For Canada’s public servants, blind loyalty is not good enough

[Good2Golf]

Naughty boy...

Former public servant pleads guilty to breach of trust after directing contracts to own company​

Former public servant pleads guilty to breach of trust after directing contracts to own company

The RCMP says a former federal public servant has pleaded guilty to a breach of trust charge connected with financial activities while he worked for Innovation, Science and Economic Development Canada (ISED).

ottawa.ctvnews.ca

Rosanna DiPaolo laughs at his amateur attempt to make money, as she swims in her EX-05 ADM pay and annual performance bonus for running a small, ‘decently enough successful’ IT project for the GoC…

 

[Colin Parkinson]

He's been a very naughty boy....

How de f*ck did anyone think that is a good idea, or someone might not notice?

 

[OldSolduer]

How de f*ck did anyone think that is a good idea, or someone might not notice?

With this GoC?

This guy is a sacrifice to the GoC. “Look we’re doing something!!!”

 

[daftandbarmy]

Well, that explains everything then

https://twitter.com/x/status/1833871770983477408

 

[RangerRay]

Not sure if this is the right place for this article. Half of what this author says sounds right with regards to the hollowing out of the knowledge of the civil service to get things done, growth, productivity and explains why government seems broken.

But then he goes off on some tangents about how the government has failed to protect Canadian industries. For example, he laments that if you’re flying Air Canada, you’re not likely to fly on a Bombardier.

All in all an interesting article about the dysfunction on the civil service and its failure to address issues of innovation, productivity and growth, with some detours into protectionism.

Opinion: How not to run a country: Government ineptitude and Canada’s economic malaise

Canada’s economic problems stem from a government that fails in basic operation capabilities, lacks the ability to think and is devoid of strategic leadership

www.theglobeandmail.com

 

[Edward Campbell]

Frankly, allowing/encouraging EXs to hop between Departments has been disastrous.

As has been pointed out, there is no longer deep institutional knowledge on files, so advice to Government is…lacking.

There is also little to no loyalty downward in a Department nor much understanding of how the day to day business gets transacted, which certainly impacts morale at the coalface.

Yes, but ... there needs to be an "elite" in the PS from which you draw e.g. the Clerk and the DMs of e.g. Finance, Industry, Foreign Affairs and a very few others. They do need to be identified when they are in their late 30s, after a decade of service, and mentored. It isn't a large number: a few dozen out of hundreds of "high fliers," but they need to be there.

 

[OldSolduer]

Yes, but ... there needs to be an "elite" in the PS from which you draw e.g. the Clerk and the DMs of e.g. Finance, Industry, Foreign Affairs and a very few others. They do need to be identified when they are in their late 30s, after a decade of service, and mentored. It isn't a large number: a few dozen out of hundreds of "high fliers," but they need to be there.

to echo your words the bureaucracy is the corporate memory of government - knowing what works, what doesn't, who to contact etc

 

[dapaterson]

Yes, but ... there needs to be an "elite" in the PS from which you draw e.g. the Clerk and the DMs of e.g. Finance, Industry, Foreign Affairs and a very few others. They do need to be identified when they are in their late 30s, after a decade of service, and mentored. It isn't a large number: a few dozen out of hundreds of "high fliers," but they need to be there.

Not every major can or should be the CDS, and the overwhelming majority need to be career managed in consequence, in other words...

 

[Colin Parkinson]

Yes, but ... there needs to be an "elite" in the PS from which you draw e.g. the Clerk and the DMs of e.g. Finance, Industry, Foreign Affairs and a very few others. They do need to be identified when they are in their late 30s, after a decade of service, and mentored. It isn't a large number: a few dozen out of hundreds of "high fliers," but they need to be there.

This is why I want to see a 70/30 split in department management, 70% come up from the ranks of the Department, the 30 % are either from other departments or outside the PS to inject new ideas and ways of doing things, but with a solid corporate knowledge of the Department.