and so provide for sweeping inquiries into key public service reform issues that cannot be done by those within the system.

It is true that initiating a royal commission comes with its own risks.  Such commissions can be expensive as well as unpredictable, sometimes delving into matters beyond their mandate, and so put their efforts in danger of being shelved and ignored by unreceptive governments.

A royal commission, of course, cannot be initiated by the clerk of the Privy Council. Only the prime minister can make that happen.

It took a shot across the bow by then-auditor general of Canada J.J. Macdonell to kickstart the Lambert Commission when he warned that “Parliament — and indeed the government — has lost or is close to losing effective control of the public purse.” Crisis can be the spur of creative thinking and innovation, but only if decision-makers are willing to concede that the crisis is real.

To do so, however, requires bold thinking and decision-making at the political level, as well as a willingness to take a “beau risque.” To expect that from any government in the twilight of its mandate may be too much to ask. But that does not make the need any less urgent.

Ottawa resident Michael Kaczorowski is a retired senior policy adviser with the federal government.

Source: Kaczorowski: Reforming Canada’s public service can’t be done superficially

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Clerk of the Privy Council John Hannaford relaunches ethics and values discussion in the public service

2023/09/25 Leave a comment

Count me among the sceptics despite the need and I share the concerns and questions raised by others. The Tait report was written by one deputy working full time on the report rather than having a committee of deputies, likely accounting in part for its clarity and sense of purpose:

Canada’s top bureaucrat is making values and ethics a top priority, striking a task force of deputy ministers to lead a “broad conversation” on reaffirming the core values of a non-partisan public service in a changing world where crises never stop.

John Hannaford, named clerk of the Privy Council Office three months ago, put together the five-member task force with marching orders to “bring our collective values and ethics to life within a dynamic and increasingly complex environment.” He sent notice of the new task force to all departments last week and outlined the plan in a keynote speech at recent conference that was closed to the media.

“As head of the public service, fostering a renewed conversation on values and ethics will serve as one of my priority areas of focus over the next year and will support the effective management and renewal of our public service,” he wrote in a letter to public servants.

Hannaford said the task force will spend the next several months conducting outreach with public servants, networks and communities — both inside and outside the public service. He expects a “milestone report” by the end of the year.

Meanwhile, he wants every department, branch and division to come up with activities and ways to discuss public service values and ethics and what they mean in today’s world.

The task force will be chaired by Catherine Blewett, a former top bureaucrat in Nova Scotia who is now deputy minister of Economic Development and president of the Atlantic Canada Opportunities Agency.

Other members include: Stephen Lucas, deputy minister at Health Canada, Christiane Fox at Immigration, Refugees and Citizenship Canada, and Caroline Xavier, the chief of the electronic spy agency Communications Security Establishment (CSE). Donnalyn McClymont, PCO deputy secretary for senior personnel and public-service renewal, will support the task force as an ex-officio member.

A first in 30 years

This marks the first major values and ethics review since the groundbreaking report A Strong Foundation, by former deputy minister John Tait nearly 30 years ago.

That report was also built on a conversation with public servants. It laid the groundwork for values-and-ethics code that came into effect in 2003 to govern how public servants work, behave and their relationship with Parliament, ministers and Canadians.

Tait’s report also grew out of a task force of deputy ministers appointed by then-PCO clerk Jocelyne Bourgon at a time of huge flux. She created nine task forces to study the big challenges for public servants in the aftermath of the  Chrétien government’s historic program review. That review completely rethought the role of government and wiped out more than 50,000 federal jobs to beat a crushing deficit.

Times have changed, but Hannaford said the core values outlined in Tait’s report — respect for democracy, respect for people, integrity, stewardship and excellence — are enduring and are still the compass to guide public servants’ behaviour.

“Our world is increasingly dynamic, complex, and ever-changing,” Hannaford wrote in a letter to departments.

“As public servants, we play an important role in the Canadian democratic system. We continue to rise to the occasion to serve Canada and Canadians. Our public-service values and ethics serve as an important compass to guide our actions and behaviours, particularly as we adapt and evolve in times of change.”

He said the task force’s work will complement other ongoing priorities to improve workplace wellness, accessibility, anti-racism, equity and inclusion and reconciliation. 

Public servants work in much different circumstances today, but like 30 years ago they face challenging questions about what they do and how they do it.

Public servants feel besieged these days by everything from workload to hyper-partisan politics. Federal executives report high levels of stress and burnout with rising levels of cynicism and mental-health problems. A Top of Mind report found public servants at all levels of government worry they can’t speak truth to power and have to toe the party line in giving advice

They’ve come through a pandemic, the convoy protest, service-delivery fiascos, the biggest strike in 30 years, working remotely and are now in the throes of a $15.4-billion spending review. The public service, at 350,000 people, has never been so big, so diverse, and millennials now dominate the workforce with very different attitudes than their baby-boomer predecessors.

Then there’s climate and geopolitical crises after crises. There is war and floods and fires, soaring inflation and housing shortages compounded by the day-to-day distractions of social media, hyper-partisan politics, and the 24-hour news cycle.

Questioning “moral fibre”

Stephen Van Dine, who led the Top of Mind study, asks why the clerk is focusing on values and ethics when public servants are worried about basics like giving fearless advice, eroding policy capacity and the impact on governance. He said this is sure to raise alarms among public servants who will be asking, “What did we do wrong?”

