Organizing for mega-consultation : HRDC and the Social Security Reform
By: LINDQUIST, Evert A
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ArticlePublisher: Toronto : IPAC, Fall 2005Canadian Publique Administration Publique du Canada 48, 3, p. 348-385Abstract: In January 1994, the Chretien government announced the Social Security Reform (SSR), a sweeping review of federal social policy programs. Led by the Minister of Human Resources Development, it was intended to produce a comprehensive policy innovation and led to extensive consultations under the auspices of the Standing Committee on Human Resources Development, individual MPs, and the Department of Human Resources Development (HRDC). This paper describes how the recently restructured HRDC created a temporary administrative adhocracy to design and support these mega-consultations. Although the SSR was considered a failure, side-swiped by the Program Review, it represents a high-water mark in government consultation and informed the strategic plans of a newly elected government over the next four years. The paper identifies the lessons of administering a mega-consultation, particularly in combination with a comprehensive policy innovation, and suggests a research agenda for examining the value-for-money of different consultation instruments.
In January 1994, the Chretien government announced the Social Security Reform (SSR), a sweeping review of federal social policy programs. Led by the Minister of Human Resources Development, it was intended to produce a comprehensive policy innovation and led to extensive consultations under the auspices of the Standing Committee on Human Resources Development, individual MPs, and the Department of Human Resources Development (HRDC). This paper describes how the recently restructured HRDC created a temporary administrative adhocracy to design and support these mega-consultations. Although the SSR was considered a failure, side-swiped by the Program Review, it represents a high-water mark in government consultation and informed the strategic plans of a newly elected government over the next four years. The paper identifies the lessons of administering a mega-consultation, particularly in combination with a comprehensive policy innovation, and suggests a research agenda for examining the value-for-money of different consultation instruments.
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