My latest: Disconnect between political priorities and service delivery [focus on passports and immigration]

Article below as behind a paywall:

The disconnect between government commitments and its ability to deliver on targets and service levels has never been clearer as the immigration and passport backlogs attest.

Immigration Minister Sean Fraser indicated that the 2023-25 plan will likely include a target of 500,000 new permanent residents by the end of the plan. The number of temporary foreign workers will also increase significantly following relaxation of eligibility requirements (length of permits; increase in the cap allowed from 10 to 30 per cent; no longer refusing applications in low-wage occupations in regions with unemployment higher than six per cent), and the large number of Ukrainians arriving in Canada due to the war.

These current and planned increases are happening against the backdrop of large backlogs in permanent and temporary resident, citizenship and passport applications.

The resulting public and political outrage has prompted a mix of short-term measures, both symbolic such as the formation of a task force to improve government services as well as substantive, to alleviate applicant frustration (e.g., triage of passport applications, more online application tracking tools for immigration-related programs).

Why the disconnect?

Public service expert Ralph Heintzman focuses on the comparative neglect of service in relation to policy and program development (“poor cousin”) and how Service Canada never lived up to its promise to overturn that hierarchy in favour of citizen-centred service. As someone who has worked at Service Canada to implement that vision during the early days, we developed tools like score cards to maintain focus on service. Heintzman notes that departments do not focus on citizen and applicant satisfaction as current service failures illustrate.

Donald Savoie, a Canadian public administration expert, looks at the more fundamental issue of the relationship between the political and bureaucratic levels, and the need for the latter to have clear goals in order to implement effectively. The political level generally has conflicting goals, reflecting different stakeholder interests, and has a bias for the shiny and new, rather than program management, as any party platform will illustrate. Senior public servants are more akin to “courtiers,” rising through policy rather than service-delivery ranks, and have a “limited understanding of how best to help frontline managers deliver programs and public services.”

While his argument that government cannot be managed by using private-sector practices is valid at the policy level, I would argue that private-sector measurement and service practices are needed for the reasons outlined by Heintzman.

When service delivery is essential, as in the case of pandemic-related financial supports, the political and bureaucratic levels focus accordingly, and address the trade-off between speed of delivery and program integrity.

It is unclear the extent to which the public service advised the government that its focus on meeting its political objective of increased immigration would mean a surge in backlogs across programs, given reduced capacity during the pandemic.

The need for digitalization, modernization, and renewal of IT infrastructure was driven home during the pandemic. In the short-term, the IRCC has delivered online applications and updates for some programs. For the longer term, the challenges are greater, given the complexities of programs and government structures, the time involved and the need for effective management, as the Phoenix pay system debacle illustrates.

While the government is ultimately accountable, stakeholders, with some rare exceptions, bear some of the responsibility. Businesses complain about backlogs, but press for higher levels that exacerbate pressures, as do other levels of government, immigration lawyers, and consultants, settlement agencies, academics, and activists. While the general support for immigration across all these groups is laudable and exceptional compared to other countries, it also reveals an unhealthy group think that is unwilling to consider seriously trade-offs between addressing backlogs and increased levels.

Air Canada’s announcement that it is trimming capacity in order to ensure meeting their on-time performance service standards contrasts with the inability of the government to manage immigration and passport demand and related expectations. While I disagree with the government’s overall approach to increased immigration, a more responsible government would engage with stakeholders to explain the constraints and institute a partial and temporary reduction in immigration levels to reduce the backlog.

Politically, it is harder for governments to be open about service delivery issues than the private sector. However, being up front avoids the inevitable drip-drip of revelations of problems that result in greater public and media attention and prolonged controversies.

The challenge for the public service is to “provide stronger advice to the political level on the constraints and trade-offs inherent in public administration” on service delivery issues, always tricky to carry out in practice.

Canadians may not appreciate the abstraction of large numbers, but they do understand the many personal stories of those who are waiting for decisions, whether in passport lineups or applications in the system. As Heintzman, Savoie, and others have noted, government failure to deliver on services or communicate in advance of service delivery issues undermines overall trust in government.

Source: Disconnect between political priorities and service delivery

Quebec tells federally regulated firms to guarantee use of French among employees

Federal response has been weak to date. Will be interesting to see the results of expected court cases:

The Quebec government is giving companies in federally regulated sectors one month to begin complying with new requirements to guarantee the use of French in their workplaces.

The move comes as Ottawa’s plans to modernize the country’s Official Languages Act, which will include new rules for federally regulated companies, are still being debated in Parliament.

Federally regulated sectors include banking, telecommunications and transportation, which were not under the legal purview of the Quebec government until the recent adoption of a new language law known as Bill 96.

Source: Quebec tells federally regulated firms to guarantee use of French among employees

Smart tech is key to solving Canada’s service failures and ending passport seekers’ woes

All true and necessary, but government has mixed record on such large and complex IT projects.

Even harder is the necessary simplification and streamlining of programs and processes that would facilitate IT and related modernization:

Canadians are missing flights, cancelling trips and even camping out overnight at government offices as the passport application process has utterly failed to keep up with post-pandemic demand.

With anger and frustration over the delays flaring into a national issue, Prime Minister Justin Trudeau named a task force of ten cabinet members to try to address the problem and figure out how to end the backlogs on passports and immigration processing.

This comes not long after Auditor General Karen Hogan found veterans seeking disability benefits also face unacceptable delays in the processing of their applications by Veteran Affairs Canada.

Hogan found veterans applying for disability benefits waiting almost 40 weeks for a decision on their first application compared to the 16-week average processing time for other benefits packages. And she reported that the department’s inability to meet timely delivery standards has been going on for seven years.

As governments struggle to fix these problems, it has to be pointed out that a simple automated solution is readily at hand. It’s just a question of the government’s ability to take advantage of it.

Better data management

In fact, the current backlogs on passports, immigration paperwork and veterans’ applications are nothing less than case studies in the need for digital innovation to enable government departments to quickly and efficiently upgrade service delivery and deliver a better experience for Canadians.