“Why in heaven’s name would you start with values and ethics unless you believe the root problem is the moral fibre of the public service at this stage,” he said. “Why not examine what public-service leadership looks like in the 21st century?”

Senior officials say Hannaford isn’t re-opening the code or picking between new and traditional values. Hannaford also isn’t sounding the alarm about the public servants’ integrity. They say it is about adaptability: he wants public servants to better understand how to apply long-held  values in a rapidly changing world.

Alasdair Roberts, a professor of public policy at the University of Massachusetts Amherst and former visiting scholar at the Canada School of Public Service, studies how countries can adapt and thrive in this turbulent century.

Roberts point to a number of threats to Canada’s adaptability, but the health of the public service and its ability to execute quickly is a key one.

The mountain of controls, rules and new parliamentary watchdogs built up over the decades – all in the name of accountability – stifles innovation and makes publics servants risk averse, he said. On top of that, they face a new layer of political control – which he calls the “political service” of ministerial staffers.

And then there’s the shift to remote work, which raises big questions for leaders on how to build common purpose and values when people are rarely working together in-person.

Although Hannaford is tying the exercise to a renewal of the public service, the preliminary plan falls short of the kind of major reform critics have called for over the years.

Donald Savoie, considered the éminence grise of public administration in Canada, argues the public service has so lost its way that only an independent body like a royal commission could fix it.

Roberts, who supports the call for a royal commission, called Hannaford’s task force worthwhile and well-timed, but five busy deputy ministers, under-the-gun in their day-jobs, will be constrained in what they can do.

They can’t really tackle legislative barriers, the morass of controls, rules and structures and outdated processes that need to be fixed. They also can’t grapple with the vexing question about the role of the public service, especially its strained relationship with ministers, Parliament and political staff.

Many argue the clerk simply doesn’t have time for the kind of review needed. With an election two years away, if not sooner, he has to be deep in transition planning. And if polls hold out, a Conservative government could come to power with a very different view of the public service and the role of the state.

Others, like Alasdair Roberts, question whether values and ethics can be discussed without sorting out the role of the public service: “I don’t want to diminish the significance of doing this, but it can’t be a substitute for a broader, bigger and independent review about the role and structure of the public service.”

Source: Clerk of the Privy Council John Hannaford relaunches ethics and values discussion in the public service

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In Reversal Because of A.I., Office Jobs Are Now More at Risk

2023/08/25 Leave a comment

Implications for governments are immense, given the large number of clerical and administrative jobs. However, given government inertia, bureaucracy, unions and other interests, will likely lag private sector significantly, to the likely detriment of citizen service:

The American workers who have had their careers upended by automation in recent decades have largely been less educated, especially men working in manufacturing.

But the new kind of automation — artificial intelligence systems called large language models, like ChatGPT and Google’s Bard — is changing that. These tools can rapidly process and synthesize information and generate new content. The jobs most exposed to automation now are office jobs, those that require more cognitive skills, creativity and high levels of education. The workers affected are likelier to be highly paid, and slightly likelier to be women, a variety of research has found.

“It’s surprised most people, including me,” said Erik Brynjolfsson, a professor at the Stanford Institute for Human-Centered A.I., who had predicted that creativity and tech skills would insulate people from the effects of automation. “To be brutally honest, we had a hierarchy of things that technology could do, and we felt comfortable saying things like creative work, professional work, emotional intelligence would be hard for machines to ever do. Now that’s all been upended.”

A range of new research has analyzed the tasks of American workers, using the Labor Department’s O*Net database, and hypothesized which of them large language models could do. It has found these models could significantly help with tasks in one-fifth to one-quarter of occupations. In a majority of jobs, the models could do some of the tasks, found the analyses, including from Pew Research Center and Goldman Sachs.

For now, the models still sometimes produce incorrect information, and are more likely to assist workers than replace them, said Pamela Mishkin and Tyna Eloundou, researchers at OpenAI, the company and research lab behind ChatGPT. They did a similar study, analyzing the 19,265 tasks done in 923 occupations, and found that large language models could do some of the tasks that 80 percent of American workers do.

Yet they also found reason for some workers to fear that large language models could displace them, in line with what Sam Altman, OpenAI’s chief executive, told The Atlantic last month: “Jobs are definitely going to go away, full stop.”

The researchers asked an advanced model of ChatGPT to analyze the O*Net data and determine which tasks large language models could do. It found that 86 jobs were entirely exposed (meaning every task could be assisted by the tool). The human researchers said 15 jobs were. The job that both the humans and the A.I. agreed was most exposed was mathematician.

Just 4 percent of jobs had zero tasks that could be assisted by the technology, the analysis found. They included athletes, dishwashers and those assisting carpenters, roofers or painters. Yet even tradespeople could use A.I. for parts of their jobs like scheduling, customer service and route optimization, said Mike Bidwell, chief executive of Neighborly, a home services company.

While OpenAI has a business interest in promoting its technology as a boon to workers, other researchers said there were still uniquely human capabilities that were not (yet) able to be automated — like social skills, teamwork, care work and the skills of tradespeople. “We’re not going to run out of things for humans to do anytime soon,” Mr. Brynjolfsson said. “But the things are different: learning how to ask the right questions, really interacting with people, physical work requiring dexterity.”

For now, large language models will probably help many workers be more productive in their existing jobs, researchers say, akin to giving office workers, even entry-level ones, a chief of staff or a research assistant (though that could signal trouble for human assistants).

