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Public Service and Public Management (Public Management (Technology and…
Public Service and Public Management
Public Service
Core assumptions
The Westminster system is based on a reciprocal relationship between the government of the day and the permanent public service
The public service owes a duty of loyalty to the government of the day
The government is obligated to respect the public service’s merit base, neutrality and permanent nature
Has no formal existence (It's a construct)
But: Clerk of the Privy Council is Head of the Public Service
In practice, it is the body of people under public service employment legislation
Institutional Structures
The public service has a three-part organizational model
Central Agencies
Public service support to collective (Cabinet) decision-making
Horizontal Management
Public service departments that support collective ministerial coordination and accountability
Department of Finance – management of the economy, annual Budget
Treasury Board Secretariat (TBS) – oversight of spending and internal management practices
Privy Council Office (PCO) – support to PM and Cabinet
Also quasi-central agencies
Justice, Global (Foreign) Affairs
Does not include Prime Minister’s Office (PMO)
Partisan support to PM & Cabinet - not in the public service
Common Service Organizations
Services to government, operating under collective policy
Departments
Deliver government programs and services to the public
Department Model (Vertical/heirarchical Management)
“Line” or “program” departments are linked to public policy sectors and related social and economic actors
E.g., Transport, Environment, Health, Industry, Canadian Heritage
At the top, Minister and DM share powers and authorities provided by departmental and collective statutes
Minister (Head) – politician, usually elected Member of Parliament
Deputy Minister (Deputy Head) – public servant, Governor in Council (GiC, i.e., Cabinet) appointment
DM is line supervisor of all departmental operations, budgets, staff
HAs an Assistant. Senior Line Managers have 3 types of units each with it's own heirarchy
3 more items...
All lower-level staff are appointed under the merit system
Only DM – not the Minister – has authority to classify jobs and make appointments to them (basis of the merit system)
Supplemented by various non-departmental forms
Regulatory and quasi-judicial bodies
Crown Corporations
Each ministerial portfolio has its own combination of departmental and non-departmental forms
Public Management
People
Management of:
Work – organization, jobs, skills, link to planning and budgeting
People – workforce, workplace, careers and knowledge
unionization
Rules – human resources policies and function
Related costs
make or buy?”
Staff (public servants) vs. contract work
Permanent (indeterminate) vs. temporary (term or casual)
Students are temporary but in their own category
Technology and Information
Management of personal information is central to citizen-state relationship – importance of privacy protection
Registration of citizens, documentation of decisions, management of money, people and other assets
Establishment of electronic databases combined with networked and wireless technologies have increased value, sensitivity of information
a major focus of public administration
Managing increasingly sophisticated technology platform is itself
3 rooms model (rethinking the department model of management)
Joined up policy-making
“middle room”
Co-ordinated policy direction
Integrated service to government
“back room”
Consolidated (common or shared) services – e.g., Shared Services Agency
Integrated service to the public
“front room”
Virtual or physical single service window – e.g. Service Canada
How would this impact the Westminster Model
Money
Involves
Planning and budgeting
Linking aspirations and capacity
Revenue Budget
Minister of Finance leads preparation, based on analysis of state of the economy, affordability, priorities
Tax Collection by the Canada Revenue Agency
Revenue raising and the
Spending and the Expenditure Budget
Overseen by Treasury Board
Departments responsible for own spending and accounting
Government Services and Procurement prepares the consolidated Public Accounts
Auditor General is external auditor on behalf of Parliament
Comptrollership
Financial management and accounting
Asset and risk management
Audit, evaluation and accountability
Departments are responsible, operate under TB policy
Assumptions
Parliamentary Oversight
Transparency and Accounatbility
Treasury Board
Oversees internal management of government
Based on the Financial Administration Act (FAA)
Expenditure budgets of departments and agencies
Annual Estimates process, approval of major projects
Working with Department of Finance
Statutory committee of Ministers
Weekly meetings chaired by President of Treasury Board