Quotulatiousness

November 30, 2024

It’s not just your imagination, the Canadian government is much bigger and much less efficient now

Filed under: Bureaucracy, Cancon, Government — Tags: , , — Nicholas @ 05:00

At The Audit, David Clinton shows that the Canadian federal government has gone through significant growth in staff at the same time as just about everything it does is now being done slower and less effectively1 than it was ten or twenty years ago:

Change is normal. The world around us isn’t sitting still and that’s got to have an impact on what’s needed by Canada and Canadians. So we can expect a government’s size and shape to evolve over time, but we’d certainly prefer that the changes were rational.

So let’s take a few minutes to understand how the size, cost, shape, and mandates of our government have been changing over the past few years.

Public service employment

Governments provide a set of services that don’t change dramatically from year to year. Sure, as the population grows they’ll need to process more passport applications and oversee the movement of greater numbers of international travellers across our borders. But task complexity shouldn’t increase faster than the population itself.

Therefore you would expect that the public service should grow in proportion to the overall population. Well, that’s not really true. Due mostly to digital automation, Canada’s private sector labour productivity rose steadily between around 1990 and 2014 and has maintained its peak level ever since. So in fact, since we can now do more with fewer people, you’d really expect public sector employment not to keep pace with rising population levels.

However, the actual proportion of federal employees to Canada’s total population has been growing noticeably over the past six years. Because of the scale I chose for its y-axis, the graph below does exaggerate the changes a bit, but you can see how the federal workforce grew from around 0.72% of the total population in 2017 to 0.9% in 2023. That means about one out of every 59 employed Canadians now works for the federal government.

Which means that – worker-for-worker – Canada’s public service is significantly less productive than it was ten years ago. And the growth in absolute numbers from 257,034 workers in 2015 to 357,247 in 2023 can be accurately characterized as bloat. Unforgivable bloat.

Departmental employment

Since 2011, by my count (and based on Treasury Board data), 11 new federal departments or agencies have come into existence and 18 have been shuffled off to wherever it is old bureaucracies go when they die. In some cases, the change represents nothing more than a technical realignment. The move from the Canadian Polar Commission to Polar Knowledge Canada is probably one such example.

I’m mildly curious to know how much such changes cost, even in terms of simple details like outsourcing designs for a new letterhead and getting IT to set up (and secure) a new website and email domain. I’m sure those don’t come for free.

It’s noteworthy that 11 of those 18 shutdowns took place in 2015 and 2016. That suggests they were the result of the incoming Liberal government’s policy implementations. Nevertheless, those changes don’t explain the scope of civil service employment growth since 2015.


    1. I’m sure you’re all completely sick of me saying it, so I’ve relegated it to a footnote: the more the government tries to do, the less well it does everything.

Forgotten War Ep 5 – Chindits 2 – The Empire Strikes

HardThrasher
Published 29 Nov 2024

02:00 – Here We Go Again
06:36 – Perfect Planning
13:16 – Death of a Prophet
14:51 – The Fly In
18:56 – Dazed and Confused (in the Monsoon)
20:40 – Can’t Fly in This
31:54 – Survivor’s Club

Please consider donations of any size to the Burma Star Memorial Fund who aim to ensure remembrance of those who fought with, in and against 14th Army 1941–1945 — https://burmastarmemorial.org/
(more…)

The mission of DOGE

One of Donald Trump’s more interesting announcements shortly after winning the federal election early in November was that he was going to give Elon Musk and Vivek Ramaswamy a formal position to do to the US government’s vast array of bureaucratic organizations what Javier Milei did to Argentina’s bloated national government. Here, scraped from the social media platform formerly known as Twitter, is Devon Eriksen‘s thoughts on how to go about pruning back the “fourth branch” of government:

Since the framers of the Constitution created a federal government with three branches, not four, there are no Constitutional checks on the emergent fourth branch.

Currently, the fourth branch is in many ways the most powerful, and certainly the most destructive, arm of the government.

– It has the privilege of targeting individual citizens on its own initiative, which is forbidden to the three other branches.

– It can interfere their lives in any way it wishes by making a “ruling”.

– The only recourse against a “ruling” is to take the bureaucracy in question to court.

– But the process is the punishment, because this takes months if not years and costs tens if not hundreds of thousands of dollars.

– Until recently, courts have deferred to bureaucrats as a matter of legal precedent. Now they merely do so as a matter of practice.

– But should the bureaucracy lose anyway, the only punishment the court inflicts is that they are told they have to stop doing that specific thing.

– Any fines or legal costs imposed on them punish the taxpayer, not the agent or even the agency.

– And the next, closely related, thing the bureaucracy thinks of to do is once again fair game, until the courts are once again brought in, at further cost, to tell it to stop.

All of this creates a Red Queen Effect.

Citizens must establish their own organizations, and raise donations to engage in constant lawfare, just to retain the rights they haven’t lost yet. And they must win every time to maintain the status quo.

Bureaucrats, on the other hand, can fight endless legal battles using money taken from their victims by the IRS, at no cost to themselves. Any victory they claim, they may keep permanently, while any loss may be refought endlessly simply by a slight variance of the attack.

Obviously, if this system is not changed, all power will accrue to the bureaucracy over time. They will constitute a totalitarian authority over every aspect of the life of every citizen.

This is why the name “DOGE” (Department of Government Efficiency) is a serious mistake.

Look, Elon, I like a joke as much as the next guy, and I do think irreverence is a load-bearing component of checking the bureaucracy, because a false aura of gravitas is one of their defenses against public outrage.

But words mean things.

When you create a check on the bureaucracy and call it the department of government efficiency, you focus the attention, and the correction, on the fact that the bureaucracy is stomping on people’s lives and businesses inefficiently, not on the fact that they are doing so at all.