Take writing code: A study of Github’s Copilot, an A.I. program that helps programmers by suggesting code and functions, found that those using it were 56 percent faster than those doing the same task without it.

“There’s a misconception that exposure is necessarily a bad thing,” Ms. Mishkin said. After reading descriptions of every occupation for the study, she and her colleagues learned “an important lesson,” she said: “There’s no way a model is ever going to do all of this.”

Large language models could help write legislation, for instance, but could not pass laws. They could act as therapists — people could share their thoughts, and the models could respond with ideas based on proven regimens — but they do not have human empathy or the ability to read nuanced situations.

The version of ChatGPT open to the public has risks for workers — it often gets things wrong, can reflect human biases, and is not secure enough for businesses to trust with confidential information. Companies that use it get around these obstacles with tools that tap its technology in a so-called closed domain — meaning they train the model only on certain content and keep any inputs private.

Morgan Stanley uses a version of OpenAI’s model made for its business that was fed about 100,000 internal documents, more than a million pages. Financial advisers use it to help them find information to answer client questions quickly, like whether to invest in a certain company. (Previously, this required finding and reading multiple reports.)

It leaves advisers more time to talk with clients, said Jeff McMillan, who leads data analytics and wealth management at the firm. The tool does not know about individual clients and any human touch that might be needed, like if they are going through a divorce or illness.

Aquent Talent, a staffing firm, is using a business version of Bard. Usually, humans read through workers’ résumés and portfolios to find a match for a job opening; the tool can do it much more efficiently. Its work still requires a human audit, though, especially in hiring, because human biases are built in, said Rohshann Pilla, president of Aquent Talent.

Harvey, which is funded by OpenAI, is a start-up selling a tool like this to law firms. Senior partners use it for strategy, like coming up with 10 questions to ask in a deposition or summarizing how the firm has negotiated similar agreements.

“It’s not, ‘Here’s the advice I’d give a client,’” said Winston Weinberg, a co-founder of Harvey. “It’s, ‘How can I filter this information quickly so I can reach the advice level?’ You still need the decision maker.”

He says it’s especially helpful for paralegals or associates. They use it to learn — asking questions like: What is this type of contract for, and why was it written like this? — or to write first drafts, like summarizing a financial statement.

“Now all of a sudden they have an assistant,” he said. “People will be able to do work that’s at a higher level faster in their career.”

Other people studying how workplaces use large language models have found a similar pattern: They help junior employees most. A study of customer support agents by Professor Brynjolfsson and colleagues found that using A.I. increased productivity 14 percent overall, and 35 percent for the lowest-skilled workers, who moved up the learning curve faster with its assistance.

“It closes gaps between entry-level workers and superstars,” said Robert Seamans of N.Y.U.’s Stern School of Business, who co-wrote a paper finding that the occupations most exposed to large language models were telemarketers and certain teachers.

The last round of automation, affecting manufacturing jobs, increased income inequality by depriving workers without college educations of high-paying jobs, research has shown.

Some scholars say large language models could do the opposite — decreasing inequality between the highest-paid workers and everyone else.

“My hope is it will actually allow people with less formal education to do more things,” said David Autor, a labor economist at M.I.T., “by lowering barriers to entry for more elite jobs that are well paid.”

Source: In Reversal Because of A.I., Office Jobs Are Now More at Risk

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Terry Beech’s tall order: revamping service delivery

2023/08/11 Leave a comment

Count me among the sceptics on this one. My experience with Service Canada 2004-7 and efforts to implement a citizen-centred approach ran into resistance from the policy hierarchy and its original vision of being a one stop shop shrunk into remaining service delivery of ESDC services. The one non ESDC service, passports, was poorly managed by the policy centre, IRCC, and ESDC service delivery, with the large backlogs when predicted travel resumes.

Given the complex nature of government responsibilities and accountabilities, not to mention the concrete challenges in any modernization effort, I wouldn’t expect any significant results before the election:

Terry Beech claims his new job as Canada’s first ever minister of citizens’ services shows the government means it this time. Delivering services to Canadians is a longstanding weakness of government, and he says a big problem is that politicians have had little interest in it.  

“I think first and foremost, we just haven’t focused enough of our attention and time on it,” Beech said in an interview.  

“This is an opportunity for us to better understand all the systemic challenges that exist, but also to say our government and prime minister is committed to high-quality service delivery. We are so committed, in fact, that we are setting up a new ministry.” 

Service delivery has been an Achilles heel of government for 30 years. It’s why Service Canada – which Beech is now responsible for – was created as a one-stop shop for all government services to focus on delivery and citizen satisfaction.    

Service has always taken a back seat to policy. Prime ministers, ministers and even deputy ministers pay little attention until a crisis hits. That approach was on full display as Canadians eased out of the pandemic and faced shambolic lineups for passports, immigration and air travel.   

Beech acknowledges cabinet ministers haven’t kept a close enough eye on the “end-to-end customer experience.” Cabinet puts all its effort into making policy decisions and assumes they will be implemented and delivered the best way possible.  

As minister, he will make sure delivery will be part of policy discussions from the start. That way, ministers will have a better handle on what government does well and what it doesn’t, which will reduce snags or setbacks when services are rolled out.  

“Without cabinet ministers having an eye to potential constraints or opportunities to provide exceptional levels of service, those opportunities get missed. Now those opportunities will be front and centre in the discussion.”  

