Why We Need a New Accountability Model in Government
JANUARY 21, 2021
Frank chairing the City of Thunder Bay budget meetings
If you feel that in today’s society, people in any position of power are not being held as accountable as they used to in the past, you are not alone. While in this article the focus is on financial accountability at all levels of government as a means of providing a sustainable future, the guiding principles of a new accountability model that I present below, can be applied in any circumstances where the integral elements of effective leadership are required.
As taxpayers for all three orders of government, municipal, provincial and federal, we the people expect that our political representatives exercise proper duty of care and sound judgment in their decision-making process. This includes providing assurance to the taxpayers that they are getting value for their money while providing the necessary services for a good quality of life.
As the Chair of Administrative Services Committee for the City of Thunder Bay between 2014-2018, I chaired the budget meetings and served as Council’s spokesperson on the budget. As we look ahead to a post-Covid19 world, our orders of government not just in Canada but around the world will navigate years of challenging budgets that will deal with extreme financial conditions that did not just happen, but are made much worse by the need for lock-downs and investments in areas of the economy meant to protect the most vulnerable while providing essential services.
While these new circumstances are beyond our control, we must take steps to control our destiny to the greatest extent possible, as if spending money alone was the solution to our problems, Canada would already be out of the woods, having spent per capita more than any other country in the world, but not seeing any more meaningful results compared to anyone else.
It has been my experience as a Cost and Financial Analyst at Kimberly Clark of Canada, Budget Coordinator at Ontario Hydro, and twenty five years as a Business Advisor, that as companies and organizations (including Not-for-Profit) grow to meet new demands of the market and in the case of municipalities, provincial and federal governments, statutory requirements and public expectations, there is also a growing need for a realignment of resources (i.e. better follow-up to make sure that the intended results are achieved, focused internal controls, more collaborations between departments and people, etc.).
In most of my articles over the years, I have stressed the value and capabilities of our human resources, both within the halls of government and across cities and regions of our country. I also believe that the most talented people will not be able to function and perform at their peak in a climate of fear and distrust and that at this particular time of societal stress and dysfunction, the foundational values of accountability remain our guiding principle for a way forward that does not play to the fear and uncertainty of our citizens for political gains.
The need for a new accountability model
More than anything else, the shameful failure at the provincial and federal orders of government to protect our seniors in Long Term Care, especially when Canada had two months to learn from the devastating impact Covid-19 was having on seniors in China and Europe and prepare accordingly, has shown us that systemic failure can occur at all levels.
As government budgets are the means to provide the kind of services that ensures our quality of life, the focus therefore is on the need for a strategic financial management plan. This plan is built on a common vision that starts at the top levels of government and any organization, is properly presented and articulated, and once approved it becomes the guiding force not only for the political leadership but an equally supportive administration and staff throughout the government departments. This vision guides actions and decisions that help in strengthening not only government’s financial systems, but also ensuring that our quality of life is maintained while keeping taxes at reasonable levels.
The vision is built on the intrinsic values of leadership and four key elements that do not just start at the top but permeate an organization and hold everyone accountable through:
Vision – to have the foresight and the ability to take proactive action when needed
Courage – to tackle the difficult issues and take some risks
Integrity – based on solid principles and values
Knowledge – or depth of understanding of issues, not only to do things right but to also to do the right things, because behind every decision made there are people that will be affected, and we need to understand the long-term impact of every decision.
Within the context of these fundamental qualities of leadership, elected officials, civil servants and administrators as well as community decision-makers at all levels will be better prepared to effectively tackle the important issues of sustainable economic growth, and financially responsible orders of government that are accountable to the people in their mandate to ensure a safe and prosperous future for its citizens.