Organizations around the world are increasingly leveraging intelligent automation, particularly Robotic Process Automation (RPA), to tackle business challenges, including the need for greater efficiency, reduced processing time and better data.

Addressing shortcomings in data operations is one of the hallmarks of RPA, a software technology that uses digital workers for repetitive tasks like data entry and validation. RPA reliably captures and handles data faster and more accurately, while streamlining the client experience. As importantly, RPA frees employees from repetitive, mundane work, allowing them to be more productive and focus on better solutions.

Solutions seen globally

For example, the United States Department of Veterans Affairs (VA) has adopted RPA solutions to address persistent service problems similar to those faced by Veterans Affairs Canada. Among other improvements, the U.S. VA has saved over 500,000 hours by leveraging RPA in its mailroom. It has successfully automated the review and classification of more than 8,000 physical mail packets on a daily basis, representing 277 unique document types.

Such examples of positive RPA implementation are myriad. For instance, ATB Financial, Alberta’s Crown-owned bank, has used RPA to achieve a 99 per cent improvement in turnaround time for end-to-end processes, as well as other upgrades. Other sectors worldwide have successfully implemented RPA technology, including in accounting, retail trade, government, professional services and manufacturing.

The Canadian government is, of course, well aware of the game-changing potential for service delivery through intelligent automation, and is committed to digital transformation in its 46 departments and agencies. But it started this process from a weak position, with officials informing Prime Minister Trudeau that critical federal computer systems and applications were “rusting out and at risk of failure.”

The federal government has committed billions of dollars to new digital operations, and Shared Services Canada has been mandated to modernize these systems, but accomplishing overall change in such a massive, traditionally-siloed organization has proven challenging. Despite its efforts, the government acknowledges that some of its services are still hard to access and use.

Changing expectations

The demand for processing improvements is on the rise. The pandemic has produced a transformation in services and online access across the socio-economic landscape, and Canadians increasingly expect governments to meet this standard.

“We’re at a point where digital matters so much … we saw that amplified in the last two years,” Catherine Luelo, who was appointed the federal chief information officer last year, recently told CIO.com. In Budget 2022, the government promised legislation allowing it to expand availability of its digital platform services, including in other jurisdictions in Canada, and Luelo is working on ways to accelerate the institution-wide transformation away from legacy technology at the federal level.

Indeed, as thousands of frustrated would-be travellers can attest, the opportunities for RPA-based improvements have never been greater as the government tries to reopen services in the face of post-COVID demand. RPA is able to be procured by individual government departments and could quickly assist in speeding up passport and immigration processing. Intelligent automation could also provide solutions to the service problems now causing long wait times at airports in Toronto, Montreal and Calgary.

When service providers modernize their administration processes using RPA, they are not only able to realize solutions to specific needs but also make their operations scalable. This scalability through intelligent automation is the key tool needed to respond effectively to the surge in demand that has been so badly tying up the country’s passport offices and airports, with no end in sight.

Michael McGeehan is the North American Intelligent Automation Leader at SS&C Blue Prism.

Source: Smart tech is key to solving Canada’s service failures and ending passport seekers’ woes

Pratte: Federal gridlock is a threat to national unity

Agree:
Like most Canadians, Quebecers have relatively few interactions with the federal government. When constituents face difficulties, they usually call their provincial representative, rather than their MP.
Most “close-to-people” government services — health care, schools, day cares, etc. — are delivered by the provincial government, while Ottawa deals with things like passports, customs, immigration and employment insurance. Unfortunately, virtually all the services administered by the Government of Canada are currently broken, despite the fact that the federal government has significantly increased its expenses and its workforce since the pandemic hit.

When Quebecers are thinking about the federal government these days, they are not impressed. How come a G7 country is not able to issue passports in less than three months? Why can’t it deal with an immigration file in months rather than years? How is it that the government can’t ensure there are enough security and customs agents at major airports to process travellers within an acceptable time frame?

Le Journal de Montréal reported this week that a newly unemployed man has been waiting for close to three months for his first employment insurance cheque. It appears that his file needs to be treated by a “public servant level 2,” which would explain the delay …

Remember the sponsorship scandal, the massive (and corrupt) advertising program developed by the Chrétien government to increase the federal government’s visibility in Quebec? What we are seeing these days is the reverse.

Sovereignist columnist Joseph Facal was quick to highlight the federal government’s “gross incompetence,” and compare it to the Quebec government’s more responsive attitude: “While there is certainly incompetence at the Government of Quebec level, one does not see that lazy indifference, that feeling of distance, of flying way over ordinary people, of living on another planet that coats the federal public service.”

How can the Government of Canada argue that being part of the federation is advantageous if it cannot deliver the basic programs it is responsible for? Even before this latest mess, the proportion of Quebecers who said they think that Canadian federalism has more advantages than disadvantages for Quebec slipped to 43 per cent in 2022, from 51 per cent in 1998, according to Environics’ annual Confederation of Tomorrow survey.

This trend is not unique to Quebec; Canadians from other regions have also become skeptical about the advantages of federalism. Fortunately, other data points from that survey are more encouraging. For example, over the last two years, the percentage of francophone Quebecers who feel “Quebecers only” has dropped to 12 per cent from 22 per cent, while the proportion who feel equally Canadian and Quebecer has increased to 25 per cent from 18 per cent.

The same survey shows that 80 per cent of French-speaking Quebecers feel they are both Quebecers and Canadians to some degree. Quebecers know, for example, the very high value of a Canadian passport in foreign lands — if you can manage to get your hands on one, that is.

The breakdown of the services delivered by the Government of Canada cannot be allowed to continue. It is intolerable for Canadians, who carry a heavy load of taxes to receive those services in an efficient and timely manner. It is bad for the country, because it weakens the trust that Canadians have in their national government.