Beech founded the company HiretheWorld.com. He understands tech and is customer-oriented, and sees his new job as a natural fit. “This is really an entrepreneurial opportunity.”  

He said Canadians’ user experience is his priority, making sure their needs are first and at the centre of all services. (Critics have long argued departments tend to design services around what government does rather than what Canadian want.) 

And what do citizens want?  

Canadians live digitally when they shop and work and expect the same when dealing with their governments. They want single IDs, digitally issued permits, applications, approvals and information. And they want it fast on their personal devices, 24/7.  

They roil when they can’t get the same service ordering a passport as they do when buying from Amazon. Why can’t government track Canadians’ interactions with departments and use that information to improve or customize services?  

Beech wants to do all that and more.  

“My number one priority probably goes back to my vision for this role, which is waking up every day thinking about how I can improve customer service and the customer service experience for every Canadian,” he said. “That’s literally what’s going to be on the piece of paper that I pull out of my desk every morning and think about as I go into every meeting,” he said.   

Waiting to see 

All this should be music to the ears of critics who have long pressed for government to put the customer back into service and bring it into the digital age.  

So far, reaction is mixed. Public servants are waiting to see what levers and authority Beech will have. The pieces of this new portfolio have started to come together, but there are more to come, including ministers’ mandate letters. 

Service Canada opened in 2005 with the vision of a one-stop shop for all government services. It is housed at Employment and Social Development Canada (ESDC) and most of the services it offers are bundled around the benefits ESDC provides – EI, OAS, CPP and disability benefits.  

Service Canada also includes the team that runs Canada.ca, the government’s website and digital home. A new order-in-council transferred the Canadian Digital Service (CDS), a swat team of tech geeks, from Treasury Board to ESDC.  

A chief service czar with access to the government’s digital swat team, “could be a pretty big deal,” according to Aaron Snow, the former CEO at the digital service.  

But the devil will be in the details, tweeted Ryan Androsoff, founder and CEO of Think Digital, a consulting firm on digital transformation.  

“I think even the most well-intentioned person is being set up to fail if they don’t actually have the authority to make change across that entire service spectrum,” he said in an interview.  

It’s unclear whether Beech will have authority to direct departments, such as Canada Revenue Agency, Parks Canada or the Canada Border Services Agency, which also provides services. As services improve, Beech hopes other departments will want Service Canada to deliver its services.  

The growing fear among digital-government advocates is that CDS, created to help all departments improve their services, will move to ESDC and die.  

The big question is whether CDS will remain independent and report to Beech or be folded into ESDC’s IT branch – which one IT expert called the most risk-averse and “slowest moving IT division of any department I know.” (Beech says ESDC is a department that jokes its archaic computer system is nearly old enough to collect old-age benefits and uses so much paper it has to be stored in the basement because it’s too heavy to be stored on the floors above.) 

Looks like 1998 

Ralph Heintzman, a former senior bureaucrat, said many of the problems with service delivery are the same as in 1998, when he first presented Treasury Board ministers with a plan for Service Canada.  

On top of disinterest among politicians and senior bureaucrats, there are all the systemic reasons – chronic underfunding, old technology systems that need replacing; outdated procurement, poor trained and disengaged staff, lack of planning and little accountability for poor service.  

The Service Canada rollout was billed as the single biggest operational reform in federal history. It was the first agency to cut across the government, creating much debate over how traditional ministerial accountability squares with the way government works – a conundrum that continues today. 

The Trudeau government took several stabs at fixing service delivery, including a ministerial task force to deal with fallout over passport delays. But the government is now in its third term with trust falling like a stone and Conservative leader Pierre Poilievre jumping on any botched service as another sign that government is broken. 

Former Treasury Board president Scott Brison took a big step to fix things when he pressed to have digital minister in his title and to have departments use technology to change the way government does business and serves Canadians.  

He pitched it as central to making government relevant and restoring Canadians’ confidence. He set up the Canadian Digital Service, modelled after a service in the U.S. The American service recruited top Silicon Valley talent and embedded its own start-up in government, known as 18F, to help improve services. 

Beech’s appointment also comes at a time when some Liberals feel the public service dropped the ball on service and let them down in executing their policies. Former top bureaucrat Janice Charette said in her annual report that the public service is focused on upping its game.  

“I know there were moments when the public service fell short of Canadians’ expectations on service. In these instances, we faced the situation humbly and adjusted how we did things to improve results. We remain steadfast in our commitment to learn from these experiences and continually improve how we deliver,” she wrote.

Ambition exceeded capacity 

Sahir Khan, executive vice-president at the University of Ottawa’s Institute of Fiscal Studies and Democracy, said the Liberals’ activist agenda was simply too ambitious for the capacity and capability of the public service.  

“The Liberals count on the state being able to deliver. The Harper government did not. It was trying to shrink the state, but a progressive ideology that enlarges the state depends on that state being able to deliver, and it is difficult to do.”   

Michael Wernick, a former clerk of the Privy Council Office and now Jarislowsky Chair in Public Sector Management at University of Ottawa, said the Liberals “lost their focus and traction on public service capability” and “if you don’t invest in capability, you can’t deliver.” 

But Androsoff worries the cultural and organizational changes needed to improve services, from the way it hires, recruits, manages and procures, are getting lost.   

The service conundrum is wound up in the way the government is organized, its structures and rules. It’s built on a Westminster principle of ministerial accountability, in which ministers are responsible for their departments, but policies and services straddle all departments.  

