Restructurer peu, restructurer mieux : leçons d'expériences ministérielles récents au Canada
By: Bernier, Luc
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Contributor(s): GAGNON, Stéphanie.
Material type: 
ArticlePublisher: Toronto : Ipac, mar./mars 2010Subject(s): Reforma Administrativa | Avaliação de Desempenho | CanadáCanadian Public Administration 53, 1, p. 21-46Abstract: In this article, we take a look at restructuring initiatives involving functional departments. First, we review the documented reasons leading to the decision to restructure. Next, we compare recent restructuring activities in three Canadian provinces and at the federal government level. The examples used provide us with information on the reasons for engaging in the restructuring process, and its implications. The cases reported (all territories combined) reveal that some areas seem more problematic than others (for example, economic development, environment) that is, they are the focus of more frequent restructuring, and the subsequent outcome is not always satisfactory. The reasons for explaining the restructurings point to the complexity of the file and government priorities. Furthermore, the consequences of the restructuring process fall into three main areas: implications at the administrative and budgetary levels (costs related to moving, printing, etc.), implications revolving around the department's direction (mission and vision), and implications on personnel (loss of employment, impact on employees' morale, etc.). On a practical level, the premiers must particularly avoid the restructuring of departments during Cabinet shuffles
In this article, we take a look at restructuring initiatives involving functional departments. First, we review the documented reasons leading to the decision to restructure. Next, we compare recent restructuring activities in three Canadian provinces and at the federal government level. The examples used provide us with information on the reasons for engaging in the restructuring process, and its implications. The cases reported (all territories combined) reveal that some areas seem more problematic than others (for example, economic development, environment) that is, they are the focus of more frequent restructuring, and the subsequent outcome is not always satisfactory. The reasons for explaining the restructurings point to the complexity of the file and government priorities. Furthermore, the consequences of the restructuring process fall into three main areas: implications at the administrative and budgetary levels (costs related to moving, printing, etc.), implications revolving around the department's direction (mission and vision), and implications on personnel (loss of employment, impact on employees' morale, etc.). On a practical level, the premiers must particularly avoid the restructuring of departments during Cabinet shuffles
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