Because of this, and because repairing the large machine of government is obviously a complex undertaking, that should be priority number 1 for Prime Minister Justin Trudeau and his cabinet. It’s fine to issue statements and tweets about Ukraine and abortion in the United States, but when your government cannot deliver passports or unemployment cheques, it is your responsibility and your duty to come back from your worldly travels and get to work.

As long as the bureaucracy does not feel the pressure coming from the prime minister himself, this frustrating situation will continue. Members of cabinet like to show up at airports when refugees arrive; why don’t they show up at airports and passport offices now?

Relatively few Quebecers celebrated Canada Day yesterday. For most of us, the true national holiday is June 24, the Fête nationale. This does not mean Quebecers don’t feel some connection with Canada. But nowadays, the prevalent feeling is indifference — which could easily turn to anger if the Trudeau government does not tackle the current bureaucratic disarray head-on.

Source: Federal gridlock is a threat to national unity

Délais d’attente à Service Canada ou quand l’exception fait la règle

A reminder that Service Canada’s problems go beyond passport services and are long standing:

Relayée largement par les grands médias, « la crise des passeports » soulève depuis quelques semaines l’indignation de nombreux Canadiens qui s’étonnent de l’échec monumental de Service Canada à délivrer des passeports dans des délais raisonnables.

Les personnes sans-emploi qui ont dû composer avec la machine défectueuse qu’est Service Canada sourcillent probablement devant les propos de la ministre lorsqu’elle invoque le caractère exceptionnel de la situation. Certains se rappelleront également qu’en 2006, un syndicat d’employés de la fonction publique canadienne avait pointé du doigt l’existence de directives internes ayant pour effet de falsifier les chiffres sur les délais d’attente réels à Service Canada.

Le manque de transparence et le cafouillage chez Service Canada ne datent pas d’hier. Depuis l’instauration de cette méga-agence fédérale, les groupes de défense des droits des chômeurs de la province n’ont cessé de dénoncer l’accroissement des délais d’attente pour le traite006, pour résorber l’arriéré des 80 000 dossiers dont le traitement dépassait les 28 jours, le Mouvement autonome et solidaire des sans-emploi (MASSE) recommandait d’augmenter le nombre d’agents d’au moins 20 % et de cesser la chasse aux « mauvais chômeurs ».

Le même son de cloche fut donné en 2008, 2010, 2013 et pour toutes les années subséquentes. Enfin, le rapport Massé sur la qualité des services, publié en 2015, suggérait un ensemble de solutions qui auraient pu être mises en place bien avant la pandémie. Il faut augmenter le nombre d’agents et bonifier leur formation, simplifier les procédures opérationnelles et investir dans les infrastructures technologiques.

Après dix-sept ans, force est de constater que Service Canada est non seulement devenu une machine qui fragilise les populations vulnérables, mais un véritable frein à l’exercice du droit à une protection en cas de chômage pour tous les travailleurs.

Depuis l’hiver 2022 — alors que les demandes de chômage atteignent un creux historique — Service Canada bat de tristes records. En janvier, ce sont près de 300 000 dossiers qui ne respectent pas les normes de traitement, certaines personnes pouvant attendre jusqu’à un an pour que soit traitée leur demande. Gardés dans l’ombre, les futurs prestataires doivent appeler en moyenne sept fois les services de première ligne pour obtenir un suivi de leur dossier.

Comble de l’aberration, les demandes classées « urgences humanitaires » ne sont plus considérées comme prioritaires depuis quelque temps. Des chômeurs en détresse se font dire de prendre leur mal en patience, de s’endetter et parfois même d’aller chercher de l’aide sociale. Les conséquences sont dramatiques. Connaissez-vous beaucoup de personnes capables de faire vivre leur famille sans revenus pendant deux, voire quatre mois ?

Au-delà de la pandémie

Loin d’être perméable aux vagues de réformes de l’administration publique observées depuis 1970, le Canada crée en 2005 Service Canada, un organe à guichet unique au sein duquel seront désormais administrés les programmes de quatorze ministères. Cette nouvelle structure, nous promet-on, « permettra à la fois d’améliorer la qualité des services tout en réalisant des économies ».

Service Canada importe des méthodes de gestion propres à celles des entreprises privées et témoigne d’une vision clientéliste des services publics. L’importance accrue accordée aux mécanismes d’évaluation du rendement du personnel alourdit les procédures administratives, alors que l’informatisation mur à mur des services est inadaptée aux besoins réels des chômeurs dont les demandes sont « irrégulières ».

Résultat : l’ajout d’un billet médical dans la demande d’assurance-emploi, ou la déclaration d’indemnités provenant de la CNESST par exemple, peut priver une personne sans-emploi de prestations pendant des mois.

À l’été 2020, le gouvernement Trudeau a promis d’adapter le régime d’assurance-chômage « à la réalité des travailleurs du XXIe siècle ». Or, tant et aussi longtemps que le gouvernement nie les dysfonctions profondes de l’appareil censé administrer le régime, les Canadiens risquent de ne pas voir la couleur des prestations auxquelles ils et elles ont droit.

L’amnésie du gouvernement a assez duré.

Source: Délais d’attente à Service Canada ou quand l’exception fait la règle

May: The Achilles heel of the federal public service gives out again with passport fiasco

Agree. Service delivery unfortunately the poor cousin compared to policy and program development. Previous governments missed opportunity with Service Canada to transform government around service delivery.

Valid risk concerns yet here we are again with service failures, driven in part by governments more interested in new policy and program initiatives, as our senior public servants most who rose through the ranks on their policy work:

Delivering services to Canadians has been an Achilles heel of the federal government for 30 years because of political disinterest and a senior management of “travelling salesmen,” who hop from job to job and barely know the business of the departments they lead, says the former senior bureaucrat who proposed the creation of Service Canada.

“You have deputy ministers and senior executives … who very rarely have deep experience and knowledge of departments, operations and services for which they’re responsible. They haven’t worked their way up in that department and are flying blind to a significant degree,” said Ralph Heintzman, who also launched the Institute for Citizen-Centred Service and the Public Sector Service Delivery Council.