Some argue the heart of the passport fiasco is that the program is run by three departments with no one ultimately responsible.  

“You’ve got a bunch of very complex governance arrangements shared between a variety of actors across boundaries,” said Androsoff. “That situation makes it almost impossible to drive change. That’s the core structural piece that has to change if we really expect government to make dramatic progress on service delivery.”  

Many argue that Beech’s success could hinge on what kind of role Treasury Board takes under its new president, Anita Anand.   

Anand holds many of the cards. She oversees spending, has the chief information officer reporting to her and has all the policies governing digital and service, people management and information. Beech didn’t land a seat as a member or an alternate on the powerful Treasury Board cabinet committeethat Anand chairs.  

“She can be the gigantic rubber stamp of a cabinet committee or be air traffic control that keeps a third-term government out of trouble,” said Khan. “You’ve got to figure out which one you want to be. (Treasury Board) has all the tools, legislative and otherwise, to do it. It’s a matter of capacity and will.” 

Source: Terry Beech’s tall order: revamping service delivery

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Annual public service report to PM should prompt ‘serious conversation’ about bureaucracy’s future, says former PCO clerk Wernick

2023/08/01 Leave a comment

Civil service renewal is ‘fairly low down on the political radar screen,’ says bureaucracy expert Andrew Griffith. 

Begs the question, if nobody in Parliament is paying attention, what is the value of the report? Part of the problem, as in many (most?) such reports, is the lack of frank language on failures and challenges and general bureaucratic tone (been responsible for comparable reports).

My comments on the relative success of government in increasing representation among the equity groups part of the article:

Michael Wernick, the former clerk of the Privy Council Office, says the annual report on the public service of Canada, released on July 19, should serve as a “jumping-off point” for a “serious, more grown-up conversation about the state of the public service going forward,” especially since the government has lost traction and focus on public-sector capability, but he says the report is usually ignored by Parliament.

“You want to tell a positive story. It’s a rare opportunity to push back against the usual negative feedback loops where people only pay attention to things that go wrong, and highlight some of the hidden stories and what’s going on and tell us the bigger picture,” Wernick explained to The Hill Times after last week’s massive cabinet shuffle. “The risk is always getting it right—you want it to also be candid about where there were issues, and you want it to sort of set up a conversation about the state of the pubic service ideally.”

Anita Anand (Oakville, Ont.), who most recently served as defence minister, was appointed as Treasury Board president in Prime Minister Justin Trudeau’s (Papineau, Que.) cabinet shuffle on July 26. Her arrival into the role comes not long after John Hannaford’s appointment as Clerk of the Privy Council following Janice Charette’s retirement.

Charette officially ended her time in the role and in the public service on June 24, telling The Hill Times that “anything that’s on the prime minister’s desk is on my desk; anything that he’s dealing with, I’m dealing with.”

Wernick told The Hill Times that, during his time in the top job, he signed off on annual reports four times between 2016 and 2019.

Wernick said his point was not to be critical of the report, given that “it’s a difficult balancing point.”

The former top bureaucrat called it “frustrating” that Parliament passed a law requiring an annual report on the state of the public service “and then has never shown any interest in it.”

The government first introduced the annual report in 1992, a requirement under section 127 of the Public Service Employment Act, according to the Prime Minister’s Office.

“I tabled four of them, and was never, ever asked to go to a parliamentary committee and discuss the report or the state of the public service,” said Wernick.

Wernick also said that there was nothing in the report about the service review which was alluded to a few years ago, and that digital government projects are “waiting in a queue.”

“And that’s where finance comes in—if you were going to be serious about public-sector capability, you’d have to spend money,” said Wernick. “You’d have to invest in training and leadership development, you’d have to put some money into it and buildings and equipment … it won’t come for free. And so far, this government has lost any sort of focus and traction on public-sector capability.”

“The idea of having a serious discussion at parliamentary committees about the public service would be a good start,” said Wernick, alluding to a Globe and Mail opinion article he penned earlier this year where he argued that the government “should work with Parliament to create a new Joint Committee of the House of Commons and Senate on the Public Service” as well as create a “permanent Better Government Fund in the care of the Treasury Board.”

“I’m not sure that the timing is great, which goes back to the cabinet shuffle, where we’re in this phase of the government where the hourglass sands are running out, there’s less than two years left, two budgets, maybe about 200 days of parliamentary time,” said Wernick. “The last two years of a mandate of a government that’s 10 points behind in the polls is probably not where you’re going to see bold ideas on the public sector.”

The disruptions caused by the pandemic were “enormous,” said Wernick, and the opportunities for some parts of the public service that hybrid work creates “are interesting.”

“Their promise in the strike settlement to add seniority to the algorithm for laying people off could be very relevant two years from now,” said Wernick. “If I was a younger public servant I’d be quite worried.”

Any return to the size of the public service when the Liberals took power in 2015 would involve tens of thousands of job losses, said Wernick. 

“Is this government going to try to tap the brakes in its last two years? I don’t know,” he said. 

But Wernick also noted that this government, at this point in its mandate, “wants to deliver stuff.”

“Climate change, green transition, hugely ambitious immigration numbers, housing, reconciliation, the defense policy review and implementing something out of that, the review of the foreign service—they’re going to run out of time in June of 2025, which is not so far away,” said Wernick. 

Data shows growth in public service, progress in diversity and inclusion

In terms of the diversity goals, Andrew Griffith, a former director general for Citizenship and Multiculturalism who keeps a close eye on public service survey results and reports, said that “virtually, for all visible minority groups, their relative share in promotions has increased.”

