As a retired public servant with nearly two decades of executive experience, and as a proud immigrant who believes deeply in the mission of serving Canadians, I’ve seen both the brilliance of our institutions and the barriers holding them back.
If we want to protect the integrity of our services while advancing the ambitious “One Economy” vision outlined in the this spring’s Speech from the Throne, we must cut with strategy, not blunt force. And that strategy should begin at the very top—soon, transparently, and iteratively. Reducing the size of the public service must be approached with both purpose and precision.
Why ‘One Economy’ needs a different kind of leadership
At the heart of the government’s renewed priorities is a commitment to working closely with provinces, territories, and Indigenous Peoples to grow a truly inclusive economy. But these partnerships can’t thrive under a rigid, top-heavy system.
Over the past decade, senior public service leadership has become increasingly bloated, yet less effective. While the federal workforce grew by nearly 44 per cent since 2015, the executive ranks grew even faster. Accountability became diluted and boardrooms became quite full. Today, our leadership layer is bloated, yet its effectiveness is in question.
Yet many of these top executives may not be able to acquire the depth of subject matter knowledge, long-term relationships, and frontline experience required to deliver transformational, cross-government agendas in a timely fashion. Frequent shuffles—nearly 100 deputy minister moves in the past nine years—undermine continuity, accountability, and trust with both internal staff and external partners.
The problem with backward delegation
Despite a formal push to decentralize decision-making, authority is still hoarded at the top. Human resources, policy direction, and financial powers often remain confined to deputy or assistant deputy levels, limiting regional and middle managers’ ability to lead effectively. Layers of oversight have grown, not because of increased complexity, but as a workaround for poor delegation and risk aversion. All the while, leaders stopped holding peers or themselves accountable.
Instead of empowering capable experts on the ground, we’ve created a top-heavy structure of administrators checking one another’s work—without necessarily delivering better outcomes.
A smarter way to downsize
Rather than sweeping, across-the-board layoffs, what Canada needs is an iterative, top-down approach that starts with the highest ranks and works its way down based on clear progress and organizational stabilization with a focus on relationship building across Canada. A law or a policy does not nurture a partnership, relationships do; and that is why preserving and empowering those senior managers and regional experts should be the priority when the cuts start taking shape.
Here’s how it could work while in parallel services that are no longer desired could be cut:
- Start with senior executives: Trim excess at the deputy minister and assistant deputy minister levels, where the highest salaries and clearest duplication exist. This signals that leadership is not exempt from accountability. Those who are needed will make decisions on the next layer down
- Monitor results and move down: Monitor the impact on services, operations, and the government’s core priorities as decisions for cutting other layers are considered.
- Empower the middle: Restore meaningful authority to directors, managers, and regional leaders—the people closest to Canadians and the ones best positioned to lead lasting change.
- Protect the frontlines: Avoid early cuts to frontline workers. Instead, reduce costs through attrition and hiring freezes, maintaining morale and service delivery in the short term.
This approach is inspired by the Chrétien-era Program Review of the 1990s, which successfully streamlined government. But, unlike that effort, this strategy flips the order: it starts at the top where the disruption is least damaging and reform most overdue.
The approach works. It prioritizes and focuses on the character of the leadership we need to maintain in the public service. It is fair, it builds trust, it is agile, and it supports continuity.
The passion, empathy, and mission that define the public service live closest to the people it serves. But a top-heavy bureaucracy has weighed down innovation, delayed decisions, and strained the relationships needed to move Canada forward.
If we want a government that’s more collaborative, responsive, and equipped to make “One Economy” a reality, we need to rethink who leads it—and how.
That means starting with executive ranks, empowering skilled leaders in the middle, and protecting those on the frontlines. Only then can we assess further reforms.
Let’s not cut the grass before we know where the roses and other plants are. A leaner top, stronger middle, and service-focused front is not just a budget solution—it’s a leadership solution.
Dani Srour is a retired senior public servant with more than 25 years of public and private sector experience.
The Hill Times