Canadian Government Executive - Volume 24 - Issue 05

October/November 2018 // Canadian Government Executive / 27 Governing Digitally part to the important catalytic role played by the second House. A recent report by the Senate examining the “digital delivery of government services” is illustrative of such a role–deepening the digital literacy of the legislative branch (that both represents the public and breeds future ministers). In contrast, excepting a single report on open data in 2014, the Canadian Parliament has been largely disinterested in digital matters–except when scandal arises. It must also be noted that Australia’s Senate is elected, whereas recent changes to the by- appointment configuration of the Canadian Senate remain a work in progress with uncertain prospects. In terms of accountability, the Senate report rightly notes that “no one has taken responsibility or been held to account” for the hugely impactful mistakes associated with Phoenix. While Westminster traditionalists suggest that such is the system that shields public servants–asking instead Ministers to assume accountability–former Public Service Minister Jude Foote was quick to publicly blame de- partment officials for providing faulty and incomplete information. Public servant anonymity is an outdated and counter-productive notion, a point underscored by the Government of Canada’s more recent digital efforts–notably Shared Services Canada and Canadian Digital Services, both headed by Chief Executive Officers expected to work in tandem with ministers and assume at least certain ele- ments of operational accountability. By contrast, over many years, Phoenix degenerated into a bureaucratic morass, further shackled by a flawed procurement model that insulated the private sector from assuming risk and responsibility for its own decisions. In response to the Senate and other such reviews, the Govern- ment has announced the pursuit of a new procurement paradigm: one predicated upon greater openness and agility. Encouragingly, the public launching of this reframing featured prominent roles assigned to both Canada’s first federal Digital Minister (Scott Bri- son) and the Government of Canada’s CIO (Alex Benay). The third take-away from the Senate’s Phoenix review is ongo- ing tensions between government-wide transformation (initia- tives seeking interoperability and efficiency) and the benefits of modularity stemming from organizational freedom. The Senate report explains that “in selecting and implementing the Phoenix pay system, the government chose a single, centralized system to serve 101 departments and agencies…This decision created exten- sive pay problems for organizations that have complex pay rules.” With the advent of open-source tools and cloud-based offerings, individual entities both large and small may be better positioned to customize solutions. Accordingly, the British Government has devised a suite of options available through a single, though col- laborative, ‘digital marketplace’ that aims to incentivize rather than ordain. For traditional government actors, notably central agencies, this new universe demands an entirely new mindset– further giving rise to questions as to whether they are best able to orchestrate such change. In sum, the changes required to rectify Phoenix and build a functional and adaptable digital government transcend and in- tertwine all three points: digital literacy across both the executive and legislative branches; visibility, empowerment and account- ability for senior public servants; and a more open and collab- orative governance typology enjoining a diverse mosaic of public sector entities. J effrey R oy is professor in the School of Public Administration at Dalhousie University (roy@dal.ca ). With the advent of open-source tools and cloud-based offerings, individual entities both large and small may be better positioned to customize solutions. It is a rare opportunity to access such a well-structured series on leadership in the public service, not just the theory we see in typical programs, but the practical and exciting/gritty reality of what public service leadership is really about. ❱ 22 Master Mentors ❱ Live On-line Panels ❱ Next session begins November 2, 2018 — David Morhart, Deputy Minister, Service Alberta and Past President, Institute of Public Administration of Canada www.publicsectorleadership.ca/cge Our on-line format provides maximum flexibility and 24/7 access to all resources so that you can learn how and when it’s best for you, without the time away and expense of travel. Register by Sept 28 for earlybird rate We Are The Experts in On-Line Mentoring Programs for Public Sector Leaders .