The Political-Bureaucratic The Political-Bureaucratic Interface Across the SystemInterface Across the System

Centralized and Diffuse Accountability Across Centralized and Diffuse Accountability Across Government (Cont’d)Government (Cont’d)

February 7th, 2006February 7th, 2006

The Centripetal TendenciesThe Centripetal Tendencies

top-down responsivenesstop-down responsiveness coherencecoherence

centralized political accountabilitycentralized political accountability collective cabinet responsibilitycollective cabinet responsibility

political control (vs. impartiality)political control (vs. impartiality)

Centripetal Organizational Centripetal Organizational ResponsesResponsesagents of central agents of central politicalpolitical control control

PM and Prime Minister’s OfficePM and Prime Minister’s Office CabinetCabinet

– Treasury BoardTreasury Board

Minister of FinanceMinister of Finance

The Centre – The The Centre – The Political/Bureaucratic InterfacesPolitical/Bureaucratic Interfaces

PM/Cabinet and PCOPM/Cabinet and PCO Clerk of the Privy CouncilClerk of the Privy Council

political-bureaucratic interface in other political-bureaucratic interface in other central agenciescentral agencies

Minister of Finance and Department of FinanceMinister of Finance and Department of Finance President of the Treasury Board (cabinet committee) President of the Treasury Board (cabinet committee)

and the Treasury Board Secretariatand the Treasury Board Secretariat

Channels of Central Political Channels of Central Political ControlControloutward at political level (then downward to outward at political level (then downward to

bureaucratic level)bureaucratic level)downward from political to bureaucratic downward from political to bureaucratic

level (then outward at bureaucratic level)level (then outward at bureaucratic level)downward and outward from political level downward and outward from political level

to bureaucratic levelto bureaucratic level

Channels of Central Political ControlChannels of Central Political Control

Ministers

Deputy Ministers

Prime Minister, PMO, Min.Finance, TBP

Clerk of the Privy Council, PCO, TBS

Channels of Bureaucratic Channels of Bureaucratic InfluenceInfluenceDM influence over MinistersDM influence over Ministers

– from Minister to Cabinetfrom Minister to Cabinet

PCO influence over PM/Min. PCO influence over PM/Min. Finance/Treasury BoardFinance/Treasury Board– from PM/Min. Fin./Treasury Board to Ministersfrom PM/Min. Fin./Treasury Board to Ministers

PCO influence over DM’sPCO influence over DM’s-DM influence over ministers-DM influence over ministers

Channels of Bureaucratic InfluenceChannels of Bureaucratic Influence

Ministers

Deputy Ministers

Prime Minister, PMO, Min.Finance, TBP

Clerk of the Privy Council, PCO, TBS

The Political-Bureaucratic SystemThe Political-Bureaucratic SystemPolitical Level

Bureaucratic Level

Implications of the Organizational StructureImplications of the Organizational Structure

various agencies (departments, agencies) which various agencies (departments, agencies) which have have radicallyradically different organizational purposes different organizational purposes

line departments -- provide services/programsline departments -- provide services/programs central agencies – coordinate line departmentscentral agencies – coordinate line departments

– potential for conflict inherent in structurepotential for conflict inherent in structure central agency mandate for horizontal coordination reinforces central agency mandate for horizontal coordination reinforces

centripetal tendenciescentripetal tendencies line department resistance reinforces centrifugal tendenciesline department resistance reinforces centrifugal tendencies these tendencies become these tendencies become institutionalizedinstitutionalized

– even if the circumstances/concerns which give rise to even if the circumstances/concerns which give rise to these tendencies fade, the tendencies may persistthese tendencies fade, the tendencies may persist

Implications of the Organizational StructureImplications of the Organizational Structure

centrifugal forces and centripetal forces centrifugal forces and centripetal forces exist at both bureaucratic and political exist at both bureaucratic and political levelslevels

creates complex mix of incentives for various actorscreates complex mix of incentives for various actors creates potential for cross-level coalitions/alliancescreates potential for cross-level coalitions/alliances contrasts with bureaucratic vs. political dichotomycontrasts with bureaucratic vs. political dichotomy

Implications of the Organizational StructureImplications of the Organizational Structure

political-bureaucratic interfaces exist at political-bureaucratic interfaces exist at numerous sitesnumerous sites

PM/PMO and PCOPM/PMO and PCO central agency ministers and central agenciescentral agency ministers and central agencies PM and DMsPM and DMs line departments ministers and DMsline departments ministers and DMs

Implications of the Organizational StructureImplications of the Organizational Structure

political-bureaucratic interfaces exist at political-bureaucratic interfaces exist at numerous sitesnumerous sites

creates potential for complex strategies of political creates potential for complex strategies of political control or bureaucratic influencecontrol or bureaucratic influence

blockage of one line (political control or bureaucratic blockage of one line (political control or bureaucratic influence) does not mean that control/influence not influence) does not mean that control/influence not exercisedexercised

more simplistic model highlighted democratic more simplistic model highlighted democratic questions; reality is more complexquestions; reality is more complex

– whether elected officials or public service officials dominatewhether elected officials or public service officials dominate

– whether the departments dominate or The Centre dominateswhether the departments dominate or The Centre dominates