Government Power Dynamics

#publicservantsstayneutral

In this week’s class, we focused on the municipal-provincial relationship. The federal government has a high interest in cities and but low interest in municipal governments. This low interest was demonstrated within the allocation of COVID-19 relief packages. Multiple relief packages were attributed to all provinces, numerous private sectors, but none the municipalities. When asked why the federal government did not get more involved with the municipalities, the prime minister replied, “it is up to the provinces to manage and fund the municipalities.” As outlined by our visiting provincial alumni, the provinces consider and treat the municipalities as their creatures.

Many visiting alumni worked to create some sort(s) of COVID-19 relief packages or guidance. Since municipalities cannot run deficits, many of the ministerial funding packages are directed towards them. I asked an alumna if any consultations were done with the municipalities when creating and implementing the programs. She replied that the program was mostly political. The province relationship was mostly to create the avenues to deliver the fund and maintain a certain service level. If any consultations were done to gather thoughts’, they would have been done by senior officials.

This reality is the polar opposite of municipal public servants. When municipal public servants want to create and implement a program, they do numerous consultations with different stakeholders. Depending on who the audience is, the province will consult and speak with the municipalities. Nevertheless, the province has the last say and oversight on the municipalities. These visions and manners align with the provincial government’s two main provincial interests in municipalities, financial oversight and political accountability.

Our time with the alumni was not all dedicated to provincial-municipal power dynamics. We also discussed job searches and advice. They advised us to connect with senior policy advisors and managers in ministries that we worked and did not work. The recent alumni told us that they entered through smaller positions, such as interns or advisors, and eventually grew quickly within the ranks. The last question I asked was pieces of advice for newly hired public servants once they begin working. An alumna replied that we should be prepared to learn a lot. Sometimes at the beginning, it can take time to get our first file. We should use that spare time to research the office policy field. Some files may come in the morning and are due in the evening. So, knowing the most about the policy field can give a good head start. Another alumna added that we should talk to our managers and supervisors about our goals, where we want to be, and advices to get there a little bit after we began. Most of the time, we ask for tips to get the job. It was refreshing to hear tips on how to maintain and excel in the job.