But the name isn’t my decision. The power of the vote isn’t that granular. I can only elect an administration, not protect it from tactical errors by weighing in on individual policy decisions.

Unless someone with direct power happens to read this.

So, regardless of the name, here’s how an organization might be set up to effectively check federal bureaucracies.

1. DOGE must be responsive, not merely proactive.

Being proactive sounds better in the abstract, but it is much easier for a federal agency to gin up some numbers to fight a periodic overall audit, than it is to fight an investigation of a specific case.

2. DOGE must have direct oversight.

If it must take agencies to court, it is merely a proxy for the citizens whose money is being wasted, and whose rights are being trampled.

Imagine the level of inefficiency, waste, and delay, if your process for addressing bureaucratic abuse simply results in one part of the federal government pursuing an expensive court case against another.

Instead, DOGE must have the power to simply make a ruling, via its own investigation hearing process, which is binding on federal agencies.

Any appeals to the court system must be allowed to trigger their own DOGE investigation (for wasting taxpayer fighting a ruling).

3. DOGE must have the power to punish the agent, not just the agency.

“You have to stop that now” is not a deterrent. Neither is fining the agency, because such fines are paid by the American taxpayer.

DOGE must follow Saul Alinsky’s 11th rule: target individuals, not institutions.

Why?

Because agencies are agencies. They consist of agents.

An agent is someone who acts on behalf of a principal — someone whose interests the agent is supposed to represent.

When the agent is incentivized so that his interests diverge from those of the principal, he will be increasingly likely to act in his own interest, not the principal’s.

This is the Principal-Agent Problem.

An agency is a construct, a theoretical entity. What Vonnegut would call a “granfalloon”.

Agencies do not act, they do not make decisions, they do not have incentives they respond to. Any appearance to the contrary is an emergent property created by the aggregate action of agents.

Every decision, whether we admit it or not, has a name attached to it, not a department. It is that person who responds to incentives.

Agents will favor their own incentives over those of their principal (the American people) unless a counter incentive is present for that specific person.

For this reason, DOGE should, must, have the power to discipline individual employees of the federal agencies it oversees.

This doesn’t just mean insignificant letters of reprimand in a file. It means fines against personal assets, firing, or even filing criminal charges. No qualified immunity.

Yes, you read that right. DOGE must be able to fire other agencies’ staff. I recommend that anyone fired by DOGE be permanently illegible for any federal government job, excluding only elected positions.

4. DOGE investigations must be triggerable by citizen complaints.

This is self-explanatory. It gives DOGE the practical capability to redress individual injustices, and it crowdsources your discovery problem.

Establish a hotline.

5. DOGE must have sufficient power to protect and reward whistleblowers, and punish those who retaliate against them.

6. Bureaucrats must be held responsible for outcomes, not just for following procedure.

Often, procedure is the problem. The precedent must be established, and clearly enforced, that because agents have agency, agents are responsible for using their discretion to ensure efficient, just, and sane outcomes, not just for doing whatever departmental policy allows.

7. DOGE must have an adversarial relationship with the bureaucracies is oversees.

This eliminates the phenomenon of “we investigated ourselves and found no wrongdoing”.

Following the previous recommendation is almost sure to make this happen.

The point is not for DOGE to address every instance of waste or wrongdoing, it is to make bureaucrats act responsibly because they fear an investigation.

In essence, I am imagining DOGE (or some superior name that better reflects the mission) as an entity with a license to treat bureaucrats the way bureaucrats currently treat citizens.

$7 BILLION – Is Ajax Worth It? | Tank Chats #177

Filed under: Britain, Military, Weapons — Tags: , , , — Nicholas @ 02:00

The Tank Museum
Published Aug 2, 2024

This is how the UK’s newest armoured fighting vehicle, Ajax, has been described time and time again by the British media. With repeated delays and continual bad press, the Ajax programme has been subject to much scrutiny over the course of its procurement and development. Public opinion of this vehicle is, in a word, poor.

But is this perception wholly accurate, or is there more to the Ajax story?

In this video, David Willey guides us through the problematic history of the Ajax family, discusses its reconnaissance capabilities on the modern battlefield and hears from members of the British Army who have had a chance to put this vehicle to the test.

QotD: Unrealized promises of a “Great Society”

Black unemployment, which had been the same as that of whites in the 1950s, from the early 1960s rose above white unemployment. The gap between black and white unemployment widened. Welfare programs funded by presidents Johnson and Nixon expanded rolls to an appalling extent — appalling because welfare fostered a new sense of hopelessness and disenfranchisement among those who received it. “Boy, were we wrong about a guaranteed income!” wrote that most honest of policy makers, Daniel Patrick Moynihan in 1978, looking back on a pilot program that had prolonged unemployment rather than met its goal, curtailing joblessness. The “worker versus employer” culture promoted by the unions and tolerated by the automakers suppressed creativity on the plant floor and in executive officers. Detroit built shoddy autos — the whistleblower Ralph Nader was correct when he charged that American cars were not safe. Detroit failed to come up with an automobile to compete with those made by other foreign automakers. Whereas in the 1930s American automakers’ productivity amounted to triple that of their German competitors, by the late 1960s and 1970s, German and Japanese automakers were catching up to it or pulling ahead. In the end the worker benefits that union leaders in their social democratic aspirations extracted from companies rendered the same companies so uncompetitive that employers in our industrial centers lost not merely benefits but jobs themselves. Vibrant centers of industry became “the rust belt”, something to abandon. […] What the 1960s experiment and its 1970s results suggest is that social democratic compromise comes close enough to socialism to cause economic tragedy.

Amity Shlaes, Great Society: A New History, 2020.

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