This constant churn of executives moving in and out of jobs has created a public service with “little learning experience, no constancy of purpose or corporate memory.”  That makes it very hard for the government to “maintain a focus on service improvement or anything for a long period of time,” he said.

But Heintzman says those are foundational reasons for why service has never been given the attention it deserves. Then come all the operational problems: underfunding, old technology systems that never get replaced, poorly trained and disengaged employees, lack of planning and little accountability for poor service.

Passport and immigration backlogs with long lineups of frustrated and fuming Canadians at Service Canada offices across the country in recent weeks prompted the government to create a new ministerial task force to find ways to improve service.

The 10-member task force is expected to make recommendations outlining short and longer-term solutions that would reduce wait times, clear backlogs and improve the overall quality of services provided.

Big barriers to improving service are investment in technology and recruiting the right people. That’s money and, notably, the minister of finance is not a member of the task force. The task force also comes as the government is launching a strategic review to find $6 billion in savings.

“They now have two conflicting objectives and can’t have it both ways. Which objective will trump the other? If they want to improve service, they will have to spend some money on technology, training and staffing levels,” said Michael Wernick, a former clerk of the Privy Council and the new Jarislowsky Chairin Public Sector Management at the University of Ottawa.

But Heintzman says 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, a single one-stop agency to focus on delivery and citizen satisfaction. When the plan was rolled out in 2005, it was billed as the single biggest operational reform in federal history.

And it was all built on putting citizens first, or what he calls serving Canadians “outside in” rather than “inside out.”

“The whole idea of Service Canada was to help increase the standard of service and citizens’ satisfaction with government service.  So, when I see those photos of people lined up around Service Canada offices, there’s a pang in my heart,” said Heintzman.

But what’s different now is trust in government is falling like a stone and a wave of populism is exploiting those backlogs to drive the message that government isn’t working.

Heintzman says the research is clear. The satisfaction of Canadians with service is directly tied to citizens’ trust in government.

“One of the reasons why governments should invest in and pay attention to the quality of service is citizen trust,” said Heintzman.

“It makes me even more anxious now, when there are people eager and willing to seize upon the failures of the government to use them as an excuse for attacks on democracy and on the public sector.”

Public servants have two jobs. They offer policy advice and deliver programs and services to Canadians.

Service delivery has long been the poor cousin to policy. The way services are designed and delivered is often dictated by the internal needs of public servants and all the processes and rules they must follow. That means users and frontline workers — who know the ins and outs of how programs work — aren’t always heard.

Frontline managers also rarely make it to the top and ambitious public servants opt for the policy jobs. Executives typically manage up and into ministers’ offices and the Privy Council Office, rather than “manage down to line operations and out to citizens,” said Heintzman.

Prime ministers, ministers, even deputy ministers, pay little attention to operations or service delivery until there’s a crisis. The focus is all policy and “announceables,” not execution.

Knowing politicians aren’t that interested, senior bureaucrats are reluctant to bring up operational problems or push for technology projects to help improve services – especially after the disastrous Phoenix pay system.

“Three-quarters of the responsibility for performance in service delivery rests with the public service,” said Heintzman. “It has to be a public service issue, not only for execution, but in making it a political issue by including it in their priorities to ministers and for funding.”

The government has pinned its efforts to improve services and trust on digital technology. But Heintzman worries the emphasis on technology loses sight of citizens and how to improve service. In many departments, service is rolled into the responsibilities of the Chief Information Officer where the focus is on the latest software, hardware and apps.

“There should be a chief service officer of the government to whom the people responsible for information [management] and IT report, but the tail should not be wagging the dog. The objective is promising a proper service to people of Canada not running an IM-IT operation,” said Heintzman.

A focus on technology brings an “inside-out” approach to service, which means services are built around the priorities of the managers and department, not citizens.

Departments also don’t pay enough attention to service satisfaction – tracking how Canadians view a service and rate it – which Heintzman argues is the only way to improve service.

Rather than measure satisfaction, the government focuses on results and inputs. The Liberals created a “results and delivery unit” modelled after the deliverology theory of Britain’s Michael Barber that did little to improve service.

Heintzman says departments don’t plan enough. They don’t set targets or deadlines built around how they want to improve a service over the long run.  Service standards are set “inside out” with promises to answer a call, fix a complaint or provide a service within a certain time, which are “set to suit the people inside and have nothing to do with what people want or need in the way of delivery.”

They also don’t study the drivers of customer satisfaction, which varies by type of service and whether accessed by phone, in-person or online. Timeliness is the big one, but competence, courtesy, fairness, outcomes and value all influence satisfaction.

Heintzman argues managers should be held accountable for the quality of service, perhaps by linking their annual performance pay to client satisfaction. Central agencies such as Treasury Board and the Privy Council Office abdicated leadership in service delivery by turning it over to departments.

And finally, the government should professionalize service delivery. The Institute of Citizen-Centred Service was created to train and certify public servants, at any level, who manage services. Service delivery needs a “holistic approach” that reinforces how the pieces connect; happy and engaged employees are the key to customer satisfaction, which in turn fosters trust in government.

“Service delivery is part of the proper functioning of a democratic government. If we can’t do that properly, we’re undermining our democracy,” said Heintzman.

Source: The Achilles heel of the federal public service gives out again with passport fiasco

Ibbitson: Ottawa needs to catch up to the private sector in digitalizing its operations

Good column. A real challenge that he identifies, an institutional and cultural one, is changing the culture from one focussed on policy and program development to one focused on citizen-centred service.

The original concept for Service Canada to do just that was smothered by senior leadership in the public service, dominated by the policy folks, who had understandable worries regarding the risks involved in such reversal of hierarchies.

But still a goal worth pursuing:

“Taking out the trash” refers to governments burying awkward news by announcing it late on a Friday afternoon, when journalists and opposition politicians have finished their regular duties and are preparing for the weekend. The Liberals have taken this dishonourable practice to a whole new level.

On Saturday morning, the federal government announced a new task force of cabinet ministers to address backlogs at government offices.

