Latest news with #publicservice
Globe and Mail
2 hours ago
- Business
- Globe and Mail
How Michael Sabia can make Ottawa move fast and build things
Michael Sabia is being asked to reverse, in a matter of months, an inertia that has taken hold in the nation's capital over decades. Since Prime Minister Mark Carney announced that the erstwhile chief executive officer of Hydro-Québec will serve as Clerk of the Privy Council – the country's top bureaucrat – Ottawa has been rife with speculation about how Mr. Sabia will try to light a fire under a federal public service accustomed to moving more slowly and cautiously than is demanded by the current moment. But while much of the chatter following Mr. Sabia's June 11 appointment has been about personnel changes to the bureaucracy's highest ranks – through an expansive shuffle of deputy ministers, the most senior civil servants in each ministry, expected this summer – that only scratches the surface of what's needed to get things rolling. Hanging in the balance is an agenda, put forward by Mr. Carney to assert Canada's economic sovereignty, that's at odds with the government's implementation capacity to date. It includes fast-tracking energy and infrastructure projects, scaling homegrown technologies, diversifying exports, building housing, reorienting immigration, developing self-reliant supply chains and leveraging industrial gains from increased defence spending. Opinion: Michael Sabia faces an uphill climb in reforming Canada's civil service The scale of the challenge – and what sorts of structural, cultural and personnel changes could be required – were conveyed to The Globe and Mail in recent interviews with two dozen people closely familiar with the bureaucracy's workings, including current and former deputy ministers and senior political officials. Although there was recognition that some departments have functioned better than others (and some have stepped up in other times of crisis such as the COVID-19 pandemic and 2008 global financial meltdown), they highlighted an array of overarching barriers that have taken root since the 1990s, if not earlier. Among them are a depletion of talent despite the bureaucracy's total ranks growing; particular lack of implementation expertise in some economic areas and policy mechanisms Mr. Carney is prioritizing; disconnect between the public and private sectors; a lack of clear lines of accountability; failure to make use of modern technologies; and severe aversion to taking risks. Mr. Sabia's suitability to tackling all of that, if anyone can, is a subject of considerable debate. Over a late-career run that has included heading pension giant Caisse de dépôt et placement du Québec, serving as deputy finance minister and then leading Hydro-Québec, he's earned a reputation as a creative policy maker and architect of big, ambitious projects. Among them are the Canada Infrastructure Bank, the Canada Growth Fund and a new hydroelectricity relationship between Quebec and Newfoundland and Labrador. He is also, like Mr. Carney, a rare Canadian executive who has moved fluidly between government and the private sector, giving him an unusual combination of institutional knowledge and outside perspective. At the same time, with his federal experience limited mostly to the Finance department, he may have less knowledge of government-wide dynamics than previous clerks who were career bureaucrats. Sharing some of Mr. Carney's suffer-no-fools reputation, it's an open question how he'll fare at bringing others along. And with a recent pattern of staying in jobs long enough to set big plans in motion and then moving on, it's not clear how much emphasis he'll place on long-term systemic reforms. But If ever there were a time for impatience to be a virtue, this might be it. While there are widespread calls around Ottawa for a formal, government-wide program review to comprehensively reallocate resources and modernize rules and processes – the sort of effort last seriously undertaken by Jean Chrétien's government in the '90s – that push could take most of Mr. Carney's mandate to complete. By then, the opportunity to seize on Canada's elbows-up moment with a transformative economic agenda, in response to U.S. President Donald Trump, might have passed. The hope among some reform-minded government veterans is that Mr. Carney and Mr. Sabia land on a two-track approach – in which they set in motion long-term structural overhaul, to leave the government in better shape than they found it, but more immediately send whatever signals and create whatever workarounds are needed to get stuff done now. That may not be a viable pathway to overcoming every obstacle. There may, for instance, be few quick fixes for Ottawa's reliance on outdated technologies and information systems. But three of the biggest potential obstacles to implementing Mr. Carney's agenda