There has been significant growth in the size of the federal public service recently, with the report noting that the number of employees grew from 319,601 in March 2021 to 335,957 in March 2022.

The number of executives grew from 7,972 to 8,506 during that time period, with the number of deputy ministers increasing from 37 to 41. The number of associate deputy ministers fell slightly, from 39 in March 2021 to 36 a year later.

In the report’s “year ahead” section, Charette notes that the government’s agenda on diversity and inclusion “must be inclusive” and must advance commitments around reconciliation, accessibility, combating transphobia and better support for 2SLGBTQIA+ communities.

Charette also writes that the government must continue to prioritize the recruitment and retention of persons with disabilities, and “ensure employees in religious minority communities feel safe and supported in their workplaces.”

Griffith told The Hill Times that “the overall pattern of the public service becoming more diverse with better representation is there, at both the executive level and non-executive level.”

Griffith also said that based on the data he sees and analyzes surrounding the bureaucracy, the visible minority category as a whole is doing better in the last six years than the non-visible minority community—which applies to both men and women.

According to the report, which outlines disaggregated employment equity representation and workforce availability, the number of women in the public service increased from 127,043 at the end of March 2021, to 132,299 one year later.

The number of Indigenous Peoples in the public service increased from 11,977 to 12,336 over the same time period, with the number of persons with disabilities increasing from 12,893 in March 2021 to 14,573 in March 2022.

In terms of visible minorities, the total increased from 43,122 to 47,728, with Black employees increasing from 8,754 to 9,809. Non-White Latin Americans and persons of mixed origin both saw increases of 0.1 per cent in the public service population.

Chinese, Japanese, Korean, Filipino, and South Asian/East Indian employees also saw increases within the bureaucracy’s ranks, as well as Non-White West Asians, North Africans or Arabs, Southeast Asians, or other visible minority groups, according to the report.

At the executive level, the percentage of women increased from 52.3 per cent to 53.2 per cent, persons with disabilities increased 5.6 per cent to 6.5 per cent, and members of visible minorities increased from 12.4 per cent to 13 per cent.

Public service renewal ‘fairly low down on the political radar’

When asked about recent changes both at the top level of the public service with a new clerk, as well as a new Treasury Board president in Anand, Griffith said he thought “sometimes one reads a bit too much into these changes.”

“Public service renewal isn’t [something] that directly affects [most] Canadians,” said Griffith. “It’s fairly low down on the political radar screen—this is largely managed through the bureaucracy—there are checks and balances as there always are, but I don’t really think that any of these changes will drastically modify the path that the current clerk was on, and that likely the new clerk will have more important issues that take up his time.”

Wernick noted that the Liberals left Innovation Minister François-Philippe Champagne (Saint-Maurice-Champlain, Que.), Finance Minister Chrystia Freeland (University—Rosedale, Ont.) and Environment Minister Steven Guilbeault (Laurier-Sainte-Marie, Que.) where they already were in cabinet, but “it doesn’t explain moving Anand out of defence, frankly, because now you’ve got to bring a new person in in the middle of a defence policy review.” 

Wernick also said going through the disruption of the pandemic and now trying to adapt in some places to hybrid work possibilities, there’s now a government “in the late stages, pedal to the metal, trying to deliver stuff.”

“So it’s going to be hard to pay attention to its actual capabilities,” said Wernick, who added that he agreed with what is flagged in the report in terms of organizational health, burnout, mental health, and diversity.

“But there’s not a lot in there about the basic capabilities of the public service,” said Wernick.

‘I know getting here has not always been easy,’ writes Charette on hybrid work

The report also highlights the shift in the past year towards a hybrid work model, a change that made headlines for months and raised the ire of many public servants both in mainstream media and on social media. 

“Once we were able to safely welcome more employees back into the workplace, I outlined my expectations for deputies, including that they encourage employees to test new hybrid work models, wrote Charette in the report. “The shift to a hybrid model was about putting our effectiveness first and making a change that would best enable us to support government and serve Canadians, while giving employees flexibility to support their well-being.”

Direction on the common hybrid work model was released in December 2022, which set out guidelines requiring that employees work on-site at least two to three days per week.

“I know getting here has not always been easy,” wrote Charette, noting that the public service is the largest employer in the country and is made up of hundreds of thousands of public servants in a wide range of roles across Canada and abroad.

Source: Annual public service report to PM should prompt ‘serious conversation’ about bureaucracy’s future, says former PCO clerk Wernick

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Ifill: The curse of unserious politicians

2023/07/20 Leave a comment

Interesting mix of self-awareness in terms of her positions/identity/branding and obliviousness of how some of her critiques (e.g, “ludicrous solutions,” “misinformation”) can also be applied to her along with many politicians, not just the arguably more egregious example of Pierre Poilievre:

I’m back as the award-winning journalist and economist you’ve come to love or hate, but can never dismiss. In my fourth year of this column, I will continue to regale you with news stories and political and policy analysis from an intersectional feminist lens, which also includes analyses of equity and power. I’m not your friendly gender-based analysis plus co-ordinator who is only interested in the check-box exercise of performative policy analysis done by the federal public service. No, policy and politics need to be done differently for the times we are in and beyond.

