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Overview of the Machinery of Government

Overview of the Machinery of Government. Don Booth Director, Policy Machinery of Government Secretariat Privy Council Office. Institutions of the Government of Canada. 2. Departmental Corporations Sch. II. Parent Crown Corporations Sch . III. Statutory and Other Agencies Sch. I.1.

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Overview of the Machinery of Government

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  1. Overview of the Machinery of Government Don Booth Director, Policy Machinery of Government Secretariat Privy Council Office

  2. Institutions of the Government of Canada 2

  3. Departmental Corporations Sch. II Parent Crown Corporations Sch. III Statutory and Other Agencies Sch. I.1 ~35 18 ~50 Agents of Parliament 8 Current Federal Machinery Partnerships & Other Funding Arrangements Federal Institutions under FAA FAA “Departments” Joint Enterprises(Provinces) Ministerial Departments Sch. I International Orgs. ~15 Shared Governance Corporations 2 ~85 20 Service Agencies 3 Foundations ~ 15 Not on a Schedule: Staffs of Senate, House of Commons, Library of Parliament Centralized Independent Degree of Government Control

  4. Five Basic Organizational Forms 4

  5. Machinery Considerations • The basic tenet of good machinery is: “Form follows function” • Before moving to a specific model there are basic policy question that should be addressed: • What is the specific problem that the new entity is designed to resolve that cannot be resolved through an existing entity/process? • What powers, duties and functions would an entity or individual need to exercise to fulfil their mandate? • Are the PDFs already exercised by someone else? • Could the PDFs have a significant impact on individual or collective rights? (e.g., enforcement powers) • Do PDFs need a specific legislative basis? • What is the envisioned role of the Government of Canada in the function? Core responsibility? Arms-length guidance? Simply a funder? 5

  6. Decision-Making 6

  7. 7

  8. Instruments to Create New Entities 8

  9. Portfolio Management Minister of Finance Office of the Auditor General of Canada Department of Finance Canada Bank of Canada Financial Transactions and Reports Analysis Centre Of Canada Canada Deposit Insurance Corporation Financial Consumer Agency of Canada Canada Development Investment Corporation Office of the Superintendent of Financial Institutions Canada Canada Pension Plan Investment Board Canadian International Trade Tribunal* Royal Canadian Mint * Supported by Administrative Tribunals Support Service of Canada. 9 5

  10. Lessons / Observations • Institutional form should match policy function • Poor decision in machinery design can permanently hamper ability of organization to fulfill mandate • Just because government has traditionally delivered a service doesn’t mean it necessarily remains the best delivery option or that it needs to be a “core” function (i.e., there is a need to periodically reassess assumptions) • Need to question proliferation of small, single purpose organizations (administrative capacity issues, waste) • Ministerial portfolio choice is important 10

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