are instructive, in terms of how it could work. A common perception in Ottawa is that high-level bureaucratic talent has diminished over the past couple of decades. More specifically, there are widely acknowledged expertise gaps. In a government that has traditionally done most spending through grants and transfer payments, that includes lack of comfort with more complex financial tools that Mr. Carney may be looking to deploy in industrial strategies. And lack of employment mobility, between the public and private sectors, has contributed to a perceived disconnect between career bureaucrats in Ottawa and policies' real-world impacts. There are many fundamental ways to address those shortcoming – new strategies around recruitment and career advancement, changing pay structures, using technology to expedite glacial hiring processes. Most contentiously, but increasingly whispered about, Ottawa could loosen bilingualism requirements to broaden its pool. Canada has 'ambition deficit' and regulations that are scaring away investment, Sabia says In the near term, the most obvious lever is the anticipated deputy-minister shuffle, following a small shuffle that took place this month. It could see Mr. Sabia bringing in some new faces, and perhaps more so trying to elevate younger talent already in the bureaucracy, even if they have not worked their way up as gradually as has been customary. But many people interviewed for this story also suggested Ottawa may have to get more creative about bringing in people from industry – and possibly provincial governments – to work on policy priorities of Mr. Carney's for which they have specific expertise. That could potentially be done under Interchange Canada, an underutilized federal program enabling exchanges between the public and private sectors. It could also see people seconded from outside government, forming hybrid teams with bureaucrats to advance key files. Navigating conflict-of-interest considerations would be a challenge – but not, by most accounts, an insurmountable one. And Mr. Sabia's unusual history straddling the public and private sectors could help convince others to do so. A near-universal lament is that civil servants feel incentivized to keep their heads down and avoid risks – in putting forward new ideas, or taking ownership of moving policies forward. That's partly because of additional rules and guidelines layered on after any sort of spending or ethics controversy. Paring those down, to maintain but simplify accountability, is seen as a long-term play. But it's also because of a common perception that politicians are prepared to throw bureaucrats under the bus – or shove them in front of parliamentary committees – at the first sign of trouble, rather than taking heat themselves. And that's where there may be an opportunity to quickly pursue culture change. Mr. Sabia could help by sending a signal across the bureaucracy that people who take initiative and move quickly will be valued. Much will come down to Mr. Carney. His tone, early on, has suggested that expedience and ambition are the priority. But bureaucrats tend to say that the real message about risk tolerance will come from how tolerant he and his ministers prove when moving fast causes something to go wrong. Another oft-cited reason for slowness and lack of individual initiative is that there are too many cooks in the kitchen. While recent growth of the total federal workforce (well above 300,000 people) is likely to be targeted by Mr. Carney for cost savings, ballooning upper ranks – assistant deputy ministers, associate deputy ministers, directors-general, etc. – have particularly bogged down decision-making by creating hierarchical confusion. So too, bureaucrats counter, has an excess of political staff – numbering around 800, by the end of former prime minister Justin Trudeau's tenure, far more than in other Westminster democracies – dipping in and out of files. Not to mention decisions notoriously getting log-jammed in the Prime Minister's Office. That crowdedness is crying out for a review aimed at paring back and simplifying lines of authority. But some of that could be done informally, for now. While a small number of top priorities will inevitably have heavy involvement from the PMO – and the Privy Council Office, the (also enlarged) bureaucratic department that supports it – the rest could be delegated to ministries with minimal central interference. And deputies there could be pushed to identify a small number of their top performers to push things through, bruised egos be damned. As with other possible quick fixes, it could be inelegant. But Mr. Carney has been elected, and Mr. Sabia appointed, with promised focus on results. Those results may include a dramatically restructured federal government. But they may not have time to wait for it, if they want to get everything else done.
