Carney bereit, Top -Bürokraten zu entlassen, die seine Erwartungen nicht erfüllen können, sagen liberale Insider, sagen
https://www.theglobeandmail.com/politics/article-carney-ready-to-dismiss-top-bureaucrats-unable-to-meet-his/
Carney bereit, Top -Bürokraten zu entlassen, die seine Erwartungen nicht erfüllen können, sagen liberale Insider, sagen
https://www.theglobeandmail.com/politics/article-carney-ready-to-dismiss-top-bureaucrats-unable-to-meet-his/
5 Kommentare
To meet Carney’s stated goal of achieving “the largest transformation” in the Canadian economy since the Second World War, sources say Carney expects high-ranking public servants to speedily carry out his ambitious nation-building agenda and is prepared to discipline anyone unable to meet his expectations.
This is good. I think the politicians are often along for the ride where the head of the privy council and the deputy ministers kind of do whatever and the government becomes self serving rather than an effective service delivery organization.
Bring it on. I think there is going to be a lot of conflict between political will and administrative won’t.
Public service has never been risk taking and super creative, but it has gotten worse since the 1990s. Program Review’s cuts and, subsequently, a whole generation of executives who never had the capacity nor expectation to generate new ideas or take risks in service delivery = a lot of leaders who don’t know how to deliver the momentum, ideas and results the PM is looking for.
Changing DMs and similar roles isn’t an uncommon approach, but I would be wary of the effectiveness as a means of getting things done quickly in the near term. Onboarding a new leader, and enabling them to make the internal shifts needed to deliver, takes time. On the ground, this will likely mean an already under stress public service that’s starting to undergo cuts is going to be tasked with doing more with fewer resources, a recipe for poor rushed work and unintended consequences.
That said, the Federal public service definitely has a leadership issue with highly-insulated Sr leadership and internal politics that can stifle the careers of high-potential people. Even if this doesn’t address the ‚more, faster, now‘ goals well there could be long term benefit in actually focusing on sr leadership performance and changing out poor performers.
Deputy Ministers being a barrier to speedy implementation is not always a bad thing if those barriers include things like legal and privacy concerns, fiscal responsibility (bang for buck), consultation with partners, etc. The reason some DMs and ADMs get things done quickly is often because they tell their bosses (Minister, Clerk/DC, PM, etc.) what they want or expect to hear… a tale as old as time. They do not change course or provide new advice when information changes. Your Minister and PM become invested in a timeline and you can’t both stick to that timeline *and* adapt to the new information. Instead of delivering a complicated (detailed, technical, new info) briefing to PCO/PMO and risking their reputations if the advice is unwelcome, the „fast DM“ will forgo that discussion and accept the risk of poor results (and probably downplay their knowledge of that risk later on).
TLDR: DM performance can’t only based on speed and how well the briefings go. You need DMs and bosses who embrace technical details and complexity, and who are receptive to new information.