“The delays in immigration application and passport processing are unacceptable and the Government of Canada is urgently working to resolve them as soon as possible,” the release stated.

To deliver such news, not on a Friday afternoon, but on a Saturday morning, and on the St. Jean Baptiste Day holiday weekend, right after the House of Commons has risen for the summer (which means no Question Period for months), and while Prime Minister Justin Trudeau is overseas – that’s some trash that needed taking out.

There are both temporary and deep-seated reasons for these backlogs and for interminable lineups at airports.

The waning of the pandemic has resulted in distortions, from sudden surges in travel to rising inflation. All governments are struggling to adjust.

But there are deeper issues. As the baby boomers retire, labour shortages are appearing in all sectors.

In the competition for workers, the federal public service is able to offer job security and handsome benefits. But bureaucrats are bureaucracies, and many workers prefer the more dynamic environment of the private sector. At the federal level, the bilingualism requirement for many positions can also be a liability.

It’s more than that, though. The federal public service is Sears and the world is Amazon.

To respond to the surge in passport applications, Families Minister Karina Gould told the CBC’s Rosemary Barton, “we’ve hired 600 new people to work in the passport section since January. We’re hiring an additional 600.”

To any problem, this government’s solution is: hire more people. Between 2010 and 2015, while the Conservatives were in office, the federal public service shrank from 283,000 workers to 257,000. On Prime Minister Justin Trudeau’s watch, it has grown to 320,000, as of 2021. That’s a huge increase.

Meanwhile, the backlog of potential immigrants waiting to hear if their application has been accepted has ballooned to 2.4 million people. Airports are jammed with travellers waiting to board a flight. And people have been lining up at passport offices for days.

And while those backlogs will go away, the red tape that everyone has been complaining about for years won’t. Increasing the size of the public service has not increased its efficiency. Quite the opposite.

Corporations must adjust to changing circumstances or risk going out of business. Sears could not adapt to the digital efficiency of Amazon. But the federal public service is a monopoly, and resists innovation.

When dealing with the federal government, why is so much paper involved? Why do you often have to visit an office? Why are things sent through the mail? Why are wait times so long even in normal conditions? Ottawa is a generation behind the private sector in digitalizing its operations.

The relentless push to concentrate power in the centre also hampers service delivery. Front-line workers need the authority to make decisions, even if mistakes sometimes embarrass the government. Instead, authority is concentrated in the Privy Council and Prime Minister’s offices, creating further delay.

There’s another issue, one specific to this Liberal government. It considers announcing services more important than delivering them. Every budget contains a new child-care program or a new business development bank. It doesn’t contain mechanisms for delivering new and existing services more efficiently.

The federal government doesn’t need more people, it needs fewer people and more software.

Public service reform must start with a relentless focus on serving the customer, also known as the citizen. Reform means measuring the performance of the public service primarily through the lens of customer satisfaction.

Someday, the federal government will have to tackle this problem root and branch. Because the labour shortages are only going to worsen. The backlogs are only going to grow. People are going to get angrier. And no ad hoc task force will accomplish anything, Including this one.

Source: Ottawa needs to catch up to the private sector in digitalizing its operations

Savoie: Prime ministers, unwittingly or not, have unleashed powerful forces when they told government managers to embrace private-sector management practices while leaving their accountability requirements intact

More reiteration of Savoie’s ongoing concerns but nevertheless worth reading on easy slogans clash with the messiness of politics, the challenges of providing service and the institutional realities:

Presidents and prime ministers, in four countries with different political institutions, came to power with easy slogans: doing more with less; deliverology; joined-up government; empowering managers; drain the swamp; fix bureaucracy; and the list goes on. But once in office, their focus quickly shifted to more pressing issues and intense demands on their agenda.

Presidents and prime ministers, unwittingly or not, unleashed powerful forces when they told government managers to embrace private sector management practices while leaving accountability requirements intact. Their management reform efforts were little more than shots in the dark, generating unintended consequences, undermining what they sought to accomplish, and giving birth to new problems. The reforms failed to recognize that government operations and government bureaucracies remain fundamentally political because politics is always a key part of the equation. The question is not whether politics and administration should be separated. The point is that they cannot be separated, beyond the superficial, so long as public servants and their work answer to politicians. We still need to remind political leaders that the public and private sectors are different in both important and unimportant ways.

Presidents and prime ministers have misdiagnosed the patient in several ways: failing to see that the problem is not in government bureaucracy, but in political institutions; failing to understand what government bureaucracy is good at; failing to appreciate that management in the private sector cannot be imported to government bureaucracy; and unwilling to understand that government policy-making and decision-making are intrinsically political. The wrong diagnosis gave rise to the wrong medicine that made the patient’s condition worse.

There are reasons why government bureaucracy is hierarchically organized and governed by formal rules and procedures. The model has met the test of time and it took root in the four countries surveyed in the book. It served England well as it extended its empire all over the globe. Government bureaucracy served France as a beacon of stability through several periods of political chaos, the United States as it introduced federalism to the world and made representative democracy work, and Canada as it brought together two nations and several regions with distinct economies over a vast thinly populated territory.

Presidents and prime ministers have debased all institutions, except their own offices. Parliament, Congress, and the National Assembly in France have lost standing. In Britain, the cabinet, Parliament, political parties, and the public service now count for much less than they did. They have all lost standing inside and outside government. A Downing Street adviser said that “Basically in No. 10 Downing St., there is a complete contempt for Parliament and that attitude permeates the entire government.” The same can be said about Canada.

The public service, operating under traditional public administrative principles and values, can perform at a high level. But there are conditions to be met. The conditions require for the political class to establish clear goals—pursuing the war effort during the Second World War comes to mind. When the political class comes up with unclear or conflicting goals, the public service will internalize these conflicts and put things on hold. The civil service can never play the role that politicians are asked to play. The public service can provide the fuel but it can never provide the direction.

