A retrospective on policy development in Ottawa

Article Abstract:

Policy development in the federal government has been characterized by certain constants such as the prominent role of the Department of Finance, Canada's regionalism, and the perennial issue of national unity. Within this framework, however, it is striking how much policy development processes have varied according to who the prime minister was at a particular time. Lester Pearson's years were characterized by "departmental government": ministers and their departments had considerable autonomy, and matters were brought to cabinet only when they were ripe for decision. The advantages of this system were to some degree offset by a lack of coherence in government operations during this period. Under Pierre Trudeau, there was a major effort to bring systematic approaches to bear on government decisions, with a concomitant increase in the role of the Privy Council Office (PCO). Collective decision-making took up considerably more of ministers' time and left them less time for the management of their departments. The system was found by many to be cumbersome, although some degree of centralization was undoubtedly a necessary response to the growing complexity of government. Brian Mulroney's years, on the other hand, were characterized by a considerable absence of system, supplemented by frequent direct interventions by the PCO in operational matters across government. It is not easy to assess these different systems by examining the quality of the decisions that were made under the different prime ministers. Experience illustrates the difficulty of striking the right balance between central direction and ministerial autonomy. Th effort must nevertheless be made under each government, with due regard for the lessons of the past. (Reprinted by permission of the publisher.)

Policy sciences

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What are administrative tribunals? The pursuit of uniformity in diversity

Article Abstract:

Administrative tribunals represent a broad range of diversity in their features. Nevertheless, they share certain functions with each other which in turn suggest the appropriate procedures each should follow and the manner in which they should conduct their business. In recent years, our courts have demonstrated considerable deference to administrative decision-making. Nevertheless, problems have been created by the invocation of section 96 of the Constitution Act, 1867 to strike down provincial tribunals and the full impact of the Canadian Charter of Rights and Freedoms has yet to be felt. A high priority for the future must be to establish greater security for tribunal members and independence from departmental constraints in the execution of tribunal business. The transfer of all responsibility for independent tribunals to the Minister of Justice, as now exists with respect to the judiciary, might prove to be an important first step. Meanwhile, administrative tribunals will continue to serve Canadians in the dynamic process of developing law and policy and in making decisions, in interaction with judicial, governmental, and political processes, in vital areas which so profoundly affect the lives of so many Canadians. (Reprinted by permission of the publisher.)

Analysis, Management, Administrative procedure, Administrative courts

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New perspectives on the role of the deputy minister

Article Abstract:

This article examines the nature of the top departmental job, reviewing the context within which deputy ministers (DMs) work, and identifying four key functions that they must perform: policy advice, expenditure planning and control, organizational leadership, and special assignments for the collectivity. Next, it considers the qualifications required of deputy ministers, and how these are changing. It then compares the job of the deputy with that of the chief executive officer (CEO) of a large business enterprise. The article argues that although the basic functions of the DM's position are the same as they have always been, some, such as policy development and expenditure control, have been changing in response to the demands of big government. Others, such as organizations leadership, may have not received sufficiently explicit recognition. While recognizing the many pressures to which the deputy minister is subject, the article notes that the responsibility of organizational leadership is not susceptible to delegation. It contends that in the turbulence that characterizes today's public service environment, there is a great need for DMs to give priority to this aspect of their job. (Reprinted by permission of the publisher.)

National government, Federal government

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