Daily Mail
4 hours ago
- Health
- Daily Mail
NHS keeps public away and patients are seen as 'inconvenience', health service's new boss says
The NHS has built 'mechanisms to keep the public away' as patients are seen as an 'inconvenience', its new boss has said. Sir Jim Mackey, who was made chief executive of NHS England on March 31, has publicly criticised the health service for often being 'deaf' to criticism and retaining 'fossilised' methods of working that are outdated. Ahead of the implementation of a 10-year health plan set to be published by the UK Government next week, Sir Jim told The Daily Telegraph that in recent years, the NHS has often 'made it really hard' for people to receive care. He added: 'You've got a relative in hospital, so you're ringing a number on a ward that no one ever answers. 'The ward clerk only works nine to five or they're busy doing other stuff; the GP practice scramble every morning. 'It feels like we've built mechanisms to keep the public away because it's an inconvenience.' Sir Jim also warned that if the growing disconnect between NHS services and the public is not rectified at 'pace', it could result in the loss of the public health service altogether. He said: 'If we lose the population, we've lost the NHS. For me, it's straightforward. The two things are completely dependent on each other'. It comes ahead of the Government's 10-year plan for the NHS, set to be unveiled next week. Aimed at improving services, Prime Minister Sir Keir Starmer is reportedly set to link doctors' and nurses' pay to their success in bringing down waiting lists. Under the proposed plans, NHS patients could also be contacted several weeks after receiving treatment and asked if it was good enough for the hospital to get paid in full. If the patient says no, roughly 10 per cent of 'standard payment rates' are set to be diverted to a local 'improvement fund', the Times previously reported. The major revamp is also set to relocate patient care from hospitals to community-based health centers. Health Secretary Wes Streeting said on Wednesday that the plan will aim to 'address one of the starkest health inequalities', which he claims is the unequal access to information and choice when it comes to healthcare. For Sir Jim, the health service, first created in 1948, is in urgent need of a 're-orientation', with a shift in mindset from "it's going to be a pain if you turn up because I'm quite busy" to 'how do we find out what you need and get it sorted.' Having started his career in the NHS in 1990, Sir Jim also revealed that his concerns about the health service are predominantly driven by his own childhood experience, after his father died in a hospital 'known for its poor standards of care'. Adding that he will carry the trauma of his father's death 'for the rest of my life', the NHS England boss previously vowed to MPs that he would 'pick up the pace of reform' and tackle the widespread 'inefficiency'. In April, MailOnline revealed how Sir Jim is 'running the NHS from a train carriage' as he was caught watching Netflix in the middle of the afternoon before snoozing off. Sir Jim, who commutes 1,200 miles a week between the office in London and his Northumberland home, was also found by a Mail exclusive investigation to have left his laptop unlocked while using a train toilet. He openly displayed documents including one revealing details of an 'NHS leadership' meeting. And the health service chief slept half an hour - through an alert on his device reminding him of an online meeting. In response, former Conservative leader Sir Iain Duncan Smith said: 'You couldn't make it up. 'It's not a great lesson in efficiency when you waste so much time travelling and falling asleep. You can't run the NHS from a train carriage. If you want to do the job properly, you've got to be in the office. It's what most businesses would demand.' But Health Secretary Wes Streeting backed his hire to lead the NHS, declaring: 'Jim is proving to be worth his weight in gold.' Sir Jim was initially appointed to oversee a dramatic cut in waste and inefficiency across the NHS, with the Government saying it wants to axe 50 per cent of corporate management jobs and use the savings of hundreds of millions of pounds to improve frontline services. It comes ahead of the Government's 10-year plan for the NHS, set to be unveiled next week. Aiming at improving services, Prime Minister Sir Keir Starmer is reportedly set to link doctors' and nurses' pay to their success in bringing down waiting lists. (File image of an NHS waiting room) The transition' period under the Labour government is expected to take two years, with Sir Jim due to be the helmsman until then. In a bid to take pressure off hospitals and cut down waiting lists, the Government previously announced that 85 new mental health emergency departments will be built across England. The 85 units will be funded by £120million secured in the Spending Review, the Department of Health and Social Care said. Open 24 hours a day, seven days a week, they will be staffed by specialist nurses and doctors. Maternity wards are also expected to be among the first parts of UK hospitals to be placed under the microscope, after Streeting launched a full review into services across the country, saying that women had been 'ignored, gaslit [and] lied to' by the NHS. Previous plans unveiled by Mr Streeting revealed a diversion of more than £2billion in NHS spending to working class communities.