The machinery of government in all four countries has learned to kick issues upstairs for resolution. When they get there, they invariably run up against an overloaded agenda. This explains why so many issues are placed on hold and why the status quo dominates in government operations. It is also where many issues, ideas and new approaches to management and budgeting go to die. This problem belongs to politicians, not public servants. However, “bureaucrats” are often blamed for it.

In brief, presidents and prime ministers have misdiagnosed the problem confronting government, thinking that the problem of government bureaucracy was behavioural rather than institutional. By diagnosing the patient as a behavioural problem, they made it a behavioural problem. They have turned senior public servants into courtiers. New management measures have motivated them to look up to promote the interest of their political masters rather than look down to support frontline managers and workers in delivering public services.

Career officials have been able to carve out a role to assist their political masters not by recommending what they ought to do but rather recommending what they can do. They have become adroit at diffusing a political crisis and at falling on hand grenades to protect presidents and prime ministers. This does not, however, square easily with a traditional value of public administration—serving with integrity, impartiality and offering advice to presidents and prime ministers without fear or favour. Because they made it to the top by understanding how best to manage the blame game and to make things happen for their political masters, they have a limited understanding of how best to help frontline managers deliver programs and public services. If senior career officials do not want to play the part of courtiers, they know that the politicians in power will turn elsewhere to get things done and there are now many places outside of the public service for politicians to turn for advice and deliver what they desire.

On management, politicians decided—wittingly or not—to play fast and loose with institutional norms long associated with public administration. They wanted to install a bias for action inside government operations without dealing with accountability requirements. They, in effect, created a halfway house which has not been able to deliver on their expectations of being able to do more with less and at the same time improve service delivery.

Presidents and prime ministers did not make government less of a political institution by centralizing more and more political power into their own hands and offices. Rather, they have made government operations even more political and, at the same time, eroded further the efficacy of government.

The political and publicness characteristic of government operations shape the behaviour of civil servants, not the other way around. Presidents and prime ministers looked away from issues that cried out for attention—the structure of government based on ministries and departments, re-assigning responsibility and accountability requirements, and the apparent inability or unwillingness of politicians and their institutions to provide clear goals. Rather than fundamental change, they continue to opt for fantasies or for the latest fashions and fads only to be abandoned when they turned out not to constitute the solution. Career public servants are left saying: “O Lord lead us not into new approaches.”

Donald J. Savoie is the author of Government: Have Presidents and Prime Ministers Misdiagnosed the Patient? This is an excerpt from this book, published by McGill-Queen’s/Brian Mulroney Institute of Government Studies in Leadership, Public Policy, and Governance, in May 2022. 

Source: Prime ministers, unwittingly or not, have unleashed powerful forces when they told government managers to embrace private-sector management practices while leaving their accountability requirements intact

Rubin: While the Charter lets us dream, the Access to Information Act is a nightmare

Tend to agree, given my much more limited experience from outside government. Of course while in government, I dreaded the extensive vetting I had to do for some files:

Two pieces of once-promising Canadian legislation have turned out very differently 40 years on. One is Canada’s Charter of Rights and Freedoms, enacted on April 17, 1982, and the other is Canada’s Access to Information Act, given royal assent on July 7, 1982.

Both claimed to advance and protect individuals from the state’s excesses; one by placing Canadians’ rights in a Supreme Court-guided constitutional framework, and the other a government-controlled law claiming to give Canadians new access to government records –while in reality gatekeeping what Canadians are allowed to know.

Both acts were born under Pierre Trudeau’s Liberal government, one through his leadership and legal beliefs (the Charter); the other (the Access Act) was delegated to his finance minister Mitchell Sharp, secretary of state Francis Fox, and their senior mandarins. These public officials disliked access-to-information legislation (ignoring the public’s demand for it) but needed a legal secrecy code to protect against the growing government leaks.

As part of the access-to-information lobby group, ACCESS, I remember that debate well.

The senior mandarins were the real winners and birth fathers of restrictive public access to government records. An earlier attempt at an Access Act by the Joe Clark government bore their imprint.

The Access to Information Act allowed bureaucrats to run the show. Public officials and corporations gained special privileges and consultation rights, allowing little leeway for the public to gain a glimpse into Ottawa’s information holdings.

Corporations successfully lobbied for special rights to object and to prevent the release of commercial data held by government.

The provinces also had a hand in drafting the secrecy provision in intergovernmental relations affecting them, making those records mandatorily exempt. They agreed with federal authorities that the vast number of federal-provincial agreements and meeting records were outside coverage of any access acts. In 40 years, it has never been suggested that all jurisdictions should agree to regularly work together to adopt more progressive disclosure terms.

Other special interest groups also gained rights. Lawyers were increasingly granted special secrecy for a range of solicitor-client privileges. Crown corporations, both federally and provincially, negotiated more favourable and broader exemption terms. Law enforcement and security agencies, especially after Sept. 11, 2001, successfully pushed for more secrecy.

And at every turn, bureaucrats broadened their policy advice protection terms. They successfully lobbied for excluding immediate release of draft or final unpublished internal government audit reports, thus diminishing the role of their internal watchdogs.

This in contrast to the Charter of Rights and Freedoms, where law enforcement agencies were not given freer rein, bureaucrat and PMO plans received no free passes, lawyers had to make public cases of their arguments, and Crown corporations–even Parliament—could not expect special privileges without a challenge.

Judges blossom under Charter, rubber-stamp under Access Act

The Charter let the courts blossom with progressive purpose interpretations and few disappointments. But on the Access Act side, the courts have mainly sided with the secrecy claims of governments and corporations to the public’s disadvantage.

Just look at the Newfoundland and Labrador Supreme Court which recently ruled the province’s information commissioner has no business in reviewing solicitor-client numerous cases of secrecy (the Newfoundland commissioner is appealing the ruling). Or look at how the Supreme Court of Canada (John Doe v Ontario (Finance), 2014) approved Ontario and other jurisdictions’ application of broader policy advice exceptions. This ruling emboldened provinces like Quebec and British Columbia to amend their Freedom of Information Acts and bring in wider policy advice exemption terms.

