Politics and Policy in Today’s Landscape – An Introduction Outline

• Politics and policy 101 • The political/policy landscape • Politics versus policy today • Roles of political and policy • Community sector in policy structures development • Federal and provincial • Municipal • Key takeaways • Policy influencers • Policy process • Your potential role in policy change Politics and policy 101 Politics versus policy

Politics Policy •the art or science of •a definite course or method government of action selected from •the art or science concerned among alternatives and in with guiding or influencing light of given conditions to governmental policy guide and determine present •the art or science concerned and future decisions with winning and holding •a high-level overall plan control over a government embracing the general goals and acceptable procedures especially of a governmental body

[Merriam-Webster Dictionary, 2019] An animated example: protected paid-sick leave

Video available online: https://youtu.be/H6jesx-sXx4 Political and policy structures – federal and provincial

Secretary of Premier/Prime /Clerk of the Privy Council

Central Agencies Premier’s Line Ministries (e.g. Finance, Office/Prime ) Minister’s Office

Deputy Ministers Deputy Ministers Cabinet Caucus Associate Deputy Associate Minister leadership Ministers MPPs/MPs/MLAs Assistant Deputy Assistant Deputy Ministers Ministers

Constituency Minister’s Office Office Directors Directors Policy leadership

Political Constituency Managers and Managers and Office Staff Staff Political leadership - illustrative Prime Minister/Premier Premier/Prime Final say on high-level strategic, costly, controversial and machinery issues Minister Cabinet or Queen’s Privy Council (federal) / Executive Council (provincial) Only Cabinet has the power to introduce Bills (laws) that levy new taxes or spend public money. Premier’s Their approval is also typically required for: Office/Prime • Major policy shifts Minister’s Office • Initiatives requiring new money • Government initiatives requiring legislation/regulation • Politically controversial decisions Cabinet Caucus Individual Ministers • Their direction and approval is required for many policy decisions • Largely remain consistent with government’s general direction to date • Their offices will “check-in” with the “centre” often Ministers MPPs/MPs/MLAs • Make decisions within their existing department/ministry mandate • Entails no new costs or can be funded through internal reallocation House of Commons and Senate (federal)/ Legislative Assembly (provincial) Constituency Minister’s Office • When policy takes the form of legislation Office • The passing of legislation requires multiple “readings” Ministers’ Office Constituency • Include Chief of Staff, Director of Policy (with Policy Advisor teams), Communications Director Office (with team); Legislative Assistants, Constituency Assistants • Provide advice to their Minister • Provide direction and seek advice from civil service • Meet with stakeholders Civil service leadership - illustrative Secretary of Clerk of the Privy Council/Secretary to Cabinet Cabinet/Clerk of • Head of the civil service. Advises PM/Premier directly. Deputy Ministers the Privy Council (DMs) report to them. • Typically do not meet with stakeholders, unless there is a high-profile, Central Agencies controversial policy issue that requires their attention. Line Ministries (e.g. Finance, Cabinet Office) Deputy Minister • Appointed by the PM/Premier (with consultation of Clerk/Secretary) to oversee administration of a specific Department/Ministry. Deputy Ministers Deputy Ministers • Provides advice to and, where necessary, challenges the Minister and Minister’s Office political staff. • Typically do not meet with stakeholders, unless there is a high-profile, Associate Deputy Associate Deputy controversial policy issue that requires their attention. Ministers Minister

Asst. Deputy Minister • Appointed by the DM to administer a particular part of their Assistant Deputy Assistant Deputy Department/Ministry. Ministers Ministers • Reports to DM, but often advises Minister and their staff directly. Some ministries do not have Associate Deputies. Directors Directors All are involved in setting high-level strategic directions and ensuring follow-through.

ADMs are more hands on, but their time is at a premium. Managers and Managers and Staff Staff Municipal policy structures - illustrative

• Looks different by municipality and province/territory Mayor • Importantly, municipalities are “creatures of the province” Head of Municipal Municipal Council Committees Civil Service (e.g., City Manager)

Department Office Staff Executives

Directors

Managers Who influences the decision-makers?

• Caucus • Parliamentary assistants • Political staff • Opposition parties • Central agencies (Cab Office, Finance, Treasury Board) • Senior officials (Cabinet Secretary, DMs, ADMs) • Mid-level officials – (DGs, Directors, analysts, key implementers) • Media • Think tanks • Polling and public affairs (lobby) firms • Advocacy groups • Constituency groups • Stakeholders Policy process: an illustration from • Media Policy idea • Stakeholders • Platform • Throne speech Line Ministry • Advocacy • Emerging • Analysts outline idea/problem problem and potential • Media Announcement (evidence-based) • Stakeholders • Budget/FES responses • Specific • Seek internal approvals • Media announcement • Seek political approvals • Stakeholders • Iterative process

Four Corners • Media House/Parliament • PO/PMO, MO, if legislative Cabinet Office, • Media • Stakeholders change Finance, • Stakeholders TB/MBC, and line ministry

Central agency approvals • Media • Media Cabinet • Finance, • Stakeholders TB/MBC, Cabinet • Stakeholders Cabinet Office Committee • Legislative/Regul atory Committee • TB/MBC • Health and Social • Media Policy • Stakeholders Community sector in policy development Your potential role in policy change • Convening and consensus-building • Facilitating civic and democratic engagement • Supporting groups made vulnerable by our systems voice issues that affect them • Providing governments, sector colleagues and stakeholders specialized technical expertise • Sharing practical frontline knowledge and context • Providing feedback on how policies/programs are working • Developing networks to mobilize advocacy support and/or help government engage with your sector and stakeholders • Developing policy recommendations and advice • Fostering accountability Assessing your policy opportunities

• What are your policy opportunities? • Using your reflections from Worksheet #1, discuss the following in breakout groups: • Are policy, advocacy, and systems change critical to your organization’s work today? Moving forward? • What capacity do you and your organization have to contribute to this work? • What do you and your organization bring to this work? How do you work with others in the sector? Working in today’s policy landscape Key principles for effective policy advocacy

1. Acknowledge and help work through tradeoffs/issues 2. Build relationships – inside and outside government 3. Keep open lines of communication 4. Assume and practice good faith—as challenged we may be by opposing political perspectives, people in politics and policy do care 5. Give recognition where it is due Assessing the policy landscape today

• Systems of oppression and discrimination in our society are irrefutable • Deep mistrust of public institutions and government, fueled by misinformation • 24 hour/day media cycle • Increasingly complex issues that require time and thought to work through • Unwillingness to raise revenue needed to protect and strengthen public services • Increasing inequalities • Polarized political discussion and debate

• So where are the opportunities to make progress? • Reflection discussion on today’s required reading and current policy landscape. Key takeaways

• Politics and policy are interrelated • Messy, tiring, complex, but rewarding work • Governments have multiple bottom lines to manage • Think strategically about how you can influence the policy process • Be honest about your capacity/organization’s capacity • No one formula for success • Today’s landscape is challenging to work through—personally and professionally. We will work together to figure out how best to navigate these times and spaces.