III

CHALLENGES FOR 1992

Areas for Special Attention

Obviously, there are areas of government where the pace of change and renewal is slower than in others. Change is good news for some, and bad news for those who have a personal or professional stake in the status quo. Change creates anxiety in the minds of many public servants who are struggling to cope with downsizing and resource restraint.

These are all realities of life in large institutions. They are not unique to the Public Service. They are factors in any process of institutional change.

Combatting Scepticism

It is the employees "in the middle" who are often the most sceptical of the promises held out by Public Service 2000.  They are the ones who recognize the need for change but are perhaps uncertain or apprehensive about how to bring it about. They have a strong commitment to their vocation as public servants and to their clients in the public. Yet they are also doubtful about whether the reforms they see around them are genuine, and whether those changes will really benefit the Public Service.

These attitudes are healthy ones. They reflect the traditional independence of thought and sense of personal commitment that have long characterized the Public Service. Today, the challenge for public servants at all levels is to demonstrate that reform is real, that change is in the best interests of all employees, and that only through a renewed Public Service can we serve Canadians in the manner they deserve.

Renewal on the Front Lines of Service Delivery

In people terms, the process of reform will have succeeded when the employee on the front line - the person working at an airport service counter or an inspection station or an Employment Centre - has the motivation, the opportunity and the support that he or she needs to serve Canadians as well as possible.

Priorities for 1992

The Public Service has a vital contribution to make at this critical time in Canada's history. I see three particular challenges before us in the coming year.

Our first challenge for 1992, as I see it, must be to deliver meaningful progress to Canadians in the area of service.  This means in particular:

• defining, applying and communicating standards of service;

• achieving perceptible improvements in the efficiency and quality of service delivery, at lower cost, through mechanisms such as co-location and "single-window" services announced in the 1992 Budget;

• giving Canadians tangible proof of positive change, in order to maintain their continued support for public service renewal.

Departments that have made the greatest headway to date in improving their services are those that have worked closely with their clients. This should continue to be a priority for all departments in the coming year. Consultation, regular feedback mechanisms such as client surveys, and simply keeping the lines of communication open will make a real difference to the quality of programs and how they are implemented.

People

The 1991 strike had a traumatic impact on the Public Service. The strike strained relationships within the workplace and caused many public servants to think hard about their values and their sense of vocation. Lessons were learned by management, by the unions and by all employees. Our second challenge, therefore, must be to consolidate the process of healing and renewal within each work unit so that our capacity to serve Canadians is not impaired, and so that the process of positive change can continue.

Deputies must attach a special importance to:

• communicating with their employees;

• ensuring they understand where the process of reform is headed;

• dealing fairly with them over matters such as downsizing and resource restraint;

• preserving funds for training; and

• implementing departmental assignment programs to give employees broader exposure and experience.

Deputies and their management teams must demonstrate to all employees that the values of Public Service 2000 are expressed in the daily life and work of the department. Nothing could be more important to the credibility and the success of this entire process of reform.

A third challenge relates again to the internal environment and to the various efforts that have been made to improve communication within departments and especially between headquarters and the regions.  We are making profound changes in how we deal with external clients. I think we need to pay equal attention to internal consultation, for essentially the same reasons - better programs and better services to Canadians.

Conclusion

In this difficult environment, the first duty of public servants is of course to serve - with continued loyalty and dedication, with hard work, with imagination, and with a sense of love for their country and respect for their fellow citizens.

The second duty of the Public Service is to continue the task of retooling itself. If Canada is to survive and prosper, it will be in part because it enjoys the benefits of a committed, modern, flexible and professional Public Service. This will be one of our most important legacies to future generations.

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