Further, in access cases, the courts are unable to review cabinet records or in-camera hearing secret evidence. Even in matters like ministerial mandate letters which Prime Minister Justin Trudeau has released for his cabinet, but Ontario Premier Doug Ford wants his kept secret, the courts’ hands are tied. While the Supreme Court recently gave challengers leave to appeal, it is unlikely it will go against the lower courts and buck cabinet confidentiality to order the release of Ford’s mandate letters.

Judges may be seen as too powerful under the Charter, though they mainly take their decisions from precedents, society and from the hope and purpose that the Charter offers. Judges in Access cases have bleak precedents, little leeway and may not even get to see the most key records hived off as cabinet or security-enabled secrets.

What’s also possible in Canadian Access acts aided by the provincial legislatures is the ability of a growing number of laws passed that override access laws. One such act concerns the Canada Infrastructure Bank, whose operations are largely secret.

Passed in 2019, Bill C-58, an Act to amend the Access to Information Act and the Privacy Act, neatly hived off whole realms of public information, like records in the PMO, from ever publicly surfacing.

In the early days, the media greeted access legislation as a wonderful tool, giving Canadians legal access to public records. It did not take long, especially once more journalists began using access legislation, to realize that these access laws really did not stand for public disclosures. People like me tried to warn the media that access laws were primarily secrecy laws. Back in September 1975, before joining ACCESS, I presented a brief to the Joint Committee for the Scrutiny of Regulations on the federal government’s excessive secrecy. Even then, I realized that legalizing public access to government records would mean officials creating laws very similar to Canada’s vaguely-worded Official Secrets Act.

Over 500 ways to say ‘no’

The dark aspects of the Charter’s notwithstanding clause have rarely come to the forefront, whereas the over 500 ways of saying “no” under access legislation are a daily occurrence. The tools of review under access legislation are kept weak. Access users are considered wards of the state rarely given access to government records. Whereas a litigant under the Charter can use it to challenge prevailing laws and gain greater rights.

The Charter provides a place for sorting out issues that top-down government officials alone cannot handle. Access laws are the exact opposite—they’re an exercise in executive-style government predominating, with only some rights to independent review of record denials.

While the Charter has not brought about, for instance, all Indigenous rights and recognition changes needed, it tries. Canada’s access laws hardly try to allow the public, including Indigenous people, real legislated access or rights. Bureaucrats are in control and do not want access laws being extensively used, even if it is for access to historic data on land claims.

Access laws stifle Canadians’ right to information. Bureaucrats’ daily subversion of public access largely goes on without being penalized and no one effectively challenges their failure to record much government activities.

The Charter is more welcoming and well-regarded. It lets you dream, fight and win better rights that can effect everyday living. In contrast, Access laws only speak of reasonable secrecy and limited service to assist, knowing full well that the public becomes the loser, the state the clear winner.

Rarely have I, in court actions, referred to the Charter. In one case, though, I cited the Charter’s Sec. 15 equality provision in an unsuccessful challenge for gaining equal costs as a lay litigant (Rubin v. Canada (Attorney General), 1990). In another case, in Ontario, I was successful in citing the Charter’s Sec. 2 (b) guarantee of freedom of expression provision in an action that sought to have my filing FOI requests declared as libellous and subject to damages because the commercial party did not like my seeking under municipal FOI his government contracts (Sept. 20, 2019, Ontario Superior Court court ruling, CV-18-595693)).

The Charter protects my right of access to the courts. Most access laws now allow exclusion of users whom they and the information commissioner consider as abusive, frivolous, too-frequent users or as putting in requests in bad faith.

The Charter, in the courts, has been used to challenge governments’ day-to-day controls and has in judgments developed a living doctrine approach to grow and protect individual rights. In contrast, it is government information management directives that limit access, giving marching orders to government agencies to delay, delete and uphold secrecy.

The Treasury Board’s federal directives, for instance, offer dry defensive language designed to say “no” and prevent public employees from serving the public, properly documenting their actions. Daily, I have to contend with getting small morsels of information about the behind-the-scene efforts of hundreds of agencies, third parties and governments.

I would like to see access laws given a constitutional underpinning, an enshrined purpose which would help put Canada on the path to much greater disclosures. Access to information would become a full-fledged public right and a common tool of free expression and inquiry.

While the Access to Information Act and Charter of Rights and Freedoms were born from the same parent a few months apart, they have not acted together as one co-operative friendly force. Forty years have passed and even greater gulfs growing between the two acts.

The Canadian Charter garners international respect as a model to adopt; the Access to Information Act ranks dismally low as a model to avoid.

It’s time to put the two acts on the same page so that Canadians’ rights to know can no longer be ignored, trampled on or based on the state controlling what Canadians get or not get disclosed.

Ken Rubin has followed both the Access to Information Act’s rough 40 years and the Charter’s 40-year evolution. He can be reached at kenrubin.ca

Source: Rubin: While the Charter lets us dream, the Access to Information Act is a nightmare

All-powerful PMO, mistrust “destroying” the public service: Paul Tellier

Of note.

Would be of interest for other former and more recent clerks (e.g., Michael Wernick, Wayne Wouters, Mel Cappe etc) would also be surveyed on their perceptions on trust/mistrust between the public sector and PMO. Certainly existed under the Harper government although diminished over time for most:

A lack of trust between politicians and senior levels of the public service, and a Prime Minister’s Office that calls all the shots, is “destroying” Canada’s public service, warns Paul Tellier, Canada’s former top bureaucrat and former head of both Canadian National Railway and Bombardier Inc.

“The current government, with centralization of everything in the PMO, is in the process of destroying the public service … and the word ‘destroying’ is not too strong,” the former clerk of the Privy Council in the Brian Mulroney era said in an interview.

Tellier made his comments after the release of a new report, Top of Mind, by two think tanks – the Ottawa-based Institute on Governance, and the Brian Mulroney Institute of Government at St. Francis Xavier University – which threw the spotlight on the increasingly troubled relationship after probing public service executives at all levels of government about their biggest challenges.