SBS Australia
a day ago
- SBS Australia
'Keith's legacy will continue': Tasmania Police honour slain officer
'Keith's legacy will continue': Tasmania Police honour slain officer Published 27 June 2025, 9:43 am Tasmanian Police Constable Keith Smith has been farewelled in a service in the state's north, more than a week after he was fatally shot while on duty. Hundreds attended the funeral service in Devonport, lining the streets for a procession in tribute to the officer who gave 25 years in service to the public.
Washington Post
a day ago
- Politics
- Washington Post
Rick Perry: I'm dedicating my life to fighting for a psychedelic drug
Rick Perry is a former governor of Texas and U.S. secretary of energy. I've spent most of my adult life in public service — as governor of Texas, U.S. secretary of energy and a proud veteran. And few things have moved me like what I've witnessed with a psychedelic drug made from a shrub in Africa.
CNN
2 days ago
- Politics
- CNN
Carolyn McCarthy, gun control crusader and former congresswoman, dies at 81
Former US Rep. Carolyn McCarthy, who successfully ran for Congress in 1996 as a crusader for gun control after a mass shooting on a New York commuter train left her husband dead and her son severely wounded, has died. She was 81. News of her death was shared Thursday by several elected officials on her native Long Island and by Jay Jacobs, chair of the New York State Democratic Committee. Details about her death were not immediately available. McCarthy went from political novice to one of the nation's leading advocates for gun control legislation in the aftermath of the 1993 Long Island Rail Road massacre. However, the suburban New York Democrat found limited success against the National Rifle Association and other Second Amendment advocates. McCarthy announced in June 2013 that she was undergoing treatment for lung cancer. She announced her retirement in January 2014. 'Mom dedicated her life to transforming personal tragedy into a powerful mission of public service,' her son, Kevin McCarthy, who survived the shooting, told Newsday. 'As a tireless advocate, devoted mother, proud grandmother and courageous leader, she changed countless lives for the better. Her legacy of compassion, strength and purpose will never be forgotten.' New York Gov. Kathy Hochul directed flags on all state government buildings to be flown at half-staff in honor of the congresswoman on Friday. 'Representative Carolyn McCarthy was a strong advocate for gun control and an even more fierce leader,' Hochul said. Democratic US Rep. Tom Suozzi said the nation has 'lost a fierce champion.' 'Carolyn channeled her grief and loss into advocacy for change, becoming one of the most dedicated gun violence prevention advocates,' the New York lawmaker said on X. She became a go-to guest on national TV news shows after each ensuing gun massacre, whether it was at Columbine High School or Sandy Hook Elementary School. Known as the 'gun lady' on Capitol Hill, McCarthy said she couldn't stop crying after learning that her former colleague, Rep. Gabrielle Giffords, had been seriously wounded in a January 2011 shooting in Arizona. 'It's like a cancer in our society,' she said of gun violence. 'And if we keep doing nothing to stop it, it's only going to spread.' During one particularly rancorous debate over gun show loopholes in 1999, McCarthy was brought to tears at 1 a.m. on the House floor. 'I am Irish and I am not supposed to cry in front of anyone. But I made a promise a long time ago. I made a promise to my son and to my husband. If there was anything that I could do to prevent one family from going through what I have gone through then I have done my job,' she said. 'Let me go home. Let me go home,' she pleaded. McCarthy was born in Brooklyn and grew up on Long Island. She became a nurse and later married Dennis McCarthy after meeting on a Long Island beach. They had one son, Kevin, during a tumultuous marriage in which they divorced but reconciled and remarried. McCarthy was a Republican when, on December 7, 1993, a gunman opened fire on a train car leaving New York City. By the time passengers tackled the shooter, six people were dead and 19 wounded. She jumped into politics after her GOP congressman voted to repeal an assault weapons ban. Her surprise victory inspired a made-for-television movie produced by Barbra Streisand. Since that first victory in 1996, McCarthy was never seriously challenged for reelection in a heavily Republican district just east of New York City. Some critics described McCarthy as a one-issue lawmaker, a contention she bristled about, pointing to interests in improving health care and education. But she was realistic about her legacy on gun control, once telling an interviewer: 'I've come to peace with the fact that will be in my obituary.'