We are not a homogenous society, and post-pandemic, we need better tools to determine how we’re heterogenous and how to deliver public services to disparate communities. Politics continues to be a white man’s game, and policy decisions continue to be made by people who lead homogenous lives and lifestyles of privilege. If we are not centring the vulnerable and marginalized—i.e. those without power—we’re doing politics and policy wrong. The results of that are growing chasms of inequalities that will upend society and polarize our politics, which one can observe is already happening.

Unfortunately, in these serious times we are besieged by unserious people who have been instrumental in the memeification of politics and political discourse. And this is dangerous.

In his 1976 book, The Selfish Gene, Richard Dawkins defined a meme: “Memes (discrete units of knowledge, gossip, jokes and so on) are to culture what genes are to life. Just as biological evolution is driven by the survival of the fittest genes in the gene pool, cultural evolution may be driven by the most successful memes.” However, an internet meme does not mutate according to evolutionary standards of random change and Darwinian properties; it is made to deliberately be manipulated through the creativity and purpose of the creator. In both instances, the resulting effect would be to go viral.

For the 2018 Ontario provincial election—the one in which the Ontario NDP could not capitalize, and the Ontario Liberals collapsed—much of the success of the Progressive Conservatives had been predicated on the success of Ontario Proud, a meme factory. It was given credit, though without much evidence, by Ontario news media for its alleged success in dethroning Kathleen Wynne’s Liberal party. It did so through the creation of memes and other online content, as reported by the Toronto Star: “It unabashedly promoted Doug Ford’s Progressive Conservatives in last spring’s Ontario election, using social media to create viral videos and memes that mercilessly mocked Wynne before shifting to attack the NDP once polls showed the premier’s party cratering.”

In contrast, its sister organization, Canada Proud, has not been able to scale this effect nationally. The organization wanted to replicate its success for then-Conservative Party leader Andrew Scheer, only we all know how that turned out. More recently, founder of Ontario Proud and Canada Proud, Jeff Ballingall, was the digital director of councilman Brad Bradford’s ignominious run for mayor of Toronto. Ballingall’s candidate ended that run with only 9,254 votes, or 1.3 per cent. In the June 26 election, Bradford made himself into a caricature with his insistence on filming himself holding a Jamaican patty all under the auspices of his digital director.

Unfortunately, meme culture has ushered in the rise of unserious people. People who can’t be taken seriously every time they open their mouths because what they propose are ludicrous solutions to important problems, and thereby wasting our collective time. Typically, their brand of unseriousness is coupled with misinformation and based on irrelevant contextualization, bigotry, and general asininity. Imagine how far we could’ve gotten on climate change policies had we not been held back by unserious people. Imagine how far along we’d be as a society if we didn’t have these time-wasters holding us back. It’s maddening and frustrating.

The most unserious person in Canadian politics is Pierre Poilievre. After revealing himself to be a capable politician, through his victory speech after his Conservative leadership win last fall, one would think he would’ve continued along that trajectory. But unserious people can’t be serious for long. Instead of building political capital, he squandered it by reducing himself to his own meme, much like Bradford. His showing at Calgary’s Stampede, which showcased a new look—one without glasses, pumped up, and photographed alongside homophobes—demonstrated the lengths Conservatives will go to alienate the general voting public. They will then whine and complain about imaginary media bias against them when all Canadians can see throughout social media is their latest bigoted attack. What’s dangerous about this is the platforming and integration of bigotry, misinformation, and general farcical nature of Poilievre’s brand of politics. He’s not here to solve problems, like a serious person committed to the betterment of all in this country. In contrast, he’d rather sully his assumed intellect for the next viral moment like the shallow, unctuous man he’s shown the Canadian public he is.

Source: The curse of unserious politicians

Filed under Government, Politics Tagged with , ,

Legislation changes to address discrimination in the public service ‘a good start’, union says

2023/07/13 Leave a comment

Of note, relatively positive commentary on the planned changes. Some of the accommodations may result in challenges further down the road, however:

The federal government recently put into effect the last set of amendments to the Public Service Employment Act, which the Public Service Alliance of Canada (PSAC) said is “a good start” to addressing barriers faced by equity-seeking groups.

The Public Service Commission of Canada (PSC) said last week that the newest updates to the legislation aim to tackle biases in the hiring and staffing of public servants, with the ultimate goal of creating a more inclusive and diverse public service. Roughly 80 departments across the federal government are subject to the act.

Under the new legislation, federal departments and agencies are now required to evaluate how staffing processes, such as interviews and written exams, could disadvantage people belonging to equity-seeking groups, including women, people with a disability, or those who identify as Black, Indigenous or LGBTQ+, and take steps to remove or mitigate any biases or barriers within their practices.

Michael Morin, PSC’s acting vice-president of the Policy and Communications Sector, said the agency has been developing a guidance workshop tool over the past year to help hiring managers and human resources staff identify potential biases and barriers in staffing methods, such as screening, written tests, exams, interviews, reference checks and performance reviews, and see what strategies can be implemented to make them more inclusive.

For example, Morin said that some assessment strategies could be found to offer insufficient preparation time, which could be a detriment to people with disabilities, people who talk or type slowly, or people with little experience with the government’s hiring practices. If that was the case, PSC’s tools, he said, would encourage managers to provide applicants with more time to prepare and deliver their response, and might suggest departments provide questions in advance.

“The key part is that the evaluation has to take place before an assessment method is conducted,” Morin said, adding that the evaluation tool can be used more broadly by a department’s human resources team or by individuals like a hiring manager. “A hiring manager, if they’re conducting an interview, can sort of review that guide to consider how they are conducting the interview and do some sort of course-correction along the way.”