The report found that today’s executives worry about falling public trust in government; the decline in senior bureaucrats giving “fearless advice” to ministers; a hollowing-out of policy capacity; a post-pandemic economic reckoning; conflicts among levels of government; and the need for public service reform.

The relationship is a longstanding problem, one that Tellier argues was aggravated by the Stephen Harper rules-bound Federal Accountability Act. But he thinks the problems have worsened under the current Justin Trudeau government.

Tellier questions how the public service can recruit and keep top talent, as well as drive change if deputy ministers and ministers feel compelled to check everything they do with PMO.

“There is no way that if I was a cabinet minister, I would allow a bunch of people in PMO to tell me how to do my work. And it’s at every level, it’s not only for junior ministers, the most senior ministers… It’s for deputy ministers and departments.”

“So why, if you trust the minister and if you trust the advisors to the minister in his office and in the department, do you want six people in PMO to review a draft press release, or a tweet?”

Tellier has never been far from Canada’s public service over the past five decades. He joined as a young lawyer in the 1970s, went on to lead the public service and advise ministers and prime ministers. He has watched various public service renewal efforts come and go – including Public Service 2000 (PS 2000), which he led under Mulroney.

Mulroney came to power after the Liberals had ruled for all but a few months from 1963-84. At first, the new prime minister distrusted the public service and promised to issue them “pink slips and running shoes.” But Mulroney said in a recent interview he grew to trust and rely on public servants who gave him the “straight goods,” even poaching senior bureaucrats like Derek Burney and Mark Entwistle to join his PMO.

Mulroney also told the Institute on Governance that without the work of public servants, “we wouldn’t have got our major agenda through.”

Today, many experts say much about the public service needs fixing, but Tellier believes the first step is to restore trust between politicians and bureaucrats – a key relationship in Canada’s Westminster-style democracy.

“There’s no trust,” said Tellier. “And it starts at the top.”

“I don’t know what happened (to trust). I like to say, if you write a good policy paper or a good briefing note, it is going to be read. But if it’s not going to be read, why bother?

The relationship has been strained for years, but respect for the public service nosedived during the Harper era as its role was diminished, its advice devalued and its neutrality undermined.

The Federal Accountability Act, with its focus on rules, oversight and compliance, changed the role of the deputy ministers, which left them inward-looking and isolated from Canadians.

Tellier pulls no punches about the accountability act, introduced by the Harper government in response to the sponsorship scandal. He called it a “mistake” that must be reviewed.

He said the act deepened a culture of risk-aversion, putting a stop to public servants meeting with business leaders, which was essential to understanding the various forces at play when developing policy.

“The accountability act was a mistake – not every single clause – but I think that it went way too far. As a result, it has deprived future governments of very useful input from the public service and the business sector and visa-versa.”

The public service’s job is to offer policy advice, then deliver programs and services to Canadians. Of late, the focus on reforming the public service is aimed at fixing problems that get in the way of implementing programs and service – an archaic human resources regime, a gridlock of rules and outdated technology.

But Tellier argues such reforms miss a key problem – fixing the relationship between ministers and deputy ministers.

“I think that Tellier is right about that,” said Lori Turnbull, director of the school of public administration at Dalhousie University.

“There’s only so much the public service can do by way of self-improvement that will really change anything if the political classes aren’t interested in what they say or what ideas they have.”

Take innovation. If politicians aren’t interested in public servants’ advice or innovations – unless it’s risk-free – then there is no impetus for innovation, Turnbull said.

A big problem is politics. Parties get elected on campaign platforms they consider a “contract with the voter” that they must deliver. As a result, they come to power knowing what they want and don’t believe they need any advice from public servants.

This leaves little “time and space” for public servants, who end up “playing at the margins,” taking care of implementing promises, but not coming up with the big ideas, Turnbull said.

Also, ministers want advice and answers fast. They complain that public servants take too long to gather evidence and assess options. That urgency has ramped up over the years because of technological change, the 24-hour news cycle and the rise of social media.

“There’s always been a kind of time difference between how fast the political side wants things, and how quickly the public service can move while still doing its job responsibly,” said Turnbull. “That time crunch seems to be getting worse. At one point, it was a healthy tension and now it’s becoming unhealthy, where the political side stops waiting and just does it. “

But Turnbull worries what could happen to the already fractured relationship with the shift to a public service with more flexible working arrangements in the wake of COVID-19.

She said executives and politicians are more likely to return to the office “in real time” while the rest of the public service could work remotely from anywhere across the country. That could further distance senior bureaucrats and politicians from the rest of the public service, which delivers services and does the legwork for evidence-based policy advice.

Stephen Van Dine, senior vice-president of public governance at the Institute on Governance, said those “opportunities to have a quiet word” with the minister that are critical to building trust are less likely in a public service where some are working remotely.

“The hustle and bustle of briefing a minister, whether in the car to-and-from the Hill, over a sandwich, in a hallway where you can grab one-on-one encounters where the minister and deputy can have a quiet word,” Van Dine said. “If these opportunities become fewer and fewer, that is like the compounding impact of (playing) broken telephone.”

Canada is not alone in facing this issue. The tensions between ministers and senior bureaucrats have been studied to death over for years. A major U.K. study on the relationship called it the “fulcrum” of a Westminster system. When it’s not working, policy and service delivery are compromised.

But past efforts at fixing it in Canada have focused on making the public service more accountable – such as the accountability act – and responsive to what politicians want. There’s been little discussion of what ministers could do to repair the relationship.

Tellier said there must be a “healthy tension” between public servants and politicians, but that balance is out of whack with politicians increasingly dominating.

Without trust, frank discussions between politicians and public servants — which Tellier called “the tennis match” — don’t happen, putting policy and delivery at risk.

He said a fix begins with the prime minister, who must make it clear that ministers should consult their deputies. And if they don’t trust them, the prime minister should replace them with deputies they do trust.

Source: All-powerful PMO, mistrust “destroying” the public service: Paul Tellier