The updates will also expand the capability of PSC and departments’ deputy heads to investigate “errors, omissions or improper conduct” resulting from biases or barriers in staffing processes.

“Anyone can submit a request for investigation regarding irregularities or issues in a hiring process, and this now includes any concerns related to biases and barriers,” Morin said. “What we’re looking at is an added emphasis on minimizing trauma for investigations participants, and also really looking at how can we increase transparency and flexibility as the investigation process unfolds.”

The updates are building on previous amendments made to the act first introduced in the 2021 budget implementation process.

Other updates included revising job qualifications for members of equity-seeking groups, expanding the PSC’s authority to audit for biases or barriers in appointment processes that disadvantage members of those groups and providing permanent residents with the same preference as Canadian citizens when appointments are made through external advertised hiring processes, which Morin said has already led to a shift in the number of permanent residents applying and getting hired.

Morin said changes to the act were made with consultation with employee diversity networks, bargaining agents and federal departments.

In an emailed statement, PSAC said the latest amendments are “a good start”, arguing that more support, resources and legislative changes are needed to address systemic barriers in the public service.

In the past couple of years, PSAC and other unions representing federal workers made several recommendations to update the act, with the union calling for increasing centralized staffing oversight and for the government to address the “use and abuse” of discretion powers in hiring.

PSAC said the union continues to maintain its recommendations, noting that the commission should have the authority to ensure transparency and make changes to hiring practices within departments, and that it must ensure that investigators have the necessary experience and knowledge to identify bias and barriers in hiring.

“Ultimately, our members file staffing complaints with the Public Service Labour Relations and Employment Board,” the statement read. “This bill’s proposed amendments do not address the barriers in the Board complaint process which has become more legalistic, cumbersome, ineffective, and intimidating with limited remedies.”

Morin said “a lot of departments” have already taken measures to implement the changes, adding that the PSC will oversee government hiring practices through audits, surveys and continued engagement with employee diversity networks.

“It’s not sort of the full suite of work that’s underway across the public service or through the PSC in terms of supporting diversity and inclusion and equity,” Morin said, noting the Clerk of the Privy Council’s Call to Action on Anti-Racism, Equity, and Inclusion and the federal accessibility strategy. “We see it as a foundational piece to really support a lot of those initiatives.”

Source: Legislation changes to address discrimination in the public service ‘a good start’, union says

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Mandates aim to tackle discrimination in public service, unions say it’s not enough

2023/07/07 Leave a comment

Well, of course it isn’t. But it reflects continuous improvement as hiring, promotion and separation data attests (How well is the government meeting its diversity targets? An intersectionality analysis) while the media generally only reports on the activist perspective:

Federal government departments and agencies will now have to evaluate whether their hiring practices are discriminatory after changes to the Public Service Employment Act came into effect this week.

Public Service Commission spokeswoman Elodie Roy said the changes will strengthen diversity and inclusion in the federal government workforce.The amendments were first introduced in the budget implementation process in 2021.

They require the public service to evaluate how staffing methods, such as interviews and written exams, might discriminate against women, people with a disability, or those who identify as Black, Indigenous or LGBTQ.

The Public Service Commission will also have more resources to investigate mistakes or misconduct that affect hiring processes.

Previous amendments revised the job qualifications for members of equity-seeking groups and ensured permanent residents were given the same hiring preferences as Canadian citizens.

But a group representing thousands of Black public servants who filed a class-action lawsuit against the government alleging decades of discriminatory hiring practices said the changes do not go far enough.

The Black Class Action Secretariat, which formed when the $2.5-billion suit was filed in 2020, has been calling on the federal government to settle claims for financial compensation and to create a mental health fund for trauma caused by racial discrimination in the public service.

The creation of that fund, which was promised in the 2022 federal budget, has also been mired in complaints of racist behaviour.

Back in March, the Treasury Board Secretariat ruled that the Canadian Human Rights Commission discriminated against Black and racialized employees.

Nicholas Marcus Thompson, the executive director of the Black Class Action Secretariat, said the agencies responsible for implementing the new changes have also contributed to systemic discrimination within the workplace.

“Frankly, there’s no trust,” said Thompson.

He pointed out that individual employers within the government separately control their staffing processes.

“If you look at the legislation, and if you look at the direction that the Public Service Commission is now empowered to take action on, it doesn’t appear to have any teeth,” he said.

“It’s mind-boggling that employers who have discriminated against workers — you have employers like the Canadian Human Rights Commission that has been discriminatory towards its own Black employees — would now be the subject of this system.”

Thompson called for more accountability in the public service, and said agencies that have engaged in discriminatory practices should take responsibility.

He said the government and public service sector have displayed that they have the willpower to make meaningful changes toward diversity and inclusion, citing the increase of women in the federal workforce.

“So the excuse that there is no magic bullet to this problem, it’s quite frankly nonsense,” he said.

The Public Service Alliance of Canada, a union that represents more than 120,000 federal workers, called the changes a good start but said more is need to address systemic barriers.

In a written statement, the union said legislative changes are also needed to overhaul to managerial powers in hiring practices, and that the Public Service Commission should have the authority to ensure transparency and make changes to hiring practices

Source: Mandates aim to tackle discrimination in public service, unions say it’s not enough

Filed under Government, Multiculturalism Tagged with , ,

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